Peoples Action For Rural Development (PARD) Help Fight

PARD CHANGE STRATEGY 2022

PARD Change Strategy 2022 1 | P a g e

Table of ContentsTable of Contents

CHANGE STRATEGY (2018-2022)

PARD’s Radical Efficiency – Delivering more services with less cost

Our Vision Our Mission Our Values Key Drivers

1.Partnership with Other Change

Agents.

2. End Service Users Involved in

the Design of Services Based on

the roles resulting from

relationships developed.

3. Radical Efficiency: deliver more services with less cost, and new kind of service.

4. Innovation and risks management integrated.

1.Caring: we care for people and communities in need.

2. Partnership: we partner with others to help people in need.

3. Effectiveness: we are focused on impacts and performance driven.

4. Transparency: we are open organization.

Empower poor people to collectively create and govern their own institutions for easy access of services for poverty alleviation.

Ending Poverty

in life, PNG

people achieve

this end together

People’s Action For Rural Development (PARD)

Help Fight POVERTY HAS AN END We Are People Based Organization



Table of Contents

Foreword 3

Abbreviations/Acronyms 4

Executive Summary 5

1.Introduction 6-7

2.Vision and Strategy 8-11

3.PARD a Partner and Agent for Change: Radical Efficiency 12-15

4.PARD’s Core Programs 16-19

5.Other Strategies 19-21

6.Goals and Performance Measurement 22-23

7.Resourcing Strategy 2022 24

8.Up-scaling Lessons Learnt and Best Practices 24

9.Conclusion 24

10. Appendix 25-30

11. References 31



Foreword

From 2007 to 2017, PARD worked together with many change agents: PNG Government, the European Union, Dfat Australian Aid programs (ACIAR, ARDSF AIGS, SPSN), Bank of PNG’s Microfinance Expansion Project (MEP), network of local NGOs and CBOs, Foundation for Development Cooperation (Australia), ACCION, Crystal Clear Software- Uganda, Micro-Link, and PFIP to bring change focused at alleviating poverty in the lives of many disadvantaged children, men, women, and youths in PNG. PARD worked in Western Highlands, Jiwaka and Simbu provinces. PARD received tremendous technical and financial support from its partners to deliver its program services: 1) Community People’s Capacity Building for Good Governance (CPCBGG), 2) Sustainable Community Land & Forest Use Program (SCLFUP), and 3) Women’s Microenterprises Development & Microfinance Program (WMED & MFP).

A total of K3.124,076.00 was raised. The impacts were 13,000 people trained in financial education, 90% women, changed their capacity in doing family budget, integrating future plans which enabled them to plan savings. This enabled expenditure control. 5,000 micro-entrepreneurs were trained in planning and management of profit generating enterprises, both farm and non-farm businesses. 4,000 people, 90% women, accessed micro-credit and savings services delivered through the ‘Village Women’s Banking Program (VWBP)’, from which a total of 6,500 loans were disbursed, totaling K8.50 million. The VWBP was later (July, 2014) transformed to a legalized micro-financial institution called ‘Village Women’s Financial Services (VWFS) Ltd.’ 50,000 seedlings of coppicing tree species were raised and distributed for community woodlots and agroforestry systems trials in association with ACIAR and ARDSF AIGS (Australian Aid) programs. 20 ‘Biological Terrace Gardens’ were

established as trial plots on upland for soil conservation, fuelwood and fodder production. 100 farmers were trained on sustainable land care and improved village pig breeding. Raised 240 piglets through village pig breeding program. 33 permanent and part-time employees were recruited and trained in roles needed in PARD, VWBP, and in other funded projects.

This Strategy 2022 (2018-2022) positions PARD to triple its fundraising to K10.0 million aimed to up-scale its programs and will introduce three new programs: 1) Community Health & Nutrition Education Program (CHNEP) and 2) WASH Sector Program promotion. A third program which is closely related to WMED & MFP but will differ to focus on formal entrepreneurship, entrepreneurial ability and behavior development.

PARD cordially invites interested development partners, change agents and public to support in its fund raising campaign. Any help you give for helping poor people and households to end poverty and progress to better life is morally and ethically sound decision. PARD sees partnership and collaboration as key drivers of change.

Regards.

Yours sincerely,

Joseph PUMAI Executive Director



Abbreviations/Acronyms

ACIAR Australian Centre for International Agricultural Research

ARDSF AIGS Agriculture, Research, & Development Support Facility

Agricultural Innovation Grants

CPCBGG Community People’s Capacity Building for Good Governance

CHNEP Community Health and Nutrition Education Program

DDA District Development Authority

Dfat Australian Department of Foreign Affairs & Trade

DSIP District Support Improvement Program

EABDTP Entrepreneurial Ability and Behavioral Development Training

Program

EU European Union

K Papua New Guinea Currency called ‘Kina’

MFI Micro-financial Institution

MEP Microfinance Expansion Project

MPs Members of Parliament

PARD People’s Action for Rural Development Inc.

PNG Papua New Guinea

SCLFUP Sustainable Community Land &Forest Use Program

SPSN Australian Aid Development Program called ‘Strongim Pipol

Strongim Nesen’

WASH Water, Sanitation and Hygiene

WMED & MFP Women’s Microenterprises Development & Microfinance Program

VWBP Village Women’s Banking Program

VWFS Village Women’s Financial services



Executive Summary

During the last 10 years (2008 -2017), PARD in collaboration with national and international

change agents promoted three core programs: 1) Community People’s Capacity Building for Good

Governance (CPCBGG), 2) Sustainable Community Land & Forest Use Program (SCLFUP), and

Women’s Microenterprises Development & Microfinance Program (WED & MFP). These

programs attracted stakeholders like ACIAR, the European Union, the Department of National

Planning & Monitoring, Dfat (Australian Aid) Program- SPSN, Dfat (Australian Aid) Program –

ARDSF AIGS, and the Bank of Papua New Guinea through the Microfinance Expansion Project

(MEP) to work together to achieve various development goals, particularly social inclusion.

This 2022 strategy aims at up-scaling on the experiences, the lessons learnt, the best practices,

and ‘community of practice’ established by PARD across the three targeted provinces. The value

for K1.00 spent on an activity should provide an outcome and impact that basically contribute to

the long term goal of reducing poverty. Poverty inflicts sufferings of rural and urban people today

despite the economic growth and progress of PNG. PARD’s 2022 Strategy adds WASH program

and Community Health & Nutrition Education program, bring the number of programs to six. This

is an alternative district change package for the MPs, the DDAs, and the district planning teams

to consider planning for new and different services delivery while maintaining the existing core

services of health, education, law and order, roads and bridges.



1.Introduction

PARD was founded in May, 2006, in Simbu province by some rural development practitioners, who saw the need to bridge small CBOs and individuals who seek new concepts and resources for change and poverty alleviation. In 2006, PARD opened its office in Kundiawa, Simbu province. In 2007, Mt. Hagen office was opened by Mr Joseph Pumai and was recognized as the head office of PARD where the three core development programs: 1) CPCBGG), 2) SCLFUP), and 3) WMED & MFP were designed there. These programs were designed based on the pressing cross-cutting issues of gender inequality, lack of capacity of women and men to create change, unsustainable use of land and forest use leading to land degradation and deforestation. PARD marketed its core programs and raised K3,124,076.00 from 2007 – 2017. 70,000 community people benefited directly and indirectly.

Table 1: Funds Raised (2007 – 2017)

No. Funding Organization/Individual Amount (K) Year Project/Activity Completed

1 ACIAR Fuelwood Research (partnership) 400,000.00 2008-2012 Completed in 2012.

2 ACIAR Charcoal Making & Business Modeling

70,000.00 2012 Completed in 2012.

3 European Union (Women’s Micro-credit Program)

700,000.00 2009-2012 Completed in 2012

4 Membership fees for PARD & VWFS 274,500.00 2009-2012 Affiliation fees.

5 PNG Department of National Planning & Monitoring

100,000.00 2011 Co-funding against the EU fund.

6 ARDSF AIGS Australian Aid Program 223,000.00 2010 Land/forest care completed in 2011

7 Foundation for Development Cooperation (FDC, Australia)

30,000.00 2010 Training Pacific Women’s Leadership & Good Governance.

8 SPSN Australian Aid Program 498,776.00 2013-2015 Women’s entrepreneurial ability development and access to micro-credits. Completed in 2015.

9 SPSN Australian Aid Program 200,000.00 2015-2016 Additional funding complementing above.

10 Microfinance Expansion Project BPNG 50,000.00 2012-2015 MEP/IBBM capacity building.

11 Microfinance Expansion Project BPNG 210,000.00 2014 Financial education sub-contract.

12 Microfinance Expansion Project BPNG 225,000.00 2015-2016 Financial education sub-contract.

13 Microfinance Expansion Project BPNG 142,800.00 2015-2016 Business Skills Development training. Completed.

TOTAL: K3,124,076.00

©PARD, December 2017

PARD’s Strategy 2022 positions PARD to triple its fund raising to K10.0 million to up-scale its innovations, experiences, knowledge developed, lessons learnt and best practices to selected new provinces based the governors’ and the MPs’ interests. PARD will collaborate very closely with 10 governors and 30 MPs to deliver alternative social and economic development services in cost effective and environmentally sustainable ways.



1.1 PARD’s Effort in Changing Rural and Urban Communities

PNG’s rapid expansion of population gives rise to natural resources depletion, degradation of

land and deforestation. Food insecurity and vulnerability, fuelwood shortages, decreasing supply

of timber as community fail to plant trees, supply of kunai grass for traditional thatching is

running in low in many highlands districts. PARD’s three core programs are aimed at solving or

preventing the these social, economic and environmental problems:

1) Lack of knowledge and skills of PNG’s rural population to explore, exploit, manipulate,

plan and management natural resources to accumulate wealth constraining rural and

urban households into poverty.

2) Depletion of land quality and deforestation as a result of agricultural activities which is

mainly related rapid population growth. Community people lack knowledge and skills in

sustainable land and forest use and management. Suitable farming systems like

intercropping, agro-forestry systems for poles and fuelwood production, soil fertility

conservation techniques application for food security, seed bank for genetic

conservation, reforestation, afforestation, biodiversity conservation, and farm and forest

planning as a business knowledge and skills are lacking.

3) Cultural and social barriers positioned women and girls on sub-ordinate position in the

society under the men’s traditional power and authority. Male domination is prevalent in

modern employment, business and politics. Men need to see women from a different

perspective today in their roles to fight poverty at the household level. Women, if given

equal chances and empowered, they can be great economic prosperity agents for

households and communities due to their consistent and untiring efforts in agricultural

production and micro-business operations.

1.2 Challenges

The demand of services is increasing in direct proportion to the population growth. While the

Government maintains its core services financing and delivery, certain segments of the

population are likely to enter access constraints. The Government may not be able to deliver

services that address community needs like capacity strengthening and poverty alleviation.

PARD, other NGOS, CBOs, INGOs and the private businesses are individually or collectively

promoting services which reduce poverty. All the development partners and change agents at

most times find it difficult to access Government funds such as the Public-Private Sector

Partnership program. The DSIP budget at the district needs to make allocation to core programs

like community people’s capacity building, district financial development and financial services

access, entrepreneurial ability and behavior development, and district WASH sector programs.



2. Vision and Strategy

PNG struggled to increase its GDP and has not being able to cope effectively in achieving the Millennium Development Goals (MDGs). Inconsistent capital flows and lack of foreign serves affected public and private investments. The debt level has increased steadily. At the community level, development partners, like faith based organizations, women’s associations, issues based, landowner and environmental associations, agricultural cooperatives, and individual consultants and practitioners are trying to help the Government in their own capacity and capability to deliver services to the people. It is a huge responsibility and the Government cannot implement its policies through its existing bureaucratic system only. Private partners are needed to deliver alternative development services for poverty alleviation. The provincial governments and the DDAs need to achieve radical efficiency in service delivery, meaning delivering more services for less costs, while maintaining the existing basic services. Delivering new and different services at less cost is what the Government needs today. Innovations and risks management are built into the operational plans. Users of services identify and prioritize their needs and should participate in the design of the solution. Shifting roles to the users is important for long term sustainability. Social interactions and relationships developed between the district professionals, the private partners, and the users of services should be used to design services themselves. The contexts of the social relationships create interests and the users are able to achieve their collectively designed goals.

Vision

Ending Poverty in life, PNG people achieve this end together

Mission

Empower poor people to collectively create and govern their own institutions for easy access to services for poverty alleviation.

Goals

1. Up-scale PARD’s programs to 10 provinces in PNG. 2. Change capacity of 20,000 rural people by 2022 and 100 trained as lead actors in each

province. 3. Change capacity of 6,000 land and forest owners per province, 2,000 people per district,

to apply new knowledge and skills to sustainable land and forest management, biodiversity conservation, and access climate change programs and finance.

4. Change capacity of 30,000 people, 70% women and girls, in financial management, business planning and management training, from which the Provincial Government supports 3,000 to become formal entrepreneurs.

5. 50% of the 30,000 trained to affiliate to the provincial MFI.



6. Change capacity of 10,000 existing and potential entrepreneurs who have passed through the WMED & MFP.

7. Change capacity of community leaders and 20% of the total community per ward council for good governance.

8. Changed capacity of community people to develop their community WASH Sector system and policies in line with the district WASH Sector. strategy to ensure quality safe water, improved sanitation and better hygienic practices.

9. Collaborate with existing and new partners to deliver services in a radically efficient manner.

Core Values 1.Caring: we care for people and communities in need. 2. Partnership: we partner with others to help people in need. 3. Effectiveness: we are focused on impacts and performance driven. 4. Transparency: we are open organization. 5.Innovations and Risk Management: Adapt new ideas and technologies but ensure quality risk management. 6.Perseverance: Finishing starts; preserving in a course of action in spite of obstacles – taking in completing tasks. 7. Resilience and Adaptation: Learn from adverse events and formulate new strategies for advancement.

Strategy & Society

The strategy for the next five years (2017 to 2021) is PARD’s desire to see the quality of life by the target population in the participating provinces.

Objectives

1.Communicate and get approval for 10 governors of Jiwaka, Simbu, Madang, Oro, Hela, Milne Bay, Central, Eastern Highlands, Morobe provinces, including National Capital District).

2. Provide education and training services for 6,000 micro-entrepreneurs per target province.

3. Develop human resources and institutional capacity of community people’s owned institutions in the selected provinces.

4. Raise K10.0 million for up-scaling PARD’s programs in the selected provinces.

5. Reach up to 30,000 people per province in financial education, entrepreneurial ability development, and natural resources management.

5. Increase growth and profitability through financial self-sufficiency target achievement.

6. Maintain portfolio at risk below 20%.



7.Establish a MFI per province.

8. Introduce WASH sector program in three districts per province.

9. Introduce CHNEP in three districts per provinces.

Scope

Increase financial development in 30 districts of the 10 targeted provinces within five years (2018-2022) and develop entrepreneurial ability of 30,000 micro- and small entrepreneurs in the 30 districts. Implement the other programs in these districts.

Advantage

1.PARD is the largest NGOs in Simbu, Jiwaka and Western Highlands provinces in terms of outreach, networking, and services delivery for poverty alleviation. 2.Has comparatively more external partners collaborating to deliver its programs. 3.Effective and efficient service delivery, delivering more services within budget constraints. 4.Empowering highest number of women in the region to access financial services. 5. Had built the capacity and professionalism of 33 employees from 2009 to 2016. 6.Sustain competitive advantage through providing financial and banking services to poorest people in Papua New Guinea. 7.Credit risk management to be aligned to the cultural norms, beliefs, and values. 8.Continue to operate in blue oceans with no competition. 9.A benchmark is expected in delivering micro-financial services, use this benchmark to evaluate loan delinquency and financial self-sufficiency.

10.Integrate other social and economic development projects to facilitate exposure to new ideas, technologies and adaptation.

11. Align PARD’s programs to the National Government’s development plans, policies and priorities.



Strategic Priorities for 2018 – 2022

1. Work with 10 Governors and 30 MPs for radical efficiency in alternative, new and

different services. 2. Create platforms for active interactions and relationships development of the services

users and the professionals for service designs cost-effectively. 3. PARD maximizes fund raising to adequately finance its programs in each province. 4. Increase permanent alternative development institutions for the participating provinces. 5. Supporting communities through knowledge, skills, and innovation.

3.PARD a Partner and Agent for Change: Radical Efficiency PARD views the three sectors categorized below as fundamentally important for community and rural development. Micro- small and medium entrepreneurs move forward and backward, in and out of Sectors 1 and 2. For example, the SME policy is focused on Sector 2. Micro-entrepreneurs in Sector 1 do not have access to the SME policy’s Stimulus fund. When larger segment of the population is excluded by a government policy, then a suitable alternative policy is needed to deliver services for sidelined disadvantaged population.

Disparities in income distribution, unemployment and poverty are rising despite continuous economic growth from 2011 to 2015. The Government’s policy on increasing PSIP and DSIP enhances equal income distribution but the distribution channel further extends to how governors, MPs, provincial planners and district planning teams further distribute funds at different sectors and to different communities. Poor community people basically grow food and cash crops for survival, send their children to school, and seek health services when a family member is sick. When these basic services are accessible, a family, although may be living below the poverty line, may not have the capacity to pursue any further advances, if not led and directed for change. This category of households belongs to Sector 1.

Beyond this subsistence sector, households seek further opportunities in micro- and small enterprises, seek extension services, apply improved farming systems and input technologies (improved seeds, fertilizers, crops and livestock pests and diseases chemicals, conduct some form of market research, visit government change agencies offices, and affiliate to social and business networks for interactions with peers for experiences and knowledge sharing. They have a strategy that stretch beyond the limitations of their available capacity and resources. They are adaptors and innovators.

The final category is very successful Papuan New Guineans who own and operate medium to large businesses, modernizing, technologically and competitively advancing their operational systems, processes, and procedures for maintaining superior competitive advantage. This categorization of advancement and modernization is very essential to development



organizations to make decisions on which sectors they wish to channel their programs to impact which segments of the population through the “Theory of Change framework.’

Fig.1. PARD’s Alternative Development Lens for Poverty Alleviation in PNG

Sector 1 Sector 2 Sector 3

Household does

subsistence

farming/forest users

(not talented) 60%

Household goes into

diversified farming, use

modern agricultural

inputs, or runs non-

farm business

(talented) 30%

Operate small to

medium sized formal

businesses (highly

talented) 10%

Not interested and potential entrepreneurs (10%)

Entrepreneurs

Highly competent entrepreneurs

Social and economic status 1.Poorest to poor households 2.Have very little access to Government funded resources 3.Earn K1.00 per day 4.Some of their children do not attend school 5.Own little land 6.Low nutritional status and low WASH practices 7.High illiteracy. 8.Low formal education

9.Do not keep any records.

Programs for Poverty Reduction

1.Safety net projects. Help poor accumulate production assets.

2.Link them to social networks for information access.

3. Educate and train core issues for behavioral change.

4.Introduce new concepts for sustainable land and forest management.

5.Educate people on the National budget and services delivery systems. mechanisms.

Social and economic status

1.Live above poverty line.

2.Have access to Government

development resources

3.Earn more than K1.00 per day

4.Send all their children to school

5.Own bigger land

6.Literate and educated

7.Keep records and financially

literate.

Programs for Entrepreneurial

Ability and Behavioral Change

Development

1.Financial and management knowledge and skills development.

2. SME policy target population.

3.Affiliate to social and economic networks

3.Micro-financial Institutions and banks make credits easily accessible

4.Supervised business management

Social and economic status 1.Wealthy elites. 2.Access all development resources 3.Own two or three large businesses 4.Own bigger land 5.Children all attend school in expensive private schools. 6.Formal business management using technological systems.

Programs for Advanced

Business Development

1.Government creates enabling environment for export oriented production 2.Build quality manpower for technological and managerial advancement 3.Enter public-private partnership opportunities for large scale projects.



In accordance with above PARD’s Alternative Development Lens, the actors for each of the sectors can be grouped in order to guide development promoters to position themselves in terms of their capacity and capability. The Government should also see which sector should receive larger proportion of the budget and what segments of the population should be the target to focus on which could enhance the achievement of the MDGs, particularly poverty alleviation.

Table 2: Categorizing of Entrepreneurship in PNG

Sector 1

Sector 1 Social and Economic Groups

Constraints Strategy for Change

Expected Outcome

Partners

Rural subsistence farmers Lack of capacity. Strengthen capacity to apply new knowledge and skills.

Food security achieved in the community.

Government CBOs International development agencies Public

Urban informal market and street vendors

Lack of capacity to improve food production or products making.

Lack of access to financial services.

Government policy not suitable for the sector.

Strengthen capacity to apply new knowledge and skills.

The says SME policy but does not micro-enterprises.

Capacity changed to apply better production and marketing.

Capacity changed to collectively establish suitable micro-financial institutions.

Capacity changed to raise voice to the Government.

As above.

School leavers Not suited village environment

Government to create incentives for school leavers to be change agents and entrepreneurs in their own communities.

Capacity changed to behaving differently that make them become successful entrepreneurs.

Capacity changed to raise voice to Government to create enabling environment.

As above.

Sector 2



Expected Outcome

Partners

Small to medium farm businesses

Farmers owning large land adequate for commercial farming lack capacity to utilize this opportunity.

Changed capacity and access to credits for formalizing businesses.

30% of community entrepreneurs run formal businesses.

Government

International development agencies

Public



Formal and semi-formal non-farm business owners

These businesses operate without business plans and record keeping systems, including financial and accounting systems.

Highly focused government support on capacity building for changed business planning, management , and performance.

Changed capacity these entrepreneurs plan, manage, and perform better.

Government agencies.

National and local governments

International development agencies.

Value chain market farmers

Information access, training and affiliation agents being absence.

Changed capacity of Sector 2 and 1 farmers to participate in value chain market development programs.

Both Sector 1 and 2 entrepreneurs benefit from premium prices.

Government

Local NGOs

INGOs

Private companies

Sector 3



Expected Outcome

Partners

Company owners Lack of access large guaranteed loans

Government to provide large guarantee for large loans.

Capacity of companies changed to access large loans for large scale businesses mostly manufacturing.

Government



Users and delivering agents are equally important. DDAs will play an important in accepting alternative development services and delivery systems for radical efficiency. While Sector 3 above is a well-developed sector, more development efforts and attention will be directed to Sector 1 and 2. Effectiveness and efficiencies are comparatively important key performance indicators for all the development partners collectively need to master to achieve more and spend less. Innovations are usually inventions that reduce costs as much as possible making competitors to further innovate or encounter extinction.

“The process of scaling up innovations that promote equality, empowerment,

access, MSMEs development and poverty alleviation is a sequence of steps, that

starts with a pilot test to larger scope. (Adopted from ‘IFAD Gender equality and women’s empowerment’ Scaling

up note International Food & Agriculture Development. (2015).

Scaling Up Pathways

Piloting Approaches

Assessing, systematizing and

sharing results

Partnership building and

leveraging policy changes

Replicating on larger

scale co-funding Main streaming into the

Government agenda

Successful community

owned institutions go

to scale by themselves

and leveraging more

partners and resources

Raising awareness and changing attitudes

Knowledge generation and sharing, monitoring and evaluation



4.PARD’s Core Programs

PARD’s core alternative development programs are explained here for the reasons why PARD considered them important for the community people, the districts and the provinces.

4.1 Community People’s Capacity Building for Good Governance (CPCBGG)

CPCBGG was designed in 2008 through community consultations and needs expressed by women in Western Highlands, Simbu, and Jiwaka provinces. The community people lack capacity in the core strategies of livelihoods like sustainable land management, forest use management, agricultural productivity management, micro-small business management, health and nutrition, WASH knowledge and skills, community institutional management, and leadership and good governance. The community people require large scale capacity building program with an effective service delivery system. PARD sees community as a clan group in particular where total population ranges from 600 to 2000 people. PARD aims at changing capacity of communities to 80%, i.e., 80% of the total population should have changed their capacity with new knowledge and skills for change.



4.2 Sustainable Community Land & Forest Use Program (SCLFUP)

Related to CPCBGG, PARD found the community people lacking knowledge and skills on sustainable land and forest use management in light of rapidly increasing population and pressure on land and forest resources. A community should have developed a culture of various proven soil fertility and forest conservation techniques. Land quality and forest conservations are critically important for food insecurity prevention, deforestation, biodiversity destruction and climate change mitigation. Otherwise, communities cannot sustain their livelihoods. PARD designed and promoted an upland agro-forestry system called “biological terrace garden” for soil fertility conservation, soil erosion prevention, producing fuelwood from the hedgerows grown trees (coppicing tree spp.), and supply fodder for farm animals. ACIAR and ARDSF AIGS (Australian Aid programs) were the main partners in this program.

4.3 Women’s Microenterprises Development & Microfinance Program (WMED & MFP)



PARD and its development partners concentrated efforts and resources in addressing gender inequality by designing a women focused microfinance program to enable women’s access to financial services and micro-enterprises development. PARD designed WMED & MFP for the perspective that women are important economic agents at the household level. If women are resourced and their capacity changed, economic development occurs at the household level and would have rippling effects at the community level, the province and the nation. Up to 13000 people were trained financial literacy and 5000 entrepreneurs in micro- and small business planning and management. The Village Women’s Financial Services Ltd, a women owned micro-financial institution was established July, 2014. PARD plans to expand this program to 10 new provinces over the next five years.

4.4 Entrepreneurial Ability & Behavioural Change Development(EABDTP)

It was asserted that in a given population only 10% of the people can be interested and potential entrepreneurs. This implies that not all the total number adults, including youths in the community will become entrepreneurs. A clan community of 1500 people, only 150 people are expected to be become entrepreneurs. The majority of the people, therefore, remain as semi-subsistence farmers. Although, these farmers grow crops and livestock for sales, they are not that talented to advance to a formal farming business. Their goal of farming is restricted to earning sufficient cash income to buy manufactured goods, pay school fees and pay medical expenses. Only the 10% of the total population may operate PMV buses, own larger land for large scale agricultural production, portable sawmill business, coffee buying and processing, retailing of



groceries, garments businesses, workshops, real estate business, money lenders, building contractors, artisans, commercial pig and poultry farmers, security firms, and trade store owners.

4.5 District WASH Program (DWP)

WASH sector does not systematically exist in the provincial and district development priorities. A number of water supply projects were completed mainly through community self-reliant efforts. However, there should a WASH sector system implemented and guided by sectoral policies to create a culture of WASH system adapted in all the communities. Absence of WASH sector practices leads to water borne diseases which puts pressures on the Government’s limited medical capacity and resources.

4.6 Community Health & Nutrition Education (CHNE)

PARD’s program activities on women’s empowerment, access to micro-credit and savings services, and micro-enterprises development and women’s capacity building have a substantial impact on health and nutrition of the family members. It is intuitively clear that when the income level increases health and nutritional statuses improve correspondingly. PARD plans to specifically address health and nutrition problems identified by its target service users. Variability in occurrences of health and nutritional issues is taken into account as a result of how rich or poor a province is related to natural resources endowment, including suitable landscape and soil fertility.

5.Other Strategies

PARD considers other strategies as fundamentally important in line with competition in the NGO/charity industry. The presence of other NGOs, CBOs, and INGOs makes PARD vulnerable to extinct if it is not able to market its programs effectively, position its brand, adapt to harsh situations, focus on innovations, and develop financial sustainability strategy. Here these other strategies are outlined to make this Strategy 2022 more effective for superior competitive advantage and survivability.

5.1 Competitive Strategy

PARD will actively pursue radical efficiency on the delivery of the alternative development services from the traditional health, education, agricultural extension and infrastructural development. It will achieve more from less funding. It will only work with the governors and the MPs who understood the alternative services delivery as fundamental to poverty alleviation and quality life of the community people. PARD performance will be driven by partnership and active needs identification and prioritizing by the users of the alternative services. Transparency,



accountability, adaptation, innovation, good governance, gender equality, partnership, research and development will be incorporated.

5.2 Blue Ocean Strategy (BOS)

PARD uses BOS to try and do something different in the industry with intensive competition. All charities in PNG are doing fund raising in the same way. Writing proposals, hosting corporate dinners, approaching MPs, collecting membership fees, generating income from social enterprises, and public open donations appeal. PARD has been cooperating mostly international donors to finance its programs, an approach also widely used all other charities.

PARD will approach fund raising differently in the NGO industry. It will cooperate with all the development promoters: women’s association, youth associations, farming cooperatives, national issues based organizations, land and forest based associations, faith based organizations, government development agencies, private sector corporate social programs, and academia. Explore the weaknesses created by the bureaucratic system, weakness relating to organizational structure and cultural development, operational malfunctions, and systematic inefficiencies. Develop strategies to communicate different products and services through creating new kind of relationships with the users of services and promoters. Relationships based products and services and roles transferred to the users can achieve sustainability in completely new social contexts. We forget that cultural and social contexts can be engineered to create new cultural and social systems.

5.3 Financial Sustainability Strategy

It is very difficult for the private sector not-for-profit development organizations to raise funds from the Government. During the last three decades, private development promoters have been dependent on international sources of funding which had constrained the implementation of strategies and operational plans in the long term. The Government saw the important roles played by the development organizations and had enacted the public-private sector partnership program which had contributed substantially to improvements in health, education, infrastructure, agro-industries, etc. PARD plans to raise funds from the PSIP, the DSIP, public-private sector partnership programs, Dfat Australian Aid programs, the European Union sectoral programs, membership fees, and its own investments and endowment funds. Collaboration with other private development organizations to collectively negotiate with the Government for an annual budget allocation for alternative development programs aimed at reducing poverty.

5.4 Innovation and Sustainability Strategy

Innovation is defined as “the process of turning ideas into value,” Burnett (2011) from the Management & Technology Consultants. Sustainability should be declared the generation’s defining issues”, (Paine, Hsieh, & Adamsons, 2010). “We should not be just managing risks but making investments for long term growth and innovation,” (Paine, Hsieh, & Adamsons, 2010). Innovations in technologies have the potential to revolutionize production processes. We can use our brand strengths and success to create change on a larger scale. PARD wants sustainability and innovation to direct decision making and structuring the organizational culture. If consistency in application of approaches, systems and openness to innovation can lead to results which are uncontestable in the industry.



5.5 Adaptation Strategy

“An adaptability strategy is more flexible and experimental and works far in immutable

environments that are unpredictable,” (Reeves, Love & Tillmans,2010). Reeves and Deimler

(2011) saw “adaptability as the new competitive advantage.” Competitive advantage was

traditionally viewed as result from positioning and resources allocation, but today it stems from

“four organizational capabilities that foster rapid adaptation” (Reeves & Deimler,2011). These

are: 1) ability to manipulate information and act on signals, 2) your ability to experiment rapidly

and frequently, not only with products and services, but also with business models, processes,

and strategies, 3) the ability to manage complex and interconnected systems of multiple

stakeholders, and 4) the ability to motivate partners and employees. An ecosystem is suitable for

flora and fauna specie which are able to adapt to environmental changes, or extinction is the

alternative approach. All uncertainties are trialed by a counter initiative. Who needs PARD? How

is PARD different? Did PARD expose itself all the potential customers?

5.6 Human Resources Strategy

PARD in partnership with its development partners will train and model human resources, both

in the community (users of services) and outside from unemployed college and university

graduates, existing development professionals, and volunteers to play roles defined in the social

relationships of the programs to be implemented. PARD developed an organizational behavioral

norm through its human resources management policy which will guide all employees to work

hard for the little resources available for a given period. Once the work is completed settle into

normal livelihood strategy. Work harder and perform beyond the objectives of the program.

PARD will develop human resources from the host province to transfer roles to them for

sustainability.

5.7 Risks Management Strategy

We all face uncertainties in our lives in business, career, economy, education, and family. Risk is the livelihood of an event if it occurs may affect the success of the program. If we identify the potential risks early and develop risk mitigation strategies, we can either prevent or minimize its impact so we are in control. PARD’s programs when implemented in different cultural, social, political, economic and environmental contexts, the stakeholders are identified and carefully assessed to identify their needs and interests so the program management team understands the expected interactions and value-added relationships in which roles emerging from these relationships are known to provide service in new ways and delivered differently. Capability is



the major limiting fator which may hinder consistent progress in the program implementation of funding shortfalls.

6.Goals and Performances

6.1 PARD’s Operational Goals

1.Each selected province to have at least three of PARD’s six core programs fully implemented and gained sustainable status in 30 districts of selected provinces.

2.CPCBGG will change capacity of 20,000 rural people by 2022 and 1,000 trained as lead actors in the province.

3.SCLFUP will have changed capacity of 6,000 land and forest owners per province, 2,000 people per district, apply new knowledge and skills to sustainable land and forest management, biodiversity conservation, and access climate change programs and finance.

4.WMED & MFP will have changed capacity of 30,000 people, 70% women and girls, in financial management, business planning and management training, from which the Provincial Government supports 3,000 to become formal entrepreneurs.

5.30,000 whose capacity strengthened, 50% affiliate to a newly established micro-bank for the province.

6.EABD will have changed capacity of 10,000 existing and potential entrepreneurs who have passed through the WMED & MFI, 1,000 entrepreneurs per province.

7.CHNEP will have educated community leaders and 20% of the total community per ward council.

8.WASH Sector program will have changed capacity of community people to develop their community WASH Sector system and policies in line with the district WASH Sector. strategy to ensure quality safe water, improved sanitation and better hygienic practices.

6.2 PARD’s Development Scope Definition and Goals

PARD’s geographical scope is working with 10 provincial governments and three districts per province, thus a total of 30 districts. By 2022, PARD will have developed capacity of district officials, institutions, individuals, community people to apply new knowledge and skills of 30 districts, 300 ward councils, totaling approximately 450,000 people, both direct and indirect beneficiaries. 150,000 micro-and small entrepreneurs will have access to micro-credits and savings services delivered by their own provincial micro-bank. 6000 forest owners apply new knowledge and skills in sustainable forest management, biodiversity conservation and climate change mitigation and adaptation efforts. 3,600,000 trees will have been planted under reforestation, agro-forestry, and afforestation projects. Each participant community will be have 24 community trained technicians for sustainable programs implementation in the future, 240 in each participant district, 720 in each participant province, and 7200 total technicians trained. The provincial micro-banks will create 450 jobs, 45 jobs per participant province.



6.3 Managing Implementation of Strategy 2022

PARD will manage the implementation of Strategy 2022 using the strong force drivers of partnership, participative service design involving the services users, and the radical efficiency of delivery new and different services while existing services are not replaced. PARD is an intermediary development promoting organization for rural communities. PARD programs are hubs which the National, Provincial, and local level governments can use to deliver services effectively with less cost rather than delivering little with high cost. PARD will mobilize funds from the Government, MPs, Governors, international collaborative development partners, and from public donations. The Strategy 2022 will be linked to annual operational plans for the five years. As financial constraint is the major obstacle, each partner will push for which program would impact the province, or district and fund correspondingly.

6.4 Performance Measurement System

Strategy 2022 has its goals and key performance indicators (KPIs) to measure to determine the achievements of the goals. Implementing a program or project is susceptible to variability due to uncertainties and various risks which may affect the effective progress and success of the program activities and outcomes. Traditionally, “iron triangle” was commonly used which refers to Time, Cost, and Quality (Lauras, et al., 2010). Scholars have extended the KPIs further to efficiency, effectiveness, human resources, communication, risks and procurements, a cited by Lauras, et al. (2010). The effectiveness and efficiency of each project activity is measured to determine the quality of the task completed and also concurrently ensure it is within the timeframe and as budgeted. A number of management techniques for project or program performance monitoring are available. Earned Value Management (EVM) is found to be highly useful due to its ability to detect variances and indexes in the implementation of each project or program activity which enables program managers to discover delays and cover-costs (Pajares & Parades, 2010) as the project implementation progresses. Appendix 1 shows the result framework to facilitate identification of KPIs for performance measurement.

6.5 Reviewing and Forward Planning

Each year of the five years will have an operational plan linked to Strategy 2022. If 10 governors as identified in the Strategy scope accept the approach of the alternative development approach, then three districts in their provinces will be selected for pilot testing of PARD’s up-scaling operational plan per year. This annual operational plan will be reviewed to measure its effectiveness and efficiency against the strategic goals. Each new year should have a more improved annual operational plan leading up to 2022. The business model tested in the pilot testing will be retained by the host province.



7.Resourcing of Strategy 2022

PARD plans to work closely with the National, provincial governments, and the DDAs of the selected districts of the selected provinces (Western Highlands, Jiwaka, Simbu, Morobe, Madang, Oro, Milne Bay, Central and Hela provinces). PARD’s estimated budget for its Strategy 2022 is K10.0 million to by contributed by the PSIPs and the DSIPs, the National Government, international program partners, corporate sector, and the network of NGOs and CBOs and users’ affiliation fees. This implies K2.0 million per year and K200,000.00 per province. This budget is likely to increase depending on individual governors who may increase funding for outreach expansion.

8.Up-Scaling Lessons Learnt and Best Practices

PARD’s strategies for innovation, adaptation, and competition make up-scaling of lessons learnt and best practices a very important process to maintain a competitive advantage in the NGO industry. PARD needs to do everything possible to satisfy the needs of its customers. The National and provincial governments, Australian Aid, European Union, USAID, churches, CBOs, and individuals who are keen to know the reasons for making donations to PARD’s programs. PARD is conscious of change and involves all the stakeholders to maximize their efforts to achieve the desired results. PARD’s previous pilot tests and results are very crucial to the up-scaling as the new provinces are the first beneficiaries of highly proven best practices.

9.Conclusion

PARD’s Change Strategy 2022 is directed by its mission, meaning why PARD existed. PARD was founded to help the weak to stand and fight poverty down to its roots. Who created poverty? All the existing development urban and rural poverty are increasing and appropriate policies and services delivery approaches are needed for alleviating poverty. PARD is one of the development partners and change agents that believes in partnership and collaboration to help poor people design services that they think can help them end poverty in their lives. How the users of the services think would be able to make K40.00 per day rather than K1.00 per day. Their potentialities should be built to the service design and suggest new knowledge and skills which can help them make K100.00 per day. PARD believes in the competencies, capacities and capabilities of its partners and collective promotion of the common goals to change PNG communities and households to successful micro, small and medium entrepreneurs accumulating wealth and ending poverty. PARD’s target to raise K10.00 million for the next five years (2018 -2022) for struggling PNG households and women. It is all about innovation and adaptability. Sustainability is a generational issue for PNG youths to grasp for the years to come.



Appendix 1: Results Frameworks

Program and Outcome Key Result Areas Key Performance Indicators

CPCBGG

Outcome 1: Strengthening capacity of

community people Changes in capacity of community leaders to fulfill their roles in effective leadership.

1.2 Changes in capacity leaders to effectively plan, design, operate and/or maintain community institution.

1.3 Changes in capacity of community institutions to develop and implement community development policies.

1.4 Changes in participation of different social groups in the target community.

1.6 Changes in capacity to address environmental issues

1.7 Changes in capacity to access government development institutions and services.

Specified number of men, women, and youth leaders or potential leaders have change capacity.

New skills acquired based on demand: different types of leadership, power and authority, Institutions and purpose, strategy and operational planning, managing projects. Culture and conservation.

Changes sustainability at a likelihood level. Sustainability of changes in skills at likelihood level.

How have the new skills and capacities improved delivery performance.


community governance and management manpower for good governance

2.1 Changes in capacity of community planners in project planning and management.

2.2 Changes in capacity of lead farmers to organize better participation in value chain market development programs.

2.3 Changes in capacity of institutional management executives for better strategies and operational plans.

All community institutional planners capacity changed.

Lead farmers’ and out growers’ capacity changed. Skills in target production improved.

Executives of community institutions have changed capacity and formulate quality strategy and annual operational plans.

Outcome 3: Organized affiliation of

community people to external networks

3.1 –Changes in capacity to seek and negotiate for resources for community projects.

3.2 Changes in capacity to negotiate partnership and affiliating to external social and economic networks.

3.3 Changes in capacity to identify information sources, access and disseminate information.

3.4 Improved capacity to innovate new concepts and systems.

Potential entrepreneurs’ capacity changed created interest to seek for external resources.

All the participants developed their negotiation skills.

Partnership concept adapted and used.

Knowledge need identified, planned and sought.

Information accessed and disseminated.

Community people’s capacity changed enabled innovation and adoption of concepts, systems and technologies.

SCLFUP



Outcome 1: Strengthening community

People’s capacity for sustainable land management.

1.1 Changes in capacity to understand sustainable farming practices for soil fertility conservation.

1.2 Changes in capacity to adapt agro-forestry systems.

1.3 Changes in capacity of upland farmers to prevent vulnerability to food insecurity.

Upland farmers and forest owners use new knowledge and skills.

Up-scale the biological terrace garden with upland communities.

Community farmers capacity changed to develop strategy for food security.

Outcome 2: Strengthening community people’s capacity for sustainable forest management.

2.1 Changes in capacity of upland communities to conserve their forests.

2.2 Changes incapacity of upland farmers to plan for agro-forestry reforestation and afforestation.

2.3 Changes in capacity of community people to grow trees for poles and fuelwood.

Upland apply new knowledge and skills in conservation of natural forests, agro-forestry systems, reforestation and afforestation for sustainable management.

Farm trees for future profits.

Outcome 3: Strengthening community people’s capacity for biodiversity conservation.

3.1 Changes in capacity of community people to conserve biodiversity.

3.2 Changes in capacity of community people to profile their biodiversity.

3.3 Changes in capacity of community people to access finances related to biodiversity conservation projects.

Changed system of forest and biodiversity conservation.

Changed capacity to explore monetary benefits linked biodiversity conservation.

Changed capacity to liaise and derive financial returns from global climate change financial systems.

Outcome 4: Strengthening community people’s capacity for climate change mitigation and adaptation.

4.1 Changes in capacity of community people to adapt to climate change mitigation systems.

4.2 Changes in capacity of community people to adapt climate change adaptations systems.

4.3 Changes in capacity to seek information and affiliate to external networks for national and international climate change programs.

Changed capacity enabled knowledgeable approaches to community climate change mitigation systems.

Changed capacity to apply new knowledge on climate change adaptation.

Leveraging with the Department of Environment & Conservation and the National Forest Authority to access international sources of climate information and best practices.

Outcome 5 : Strengthening community people’s capacity to understand REDD, climate change finance, and carbon trade.

5.1 Changes in capacity of community people to enter REDD and access climate change finance.

5.2 Changes in capacity of community people to adapt to carbon trade mechanism.

Changed capacity of community people to associate with DEC on REDD and carbon trade systems.

Earn regularly for poverty alleviation.

WED & MFP

Capacity to institutionalize their needs to increase access.

1.1 Changes in capacity of women to organize and set women oriented institutions for empowerment and access.

Village bank methodology adoption and village financial system established for easy access by the poorest village women.



1.2 Changes in capacity of women to mobilize finance for micro-enterprises development.

1.3 Changes in capacity of women to apply knowledge in business planning and management.

Women’s capacity changed to prudentially managed a micro-financial institution for financial sustainability and growth.

Changed capacity to do business strategy, operational plan and manage the operations.

Outcome 2: Strengthening village women’s capacity to lead institutions owned by women.

2.1 Changes in capacity to derive power and lead.

2.2 Changes in capacity of women to apply cultural restructuring and norms and practices suitable for women’s advancement promoted.

Changed capacity for governance and management of women owned MFI.

Leaders’ capacity changed to effectively govern and structure culture that drive members and customers to understand how things are done in the institution.

Outcome 3: Capacity for economic empowerment and increase in access to restricted services.

3.1 Changes in capacity of women make decisions on business planning and management.

3.2 Changes in capacity of women to leadership in family budget and cash control to influence men to subdue.

3.3 Changes in capacity of women to explore institutions and resources outside of the household economic context.

3.4 Changes in capacity of women for collective voice for influencing policy in their favour.

Changed capacity to apply new knowledge to planning and decision making.

Changed capacity to master family budget and control revenues and expenditures to enable positive savings.

Changed capacity to use negotiation skills to access external information and resources.

Changed capacity of women to create platforms and strengthen women’s institutions for policy debate

Outcome 4: Strengthening village women’s capacity to create, plan and manage microenterprises.

4.1 Changes in women’s capacity to create new profit earning enterprises.

4.2 Changes in women’s capacity to apply financial and business management knowledge to businesses.

4.3 Changes in capacity to progress more businesses to formal status.

Changed capacity to do market research and produce products and services customers need.

Changed capacity to apply management and accounting practices in MSMEs.

Changed in capacity to transform informal enterprises to formal businesses.

Enterprises & Entrepreneurial Ability and Behavioral Development

Outcome 1 : Strengthening capacity of potential entrepreneurs and existing entrepreneurs relevant behavior in business planning and management.

1.1 Changes in capacity of existing and potential entrepreneurs in behavioral changes.

1.2 Changes in capacity of entrepreneurs in adapting to new proven attitudes of successful entrepreneurs.

1.3 Changes in capacity of entrepreneurs to do strategy, operational plan and other strategies relevant to survival and growth of businesses.

Changed in capacity of entrepreneurs to build in behavior relevant for business success.

Changed capacity of entrepreneurs to develop guidelines and business policies.

Changed capacity and application new knowledge on planning, management ,and performance management.




Entrepreneurs in formulating management report and presentation.

1.1 Changes in capacity of entrepreneurs to compile financial and management reports.

1.2 Changes in capacity to make formal report presentation to banks and other external institutions for technical and financial support.

1.3 Changes in capacity to innovate and adapt to changes for sustainability of businesses.

3,000 entrepreneurs per province competently to business reports.

3,000 entrepreneurs competently seek credits from the formal financial system.

90% of businesses involved in the program become sustainable.

WASH Sector Program

Outcome 1: Strengthening capacity of community leadership and people to develop community WASH sector system.

1.1 Changes in capacity of community people to understand and develop in WASH sector system.

1.2 Changes in capacity of community people to recognize WASH sector leaders and their roles in the system governance.

1.3 Changes in capacity of community individuals, leaders, district officials and provincial officials to implement an integrated WASH sector system for the province.

10 ward council communities per district designed community WASH sector governance and management system.

100 leaders in the selected 10 communities apply good governance knowledge and skills.

LLGs officials, DDA professionals and provincial WASH sector officials complete Provincial and District WASH Sector strategies.

Outcome 2: Strengthening capacity of Community leadership and people to adapt safe water technologies.

2.1. Changes in capacity of community people, district officials and provincial officials of WASH sector programs to increase access to safe clean water.

2.2. Changes in capacity of community people and the government officials to identify appropriate water technologies for different locations.

2.3. Changes in capacity of community to adhere to water users’ policy when a public water system is installed.

2.4. Changes in capacity of community people for good water system management.

Changed capacity in quality testing, conservation of water, and community quality management system.

Changed capacity to effectively deliver safe water access services. Three districts officials participate.

Changed capacity enforcing policies in safe water management.

Outcome 3: Strengthening community leadership and people to adapt and practice improved sanitation practices.

3.1. Changes in capacity of community households in good sanitation practices.

3.2. Changes in capacity of people to formulate governance policy on sanitation practices.

3.3. Changes in capacity of district WASH sector workers to monitor and report WASH sector system in the communities.

Changed capacity of 10 communities per district applying better sanitation practices.

Changed capacity of community leaders and people to design of governance and management policy in better sanitation.

Changed capacity of community people to monitor and measure their own performance.

Women’s roles in the WASH sector integrated for active participation of women at



3.4. Changes and capacity of women and roles their roles in the WASH sector.

community, district and provincial level policy for the WASH sector.

Outcome 4: Strengthening community leadership and people’s capacity to adapt better hygienic practices.

4.1. Changes in capacity of each household to apply new practices in hygienic practices.

4.2. Changes in capacity of households to ensure children practice good hygiene.

4.3. Changes in capacity of households in linking clean water to hygienic practices.

4.5. Changes in capacity of community educators to create awareness of good hygienic practices.

Changed capacity in women, men, youth and children to apply better hygienic practices at school, work and home.

Changed capacity of households to fully apply better hygienic practices.

Changed capacity in households to ensure clean water is essential part of better hygienic practices.

Changed capacity of community WASH sector educators to provide better education and training.

Community Health & Education

Outcome 1: Strengthening capacity of community health educators.

1.1 Changes in capacity of individuals and households to know common diseases and learn their preventive measures.

1.2 Changes in capacity of individuals and households to prevent malaria.

1.3 Changes in capacity of individuals and households to prevent HIV/AIDS

1.4 Changes in capacity of individuals and households to prevent TB.

Changed capacity in individuals and households to prevent common diseases.

Changed capacity of individuals and households in preventing malaria.

Changed capacity of individuals and households in preventing HIV/AIDS.

Changed capacity of individuals and households in preventing TB.

Outcome 2: Strengthening capacity of community nutrition technicians.

2.1 Changes in capacity of individuals and households to apply better nutrition in their families.

2.2 Changes in capacity of individuals and households to assess families on food security.

2.3 Changes in capacity to care for children in nutrition.

2.4 Changes in capacity of selected community nutrition technician to educate households on better nutrition.

Changed capacity of individuals and households to apply nutritional knowledge.

Changed capacity of individuals and households to assess family food security.

Changed capacity of parents to provide better nutrition for children.

Changed capacity of community nutrition technicians to provide quality nutritional education.

Outcome 3: Strengthening capacity of community leadership, individuals, and institutions for implementing community health and nutrition education system

3.1 Changes in capacity of community leaders and social group representatives to develop a community nutrition policy for the community to achieve nutritional status.

Changed capacity of leaders, individuals, and institutions to formalized community nutrition for good governance.



PARD PNG people

Contact:

Mr. Samuel Joseph Mr .Joseph Pumai PARD Fund Raising Chairman Executive Director/Principal Consultant Economic Development Analyst People’s Action For Rural Development Inc. PO Box 163 AGC Haus Hagen Drive Vision City, Waigani PO Box 1677, Mt Hagen 281, National Capital District Western Highlands Province. Phone: Phone: 675 542 1053 Mobile: 72884861 Mobile: 71457337/71448620 Email: [email protected] email: [email protected]

Development Practitioners, Economists, Engineers, Health Specialists, & Management Consultants

Cost Effective & Efficient Services Delivery for the Rural Mass Radical Efficiency: More Services Delivered – Less Cost



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