PNG Annual Learning Workshops A substantial list of Operational related activities (such as ToR development, recruiting applicable TA, scoping studies and reviews, conceptualising and critiquing the design of proposals and so on) A substantial list of logistic support (including Advisory Board meetings, annual GFP meetings and other key program level meetings) In addition, the Support Unit has been effective in delivering the key reports specified in the following from the Head Contract, albeit the finalisation of these deliverables was not always within the due date: Description of Report Format Qty Due Date Date Finalised (a) Mobilisation Management Plan Electronic copy in Microsoft Word and PDF 1 27 May 2015 Approved by DFAT 13 July 2015 (b) A Pacific Women Support Unit Final Design and Operations manual Electronic copy in Microsoft Word and PDF 1 26 June 2015 Design of Support Unit approved by DFAT 31 July 2015. Operations Manual approved by DFAT 1 August 2015 (c) Annual Plan Electronic copy in Microsoft Word and PDF 1 26 June 2015 and by 1 December each subsequent year. Annual Plan (2015) approved by DFAT 31 July 2015. Subsequently rescheduled, most recent submitted 1 June 2017 (d) A Final Risk Management Plan Electronic copy in Microsoft Word and PDF 1 26 June 2015 Approved by DFAT 1 August 2015. Revised on a basis, most recent submitted February 2017 (e) An updated regional communications strategy for Pacific Women Electronic copy in Microsoft Word and PDF 1 28 July 2015 Revised due date 30 November 2017 (f) Bi-monthly financial reports Electronic copy in Microsoft Word and PDF 1 within 2 weeks following: the end of consecutive two month calendar periods after the Project Start Date Met target, albeit DFAT reports that only one set of monthly invoices has been submitted without need for correction and that bi-monthly financial reports are submitted late. (g) M&E Framework document Electronic copy in Microsoft Word and PDF 1 Draft by 31 July and final by 15 September 2015. 7 July 2017 (h) Capacity Building Strategy Electronic copy in Microsoft Word and PDF 1 Initial due date was November 2016, new due date 1 April 2018 Ongoing
Annex 5: Comparison of Different DFAT Funded Facilities Investing in Women Initiative and Inclusive Economic Growth Facility MDF Transport Sector Support Programme Time Frame 4 + 4 years 4 + 4 years 4 + 4 years 5 + 5 years 5 + 5 years Purpose of facility Implement the program Facilitate and support (but not direct) the implementation of the program Reduce the administrative burden for national partners and DFAT Provide quick and flexible services to access a range of international and national skills MC seen as a neutral party and Inclusive Economic Growth Facility (the Facility) will be a centrepiece of Australia’s aid program to the Philippines ’(p.8). Facility will effectively implement the program – ‘DFAT believes that a facility represents the best means of organising Australia’s trade and inclusive economic growth activities for the Philippines ’(p.9) Consolidate a variety of agreements and activities into an efficient management structure, reducing DFAT’s administrative and process burden, and maximising DFAT staff time for policy engagement. But, of course, it does require ongoing engagement and programming, in depth. Enables DFAT to put in place an overarching managerial framework, and develop and maintain policy coherence in which Australia can direct and Implement the programme Facility allows ‘’ (p.29) provides the flexibility and responsiveness necessary to mobilise and recruit a highly skilled team and implement a market systems program of the complexity and scale of MDF Facilitate knowledge transfer between DFAT managers and contribute to DFAT’s institutional understanding of market systems Responsive facility that respond quickly to the dynamic nature of economies Multi-country approach chosen for reasons including (p.17/18): ‘the savings in transaction costs and senior staffing that can be realised from a multi-country facility…and the ability to more easily protect the market development philosophy and approach in each country whilst still enabling positive Implement the program
adapt our economic partnership with the Philippines. experiences to inform other aspects of Australian aid programs Country specific programs would be seen to be more demanding on DFAT time Scope Establish business coalitions Manage DFAT’s funding agreements Provide access to technical skills Operate the advocacy platform (including monitoring, evaluation and learning) Test whether a separate private sector or not for profit entity could manage certain key functions Initially grants to be signed with DFAT, thereafter in future rounds grants will be between national partners and the MC MC to support implementation assisted by appropriate service providers MC to develop financial management system, including procurement guidelines (consistent with the Commonwealth Procurement Guidelines MC to design learning strategy MC to manage a small Innovation Response Fund Implement activities through different modalities (directly implemented by managing contractor, oversight over activities implemented by a 3rd party, advisory services provided to 3rd party who has a direct funding arrangement with DFAT) Identify and design activities for the facility to invest in (including annual pipeline planning) Report against a M&E Framework Promote innovation by ‘trial, experience, and adjustment’ (p.9) Undertake market analysis, design interventions, negotiate partnership agreements and determine the investment applicable to each intervention responsible for all financial, procurement and administrative requirements of the Facility as well as the delivery of training, results measurement, communication and knowledge management Administrative and management support services Responsibility for Capacity building ISP to deliver technical assistance, establish and manage IRG, manage the TAC and provide secretariat support services 20% cap on expenditure on adviser and capacity building support Location Full time locally engaged program coordinator at each post where there are significant activities (Indonesia, Philippines, and Vietnam) Location proposed by Managing Contractor Jakarta The Philippines MDF Country Representatives in each country lead the CT and are responsible for Post engagement and support as well as MDF technical quality in each country PNG Skills Set Strategic, technical, operational, and advocacy support to both the Australian Government and AusAID/DFAT recruited the key personnel (not MC) The managing contractor will engage an established and leader with a strong reputation on Core leadership team (Tl, DTL, Results Measurement Managers, Communications Manager, Operations Program Director to provide strategic oversight, lead scoping of activities, oversight over engagement with PNG
Investing in Women partners including the national business coalitions ‘influential and effective leader as CEO’ (p.36) Operations manager responsible for the 4 different components (i.e. Business coalitions, impact investing in SMEs, Government partnerships, advocacy platform) and the MEL unit Gender specialist and Gender advocacy specialist AusAID/DFAT provided start up grants to first cohort Small core team – TL, Financial Manager, Capacity Building Coordinator, and M&E Specialist (also responsible for communication and learning) trade and/or inclusive economic growth as the Facility Director. The Facility Director will be supported by an Operations Manager and three Team Leaders. Manager, Country Representatives (leaders of the Country Teams) Skills required include market analysis, brokering partnerships between market actors, assisting companies to formulate new business models, and supporting and mentoring companies taking to achieve market innovations government, give directions to ISP on implementation, provide advice to DFAT on implementation and performance of TSSP, the ISP, advisors and other program inputs PD provides advice to DFAT on transport infrastructure matters, access and coordinate program data and information to prepare sector briefs/analysis, participate in DFAT’s engagement with PNG Government, participates in wider dialogue on infrastructure development, provides regular advice on performance of TSSP PD does not performance manage the ISP PD does not get involved directly in managing the administration of activities/ operations Core team – TL, Managers for different components (e.g. Safety and security, Land Transport), M&E manager, Communications Manager, Program Finance Manager Governance Managed by Multilateral Policy Division in Canberra Program embedded within the Indonesian Vice- President’s DFAT’s Economic Section in Manilla has direct oversight the key decision-making and coordination body for the second phase of Transport Sector Coordinating, Monitoring and Implementation
Full time DFAT Program manager Board of Governance Clear set of roles and responsibilities for DFAT Canberra and Posts (pp.28-30) Host a 6-monthly roundtable with each Post Annual review and planning workshop in Canberra Commission for the Accelerated Reduction of Poverty Strategic Committee to provide ongoing advice to the Partners Forum for purposes of program management and knowledge sharing Steering Committee Additional Technical Working groups when necessary Annual High Forum (to promote engagement with key stakeholders) MDF will be the Program Managers Forum (PMF) Joint responsibility between Private Sector, Infrastructure and Agriculture Development Branch (PXB) in Canberra and five country Posts. Advisory Group provides technical guidance, help DFAT manage the facility, and review implementation Committee – primary governance and decision making body (including reviewing plans, receives reports, monitors progress, prepare budget)
Annex 6: Value for Money Analytical Matrix 4 E’s VfM Principles and Standards Satisfactory Partially Satisfactory Unsatisfactory Economy Efficiency in managing costs Cost consciousness The extent to which the Support Unit demonstrates it is cost conscious in its decision making and implementation More than 75% of decision making and implementation by the Support Unit are guided by cost consciousness principles Between 50 – 75% of decision making and implementation by the Support Unit are guided by cost consciousness principles Less than 50% of decision making and implementation by the Support Unit are guided by cost consciousness principles Encouraging Competition The extent to which competition is practiced in procurement Competition is practiced in more than 75% of procurement by the Support Unit Competition is practiced in between 75% and 50% of procurement by the Support Unit Competition is practiced in less than 50% of procurement by the Support Unit Resource allocation The extent to which the allocation of resources ensures quality outputs In more than 75% of instances the Support Unit allocates appropriate resources to ensure quality outputs In 50 to 75% of instances the Support Unit allocates appropriate resources to ensure quality outputs In less than 50% of instances the Support Unit allocates appropriate resources to ensure quality outputs Efficiency Efficiency in how well inputs are converted into outputs Timeliness The degree to which deliverables were achieved in time
75% of activities are delivered on time 50 – 75% activities are delivered on time Less than 50% of activities are delivered on time Within budget The extent to which deliverables were delivered within budget 75% of activities are delivered within budget 50 – 75% activities are delivered within budget Less than 50% of activities are delivered within budget Efficient business processes The extent to which the Support Unit’s business process avoid wasteful expenditure Business processes are assessed to be satisfactory Business processes are assessed to be partially satisfactory Business processes are assessed to be unsatisfactory Acceptable transaction costs The extent to the transaction costs of the Support Unit compare favourably to other programs In comparison with programs the transaction costs of the Support Unit were found to be satisfactory In comparison with other programs the transaction costs of the Support Unit were found to be partially satisfactory In comparison with other programs the transaction costs of the Support Unit were found to be unsatisfactory Effectiveness Effectiveness in how well outputs are converted to outcomes Results focussed The extent to which the Support Unit is results focussed More than 75% of planned activities and additional requests have been delivered in accordance with the workplan, and will meet expected outcomes 50 - 75% of planned activities and additional requests have been delivered in accordance with the workplan, and will meet expected outcomes Less than 50% of planned activities and additional requests have been delivered in accordance with the workplan, and will meet expected outcomes Experimentation and innovation The extent to which the Support Unit is nurturing experimental and innovative approaches to design and delivery of initiatives
Experimentation and innovation by the Support Unit is judged to be satisfactory Experimentation and innovation by the Support Unit is judged to be partially satisfactory Experimentation and innovation by the Support Unit is judged to be unsatisfactory Additional Resources The extent to which additional DFAT resources are being utilised to ensure effective operation of the Support Unit The use of additional resources by DFAT to oversee the Support Unit is judged to be satisfactory The use of additional resources by DFAT to oversee the Support Unit is judged to be partially satisfactory The use of additional resources by DFAT to oversee the Support Unit is judged to be unsatisfactory Performance and Risk management The extent to which the Support Unit implements a robust approach to performance and risk management Performance and risk management is judged to be satisfactory Performance and risk management is judged to be partially satisfactory Performance and risk management is judged to be unsatisfactory Ethics Ethical practices Transparency and accountability The extent to the Support Unit has adopted acceptable accountable and transparent approaches to all its actions The level of transparency and accountability is appraised to be satisfactory The of transparency and accountability is appraised to be partially satisfactory The level of transparency and accountability is appraised to be unsatisfactory Equity The extent to the Support Unit is promoting indigenous procurement The level of indigenous procurement is considered to be satisfactory The level of indigenous procurement is considered to be partially satisfactory The level of indigenous procurement is considered to be unsatisfactory