- Evaluation Plan:
- 2009-2013, Independent Evaluation Office
- Evaluation Type:
- Planned End Date:
- Completion Date:
- Management Response:
- Evaluation Budget(US $):
Assessment of Development Results: Papua New Guinea
|Title||Assessment of Development Results: Papua New Guinea|
|Atlas Project Number:|
|Evaluation Plan:||2009-2013, Independent Evaluation Office|
|Planned End Date:||08/2011|
|Corporate Outcomes (UNDP Strategic Plan 2008-20013)|
|Evaluation Budget(US $):||150,000|
|Source of Funding:|
|Evaluation Team members:||
|Location of Evaluation:||Country Level|
|Countries:||PAPUA NEW GUINEA|
|1||For more sustainable contributions to development results, UNDP should define clearly the strategic focus of its programme under each thematic area and narrow the range of activities accordingly. An integrated approach to programming is crucial to achieving results in each thematic area as well as for the UNDP programme as a whole. UNDP should pay specific attention to improving synergies between complementary programme areas. UNDP programme strategy should also address programme implementation challenges in Papua New Guinea.|
|2||UNDP should strive for a balance between its upstream and downstream work and further increase its support at the provincial and community level. The UNDP programme should focus on strengthening capacities at the sub-national and local levels.|
|3||UNDP should put more emphasis on supporting MDG planning and monitoring. UNDP support should specifically include localized MDG planning in order to accelerate progress towards MDGs. UNDP should leverage on its ongoing efforts in the area of gender equality, HIV and AIDS and environment to better contribute to MDG planning.|
|4||UNDP should have a sustained, long-term and multi-pronged approach to addressing gender equality at all levels. In coordination with the UN country team, UNDP should adopt a holistic approach to integrating gender equality into all areas of MDG implementation.|
|5||Given the importance of linkages between sustainable environment, land use and livelihoods in Papua New Guinea, UNDP should refocus its work in the environment sector. UNDP should support an institutional analysis and capacity assessment of the Department of Environment and Conservation in order to facilitate establishing indicators for capacity development. Considering the inadequate attention paid to the environment in the MTDS, specific attention is required in the forthcoming programme in order to integrate environmental issues into national policy and planning.|
|6||UNDP should play a more proactive role in strengthening governance capacities at different levels. It should clearly define areas of support for long-term engagement.|
|7||UNDP needs to establish and nurture strategic partnerships to complement its expertise and supplement its resources. There is need to further strengthen the nature of partnerships and partnership arrangements with government departments.|
|8||UNDP is strategically positioned to promote UN values and should make a stronger commitment to address cross-cutting issues such as gender equality and human rights in programme planning and implementation. UNDP needs to pay sufficient attention to mainstreaming gender equality across its programmes, irrespective of specific interventions related to women?s empowerment or gender equality. There is need for specific resource allocation in programme planning and implementation for addressing crosscutting issues.|
|9||UNDP should strengthen programme planning and management in the forthcoming programme. Urgent measures should be taken to strengthen programme monitoring and reporting systems. UNDP has several capacity development projects and components. Such projects must be preceded by a needs assessment, and baselines must be identified. Projects should have a realistic time-frame and plan for disengagement and handing over.|
In the new C-CPD 2012-2015 UNDP will focus on only 3 outcome areas: (a) Governance for Equitable Development; (b) Social Justice, Protection and Gender Equality; and (c) Environment, Climate Change and Disaster Risk Management. The new C-CPD has fewer outcome areas and has reduced the number of low-value projects so as to concentrate resources and support in fewer areas to deliver results based on a more realistic programme. Furthermore, the programme is designed to explicitly draw on vertical linkages within one cluster area as well as horizontal synergies among the clusters. Breaking the silo approach within and among the clusters is seen as central to capturing the contribution of each intervention to the MDGs and fostering a more integrated model to achieve the UNDAF overarching goal of Supporting the Government of Papua New Guinea to fast-track achievement of the MDGs by 2015. The CO has also developed an Implementation Strategy that defines how, what and where UNDP will focus its resource use and expertise during the period 2012-2015 to support the Government of PNG in strengthening inclusiveness, resilience and sustainability. The Strategy is meant to ensure an appropriate balance between: (i) being demand driven on the one hand and staying strategic, coherent and providing policy and technical advice and options when it comes to development on the other; and (ii) upstream policy advice and being present on the ground and making sure the two meet.
|1.1 Develop a more tightly-focused C-CPD with fewer outcome areas||UNDP Programme Section||2011/12||Completed|
|1.2 Formulate Implementation Strategy to identify how and where UNDP can achieve the best results||UNDP PNG CO||2011/12||Completed|
|1.3 Review and update the Implementation Strategy annually End 2012, end 2013, end 2014 CO||Programme Section||2013/01||Completed||A Programme Consultation took place on 28 Jan 2013 to establish Programme targets for the CO for 2013, in line with corporate and regional priorities and IWP. The consultation also reviewed the geographic focus, balance between upstream/ downstream approach, linkages among various projects and priorities for the year. The meeting served as a review of the Implementation Strategy.|
|1.4 Ensure programme formulation adopts a cross-practice approach||UNDP PNG CO Programme Section; advisory support from PC/APRC||No due date||No deadline established||This is ongoing between 2012-2015. For 2013, a Scaling Up of a cocoa/coffee initiative for small farmers has been designed, taking account of conflict in the provinces where replication is considered. In addition, the next phase of our support to building the capacities of treasuries in the provinces (scaling from 6 to 10) is now being linked to addressing corruption at sub-national level and to better transparency and accountability in the education sector. As mentioned, this will be ongoing during the life-cycle of the CPD.|
The CO recognizes the importance of combining upstream policy with downstream project support as an appropriate mix to improve human development indicators for the majority of the people of Papua New Guinea who live in rural and often remote areas. However, the CO would note that it is significantly hampered in operating downstream and at provincial and local levels due to security and safety concerns, the high cost of internal travel and the complex decentralization structure. PNG is divided into 4 Regions, 22 provinces, 89 districts and more than 300 local-level government (LLG) units. As a result, downstream interventions will increase albeit cautiously.
|2.1 Provide policy advice under the 3 outcome areas to strengthen national capacities, policy/ legislative / institutional frameworks, accountability and human rights mechanisms, and exchange of good practices||UNDP PNG CO Programme Section||No due date||No deadline established||This is ongoing between 2012-2015. For 2012, at the upstream level, UNDP provided policy support to Government on a national security policy and the review of the Disaster Management Act. In 2013, UNDP will support the drafting of the Family Protection Bill, support to the Parliament and Judiciary, and review of the Disaster Management Plan.|
|2.2 Focus downstream interventions in (i) Bougainville on peace-building and post-conflict recovery; (ii) in 4 villages in Kairuku District on the MDG Acceleration Framework; (iii) expand the GEF Small Grants Programme to benefit more communities; and (iv) support inclusive stakeholder consultations in the 4 Regions of PNG on UN REDD, Rio+20 and land governance issues.||UNDP PNG CO Programme Section||No due date||No deadline established||This is ongoing between 2012-2015. In 2013, UNDP will support the implementation of the Community-Led MDG project in 4 marginalized provinces, has expanded the scope of our provincial treasury support to 4 more provinces, and will implement the weapons assessment recommendations in Bougainville. These are all at a downstream level to complement our support at upstream level.|
To complement the work that UNDP has been doing on MDG planning and budgeting at the national level, in 2011 in response to demand, UNDP initiated support for localized MDG-based planning in Manus province and in the Autonomous Region of Bougainville. The process is ongoing in 2012 and it is likely that other provinces may request similar support to develop provincial plans. It should be noted that under the ambit of the Department of National Planning and Monitoring (DNPM), all provinces have to develop a plan which is then resourced from the national budget allocation process. UNDP uses this as entry points to ensure provincial plans are MDG-based. In terms of strengthening data systems, the CO would note that the 2011 census has just been completed with support from UNFPA and the preliminary abstract released. The 2011 Household Income and Expenditure Survey has also been completed with support from the World Bank and is awaiting clearance from the National Executive Council (NEC) for dissemination. A Household Welfare Assessment (poverty assessment) is available in draft form. In light of support provided by other partners, UNDP has focused its support on upgrading and updating the Development Assistance Database (DAD), a key tool in analyzing and understanding the inflows and use of donor resources in PNG and its contribution to development results. This will guide decision-making processes on how to better support development outcomes and service delivery by investing in sectors and geographic areas that need it most.
|3.1 Maintain support for localized MDG planning at provincial level based on demand and support MDG monitoring and reporting||UNDP PNG CO Programme Section||2014/12||Overdue-Initiated||This is ongoing between 2012-2015|
|3.2 Encourage provinces that prepare new plans to adopt a MDG-based lens||UNDP PNG CO Programme Section||2014/12||Overdue-Initiated||This is ongoing between 2012-2015. In 2012, training was provided to Manus province and the Autonomous Region of Bougainville to prepare MDG-based plans.|
|3.3 Strengthen cross-practice synergies so that all programme interventions contribute to MDG progress||UNDP PNG CO Programme Section||2014/12||Overdue-Initiated||This is ongoing between 2012-2015. For 2012, environmental initiatives combined support for sustainable livelihoods, resilience and poverty reduction, with a particular focus on women. Our support to women living with HIV has integrated a component to livelihood through access to renewable energy (encouraging use of solar panels) to promote small businesses. Both initiatives are examples of cross-practice work contributing to MDG achievement.|
|3.4. In Bougainville, focus the One UN Joint Programme on post-conflict peace building and recovery from a holistic development perspective where peace, reconciliation and governance are linked to human rights provision and protection, gender, health and education - an enabling environment for the acceleration of progress towards the MDGs||Bougainville Task Team||2014/12||Completed||This is ongoing between 2012-2015. For 2013, this has been done as reflected in the Joint AWP for Bougainville which adopts a conflict-sensitive lens to development through the inclusion of women and youth in decision-making processes, peace-building and decentralized governance structures. Training on how to prepare an MDG-based plan was conducted in 2012 and will be followed up in 2013|
|3.5 Strengthen the capacities of the Department of National Planning to maintain a functional and updated Development Assistance Database system as a key tool for aid coordination and effectiveness||Governance Unit||2015/12||Overdue-Initiated||This is ongoing between 2012-2015. In 2012, a scoping mission took place by colleagues from the APRC to look at the review of the DAD and the formulation of a Development Finance and Aid Policy and support required for the Department. Follow up work is in progress in 2013.|
Under the Delivering as One approach, the UN Gender Task Team (GTT) chaired by UNWOMEN coordinates the UN?s work on gender. The GTT has joint Annual Workplans that focus on three aspects of gender equality, namely the elimination of gender-based or family & sexual violence, the representation of women in political spheres and higher decision-making instances and the economic empowerment of women. Based on an agreed division of labour, UNDP focuses on addressing GBV and family and sexual violence (FSV), reducing the high incidence of maternal mortality through the MDG Acceleration Framework and supporting women?s access to parliament and decision-making instances in the public and private sectors. UNDP has both stand-alone gender programmes and mainstreams gender responsiveness, a human rights-based approach, capacity development and brokering knowledge through regional initiatives, South-South or triangular cooperation in its other interventions.
|4.1 Support the Department for Community Development to implement the recommendations from the Capacity Assessment exercise of the 3 national women machineries undertaken in 2011 with UNDP assistance||UNDP PNG CO Gender & HIV Unit||2014/12||Overdue-Initiated||This is ongoing between 2012-2015. This has been discussed with the new Minister for Community Development who took up her post in August 2012. However, internal challenges and dynamics (including 2 Secretaries contesting for one post in court and dividing the Department into 2 camps) have made it difficult to move forward with implementation. The CO has reiterated its willingness to support implementation in 2013, once these issues are resolved.|
|4.2 Undertake a comprehensive study on the prevalence and nature of FSV in the 22 provinces of PNG and upscale provision of services to survivors of violence based on the evidence available||UNDP PNG CO Gender & HIV Unit||2014/12||Overdue-Initiated||This is ongoing between 2012-2014. Funding has now been made available from AusAID for implementation of this initiative to start. Recruitment is in progress.|
|4.3 Develop an electoral cycle programme approach to promote women?s participation in politics at local, provincial and national levels. UNDP has already conducted a Practice Parliament training to provide women candidates with skills to campaign and build name recognition during the pre-election period until June 2012||UNDP PNG CO Gender & HIV Unit||2014/12||Overdue-Initiated||The Practice Parliament was conducted in 2012 to support women candidates vying at the national general elections. For 2013, we are supporting women running for the local level government elections. A national consultation took place in December 2012 to enable UNDP to define the contours of an electoral cycle and new gender programme. This work is in progress.|
PNG has faced challenges in integrating environmental with social and economic development. Often, environmental concerns are seen as stand-alone and separate issues. The preparatory work and stock-take undertaken in the context of Rio+20 builds on UNDP?s support to DEC on Environmentally Sustainable Economic Growth agenda and is contributing to a better understanding of the sustainable development paradigm, that is, integration of the three pillars of development. In PNG, communities own 97% of the land with the result that addressing land issues and land rights is a challenge fraught with conflicts and demands for compensation which are never ending. UNDP addresses land governance by enhancing the capacity of Government and civil society to implement sustainable land management practices to promote biodiversity conservation, low carbon and climate resilient development initiatives for environmental sustainability and improved livelihood to reduce the vulnerability of women, girls, men and boys to disaster risks. The support of UNDP in the new programme is therefore more focused and integrated and targets fewer areas.
|5.1 Focus the new environment programme to target 3 areas: (a) resilience to climate change, (b) sustainable financing of protected areas and (c) community participation and empowerment in the use of natural resources.||UNDP PNG CO Environment & Climate Change and Disaster Risk Management Unit||2011/12||Completed|
|5.2 In the context of the new C-CPD, undertake a micro-assessment of DEC and OCCD as the main implementing partners for activities relating to climate change, environmental sustainability and livelihoods and follow this up with a training plan. The micro-assessment has been discussed and agreed upon with DEC & OCCD.||UNDP PNG CO Environment & Climate Change and Disaster Risk Management Unit||2014/12||Overdue-Initiated||The micro-assessment, along with a macro-assessment, is being undertaken as part of a joint exercise with the ExCom Agencies. the request for proposal has been issued and the work is in progress, to be completed by April 2013.|
One cluster of the new UNDP programme focuses on governance. The various interventions are brought together within the cluster so as to reinforce the impact of each input into a more coherent programme and collectively strengthen the governance environment. However, UNDP does not currently have resident expertise in governance and relies on support from the Asia/Pacific Regional Centre. This is not the most desirable situation and UNDP is exploring the possibility of a partnership with AusAID for an anti-corruption programme which, if successful, will include the cost of delivering that programme at national, provincial and local levels. Policy and technical advance and oversight will continue to be provided through the PC/APRC. The Financial Management Improvement Programme (Provincial Capacity Building programme - PCaB) has been instrumental in improving the accuracy of record-keeping and the timely reporting of provincial treasuries to the national level, resulting in additional resources being made available at decentralized level for service delivery to communities. This support has increased governance and financial oversight of funds and strengthened provincial capacities to do so. The programme is currently examining an exit strategy to phase out the support of UNDP as Government takes greater ownership and replicates in a number of additional provinces the measures put in place in the six pilot provinces. Government has already allocated increased domestic resources for this replication. In light of the projected high increase in government revenues due to LNG and mineral resources projects, improving public financial systems is crucial to reducing risk of corruption and vulnerabilities at the sub-national level. In the next phase of the programme which is at the design stage, UNDP is making the linkage to accountability, transparency and minimizing the risk of corruption at sub-national levels in line with international standards. On HIV and AIDS, UNDP has focused on improving the linkage between policy, planning and budget allocation at national and provincial level and will continue to strengthen the capacity of the Government, civil society and other partners in delivering on the goals and strategic priorities of the national HIV and AIDS strategy 2010-2015. We will provide technical assistance to improve the development and implementation of HIV-sensitive plans and budgets allocation at provincial and local levels and enhance leadership capacity and community engagement at national, provincial and local levels for accountability, transparency and equity. In Bougainville, UNDP is already using inclusive governance and the strengthening of capacities as the main approach for effective and sustainable peace consolidation and recovery in the post-crisis context.
|6.1 Mobilize resources for an integrated governance programme. Discussions have been held with the PC to support the design of the new programme.||Governance Unit||2013/07||Overdue-Initiated||A mission by the newly recruited Governance Specialist from PC will take place in early April to support the CO to adopt a governance portfolio approach. Meanwhile, the CO has brought together the various interventions under the Democratic Governance area into a more inter-linked approach.|
|6.2 Anchor the next phase of the PCaB programme into good public financial management practices linked to transparency, accountability and anti-corruption||Governance Unit||2013/12||Overdue-Initiated||This has been done in the AWP for 2013. The new project document, to be finalized by September, will further reflect this.|
|6.3 Address governance capacities in areas where UNDP is supporting policies, plans and budgets including in HIV, disaster risk management and Bougainville||Governance Unit||2014/12||Overdue-Initiated||UNDP is strengthening the capacities of provincial disaster centres to better prepare and respond to crises. Our support to the National AIDS Council Secretariat and community-based organizations to lead a multi-sectoral and integrated response to HIV continues. Reference has been made to our work in Bougainville already.|
PNG is a country with a rich resource base, but with limited capacity to effectively deliver services to more than 85% of a widely scattered population with limited communications and transport links. UNDP will ensure that the design and implementation of programme/ project interventions is done in close consultation with government, other stakeholders and development partners to address identified priorities, ensure local ownership and avoid duplication. The partnership approach is crucial within and outside the UN system under the Delivering as One (DaO) model and is gradually improving as we move to the second programming cycle under DaO. Programme implementation approaches take account of the cultural context that varies across the different parts of the country, avoiding generalizations and stereotyping of local responses and methodologies. Government contribution (parallel funding) has been secured for UNDP?s work in disaster risk management, MDGs / Aid Coordination & Population and in Bougainville. The partnership between UNDP and the Department of National Planning & Monitoring is critical as they are the main counterpart of the UNDP programme. UNDP values its relationship with DNPM but has been hampered by the numerous turn-overs at the highest level in the department in 2011, namely the Minister, the Secretary, the Acting Secretary, the First Assistant Secretary, etc. There is also an issue of lack of capacity to lead and coordinate development efforts and the use of aid resources across sectors. UNDP has applauded the lead role played by DNPM in the formulation and costing of the Medium Term Development Plan (MTDP) 2011-2015, a key planning framework which has guided the work of the UN system. UNDP works with Department of the Prime Minister on crisis risk management and the Autonomous Bougainville Government on reconciliation and post-crisis recovery. During the new programme cycle, UNDP will support DNPM to better lead on its review, coordination and oversight role of the C-CPD. In the area of HIV and AIDS, UNDP partners with the Special Parliamentary Committee on HIV, Department of Health, National Aids Council Secretariat (NACS), Department for Community Development, civil society organizations, private sector, provincial leaders and community leaders to lead effective responses that address the whole spectrum of prevention, treatment, care and support. Continuous support is being provided to Department of Health, NACS and CSOs on the MDG acceleration framework, with strategic partnerships underpinning this work. In the area of gender, UNDP works with women leaders, Parliamentary Committees, the media, male champions, etc to change mindsets and challenge cultural norms, a major barrier to more equitable gender roles. UNDP will continue to leverage its partnerships with the range of stakeholders mentioned above to secure better development outcomes. The European Union undertook a mapping of civil society organizations in PNG in 2011. The exercise revealed the fragmented nature of CSOs in PNG and the lack of representation of key and more vocal CSOs of the broader civil society body, along with lack of capacity, resources, clear identity and internal governance. UNDP will partner with INGOs to further capacitate local NGOs.
|7.1 Strengthen existing partnerships and broaden those to other strategic allies such as the EU||CO||2014/12||Completed||Our partnerships with Government has broadened, resulting in the Department of the PM transferring funds to UNDP for a weapons assessment in Bougainville in 2012. Parallel funding from Government continues for MDG-related work. For 2013, we are exploring a cost-sharing arrangement with the National AIDS Council. UNDP has also broadened its partnerships with donors and secured USD1.2M from EU for MDG work in 2012. A further USD.5M is being discussed for Disaster Risk Reduction in 2013. The CO is also mobilizing from DfID for governance work.|
|7.2 Following the June 2012 general elections, discuss with the new government the possibility of a contribution to the UNDP/UN Programme||CO Management||2013/12||Overdue-Initiated||This is under discussion with the government.|
|7.3 Explore partnerships with INGOs that can help build the capacity of local NGOs||Programme Section||2014/12||Overdue-Initiated||Ongoing between 2012-2015 In the area of disaster risk reduction, we are working with CARE International in Bougainville so that they mentor small and local NGOs to better respond to disaster risks.|
UNDP addresses cross-cutting issues of gender and human rights in all its programmes. We emphasize the UN guiding principles of gender equality, environmental sustainability and a human rights-based approach (HRBA) to development and ensure that these principles are non-negotiable in the design and implementation of programmes/projects. Prior to the formulation of the UNDAF 2012-2015 and the 2012 Annual Workplans, training on gender and HRBA principles was provided to the UNCT and UN System to ensure its integration in these key documents. As a result, both gender equality and human rights as well as other cross-cutting issues such as HIV/AIDS, disaster risk reduction and capacity development have been an integral part of UNDP?s work in governance, crisis prevention and recovery and environment. In its new programme on addressing family and sexual violence, governance and electoral assistance, UNDP will strengthen more systematically the gender analysis and discourse on gender, women and human rights, and as well as how duty-bearers can fulfill their roles and obligations for better development outcomes.
|8.1 Continue to address gender equality and human rights in programme planning and implementation||Programme Section with support from PC/ APRC||2013/12||Overdue-Initiated||This is ongoing between 2012-2015. Our new project on addressing Family & Sexual Violence and the implementation of the recommendations from the research in Bougainville on engaging men and boys in the prevention of violence against women and girls are two key pieces of work which will be important to all our partners. In addition, a GBV/HIV Readiness Assessment of institutions in PNG to support survivors of violence and people living in HIV is already leading to policy changes to protect, respect and promote the rights of everyone, including providing redress when violations occur. With UNDP support, Parliament is considering the establishment of a Committee on Violence Against Women and passing the Family Protection Bill to ensure the rights of all citizens are respected.|
|8.2 Provide regular training to (new) programme staff on gender and human rights principles and its application to programmes and projects||Programme Section; PC/APRC||2014/12||Overdue-Initiated||Ongoing between 2012-2015. This was done for new staff in 2012 and will be organised again in 2013.|
|8.3 Encourage Programme Staff to join the UN/Government-led Human Rights Forum||Programme Section||2014/12||Completed||Ongoing between 2012-2015|
Given the complexity of working in the unpredictable PNG environment, it is important that there is a careful assessment of the risks and close consultations undertaken in the planning of initiatives to ensure that there is clear understanding among all partners about the risks involved in delivery and a shared understanding of how the risks will be minimized or if possible avoided. The need for regular monitoring of progress with an honest assessment of the likelihood of meeting targets or objectives is important. Where cost-shared resources are utilized, it will be important that programmes are designed in a way that ensures joint responsibility and commitment for the outcomes. A partnership agreement which highlights the responsibility of all partners is essential to avoid situations where government and/or donor partners avoid making a commitment or recognizing the risks and when difficulties arise leave UNDP exposed to criticism. In this context, it is important to recognize that the strategic fit and operational effectiveness of UNDP support rest on the availability of adequate operational, human resource and technical capacities, reliable working structures and innovative partnerships as well as improved information and knowledge management. Risk-taking within clear accountability frameworks will be encouraged in addressing opportunities for development gains. As a result, since 2012, a new office structure is in place to ensure the best fit and deliver the best results by aligning capacities with the required support and clustering them for efficiency gains. In addition to the existing quarterly monitoring and reporting of progress for each thematic area and UN Task Team, UNDP has put in place agency-specific measures to strengthen the monitoring aspect of programme implementation. Each AWP now includes a budget line for spot checks, site visit and other monitoring component, which should be followed by the submission of a report outlining recommendations on how weaknesses will be addressed and mitigated. An M&E Focal Point has also been identified to support the CO which already has an Evaluation Focal Point. A costed CO Evaluation Plan 2012-2015 has been drawn up. Under the DaO approach, UN Agencies develop Strategic Plans for each thematic area (mini CCA), the UNDAF, the UNDAF Action Plan and AWPs. Project documents are no longer required. However, further to discussions with RBAP, the CO will consider developing project or programme documents for each of the three clusters to determine how they fit together as well as an exit strategy. The CO intends to raise this with Implementing Partners after the June/July 2012 general elections, as the programme documents will need to be signed by national counterparts. It was highlighted that there was under-spending of project funds in the previous programme. The CO would note that while the annual work planning process is completed in October/ November of the previous year, the issue is related to late disbursement of funds by our main donors, making implementation and funding of activities unpredictable in the early part of the year. The CO hopes to resolve this by negotiating funding for a multi-year framework with our donors. The recruitment and retention of experienced and capable national staff is a challenge due to the escalating costs of operating in PNG as well as the more competitive remuneration package offered by other donors and the private sector in PNG. In its new structure, the CO management has prioritized national staff as the Programme Managers of each of the three clusters to ensure sustainability, including possibility of mobility. In light of the financial pressures being experienced by the CO, the CO Management agrees that an in-depth review of the human resource needs of the CO must be undertaken and a more innovative model adopted to contain costs and yet meet the policy and technical demands of our partners.
|9.1 Discuss the need for programme / project documents with the new Government and Implementing Partners||CO Management||2013/09||Overdue-Initiated||The CO has been busy with the CO Business Model but is ready to look at project documents which are useful for resource mobilization purposes. In this respect, the mission of the Governance Advisor in April will focus on developing a holistic project document for our governance work. In the same month, a mission by the Gender Advisor from APRC will support the drafting of a new gender programme for the CO. Preparatory work and consultations have been done in both areas.|
|9.2 New programme /projects highlight joint responsibility in risk management of UNDP programmes||CO||2015/01||Overdue-Initiated||This will be reflected in the new project documents, as per above updates.|
|9.3 Annual Workplans to include budget lines for site visits and monitoring checks||Programme Section||2014/12||Overdue-Initiated||Completed for 2012 AWP. Done for 2013 AWPs and a Monitoring Plan for 2013 has also been completed.|
|9.4 Negotiate multi-year funding with our key donors||CO Management||2013/12||Overdue-Initiated||This has been discussed with AusAID. However, the donor is experiencing resource constraints in 2013, given the elections in Australia in September 2013. The CO will maintain a dialogue as this is critical for proper multi-year planning and budgeting.|
|9.5 Review the business model of the CO to strengthen the sustainability of the UNDP presence and programme.||CO Management with support from RBAP||2013/12||Overdue-Initiated||A mission by HQ took place in October 2012 and provided recommendations to the CO in Feb 2013 on how to streamline operations functions for greater efficiency and possible cost savings and the need to increase income streams by growing the programme. The CO has been implementing some of these recommendations since Jan 2013. However, a number of issues are still under discussions, including where to outsource certain functions, at what cost, etc. This is work in progress and a transition plan for the CO will be available by September 2013.|