Annex 1: Description of existing programs expected to transfer to PGF This table outlines the Australian High Commission’s early thinking on transition of programs into the PGF. Further planning will be done in 2015, in continued close consultation with existing service providers. The AHC will also engage a short-term Transition Advisor to assist during this period. Proposed Pillar Program title & annual spend Current Description (note: subject to change through 2015) Expected transfer arrangements (note: subject to change) Core Functions of Government Strongim Gavman Program Deployee Services Support Additional SGP/Twinning Admin Functions Support for accommodation, logistics, transport, communications, security, WHS, mobilisation and demobilisation for between 35 to 50 SGP deployees and up to 100 short term Twinning deployments per year MIS secured database system for deployee management Management of 78 vehicles fleet and deployee assets Program performance reporting Deployee accommodation Management Management of 8 x residential leases and compounds Administration of agency agreements and activity schedules; 11 x agreements (Activity Schedules) with home agencies Functions currently managed by AHC/DFAT to be considered for transfer to PGF Administration of agency agreements and activity schedules (service orders) Delivery of pre-deployment training and briefing; Coordination of deployment logistics (pre-departure medical clearances etc); Support to home agencies for recruitment e.g. development of ToRs, EoIs, selection panel logistics (particularly where joint recruitment processes are required); Management of logistics (travel, accomm, venue hire, programs) for recalls, debriefs and recon visits; Transfer DSS by 1 July 2016; SGP - Implement new management arrangements including providing additional in-PNG ‘secretariat’ function by 1 July 2016. Existing SGP/Twinning Activity Schedules expected to end June 2016. Renegotiated with PGF admin support. Agreement and transfer by July 2016 Electoral support Technical assistance to PNG Electoral Commission (est. 1xLTA, under EPSP) Grant funding to an international elections organisation (TBC) Transfer of LTA as per EPSP arrangements below
Manus support program Bougainville Public Sector Program and procurement Technical assistance Procurement Technical assistance – Approx. 12 TA (ST and LT) Program and procurement Transfer by July 2016. Transfer between by March 2016 to Bougainville component Ensure no gaps in assistance Prioritise mobilisation of Buka sub-office to ensure smooth transition of support Retain good local staff, particularly those involved in GIF, BPBP and small grants. Private Sector Development Innovation Partnership Fund (new) Small grants program. To be developed by PGF in Inception Phase. Strongim Pipol Strongim Nesen Kokoda Initiative Kokoda Integrated Community Development Program (currently being designed) Next phase of Kokoda Initiative (currently being designed) Kokoda Integrated Community Development Program to be implemented under the Strongim Pipol Strongim Nesen component Church Partnership Program Phase 2 Core funding to PNG churches through Australian Church NGOs Logistical and program support. Secretariat function Transfer by July 2016 Implement design of CPP Phase 3 (currently being developed)
Annex 4: PGF concept design risk matrix (summary) Risk Risk rating Proposed Treatments Entity(ies) Impact Likelihood Rating Residual Risk Rating Risks in the Operating Environment Increased political instability and insecurity in PNG adversely impact on AHC ability to implement governance programs Severe Possible High No risk mitigation measure identified N/A High Further reductions in aid program budget and DFAT (Aid) staff at Post Moderate Possible High DFAT may need to consider transfer of contract management function to Canberra DFAT Moderate Further (Australian Government) changes in priorities and focus of aid (and governance) program to PNG Major Possible High Facility contracting model incorporates flexibility to respond quickly to changes in Australian Government change in (PNG) aid priorities AHC Low Lack of GoPNG engagement at the Sector (Facility) level through the Strategic Facility Management Committee Major Possible High Facility Strategic Management Committee chaired by HOM and Chief Secretary; Consultations have taken place with GoPNG via the proposed AHC Governance strategy which incorporates many of the changes proposed via the Facility AHC, GOPNG Moderate Lack of Australian Government, GoPNG, private sector or civil society sector determination to increase women’s empowerment Major Possible High Up front agreements that programs will focus on this; Gender plans that allocate human and financial resources to shift some of the barriers; monitoring at the highest level (PGF KRA 2) AHC Moderate Transition to Single Facility SP
Insufficient time for Facility SP to complete handover of physical assets, IP and program functions from existing SPs Major Possible High Inception phase for SP to arrange handover of assets etc; sequenced transfer of program functions (e.g. DSS) to PGF AHC’s own transition plan and Transition Adviser AHC Low Potential loss of existing experienced SP staff Major Likely High Early advice on new SP. Establishment period provides new SP with time to advertise and recruit experienced staff from existing SPs Facility SP Moderate Streamlining of existing (individual) Program Governance mechanism through the single Facility reduces GoPNG engagement Major Possible High GoPNG/AHC program governance measures considered in Facility design AHC Moderate Potential loss of continuity with existing PNG delivery Partners Major Possible High AHC and Facility SP Consultations with delivery partners in Facility "Establishment period" to explain changes. AHC Low Insufficient time for AHC Governance staff to modify the scope of existing programs and draft Service Orders to implement programs with PGF Major Possible High AHC’s own transition plan and Transition Adviser to assist program areas AHC Low Facility and Program management Single SP model too complex and adversely affects performance Major Possible High Regular AHC/SP meetings to discuss performance. Constructive engagement Annual (formal) Contractor Performance Assessment; Contract management will be responsibility of AHC- coordinated to provide more consistent management engagement AHC, Facility SP Moderate
Further reductions in AHC PNG governance staff reductions results in lack of strategic oversight and direction in some programs Moderate Possible High Responsibility for strategic oversight/ direction of some governance programs transferred PNG Canberra Desk. DFAT Moderate Insufficient number of AHC staff renders contract management of the Facility weak Moderate Possible High Agreement by AHC to resource contract management/administration functions across governance portfolio. DFAT/AHC Moderate Limited availability of expert program staff (especially women) to work in PNG Major Possible High DFAT consultation with Whole of Government agencies to manage risk; Selection of expert SP with well-developed networks DFAT, Whole of Government agencies Moderate Lack of GoPNG engagement at (governance) program level Major Possible High Existing governance arrangements for individual governance programs to be reviewed and where possible streamlined to ensure GoPNG engagement; QTAG cyclical review of individual program elements provides opportunity for GoPNG engagement. AHC Moderate Facility research and learning processes do not inform, or not integrated into, governance programs Moderate Possible High Regular AHC/SP meetings to review research and learning results and integration into programs. QTAG annual review of the Facility AHC, Facility SP and QTAG Low Potential complexity of coordinating Facility Annual (Program) Planning due to number and diversity of governance programs Moderate Possible High Timelines for individual governance programs input to Annual Planning process respected. PNG OPS coordination role to ensure Annual Planning process undertaken in timely manner AHC , Facility SP Low Potential "disconnect" in integrating Facility Gender related activities with PWSPD PNG activities Moderate Possible High Early discussions between AHC and PWSPD Governance Counsellors. Examine opportunities for joint PWSPD/Facility activities. AHC Low