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Papua New Guinea Papua New Guinea Papua New Guinea Papua New Guinea –––– Australia Australia Australia Australia
Transport Sector Support Program (Phase 2)Transport Sector Support Program (Phase 2)Transport Sector Support Program (Phase 2)Transport Sector Support Program (Phase 2)
Design and Implementation FrameworkDesign and Implementation FrameworkDesign and Implementation FrameworkDesign and Implementation Framework
Annexes to Main VolumeAnnexes to Main VolumeAnnexes to Main VolumeAnnexes to Main Volume
JanuaryJanuaryJanuaryJanuary 2012012012013333
TSSP2 Design and Implementation Framework Annexes to Main Volume
Table of ContentsTable of ContentsTable of ContentsTable of Contents
Annex 1: Key Agencies and Partners
Annex 2: Development Partner Activities
Annex 3: Sector Financing and Recent Budgets
Annex 4: Cross cutting issues in the transport sector
Annex 5: Priority National Roads
Annex 6: Key References
Annex 7: Capacity Development Principles
Annex 8: Risk Management Matrix
Annex 9: Program Logic and Indicative M&E Framework
Annex 10: TSSP2 Transition Plan
Annex 11: Land Transport Roles and Responsibilities
TSSP2 Design and Implementation Framework Annexes to Main Volume
Annex 1: Key Agencies and Partners
Annex Annex Annex Annex 1111: : : : Key Key Key Key Agencies and PartnersAgencies and PartnersAgencies and PartnersAgencies and Partners
Agency Key Functions & Legislation
Autonomous Region of Bougainville (ABG) Division of Technical Services (DTS)
Funded Staff: 23 (11 vacant)
Recurrent (2012): K 78,396,000
Development (2012): K139,349,000
Constitution of the Autonomous Region of Bougainville
http://www.paclii.org/pg/legis/consol_act/cotarob2004558/
Division of Technical Services is the services implementation division of the ABG responsible for procurement and implementation of goods, facilities and infrastructure.
Central Agencies Coordinating Committee (CACC)
Prime Minister and National Executive Council Act 2002
http://www.paclii.org/pg/legis/consol_act/pmaneca2002445/
Wide-ranging powers to assist the Prime Minister, the National Executive Council and committees (including the National Planning Committee) established by the National Executive Council in carrying out their respective functions by reviewing and making recommendations on any matters requiring their attention, including submissions to the National Executive Council; to ensure that decisions made by NEC are implemented; co-ordinate formulation of national budget, plans and programs; review and report on the performance and management of individual Departments and agencies of Government including Provinces; and undertake investigations and produce reports on any matters required of it by the Prime Minister, the National Executive Council or any committee (including the National Planning Committee) established by the National Executive Council; responsible for performance management within the National Public Service and public bodies, including ensuring the timely preparation of annual reports by Departments and public bodies and their submission to the National Executive Council.
Civil Aviation Safety Authority of Papua New Guinea (CASA)
Funded Staff: 45
Recurrent (2012): K10,483,000
Development (2012): K Nil
Civil Aviation Act 2000
http://www.paclii.org/pg/legis/consol_act/caa2000154/
• effective entry control and monitoring of people and organisations;
• effective analysis and intervention;
• international alignment and effective engagement;
• responsive to aviation sector changes; and
• capable and efficient business processes, information systems, and people
www.casapng.gov.pg for further information
Department of Finance The Department of Treasury and the Department of Finance share responsibility for the flow of and accounting for government funds. The DNPM is responsible for oversighting development funded activities.
Department of National Planning & Monitoring (DNPM)
The role of DNPM is to lead, plan, coordinate and facilitate appropriate national and international initiatives that address and promote equitable and sustainable development of Papua New Guinea, in accordance with both a long-term vision for the Nation that has the support of the citizens of Papua New Guinea and the five (5) directive principles of the Constitution, the Department of National Planning and Monitoring acts as the key central agency advising Government on matters relating to strategic development; development policy; development planning and programming; foreign aid coordination and management; and monitoring and evaluation of national development projects and programmes.
www.planning.gov.pg for further information
TSSP2 Design and Implementation Framework Annexes to Main Volume
Annex 1: Key Agencies and Partners
Agency Key Functions & Legislation
Department of Transport (DoT)
Funded Staff: 255 (does not include casuals)
Recurrent (2012): K21,856,000
Development (2012): K25,757,000
The Land Transport Division (LTD) of the DoT is responsible for the administration and enforcing the Motor Traffic Act and Regulations and recommending areas where change is required. The responsibilities of LTD are nationwide and cover:
• Vehicle registration (outsourced to MVIL);
• Driver Licensing;
• Public vehicle licensing;
• Vehicle roadworthiness certification;
• Authorisation and examination of vehicle inspection stations;
• Construction of public vehicles; and • Mass and dimensions of motor vehicles.
Current drafting of the NTS would suggest that DoT is considering divesting itself of all its service delivery obligations and establishing a Road Traffic Authority (RTA) to fulfil the consolidated functions of the LTD, Land Transport Board (LTB) and the National Road Safety Council (NRSC). The RTA would then outsource motor vehicle registration and licensing to the Motor Vehicles Insurance Ltd (MVIL). MVIL is currently a state owned enterprise that administers motor vehicle registration and licensing for the LTD of the DoT. Driver behaviour in regard to obedience of traffic rules, speed restrictions etc. are enforced by the Police Traffic Division. The Land Transport Board was established under the Land Transport Board Act (1968, as amended) with powers to issue certificates of registration for public hire cars (taxis), private hire cars and omnibuses (PMVs). The LTBs powers override those of the Superintendent of Traffic under the Motor Traffic Act.
Department of Works (DoW)
Funded Staff:1,911
Recurrent (2012): K165,069,000
Development (2012): K760,885,000
The Department of Works will provide and maintain a priority road network that will contribute to a holistic quality of life that can be embraced and enjoyed by the people of Papua New Guinea with access to opportunities available in a modern global village.
The Department of Works helps the National Government achieve its policy objectives by contributing to six (6) key outcomes / goals. The Corporate Goals and Deliverables are:
Goal 1: Provide Safe and Trafficable Roads
Goal 2: Corridor Land Management
Goal 3; Program Development and Delivery
Goal 4: Building Infrastructure Management
Goal 5: Effective Relationships
Goal 6: Capable Organisation
Department of Works mission statement is as follows:
"DoW exists to provide and maintain an adequate and safe priority road network in an accountable, transparent and environmentally sustainable manner in consultation with stakeholders to facilitate national development and embrace the standard of living as embodied in the Constitution of PNG."
www.works.gov.pg for further information
Department of Treasury DNPM and the Department of Treasury share central planning and budgeting functions – DNPM for development funded activities and Treasury for recurrent activities. This is overseen by the Central Agency Coordinating Committee (CACC) and the National Executive Council (NEC) and ultimately Parliament, which approves budgets.
Independent Public Business Corporation (IPBC)
The Independent Public Business Corporation (IPBC) has Trusteeship over the PNG Ports Corporation Ltd (and other SOEs) and thereby has an influence in reference to commercial and some community service
TSSP2 Design and Implementation Framework Annexes to Main Volume
Annex 1: Key Agencies and Partners
Agency Key Functions & Legislation
aspects of agency policy and service delivery.
National Airports Corporation (NAC)
Funded Staff: 385
Recurrent (2012): Nil budget appropriation
Development (2012): K49,848,000
Civil Aviation Act 2000
NAC is responsible for 22 national airports in PNG including the country’s gateway Jacksons International Airport Port Moresby. NAC is a statutory authority.
National Maritime Safety Authority (NMSA)
Funded Staff: 60
Recurrent (2012): K1,704,000
Development (2012): K5,000,000
National Maritime Safety Authority Act 2003
• Ensure a fully - functioning and effective network of maritime navigational
aids;
• Ensure the availability of high-quality, up-to-date navigational charts;
• Ensure that vessels meet the safety standards required by PNG's legislation,
regulations and commitments under International Maritime Organisation
(IMO) conventions;
• Ensure seafarers competency through certification and documentation of
work experience;
• Help to coordinate responses to distress calls.
• Issue and enforce pollution control standards in accordance with
international agreements;
• Help to coordinate the clean-up of marine pollution.
www.nmsa.gov.pg for further information
National Roads Authority (NRA)
Funded Staff: 21
Recurrent (2012): K Nil budget appropriation
Development (2012): K15,000,000
National Roads Authority Act 2003
http://www.paclii.org/pg/legis/consol_act/nraa2003279/
The National Roads Authority was established in May 2003 to provide management and maintenance of national roads. The implementation of its programs is outsourced to the private sector and other agencies for the actual road works and management of contracts. The NRA’s objective is to have a well-managed and maintained road network.
www.nra.gov.pg for further information
National Road Safety Council (NRSC)
Funded Staff: 20-25
Recurrent (2012): K Nil budget appropriation
Development (2012): K1,000,000
National Road Safety Council Act 1997
http://www.paclii.org/pg/legis/consol_act/nrsca1997273/
• to formulate, monitor and update an appropriate long term national
programme and to supervise its implementation.
• to enlist the aid of all agencies who are able to promote road safety.
• to determine measures which will lead to the improvement of road safety
and to control and co-ordinate the planning and implementation.
• to advise on road safety.
• to recommend the adoption of precautionary measures.
• to foster and promote road safety research.
• to foster, promote and conduct educational campaigns.
• to monitor and evaluate effectiveness of programs and strategies.
www.nrsc.gov.pg for further information
Office of the Prime Minister & National Executive Council
Oversight of policy development and implementation is the remit of the Central Agency Coordinating Committee (CACC) and the National Executive Council (NEC) and ultimately Parliament and the People of PNG.
PNG Accident Investigation Commission (AIC)
Funded Staff: 15
Civil Aviation Act 2000
http://www.paclii.org/pg/legis/consol_act/caa2000154/
• to make such inquiries and investigations as it considers appropriate in
order to ascertain the cause or causes of accidents or incidents;
TSSP2 Design and Implementation Framework Annexes to Main Volume
Annex 1: Key Agencies and Partners
Agency Key Functions & Legislation
Recurrent (2012): K 3,268,000
Development (2012): K2,500,000
• to prepare and publish findings and recommendations, if any, in respect of
any such inquiries and investigation;
• to co-ordinate and co-operate with other accident investigation
organizations of Contracting States, including taking or collecting evidence
on their behalf;
• with the consent of the Minister, to provide consulting services, training
and management services relating to any of its functions, whether in Papua
New Guinea or overseas.
PNG Air Services Ltd (PNGASL)
Funded Staff: 200
Recurrent (2012): K37.4
Development (2012): K5,000,000
Civil Aviation Act 2000
http://www.paclii.org/pg/legis/consol_act/caa2000154/
On the 1st of January 2008, PNGASL assumed the functions previously undertaken by the Civil Aviation Authority of PNG and is operating under legislative protection as a monopoly provider of Communications, Navigation and Surveillance (CNS) and Air Traffic Management (ATM) services.
Under the Civil Aviation Act (2000) Section 143, PNGASL is a protected monopoly business to deliver air navigation services in Papua New Guinea. Revenue is raised by the issuing of aeronautical charges to airlines for services provided to aircraft that operate in PNG airspace, which is an area approximately 1000 nautical miles from North to South (latitude) and approximately 1,400 nautical miles wide in longitude.
PNGASL is a company that delivers air navigation services to airline and general aviation aircraft, and charges a fee for the rendered service.
www.pngairservices.com.pg for further information
PNG Ports Corporation Ltd (PNG Ports)
Funded Staff: 650
Recurrent (2012): K Nil budget appropriations
Development (2012): K 28,100,000
PNG Harbours Board Act (Chapter 240) as amended in 2002 in association with the Privatisation Act 1999. Company registered on 19 June 2002.
www.pngports.com.pg for further information
Transport Sector Coordination, Monitoring and Implementation Committee (TSCMIC)
TSCMIC was established by the NEC as a sector secretariat to monitor and coordinate activities, to support the sector plan and budget together with oversight of the implementation of NEC decisions. TSCMIC is located within the Department of Transport and chair by its secretary. The TSCMIC secretariat receives administrative support from the TSSP Implementing Service Provider (ISP) and the AusAID TSSP Program Director.
The members of TSCMIC are:
• The transport sector agencies, authorities and corporations (above)
• Department of National Planning and Monitoring (DNPM)
• Department of Prime Minister and National Executive Council (NEC)
• Department of Treasury (Treasury)
• Department of Finance (DoF).
• AusAID
This linkage to the central agencies is a deliberate sector strategy, supported by TSSP to strengthen sector performance and accountability to government.
TSSP2 Design and Implementation Framework Annexes to Main Volume
Annex 2: Development Partner Activities
Annex 2Annex 2Annex 2Annex 2 –––– Development Partner ActiDevelopment Partner ActiDevelopment Partner ActiDevelopment Partner Activities vities vities vities
Asian Development Bank
The ADB currently has the largest portfolio of support programs/projects in the transport sector.
These are predominantly loan funded projects utilising two major Multitranche Financing
Facilities and include:
• Highlands Region Road Improvement Investment Program (HRRIIP) (PNG40173) (MFF
0029), US$600 Million, 2008-2018, improvements of 1,400 km followed by long term
maintenance contracts for entire 2,500 km, utilising road user charges
• National Airport Development Sector Project: Civil Aviation Development Investment
Program (CADIP) Multitranche Financing Facility (MFF 0039); US$565 million, 2009-18,
for airport improvement and maintenance: runways, taxiways, aprons, fences
• Lae Port Development Project: Lae Port Development Project Tidal Basin Phase I (Loan
2398/2399); US$154 Million, 2006-20014/15, tidal basin, 240 meter berth, container
handling equipment and terminal works
• $95 million Bridge Replacement for Improved Rural Access Project
• Maritime and Waterways Safety Project of $47million due for ADB Board approval in
2012.
ADB financed TA relevant to the sector includes the National Transport Strategy, Improving Road
User Charges and Private Sector Participation in Road Development and Climate Proofing
Transport Assets.
ADB is also providing support in public sector financial management which impacts upon the
transport sector in respect of the development of a national CSO Policy and public sector
procurement.
The Japan International Cooperation Agency
JICA has recently completed a range of activities and is currently in discussions with PNG
Government on future programs of support in maritime and roads sectors.
“Construction of Bridges on Bougainville Coastal Trunk Road” ended in March 2012
(Construction work started in November 2009). Total of 15 bridges were built on the trunk road
between Kokopau and Arawa on Bougainville Island. The Project cost approximately US$40
million.
“The Urgent Rehabilitation of Markham Bridge” ended in November 2011 (started in December
2009). The Markham Bridge which was heavily damaged by flood was rehabilitated and the bank
of the river was strengthened.
JICA will provide road construction and maintenance equipment for Plant and Transport Division
(PTD) in DoW. The equipment will be distributed to 4 local DoW workshops in Lae, Mt. Hagen,
Wewak and Kimbe. This project intends to strengthen DoW’s service delivery capacity.
The World Bank
The World Bank has one major activity in the transport sector. The Road Maintenance and
Rehabilitation Project the second phase of which will go through to 2015. Some additional
support is provided through its agricultural programs. The World Bank is currently looking to
update its portfolio of support to the transport sector in PNG and has expressed interest in
continued support for agriculturally focussed road maintenance works and perhaps some support
in assisting the development of the contracting sector in addition to RMRPII.
TSSP2 Design and Implementation Framework Annexes to Main Volume
Annex 2: Development Partner Activities
Credit No. 42980-PNG: Road Maintenance and Rehabilitation Project (RMRP): $129.2m. The
objective of RMRP was to assist PNG Government in promoting a safe, reliable and efficient roads
transport system in the eight provinces (East and West New Britain, Morobe, Manus, Oro, Central
and Gulf) through: (a) the improvement of selected road segments; (b) strengthening strategic
planning and management of the road sector; and (c) strengthening the institutional
arrangements for road maintenance, including private sector participation. Project ended
December 2011.
Credit No. 4931-PG -- Road Maintenance and Rehabilitation Project II (RMRP II) $53m. A
follow-on project RMRP II was approved by the Bank’s Board of Executive Directors on May 2011
and was declared effective on August 29 2011. The implementation period of the project is from
September 2011 to December 2015. The objectives of RMRPII are to: (i) improve road transport
to project areas through providing satisfactory physical condition and safety in selected roads;
and (ii) strengthen institutional arrangements for road maintenance, including the participation
of the private sector and communities.
PNG Smallholder Agriculture Development Project P079140; of which US$50-55 million is for
transport. This amount is used to fund road rehabilitation supporting oil palm production. The
Project is approximately 50% complete. None of these works are on the 16 priority national roads.
TSSP2 Design and Im
plementation Framew
ork Annexes to Main Volume
Annex 3: Sector Financing and Recent B
udgets
Annex 3
Annex 3
Annex 3
Annex 3 – ––– Sector Financing
Sector Financing
Sector Financing
Sector Financing and Recent Budgets
and Recent Budgets
and Recent Budgets
and Recent Budgets
TSSP2 Design and Implementation Framework Annexes to Main Volume
Annex 4: Cross-cutting issues in transport sector
Annex Annex Annex Annex 4444 –––– CrossCrossCrossCross----cuttingcuttingcuttingcutting issues in the transport issues in the transport issues in the transport issues in the transport sectorsectorsectorsector
GenderGenderGenderGender
The National Policy for Women and Gender Equality 2011 -2015 has been endorsed by the NEC
and parliament. Under the Policy:
“Gender equality is when the roles of women and men are valued equally in three dimensions:
equal opportunities, equal treatment and equal entitlements.”
The Policy’s vision is to achieve a Papua New Guinea society in which all citizens – particularly
women and girls – live together in dignity, safety, mutual respect and harmony.
The policy objective is to facilitate the development and implementation of gender equality and
women’s advancement programs, which will be founded on the principles of equality for all
persons, particularly women and men, as enshrined in the Constitution.
The priority action areas for the Policy of particular relevance to the transport sector are gender-
based violence, HIV/AIDS, education and training, cultural norms and traditions, economic
empowerment, decision-making and political participation.
The Policy has a set of strategies particularly relevant to the program:
• promoting equal participation by women and men in decision-making and monitoring
access;
• supporting women and girls to exercise their rights through affirmative action;
• rolling out training programs for women’s leadership in the public service;
• reducing the gap in accessing resources and the benefits of development;
• using differing approaches to meet the needs of specific agencies;
• encouraging agencies to use community development strategies to empower rural women;
and
• encouraging research that, firstly, shows the benefits and detriments to girls and women of
particular interventions, and secondly, which can be used in a local context to illustrate to
men and communities any bias and discrimination. The evidence can then be discussed
and used locally to make improvements in how things are done.
AusAID’s policy goal is to reduce poverty by advancing gender equality and empowering women.
The low position of women in PNG society remains a key a challenge for achieving equitable
development outcomes. This impacts on how they use and benefit from transport infrastructure.
In line with the AusAID’s gender policy, Promoting opportunities for all. ‘Gender equality and
women’s empowerment. Thematic Strategy November 2011, TSSP2 will address gender issues in
the transport sector through targeted support and where the program can have greatest impact in
line with its broader objectives. This will include providing technical assistance that will advocate
for gender equitable participation in asset maintenance and providing technical assistance that
will advocate for the implementation of domestic violence and HIV/AIDS work place policies.’
TSSP1 has been successful in:
• completing a Transport Sector Gender Strategy and Implementation Plan and reviewing it
against new policies in 2011/12;
• mainstreaming cross-cutting issues into five out of nine agency corporate plans;
TSSP2 Design and Implementation Framework Annexes to Main Volume
Annex 4: Cross-cutting issues in transport sector
• conducting situational analysis through the sector’s interagency gender technical working
group;
• drafting gender and domestic violence policies for seven agencies some of which are still
awaiting approval. PNG Ports has been very supportive of this activity appointing a Life
Skills Coach to assist implementation. Domestic violence policies have been launched by
DoW and PNG Ports;
• drafting a checklist of gender obligations for roading contracts; and
• starting a process of working with agencies to implement agency-specific gender plans
based upon the situational analysis.
HIV HIV HIV HIV and AIDSand AIDSand AIDSand AIDS
All AusAID program’s response to HIV has to be contextualised. Papua New Guinea is possibly
the world’s most diverse country in social, cultural and linguistic terms. This diversity is reflected
in a vast range of beliefs and practices pertaining to sexuality, gender and reproduction, with
important ramifications for HIV prevention. The vast majority of the population live in rural areas
and effective prevention needs to take local beliefs and practices into consideration. Papua New
Guinea has undergone rapid and dramatic social and cultural transition in a relatively short
period. Mobility has increased significantly and cash has entered all cultural systems, with the
result that, within a small area, traditional culture, beliefs and practices co-exist with expressions
of ‘modern’ and global culture. These shifts are in turn reflected in the co-existence of ‘traditional’
and ‘modern’ sexual cultures, together with their respective implications for HIV-related risk,
vulnerability and prevention.
Imported packages of solutions, focusing on individual behaviour abstracted from its social and
cultural settings, are unlikely to work in Papua New Guinea. However, international experience
suggests that Papua New Guinea may possess, albeit in nascent, and fragmented form, some key
characteristics of effective responses to the HIV epidemic, such as the existence of social
solidarity, concern for human rights, reciprocity (as reflected in the wantok system), dense
networks of communication, community trust, and empowerment through participation and
community mobilisation. However diverse they may be, Papua New Guineans share in common
the pride they attach to their culture, tradition and heritage, values which offer considerable
potential as entry-points for HIV prevention.
The leaders in agencies are at the centre of these networks and communities. Without being
overly ambitious TSSP has a responsibility to support agencies, and more particularly male and
female leaders to respond to the challenges posed by implementing HIV prevention.
Organisational leadership and drive in the response gives it both local credibility as well as
valuable ‘insider’ knowledge, essential in treading the sometimes thin line between respecting
those local values which may be protective in terms of HIV, while challenging others which may
enhance vulnerability to it. These are most effectively done from within communities themselves
rather than imposed upon them by outsiders. 1
The new National HIV/AIDS Strategy 2011-2015 (NHS) has a significant role for agencies in the
response, including coordination, undertaking M&E, expanding surveillance and other
interventions. The NHS has three priority areas listing ten key interventions. Specific areas of
intervention are discussed under Component 1.
1 See Tingim Liap # 2 Design Document for further discussion
TSSP2 Design and Implementation Framework Annexes to Main Volume
Annex 4: Cross-cutting issues in transport sector
The effectiveness of the PNG HIV response is dependent in part on improving capabilities across
government. The NHS has a comprehensive Implementation framework and M&E Framework.
Future interventions should be based upon those documents with TSCMIC encouraging and
supporting sector reporting to the National AIDS Council on progress.
As with gender equality, under TSSP1 a technical working group conducted a situational analysis
that has led to:
• HIV and AIDS work place policies in place in five agencies and others are under
development;
• Older policies reviewed against the NHS;
• Some awareness activities have been undertaken.
DisabilityDisabilityDisabilityDisability
TSSP1’s main work in the area of disability has been to provide a Road Safety Adviser who is
based in the National Road Safety Council. The adviser spent about 50% of his time in the DoW.
NRSC has been extremely weak and there is a possibility that it may be absorbed into a greater
Land Transport Authority. Further analysis and research is needed to be more specific on what
TSSP’s focus and expectations are. Specific linkages can be made to the outcome of the Visual
Condition Survey and the IRAP (road safety auditing) that will be completed in 2012/2013. These
activities could contribute to the design of cost effective support to reduce disabilities arising from
road accidents.
TSSP2 will develop approaches to incorporate disability perspectives into both the planning of
road maintenance activities and the assessment of the impact of road maintenance activities.
TSSP2 Design and Implementation FrameworkAnnexes to Main Volume
Annex 5: Priority National Roads
Annex Annex Annex Annex 5555 –––– Priority National Roads Priority National Roads Priority National Roads Priority National Roads
NRA Gazetted Roads 2011 NRA Workplans
Province & Road Road Number
Priority Road Total Length (km)(GIS Data)
Length Gazetted to NRA ***
Length Gazetted to NRA measured by RAMS
Length Priority Rd excl. Gazetted NRA measured by RAMS
Length in NRA 2011 Workplan
Length Gazetted to NRA measured by RAMS
Priority Road less NRA 2011 Workplan
TSSP Funded Roads excl. NRA 2011 Workplan
Central Province
Hiritano NR0001 178.99 154.80 147.24 31.75 183.53 147.20 31.79 31.79
Magi NR0002 246.45 117.69 91.70 154.75 75.00 70.70 175.75 175.75
Milne Bay
Magi NR0002 124.63 0.00 0.00 124.63 124.63 124.63
East Coast** - 56.35 0.00 0.00
Morobe
Wau NR0004 127.28 0.00 0.00 127.28 95.60 0.00 127.28 127.28
Ramu NR0008 32.24 0.00 0.00 32.24 32.24 32.24
Highlands NR0007 168.78 39.70 39.71 129.07 Survey & Design
East New Britain
New Britain NR0010 35.38 31.00 30.32 5.06 35.38 35.38
Tokua Rd NM 4802 16.60 16.57
Kokopo Rd 25.30 25.30
West New Britain
New Britain NR0010 237.85 158.70 158.32 79.53 151.10 151.10 86.75 86.75
New Ireland
Buluminski NM4701 337.88 137.30 136.89 200.99 337.88 337.88
West Coast ND4703 198.19 0.00 0.00 198.19 198.19 198.19
Madang
Coastal NR0009 214.11 0.00 0.00 214.11 214.11 214.11
Ramu NR0008 148.66 48.00 45.18 103.48 148.66 148.66
Bogia Rd 57.00 57.00
East Sepik
Coastal NR0009 199.21 28.00 27.92 171.29 28.00 27.92 171.29 171.29
Sepik NR0012 168.40 164.00 168.40 0.00 59.50 59.50 108.90 108.90
West Sepik
Coastal NR0009 337.18 34.00 41.23 295.95 0.00 0.00 337.18 337.18
Sepik NR0012 89.35 0.00 0.00 89.35 89.35 89.35
Nuku Road** - 27.9
Eastern Highlands
Highlands NR0007 186.96 152.24 185.20 1.76 186.96 186.96
Other 50.50 56.40
Bougainville
Buka Road NM5001 183.07 0.00 0.00 183.07 183.07 183.07
Other ARB Roads** - 442.6
TSSP2 Design and Implementation Framework Annexes to Main Volume
Annex 5: Priority National Roads
NRA Gazetted Roads 2011 NRA Workplans
Province & Road Road Number
Priority Road Total Length (km)(GIS Data)
Length Gazetted to NRA ***
Length Gazetted to NRA measured by RAMS
Length Priority Rd excl. Gazetted NRA measured by RAMS
Length in NRA 2011 Workplan
Length Gazetted to NRA measured by RAMS
Priority Road less NRA 2011 Workplan
TSSP Funded Roads excl. NRA 2011 Workplan
NCD
Hiritano NR0001 3.70 3.70 3.70 0.00 3.70
Magi NR0002 11.51 11.51 11.51 0.00 0.00 11.51
Hubert Murray 14.20 14.21 0.00
Poroporena 9.30 9.30 0.00
Sogeri Rd 27.00 20.75
Gulf
Hiritano NR0001 113.02 49.50 49.15 63.87 6.17 6.17 106.85
Western Highlands
Baiyer River Road NM3901 59.95 66.00 59.95 0.00 54.70 59.95 0.00
Highlands NR0007 111.92 85.46 85.19 26.73 83.00 82.73 29.19 Porgera – Togoba Highway NR0006 28.65 29.00 28.65 0.00 32.00 28.65 0.00
Other 61.70 63.07
Other Not Gazetted 19.00
Enga
Porgera-Togoba NR0006 172.57 135.00 140.96 31.61 21.00 172.57
Other 108.60 69.61
Chimbu
Highlands NR0007 56.61 55.30 55.91 0.70 56.61
Other 43.80 45.83
Southern Highlands
Highlands NR0007 86.27 84.00 86.27 0.00 86.27
Wabag - Mendi NR0005 39.46 33.00 35.35 4.11 39.46
Koroba Road NM3701 195.07 185.00 187.20 7.87 195.07
Other 15.60 15.83
Northern Province (Oro)
Kokoda NM3601 79.59 0.00 0.00 79.59 79.59
Northern NR0003 83.17 0.00 0.00 83.17 83.17
Total 4,256.11 2,207.2 2,184.52 2,440.16 833.90 659.2 3,453.4 2,589.4
Source: DoW Road Asset Maintenance system 2011
** These are not NTDP Priority Roads, and are being funded due to previous AusAID agreements
*** Length of NRA roads are still to be confirmed and matched against RAMS road sections and Provincial boundaries where applicable
TSSP2 Design and Implementation Framework Annexes to Main Volume
Annex 6: Key References
Annex Annex Annex Annex 6666: : : : Key ReferencesKey ReferencesKey ReferencesKey References
PNG Government- development & sector
Vision 2050
Development Strategic Plan 2010 - 2030
Medium Term Development Plan 2011 – 2015
PNG Government Commitment of Aid Effectiveness
National Gender Strategy, National HIV/AIDS Strategy
AusAID / PNG
PNG Australia Partnership for Development
Port Moresby Declaration on Aid Effectiveness: February 2008
Development Cooperation Treaty Review & Advisor Review 2010
Infrastructure
Draft National Transport Strategy
Medium Term Transport Plan 2011-2015
Draft TIPS 2011
Papua New Guinea Roads Priority Study : Review of National Roads in Papua New Guinea 2006
Papua New Guinea Transport Infrastructure Priorities Study (TIPS) 2006
Program General
TSSP/ISP Concept Design Document
Transport Program Annual Plans (most recent 2011)
Transport Program Annual Report 2010
www.pngtssp.com for a full set of documents
Monitoring and Evaluation
Monitoring and Evaluation Plan and Framework
Socio-Economic Studies : PNG Road Infrastructure (Baseline and follow up)
Annual Performance Reports (most recent 2010)
Collated Stories of Success and Significant Changes Occurring in Transport Sector Agencies During TSSP Phase 1 (July 2011) – separate volumes as observed by counterparts and advisers
TSSP Six Monthly Activity Report (July 2011)
Financial
Public Finance Management Act
PNG Government’s Financial Management Manual
CSTB’s Good Procurement Manual
TSSP Financial Procedures Manual
Probity (Anti-Corruption-Anti-Fraud) Strategy
Assessment of Financial Management Capability and Capacity and Associated Risks and Benefits in TSSP (Sept 2011)
Private Civil Works Sector Diagnostics
Construction Industry Policy Sector Framework (Dept. Commerce and Industry)
Civil Works Capacity Constraints in ADB CPS
Papua New Guinea: Improving Road User Charges and Private Sector Participation in Road Development (ADB TA Report)
Cross Roads: Creating Opportunities for Sustainable Spending on Roads (DFID Uganda)
Capacity Building
Institutional Needs Assessment Reports 2007, and 2009
TSSP Capacity Building Framework
TSSP Staged Capacity Building Practice Model
Charles Kendall Associates – series of procurement and capacity assessment reports, and draft capacity development plans for NRA, DoW, NAC, ABG’s DTS
TSSP phase one reporting: www.pngtssp.com
Cross Cutting Policy Frameworks
Environment Act
Environment Compliance Policy and Plan
DoW Environment Plan
Road Safety Discussion Paper
Cross Cutting Policy Frameworks continued
TSSP HIV and Aids Strategy and Implementation Plan
TSSP Gender Strategy and Implementation Plan
AusAID policies on Gender, HIV/AIDS, Climate Change, Disability
TSSP2 Design and Implementation Framework Annexes to Main Volume
Annex 7: Capacity Development Principles
Annex Annex Annex Annex 7777 –––– Capacity Development PrinciplesCapacity Development PrinciplesCapacity Development PrinciplesCapacity Development Principles
This Annex sets out the approach to capacity development that TSSP will follow. It also discusses
the issue of advisers2 and their role.
DefinitionsDefinitionsDefinitionsDefinitions
The program is guided by AusAID’s definitions of capacity and capacity development, which
appear in the list of acronyms and glossary of terms.
It is important to emphasise that capacity development is an endogenous process that needs to be
led and directed by country partners. Development partners such as AusAID can provide support
to endogenous processes through the provision of technical and financial resources and through
the facilitation of change processes. However, they can neither lead nor shoulder full
responsibility for capacity development.
ContextContextContextContext
A significant part of TSSP is capacity development support, whose main goal is to achieve
improvements in PNG Government capacity at the level of individuals, organisations and larger
systems:
• Supporting the development of individual capacity is typically associated with human
resources development. It can involve, in-service and pre-service training, on-the-job
mentoring and learning, performance management. This will be required at all levels of
program intervention, for instance work with the safety regulators, the DoW at provincial
and national levels, with the ABG to build DTS and within the service providers to assist
them to have qualified people in key positions.
• Supporting the development of organisational capacity is typically associated with
organisational development and change. It can involve restructuring, development of
leadership and performance management systems, inculcation of norms and values,
strengthening of core corporate capabilities and well as implementation or technical
capabilities. This will be the focus of program interventions at supporting the DoW and
NRA systems to be capable of contracting maintenance services or the regulatory agencies
to carry out core functions regularly to a consistently high standard. Many of the program’s
envisaged results are defined in organisational terms.
• Supporting the development of system or in this case the sector capacity is typically
associated with strengthening networks of organisations and the relationships that exist
between them, developing the policy and legal environment within which organisations
function as well as larger systems that transcend any individual organisation. This is an
increasingly important part of TSSP working through TSCMIC as it seeks to promote a
more robust “joined up” approach to improve performance and accountability including
strengthening of relationships and coordination mechanisms as well as developing
performance monitoring systems that link both vertically and horizontally.
2 This design uses the term “adviser” as defined in AusAID Operational Policy Use of Advisers in
the Aid program (March 2011) for what was formerly called ‘technical adviser’ or ‘TA’.
TSSP2 Design and Implementation Framework Annexes to Main Volume
Annex 7: Capacity Development Principles
Thinking Thinking Thinking Thinking bbbbeyond eyond eyond eyond aaaadvisers dvisers dvisers dvisers
A basic principle for TSSP2 is that selection of capacity development inputs should be based on a
diagnostic of need. The nature of the problem/ challenge to be addressed should guide the
selection of an appropriate response. Often this might require a mix of inputs that could include:
• Provision of long and short term advisors
• Funding to the agency to employ qualified staff in critical operational and technical
positions
• Short and long-term training opportunities for selected individuals
• Short exchange programs and study tours
• Peer learning events including secondment of staff across departments/ provinces
• Financial resources to enable deployment of existing PNG Government capacity
development programs/ activities
• Promoting the use of existing PNG Government capacity development resources such as
advisory support, training programs and the like that are housed across different Central
Agencies and line departments.
Adviser Adviser Adviser Adviser cccconsiderationsonsiderationsonsiderationsonsiderations
Decisions to deploy advisers on either short or long term contracts will be informed by the
guidance associated from the recent Adviser Review. This will, among others, have implications
on total numbers of advisers to be deployed. Building on TSSP phase 1, a deliberate effort will be
made to recruit PNG advisors and to ensure appropriate representation of women in advisory
positions.
This design’s approach is consistent with the minimum standards for adviser planning, selection
and performance management as described in AusAID’s Use of Advisers in the Australian Aid
Program: Operational Policy. Using the Policy’s paragraph numbers (Section 4.1):
A. The initial demand for capacity development inputs will come from the annual planning
process driven by the agencies. The choice and mix of technical assistance will be
articulated in the work plans. Workplans must be fully costed.
B. Articulating and then justifying the choice of technical assistance, in particular advisers,
is not always easy. This is often difficult in PNG given the wide use of advisers from
enablers to facilitators as described in the Note. However, this weakness is not just
confined to using advisers. Defining and selecting appropriate non-adviser technical
assistance is equally difficult and is often just as hard to plan, manage and achieve quality
when provided by sub-contracted institutions or Commonwealth Government partners.
The service provider will have responsibilities for working with, and building the capacity
of, TSCMIC and partner agencies to define the need, to identify the desired development
path, to establish the sequencing that takes into account risks and capacity, and then
manage performance.
C. Assessing the value for money of the available alternatives is not an easy mechanical task.
It often calls for professional judgement based upon all the facts and a review of the risks
of each approach. Adviser costs must be included in workplans. The AusAID/PNG Law
and Justice programs have done this since 2004 with advisers included at full cost in the
Development Budget. When K600,000 is shown in the project’s budget line as the
TSSP2 Design and Implementation Framework Annexes to Main Volume
Annex 7: Capacity Development Principles
opportunity cost of an ‘adviser’ counterparts quickly learn that there are alternative input
options.
D. Specifying the objective, deliverables and outcomes of advisory inputs, and non-advisory
inputs contracts (e.g. the provision of training) is essential. The expanding desire to use
other forms of technical assistance has to be reciprocated by a recognition from partners
and AusAID that the service provider will need the skilled personnel and resources to
plan, design, manage and monitor the provision of these inputs. Service providers as the
employer have extensive personal employment influence over advisers. The same direct
influence is not available over sub-contractors, some of whom have influence and
constituencies in the development business, or PNG, wider than those of the AusAID
contracted service provider.
Based upon experience in the current program advisory support in the new program is
likely to be needed to supplement, substitute or to facilitate capacity. It will
concentrate on:
• Building implementation capacity in agencies facilitating and stimulating change
management, improved communication, team work and leadership
• Strengthening core regulatory and/or service provision capabilities and capacity with
a line of sight to service delivery;
• Improving performance measurement, monitoring and reporting.
TSSP may have a need to engage advisers as enablers in positions such as providing
strategic advice, legal and institutional analysis and sector performance analysis.
There may be occasions where direct substitution is appropriate (either contracted
from the private sector or provided through SGP or under the MoU) to cover immediate
and likely medium to long term capacity deficits. Substituting for the lack of available
capacity in key positions and skills in engineering, contracting and safety and security
regulation will be in the minority in this program. Other options such as salary
supplementation so that the agencies can make the appropriate recruitments will be
considered as an option.
E. In the majority of positions in this program the adviser’s counterpart is likely to be an
organisation or a sub-part of one.
F. This design supports the emerging practice in the current program and the Adviser
Review:
a. All adviser recruitment activity should be counterpart lead from scoping through to
induction. Prospective candidates should be interviewed in-PNG by a panel of
counterparts. The service provider has a key role in supporting the total process and
ensuring integrity.
b. Adviser’s workplans are negotiated with counterparts.
c. Advisers should be managed by counterparts and they should report regularly to
counterparts.
d. Counterparts must be involved in the regular performance assessment of advisers –
this is happening in the current program.
TSSP2 Design and Implementation Framework Annexes to Main Volume
Annex 7: Capacity Development Principles
As the Operational Policy records a joint assessment of counterpart capacity should be made as
part of the diagnostic process that proceeds the employment of an adviser. The service provider
will be responsible for building counterpart capacity to manage advisory inputs. It is a reality that
advisers become embedded in agencies where some can and do influence counterparts about their
importance and value. The service provider, as the contracted employer and AusAID contractor,
has a duty to ensure that all dealings are transparent.
Further efforts will need to be made to ensure appropriate induction of advisers and training/
orientation in process facilitation/ change management functions. This also must include
attention to clarification of roles, lines of accountability and communication.
Practical Practical Practical Practical oooownership on the wnership on the wnership on the wnership on the ppppartner artner artner artner ssssideideideide
If capacity development is an endogenous process, then ensuring practical ownership of change
processes on the part of partner organisations is critical and a key determinant of capacity
development outcomes. It is important that partner organisations:
• Are fully involved in needs assessment, consideration of optional inputs and recruitment of
capacity development inputs.
• Make clear their own roles and responsibilities in realising agreed capacity development
outcomes. This can include exercising leadership and oversight, mobilisation of staff and
financial resources.
• Are fully involved in the management of capacity development related activities including
performance review. In the case of advisers, this implies being responsible on a day-to-day
basis for supervising advisers, agreeing on workplans and performance monitoring. In the
case of other forms of capacity development support, this implies assuming a clear
management role in ensuring implementation of activities.
• Jointly review, together with AusAID/TSSP their respective contributions to capacity
development support, identify constraints and shortcomings and produce an action plan
for problem resolution.
Incentive and Incentive and Incentive and Incentive and ddddemandemandemandemand----bbbbased ased ased ased aaaapproachespproachespproachespproaches
The program will avoid so-called supply driven approaches that enjoy modest support and
ownership on the part of beneficiary organisations. This will be done by:
• Ensuring that capacity development and good governance support is grounded in
proposals emanating from potential beneficiaries and vetted against agreed criteria
following the diagnostic process; and
• Selective use of incentive-based approaches where access to capacity development and
good governance support services and discretionary funding is based on successful
progression through agreed capacity development strengthening processes.
Promoting Promoting Promoting Promoting coordinated approaches across Auscoordinated approaches across Auscoordinated approaches across Auscoordinated approaches across AusAIDAIDAIDAID and other partnerand other partnerand other partnerand other partner programsprogramsprogramsprograms
TSSP program leadership (TSCMIC) and the Program Director, together with the AusAID
Infrastructure team, will be responsible for coordinating capacity development and good
governance support between the AusAID governance and other sector programs. Also, as
discussed in the sections relating to Component 3, they have a responsibility, with DNPM, to
promote better coordination with the sector’s other development partners.
TSSP2 Design and Implementation Framework Annexes to Main Volume
Annex 7: Capacity Development Principles
Management of technical assistance and use of advisers Management of technical assistance and use of advisers Management of technical assistance and use of advisers Management of technical assistance and use of advisers
The management of advisers by TSSP will be directed by AusAID’s Use of Advisers in the
Australian Aid Program: Operational Policy. A number of key principles will guide the approach.
• Clear definition of the need for technical assistance and the expected results.
• Agreement, based on evidence, on the most appropriate form of technical assistance
following the diagnostic process.
• Where an adviser is proposed, there must be agreement on:
- the type of adviser (i.e. a contracted in-line position to provide supplementary
assistance, an off-line, international, national, regional, Commonwealth agency or
private sector etc.)
- the adviser counterpart(individual or branch or board) and if the adviser role is a
capacity enabler, substitution, supplementation or facilitation role
- the position duration (i.e. short-term, long-term, part-time or intermittent)
- how the adviser is funded (i.e. co-contribution or bilateral funding only)
- how the adviser is contracted (ISP or agency or MoU or SGP).
• Adviser terms of reference must be agreed by both parties and clearly:
- define in a measurable way the objectives, deliverables and outcome(s) required
from the role
- identify the full set of technical and capacity skills, cultural and language
requirements and personal attributes
- define the position’s performance management and reporting arrangements in a
clear and measurable way
- reference the AusAID adviser remuneration framework (ARF) for all commercially
contracted long- and short-term adviser positions (in particular reference the
relevant discipline category and job level for the position and the AusAID
performance assessment guidelines).
• Adviser performance and ongoing position relevance will be jointly assessed on completion
of assignment or on an annual basis, whichever occurs first, using the AusAID adviser
performance assessment processes; these will be lodged in the AusAID performance
register.
• Performance management of advisers and quality assurance of technical assistance outputs
has been identified as an ongoing issue across AusAID supported programs in PNG and the
Pacific. In addition to the approaches set out in AusAID’s Use of Advisers in the Australian
Aid Program: Operational Policy,3 advisers located within an agency will have their
performance assessed by that agency and AusAID supported by the ISP. Advisers with a
3 AusAID’s policy states that advisers should in the first instance be accountable to, and managed by, the
organisation(s) in which they are working, and that relevant partner country indicators and reporting systems
should be used where possible. PNG counterparts will need assistance in using an appropriate performance
review system for advisers. There is some experience in other AusAID programs in formal appraisals being
conducted by counterparts. The legal obligations of the employing ISP under relevant Australian state law have
to be recognised.
TSSP2 Design and Implementation Framework Annexes to Main Volume
Annex 7: Capacity Development Principles
remit across the sector (the core specialist team) will have their performance assessed by
the ISP with contributions from the client agencies and AusAID.
• Consideration could be given to establishing a joint quarterly adviser performance review
mechanism led by TSCMIC with participation of development partners and the ISP. The
scope of this quarterly mechanism could include all advisory support to the transport
sector, not just TSSP, to ensure a coherent and coordinated approach.
TSSP2 Design and Im
plementation Framew
ork Annexes to Main Volume
Annex 8: Risk Management M
atrix
Annex
Annex
Annex
Annex 8 888 – ––– Risk
Risk
Risk
Risk M
anagement
Management
Management
Management Ma
Ma
Ma
Matrix
trix
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RATING LIKELIHOOD
DESCRIPTION
RATING CONSEQUENCES
DESCRIPTION
5
Alm
ost Certain
Expected to occur in most circumstances
5
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ent of functional objectives
4
Likely
Will probably occur in most
circumstances
4
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3
Possible
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3
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2
Unlikely
Not expected to occur
2
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Would threaten an element of a function
1 Rare
May occur but exceptional
1
Negligible
Lower consequence
Assessment and Response
VH
Very High Risk
Requires close Executive attention and detailed plan
H
High Risk
Needs close managem
ent attention
M
Moderate Risk
Specific managem
ent responses and monitor closely
L
Low Risk
Manage through routine procedures
TSSP2 Design and Im
plementation Framew
ork Annexes to Main Volume
Annex 8: Risk Management M
atrix
Ris
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TSSP2 Design and Im
plementation Framew
ork Annexes to Main Volume
Annex 8: Risk Management M
atrix
Ris
k
Likelihood
Consequences
Risk level
Pro
po
sed
act
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s
Sig
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s ra
dic
al ch
an
ge
4
3
H
�
Pre
pa
re a
nd
ma
inta
in b
rie
fs o
n T
SSP
’s a
pp
roa
che
s a
nd
re
spo
nse
s to
sa
fety
an
d s
ecu
rity
�
Use
an
y e
ve
nt
to a
dv
oca
te f
or
incr
ea
sed
PN
G G
ov
ern
me
nt
att
en
tio
n a
nd
re
sou
rcin
g t
o s
afe
ty iss
ue
s
IMP
RO
VIN
G S
ER
VIC
E D
ELI
VE
RY
PE
RF
OR
MA
NC
E,
PR
OD
UC
TIV
ITY
AN
D V
ALU
E F
OR
MO
NE
Y
Po
or
pla
nn
ing
an
d p
roje
ct p
rep
ara
tio
n,
pri
ma
rily
in
roa
ds
sect
or,
le
ad
s to
de
lay
ed
im
ple
me
nta
tio
n a
nd
un
de
r-e
xpe
nd
itu
re a
ga
inst
an
nu
al ta
rge
ts
4
3
H
�
Mo
re d
ire
ct P
MSC
re
spo
nsi
bilit
y f
or
pro
ject
pla
nn
ing
an
d d
eliv
ery
�
Ca
pa
city
Bu
ild
ing
su
pp
ort
to
im
pro
ve
qu
ality
an
d s
pe
ed
of
pla
nn
ing
acr
oss
all a
ge
nci
es
�
Fin
an
ce a
nd
su
pp
ort
im
pro
ve
me
nts
to
da
ta c
olle
ctio
n s
yst
em
in
clu
din
g R
AM
S/B
AM
S
De
lay
s in
pro
cure
me
nt
pro
cess
le
ad
to
slo
w
imp
lem
en
tati
on
an
d u
nd
er-
exp
en
dit
ure
;
5
4
VH
�
Po
liti
cal a
dv
oca
cy f
or
com
mit
me
nt
to r
efo
rm G
ov
ern
me
nt
pro
cure
me
nt
syst
em
�
Ca
pa
city
Bu
ild
ing
to
su
pp
ort
en
ha
nce
d p
rocu
rem
en
t sk
ills
in
Do
W,
NR
A a
nd
AB
G w
ith
dir
ect
su
pp
ort
fro
m P
MSC
/TSSP
�
Ne
go
tia
te t
hro
ug
h S
ub
sid
iary
Arr
an
ge
me
nt
op
tio
ns
to a
do
pt
alt
ern
ati
ve
ap
pro
ach
es
sho
uld
pro
cure
me
nt
blo
cka
ge
s p
rov
e u
nsu
rmo
un
tab
le
Lim
ite
d c
ap
aci
ty o
f p
riv
ate
se
cto
r co
ntr
act
ors
,
incl
ud
ing
ab
ilit
y t
o b
id f
or
an
d m
an
ag
e w
ork
, m
ee
t
fin
an
cia
l co
mm
itm
en
ts a
nd
re
ma
in v
iab
le.
Re
sult
s
in p
oo
r q
ua
lity
wo
rk a
nd
hig
he
r re
al co
st
3
4
H
�
Bu
nd
lin
g c
on
tra
cts
into
la
rge
r u
nit
s m
ak
ing
th
em
mo
re a
ttra
ctiv
e t
o p
ote
nti
al n
ew
bid
de
rs;
red
uce
ten
de
rin
g f
req
ue
ncy
�
Info
rma
tio
n f
or
con
tra
cto
rs,
incl
ud
ing
wo
rksh
op
s a
nd
in
form
ati
on
se
ssio
ns
�
Tra
inin
g f
or
con
tra
cto
rs in
pre
pa
rin
g a
nd
ma
na
gin
g b
ids
�
Est
ab
lish
an
in
de
pe
nd
en
t te
chn
ica
l a
nd
qu
ality
au
dit
pro
cess
fo
r co
ntr
act
ed
wo
rks
Sh
ort
ag
e o
f co
nst
ruct
ion
ma
teri
als
or
hig
h c
ost
of
acc
ess
co
ntr
ibu
tes
to d
ela
ys
an
d h
igh
co
sts
of
wo
rks
3
3
H
�
Cre
ate
a p
roje
ct p
ipe
lin
e o
f m
ult
iple
po
ten
tia
l p
roje
cts
an
d d
efe
r th
ose
wit
h s
uch
iss
ue
s
�
Sit
e i
nv
est
iga
tio
n d
uri
ng
de
sig
n p
ha
se c
he
cks
the
av
aila
bilit
y a
nd
so
urc
es
of
con
stru
ctio
n m
ate
ria
ls
tha
t m
ee
t sp
eci
fica
tio
n
�
Ide
nti
fy s
ou
rce
s o
f co
nst
ruct
ion
ma
teri
al b
y C
on
tra
cto
r
�
Co
mm
un
ity
en
ga
ge
me
nt
stra
teg
ies
to f
aci
lita
te a
cce
ss t
o lo
cal m
ate
ria
ls
Ne
w a
pp
roa
ch in
Bo
ug
ain
ville
is
no
t e
ffe
ctiv
e a
nd
roa
d m
ain
ten
an
ce p
rog
ram
is
no
t d
eliv
ere
d t
o
curr
en
t st
an
da
rds
4
4
H
�
Mo
nit
or
situ
ati
on
clo
sely
an
d e
nsu
re a
ll s
tak
eh
old
ers
un
de
rsta
nd
ch
an
ge
s a
nd
wh
y t
he
y a
re t
ak
ing
pla
ce
�
Pro
act
ive
en
ga
ge
me
nt
wit
h A
BG
to
en
sure
th
eir
su
pp
ort
an
d o
wn
ers
hip
of
ne
w a
pp
roa
ch a
nd
to
en
sure
AB
G s
up
po
rt m
an
ag
ing
po
ssib
le s
ecu
rity
an
d c
om
mu
nit
y l
iais
on
ris
ks
�
In w
ors
t ca
se s
cen
ari
o c
on
sid
er
rev
ert
ing
to
su
bco
ntr
act
ed
dir
ect
de
liv
ery
mo
de
l a
t e
xpe
nse
of
DT
S
cap
aci
ty d
ev
elo
pm
en
t o
pti
on
s
TSSP2 Design and Im
plementation Framew
ork Annexes to Main Volume
Annex 8: Risk Management M
atrix
Ris
k
Likelihood
Consequences
Risk level
Pro
po
sed
act
ion
s
CA
PA
CIT
Y D
EV
ELO
PM
EN
T
Un
pre
dic
tab
le a
nd
fre
qu
en
t ch
an
ge
s in
se
nio
r
pe
rso
nn
el in
PN
G’s
tra
nsp
ort
se
cto
r a
ge
nci
es;
lo
ss
of
ne
w s
kills
; lo
ss o
f re
form
mo
me
ntu
m
4
3
H
�
Re
gu
lar
en
ga
ge
me
nt
wit
h m
inis
ters
an
d c
en
tra
l a
ge
nci
es
to a
ssu
re b
usi
ne
ss a
s u
sua
l g
ive
n t
ha
t
cha
ng
es
in le
ad
ers
is
PN
G G
ov
ern
me
nt’
s b
usi
ne
ss
�
At
sen
ior
lev
el
en
sure
TSC
MIC
, P
rog
ram
Dir
ect
or,
Au
sAID
an
d I
SP
all p
ro-a
ctiv
ely
en
ga
ge
d in
bri
efi
ng
ne
w d
ep
art
me
nta
l h
ea
ds
an
d C
EO
s a
nd
se
nio
r m
an
ag
em
en
t
�
En
cou
rag
e a
nd
su
pp
ort
ne
w s
en
ior
pe
rso
nn
el w
ith
sp
eci
al
bri
efi
ng
s;
TSSP
ap
pro
va
l p
roce
sse
s u
nn
ece
ssa
rily
de
lay
ne
w
init
iati
ve
s a
nd
ad
vis
er
recr
uit
me
nt
2
4
M
�
Imp
rov
ed
wo
rk p
lan
s w
ith
ea
rly
id
en
tifi
cati
on
of
inp
uts
�
Use
of
dia
gn
ost
ics
to id
en
tify
ne
ed
s, in
pu
ts,
ou
tpu
ts a
nd
ou
tco
me
s
�
Str
ate
gic
use
of
pa
ne
l sp
eci
ali
sts
to s
up
po
rt d
ev
elo
pm
en
t o
f co
nce
pts
an
d d
esi
gn
to
exp
ed
ite
pre
pa
rati
on
pro
cess
es
for
ne
w p
roje
cts
�
TSC
MIC
to
est
ab
lish
its
ow
n t
ime
be
nch
ma
rks
for
de
cisi
on
ma
kin
g a
nd
co
nti
nu
ally
mo
nit
or
com
plia
nce
wit
h t
he
se s
tan
da
rds
Mid
dle
ma
na
ge
me
nt
an
d p
rov
inci
al le
ve
l c
ap
aci
ty
issu
es
rela
tin
g t
o a
ge
ing
wo
rkfo
rce
an
d lo
ss o
f
exp
eri
en
ced
en
gin
ee
rs c
on
stra
int
to im
pro
ve
d
serv
ice
de
liv
ery
3
3
H
�
Ta
rge
t b
oth
he
ad
qu
art
ers
an
d p
rov
inci
al le
ve
l ca
pa
city
th
rou
gh
IS
P a
nd
PM
SC
�
Est
ab
lish
th
rou
gh
PM
SC
mo
re s
tru
ctu
red
on
-th
e-j
ob
me
nto
rin
g a
nd
tra
inin
g o
pp
ort
un
itie
s fo
r ju
nio
r
en
gin
ee
rs
PR
OG
RA
M M
AN
AG
EM
EN
T
Fin
an
cia
l lo
ss o
r fr
au
d
3
3
H
�
Ze
ro t
ole
ran
ce f
or
fra
ud
an
d c
orr
up
tio
n i
n lin
e w
ith
Fe
bru
ary
20
12
Jo
int
Sta
tem
en
t o
n F
rau
d i
n P
NG
Aid
Pro
gra
m is
em
ph
asi
sed
wit
h s
en
ior
cou
nte
rpa
rts
�
Re
gu
lar
au
dit
ing
of
fin
an
cia
l sy
ste
ms
an
d p
rocu
rem
en
t u
sed
by
th
e p
rog
ram
�
Te
chn
ica
l a
ssis
tan
ce t
o s
tre
ng
the
n a
ge
ncy
fin
an
cia
l sy
ste
ms
an
d in
tern
al co
ntr
ols
�
Est
ab
lish
an
in
de
pe
nd
en
t te
chn
ica
l a
nd
qu
ality
au
dit
pro
cess
fo
r co
ntr
act
ed
wo
rks
�
De
ve
lop
an
ti-c
orr
up
tio
n a
ctio
n p
lan
�
TSSP
co
nti
nu
e t
o u
se ‘
mir
ror’
sy
ste
m f
or
mo
nit
ori
ng
an
d r
eco
rdin
g o
f a
ll f
ina
nci
al p
roce
ssin
g
�
Su
pp
ort
to
str
en
gth
en
in
tern
al a
ud
it c
ap
aci
ty in
tra
nsp
ort
ag
en
cie
s
Do
no
r co
ord
ina
tio
n n
ot
eff
ect
ive
2
2
L
�
Re
gu
lar
bri
efi
ng
s to
ke
y d
on
ors
ab
ou
t T
SSP
an
d o
ng
oin
g a
ctiv
itie
s
�
Su
pp
ort
to
re
vit
alise
TSC
MIC
Su
b C
om
mit
tee
on
Aid
Eff
ect
ive
ne
ss i
ncl
ud
ing
do
no
r co
mm
itm
en
ts t
o
aid
eff
ect
ive
ne
ss a
ge
nd
a
�
Pro
act
ive
ly s
ee
k c
o-f
ina
nci
ng
op
po
rtu
nit
ies
TSSP2 Design and Im
plementation Framew
ork Annexes to Main Volume
Annex 8: Risk Management M
atrix
Ris
k
Likelihood
Consequences
Risk level
Pro
po
sed
act
ion
s
Po
or
pro
gra
m m
an
ag
em
en
t b
y A
usA
ID,
Pro
gra
m
Dir
ect
or
or
ISP
le
ad
s to
lim
ite
d a
chie
ve
me
nt
of
ob
ject
ive
s
2
4
H
�
De
ve
lop
cle
ar
acc
ou
nta
bil
itie
s fo
r p
erf
orm
an
ce
�
Re
gu
lar
sen
ior
ma
na
ge
me
nt
me
eti
ng
s A
usA
ID/T
SSP
to
an
aly
se m
om
en
tum
an
d r
ev
iew
pro
gre
ss;
use
pro
gre
ss b
en
chm
ark
s fo
r ti
gh
ter
focu
s o
n le
ve
l o
f p
rog
ress
to
wa
rd lo
ng
te
rm c
ap
aci
ty o
utc
om
es
an
d
pa
ce o
f ch
an
ge
�
Pro
-act
ive
pla
nn
ing
of
forw
ard
pro
gra
m a
nd
co
nsu
lta
tio
ns
wit
h c
ou
nte
rpa
rts
�
Ris
k m
an
ag
em
en
t p
lan
re
vie
we
d a
nd
use
d a
nd
up
da
ted
at
lea
st q
ua
rte
rly
Po
or
con
tra
cto
r p
erf
orm
an
ce u
nd
er
PN
G
Go
ve
rnm
en
t co
ntr
act
s fu
nd
ed
by
Au
sAID
is
no
t
ad
dre
sse
d
4
4
H
�
Incr
ea
se A
usA
ID’s
dir
ect
en
ga
ge
me
nt
an
d m
on
ito
rin
g m
ech
an
ism
to
ad
dre
ss p
erf
orm
an
ce i
ssu
es
wit
h t
he
se c
on
tra
cts.
�
En
sure
th
e S
ub
sid
iary
Arr
an
ge
me
nt
for
the
pro
gra
m a
llo
ws
Au
sAID
to
wit
hh
old
fu
nd
ing
if
pe
rfo
rma
nce
iss
ue
s a
re n
ot
ab
le t
o b
e a
dd
ress
ed
th
rou
gh
oth
er
me
cha
nis
ms.
Ag
en
cie
s d
o n
ot
pro
vid
e t
ime
ly a
nd
acc
ura
te d
ata
to s
up
po
rt M
&E
pro
cess
es.
3
4
H
�
En
sure
TS
SP
ha
s su
ffic
ien
t re
sou
rce
s fo
r M
&E
�
Exp
an
d a
dv
oca
cy f
or
va
lue
of
M&
E (
TSSP
) a
nd
use
of
ev
ide
nce
in
po
licy
wit
h t
ran
spo
rt a
ge
nci
es
Inte
gra
tio
n o
f cr
oss
-cu
ttin
g i
ssu
es
no
t su
pp
ort
ed
by
tra
nsp
ort
ag
en
cie
s
3
3
H
�
Ide
nti
fy o
pp
ort
un
itie
s fo
r m
ain
stre
am
ing
act
ivit
ies
wit
hin
ag
en
cie
s a
nd
aff
irm
ati
ve
act
ion
wit
h
wo
rkp
lan
bu
dg
et
�
Exp
an
da
dv
oca
cy f
or
va
lue
of
cro
ss-c
utt
ing
iss
ue
s to
ach
iev
em
en
t o
f o
bje
ctiv
es
SO
CIA
L A
ND
OT
HE
R I
MP
AC
TS
FR
OM
TR
AN
SP
OR
T S
EC
TO
R
Ne
ga
tiv
e s
oci
al im
pa
cts
du
rin
g c
on
stru
ctio
n a
nd
/or;
Co
mm
un
ity
dis
pu
tes
de
lay
co
nst
ruct
ion
; in
cre
ase
cost
s
4
3
H
�
Do
W a
nd
PM
SC
re
spo
nsi
ble
fo
r a
pp
rop
ria
te p
roce
ss w
ith
co
mm
un
itie
s a
nd
co
mp
lia
nce
wit
h le
ga
l
ob
lig
ati
on
s w
ith
TSSP
ov
ers
igh
t a
nd
mo
nit
ori
ng
.
�
TSSP
Ca
pa
city
Bu
ild
ing
of
tra
nsp
ort
ag
en
cie
s to
im
pro
ve
en
ga
ge
me
nt
wit
h c
om
mu
nit
ies,
im
pro
ve
ow
ne
rsh
ip a
nd
re
du
ce n
eg
ati
ve
eff
ect
s.
�
Re
lev
an
t a
ge
nci
es
en
sure
on
go
ing
co
mm
un
ity
co
nsu
lta
tio
ns
are
un
de
rta
ke
n d
uri
ng
co
nst
ruct
ion
to
ide
nti
fy a
nd
re
solv
e iss
ue
s in
tim
ely
ma
nn
er.
Civ
il w
ork
s si
tes
lea
d t
o i
ncr
ea
sed
ris
ky
be
ha
vio
ur
an
d in
cre
ase
d H
IV/A
IDS in
fect
ion
ra
tes
du
e t
o 3
M
fact
or
(me
n m
ob
ilit
y a
nd
mo
ne
y)
3
2
M
�
Sp
eci
fic
an
d t
arg
ete
d H
IV P
rev
en
tio
n a
nd
Aw
are
ne
ss p
rov
isio
n i
ncl
ud
ed
in
ma
inte
na
nce
co
ntr
act
s.
PM
SC
to
mo
nit
or
imp
lem
en
tati
on
pro
act
ive
ly
�
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forc
e c
on
tra
ct p
rov
isio
ns
via
co
ntr
act
pa
ym
en
ts
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ga
ge
me
nt
wit
h c
on
tra
cto
r m
an
ag
em
en
t to
fa
cilita
te a
cce
ss t
o w
ork
forc
e
�
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ga
ge
me
nt
wit
h lo
cal h
ea
lth
au
tho
riti
es
an
d lo
cal
NG
Os
wo
rkin
g i
n H
IV a
rea
�
Bro
ad
er
inv
olv
em
en
t o
f lo
cal co
mm
un
ity
in
aw
are
ne
ss r
ais
ing
�
HIV
/AID
S P
olicy
an
d I
mp
lem
en
tati
on
Pla
n im
ple
me
nte
d a
nd
mo
nit
ore
d (
Do
W/N
RA
)
Co
mm
un
ity
gro
up
s n
ot
ad
eq
ua
tely
en
ga
ge
d i
n r
oa
d
imp
rov
em
en
t m
ain
ten
an
ce p
lan
nin
g a
nd
de
liv
ery
, 3
3
H
�
Ca
pa
city
Bu
ild
ing
an
d p
olici
es
to i
mp
rov
e c
om
mu
nit
y e
ng
ag
em
en
t
�
Pro
-act
ive
co
mm
un
ica
tio
ns
an
d a
dv
oca
cy u
nit
of
TSSP
is
reso
urc
ed
�
Re
ach
ou
t to
sch
oo
ls,
com
mu
nit
y g
rou
ps,
eld
ers
wit
h in
form
ati
on
bro
chu
res
TSSP2 Design and Im
plementation Framew
ork Annexes to Main Volume
Annex 8: Risk Management M
atrix
Ris
k
Likelihood
Consequences
Risk level
Pro
po
sed
act
ion
s
con
cern
s a
bo
ut
roa
d s
afe
ty a
nd
so
cia
l is
sue
s n
ot
ad
eq
ua
tely
ad
dre
sse
d
�
En
sure
ro
ad
sa
fety
iss
ue
s a
re a
dd
ress
ed
in
de
sig
n a
nd
im
ple
me
nta
tio
n o
f w
ork
s
Ma
jor
roa
d a
ccid
en
t o
n r
oa
d w
he
re A
usA
ID h
as
fin
an
ced
ma
inte
na
nce
wo
rks
lea
ds
to r
ep
uta
tio
na
l
da
ma
ge
3
3
H
�
Ca
pa
city
Bu
ild
ing
an
d p
olici
es
to i
mp
rov
e c
om
mu
nit
y e
ng
ag
em
en
t
�
Pro
-act
ive
co
mm
un
ica
tio
ns
an
d a
dv
oca
cy u
nit
of
TSSP
is
reso
urc
ed
�
Re
ach
ou
t to
sch
oo
ls,
com
mu
nit
y g
rou
ps,
eld
ers
wit
h in
form
ati
on
bro
chu
res
�
En
sure
ro
ad
sa
fety
iss
ue
s a
re a
dd
ress
ed
in
de
sig
n a
nd
im
ple
me
nta
tio
n o
f w
ork
s
TSSP2 Design and Im
plementation Framew
ork Annexes to Main Volume
Annex 9: Program Logic and Indicative M&E Framework
Annex
Annex
Annex
Annex 9 999 – ––– Program Logic and Indicative
Program Logic and Indicative
Program Logic and Indicative
Program Logic and Indicative M
onitoring and Evaluation Framework
Monitoring and Evaluation Framework
Monitoring and Evaluation Framework
Monitoring and Evaluation Framework
THEORY OF CHANGE COMPONENT ONE: – Priority Land Transport Assets Maintained
Shared Development
Outcome (long term)
A safe, reliable transport system in place enabling economic and social development in Papua New Guinea
End of Program
Outcome (2023)
Component 1: Priority Land Transport Assets Maintained
PNG age
ncies de
livering a sustaina
ble mainten
ance program
with predictab
le PNG Governm
ent fun
ding
to m
aintain 75
per cen
t of p
riority na
tiona
l roa
ds in goo
d
cond
ition
.
TSSP2 Outcomes
(2018)
1.1 Department of Works Delivered Road Maintenance
DoW
is manag
ing a prioritised
program
of m
aintenan
ce
and upgrad
ing for priority na
tional roads in line
with
Partnership for Developmen
t and MTDP targets
1.2 National Roads Authority Delivered Road Maintenance
NRA has increa
sed capability to deliver its mandate and,
shou
ld increased funding be available, maintain significantly
increa
sed kilometres of nationa
l roads
1.3 National Road Maintenance Delivered in Bougainville
A prioritised
program
of m
aintenan
ce in Bouga
inville is being delivered,
with increased ABG DTS capacity to plan and manage the prog
ram
Partner Agency
DoW (Provincial offices and HQ)
National Road Authority
Autonomous Bougainville Government Division of Technical
Services
Interm
ediate outcomes
•
Annual increases in the volume of priority roads
routinely maintained, and priority road
s assessed
as
in “Good or Fair” condition, in line with progress
targets agreed
in the Partnership.
•
All PMSC assisted provinces ha
ve a detailed 3-5
year rolling work prog
ram (pipe
line) in place.
•
Technical audits are providing valuable inform
ation
on the quality and
value
for money of T
SSP projects
and recommendations are being im
plem
ented.
•
TSSP is able to consolidate the PNG Governm
ent’s
commitm
ent to routine maintenance and
increa
se
focus of expenditure and
technical assistance
towards larger rehabilitation projects, to prog
ress
more rapidly towards the 75% target.
•
Dem
onstrable eviden
ce that cross-cutting
interven
tions are included in road maintenan
ce
contract standard condition
s and are monitored and
enforced
.
•
Equal employmen
t opportunity policy operational;
•
The role and function of NRA are clearly understood by
stakeh
olders. P
lanning and project pipeline processes
are fully integrated
with DoW
, with clear delineation of
responsibility ba
sed on who
le of network prioritisation to
achieve MTDP and Partnership targets.
•
Perform
ance benchmarks estab
lished through diagnostic
process successfully met and NRA is accessing
and
utilising
funding efficiently for road
maintenance.
•
Transfer of assets from
DoW
to NRA is being
effectively
managed
•
Dem
onstrable eviden
ce that cross-cutting interven
tions
included
in road maintenan
ce con
tracts standard
cond
ition
s are monitored and enforced.
•
ABG is im
plem
enting a joint plan (with DoW
and AusAID suppo
rt) to
rebuild the capacity of D
TS relating to managem
ent of transpo
rt
infrastructure.
•
Effective prioritisation and allocation of resou
rces inform
ed by a
cred
ible Bouga
inville Transport Plan
•
DTS has im
proved
systems in place and
increased local inputs into
the transport assets maintenan
ce program
in the programming
design, procurement and
supervision
of m
aintenan
ce works.
•
Com
mun
ity con
tracting is being
used widely
•
ABG systems are monitoring prog
ram im
plem
entation and
achievem
ents, then repo
rting these to the Bougainville Executive
Council, the House of R
epresentatives, T
SCMIC, local and industry
stakeh
olders.
•
ABG is working
with DoW
to effectively implem
ent the
drawdown of
powers.
TSSP2 Design and Im
plementation Framew
ork Annexes to Main Volume
Annex 9: Program Logic and Indicative M&E Framework
HIV and
AIDS workplace policy operational w
ith the
organisation and individuals demonstrating
appropriate HIV & AIDS and
gender equality
beha
viours.
•
Agencies and contractors comply with environm
ental
laws and minimise negative en
vironm
ental impa
cts.
Agency Competencies
and Organisation
Capacities Developed
Provincial Works (DoW)
•
Provincial D
oW offices maintain road asset condition
registers and costed scope
s of works for rolling
programs of road and bridge maintenance and
upgrading.
•
Skilled staff in key po
sitions at provincial or na
tiona
l levels or capacity sub
stituted if no
t available.
•
Provincial D
oW offices improve core financial,
technical, procurem
ent and
contract adm
inistration
processes and are using accepted
policies an
d procedures.
Headquarters DoW
•
Strengthened DoW
individual com
petencies and key
organisational capab
ilities (and
technologies) in
areas directly related
to the contracting of
outsourced
road maintenan
ce.
•
DoW
systems ab
le to track prog
ram im
plem
entation,
record expenditure, track costs and
achievements
which are then
reported to TSCMIC, governm
ent,
local and
industry stakeho
lders.
•
DoW
able to com
petently and professionally man
age
the PMSC con
tract.
•
Strengthened NRA individual com
petencies and key
organisational capab
ilities (and
technologies) in areas
directly related
to the contracting of outsourced road
maintenance.
•
NRA systems track prog
ram im
plem
entation, record
expenditure and track costs an
d achievem
ents which are
then reported to its Board, T
SCMIC, governm
ent, local
and indu
stry stakeho
lders.
•
NRA is working
and coordinating effectively with DoW
.
•
Key position
s filled with permanen
t staff or con
tracted officers.
•
DTS functioning more efficiently with core finan
cial, techn
ical,
procurem
ent and con
tract adm
inistration compliant with ABG and
public service practice.
•
DTS hold an
updated
portfolio of road asset m
aintenance plans,
road asset condition reports and costed scope
s of works for a rolling
program of m
aintenan
ce.
•
DTS is sup
ported by the ABG adm
inistration to be pa
rt of an
effective and efficient adm
inistration.
•
Works and achievements are mon
itored and reported
on effectively.
AND across all three
organisations
•
Individual com
petencies and organisational
capa
cities to supervise con
tracts to ensure outputs
delivered
to technical, tim
e and value for money
quality standards.
•
Critical technical &
operational position
s filled with
competent staff or con
tracted individuals.
•
DoW
and others encouraging coalitions am
ong
governmen
t, contractors, industry groups, fina
nciers,
users that increased contractor capacity
•
Com
petitive tenders received and
com
petent new
en
trants bidding and
con
tracted.
•
DoW
, NRA and
ABG maintain complimen
tary, up-to-date
and reliable inform
ation and technical systems to support
the contracting of tran
sport asset maintenan
ce.
•
Connectivity and
com
plem
entarity maintained in MIS/asset
managem
ent systems to prevent dup
lication and gaps and enable
holistic rep
orting.
•
HIV and
AIDS workplace policy operational.
Influencing
Activities/Inputs
•
Finan
cing of road asset m
aintenance and
rehabilitation activities
•
Working
through TSCMIC to promote sector
coordina
tion and increasing
budget allocations.
•
Working
through TSCMIC to promote sector coo
rdination
and supporting NRA establish more sustainable finan
cing
mechanism
s.
•
Integrate support provided to NRA with that provided to
•
Technical assistance ba
sed on
a form
al diagnostic process and
recorded
in a capacity development agreement for building
competencies of individuals, providing supplem
entary cap
acity and
increa
sed capability with DTS’s systems an
d processes to carry out
technical and managerial tasks in line
with agreed draw
dow
n of
TSSP2 Design and Im
plementation Framew
ork Annexes to Main Volume
Annex 9: Program Logic and Indicative M&E Framework
•
Working
with DoW
to im
prove capa
city of
headquarters governance, planning, allocation, HR,
IT and adm
in systems and staff through IS
P and
PMSC
•
PMSC deployed to work at Province levels to assist
and support D
oW staff across their program with
project preparation pipelines, tendering, con
tract
supe
rvision, quality issues and
reporting
•
Direct assistance through PMSC to DoW
to achieve
TSSP2 annual workplan ou
tcom
es
•
Structured on-the-job training and
mentoring of DoW
staff at cen
tral and
provincial levels to im
prove
agen
cy productivity throug
h improved
business
processes
•
Structured on-the-job training and
mentoring of DoW
field staff in project managem
ent and
appropriate
relationships with civil works con
tractors, including
of
identified junior staff
•
More direct monitoring of PMSC perform
ance, in
partnership with DoW
, through joint quarterly roa
ds
program coordination meetings including a focus on
training and
mentoring
•
Support to im
prove the DoW
inform
ation base
(RAMS)
•
Working
with DoW
, and other road sector
stakeh
olders (e.g. DoT
, NRA and Provincial
Adm
inistrations), to agree the highest socioeconom
ic
priority for investment of T
SSP2 funding for road
maintenance and rehab
ilitation.
•
Estab
lishm
ent of an independent technical aud
it consultancy to provide senior managem
ent and
sector stakeho
lders data on quality & value for
money, and
identify system
ic perform
ance problem
s.
DoW
to support im
proved
organisational relationships
and harm
onisation of approaches.
•
Technical assistance for specific capa
city developmen
t and governance activities based upon a diagno
stic
assessmen
t of the
com
petencies and capabilities needed
by NRA to undertake its role
•
Support to im
prove inform
ation da
tabase (RAMS) that
inform
s NRA plann
ing and pipe
line de
velopm
ent
•
Support for engagement w
ith externa
l stakeho
lders on
the PNG Governm
ent’s tran
sport asset maintenan
ce
program
•
Subject to careful assessm
ent of app
ropriate financing
options, governance arrangem
ents and financial
managem
ent systems, con
side
ration of fund
ing for NRA
road maintenance contracts
powers;
•
Funding
for the prom
otion acceptance of B
ougainville Transpo
rt
Plan (to be com
pleted with AusAID funding by end
2012) at all
levels of B
ouga
inville adm
inistration
•
Funding
for civil w
orks tran
sport asset maintenance contracts,
based on Bougainville Transpo
rt Plan and in line
with broader
TSSP2 principles and
objectives includ
ing the Partnership.
•
PMSC develop
ing, tendering and delivering maintenance program
with DTS
•
Funding
for essential project managem
ent systems an
d their
upgrades;
•
Support for engagement w
ith externa
l stakeho
lders on the ABG’s
tran
sport asset maintenance program
s.
TSSP2 Design and Im
plementation Framew
ork Annexes to Main Volume
Annex 9: Program Logic and Indicative M&E Framework
COMPONENT TWO: Safety and Security
COMPONENT THREE: Perform
ance & Accountability
End of
Program
Outcome
(2023)
2. Critical Transport Safety and Security Systems
Critical safety and security regulatory and service functions consistently
demonstrate enh
anced stab
ility, com
petence an
d compliance to
standards.
3. Effective Agency and Sector Engagem
ent and Perform
ance
(i) Systems in place to achieve predictable multi-year governm
ent funding streams for transport a
sset mainten
ance; (ii)
key reform
s prog
ressed th
roug
h en
hanced eng
agem
ent, ag
ency perform
ance and ana
lysis.
TSSP2
Outcomes:
(2018)
Sub-Component 2.1:
Safety and Security
Regulation and Oversight
Safety and security regulators
and oversight a
gencies
demonstrate im
proved
organisational capacity to
deliver core functions through
a manag
erial and te
chnical
staff w
ith increased
competencies and
productivity
Sub-Component 2.2: Service
providers delivering safe and
securer services
Aviation, maritime an
d land transport
agencies dem
onstrate im
proved
capacity to deliver safety and security
related services
Sub-Component 3.1 Sector &
Agency Perform
ance
TSCMIC and
mem
ber agencies
demonstrate increa
sed capacity to
coordinate, m
onitor, advocate for
and report on the sector and its
activities
Sub-Component 3.2: Partnership
Engagem
ent Delivers Results
PNG Governm
ent and
GOA
engagement results in a set of
targeted institutional &
policy reform
s
achieved and Partnership Funding
levels met
Sub-Component 3.3: Research &
Analysis
Applied research and policy analysis
completed and
used to strengthen
road m
aintenance delivery and
aviation, land tran
sport a
nd m
aritime
safety and security
Partner
Agencies
CASA, A
IC NMSA NRSC,
DoT
PNG ASL, PNGPCL, PNGNAC,
DoW, N
RA
DOT, TSCMIC
Sector & Central
Sector agencies, D
NPM,
Interm
ediate
Outcomes
•
De
mo
nst
rab
ly
stre
ng
the
ne
d o
rga
nis
ati
on
cap
ab
iliti
es
to c
on
tro
l
ind
ust
ry e
ntr
y,
pla
n
surv
eil
lan
ce p
rog
ram
,
mo
nit
or
pe
rfo
rma
nce
&
en
forc
e s
tan
da
rds.
•
Sa
fety
cri
tica
l p
osi
tio
ns
we
re f
ille
d w
ith
com
pe
ten
t in
div
idu
als
exe
rcis
ing
th
eir
du
tie
s
pro
fess
ion
ally
an
d
com
pe
ten
tly.
•
Re
gu
lato
rs p
art
icip
ate
in
•
Se
rvic
e p
rov
ide
rs d
em
on
stra
te
imp
rove
me
nts
in t
he
ir c
ap
aci
ty t
o
pla
n,
pro
cure
, fi
na
nce
, o
pe
rate
an
d m
an
ag
e f
it-f
or-
pu
rpo
se c
riti
cal
safe
ty a
nd
se
curi
ty p
roce
sse
s a
nd
syst
em
s, w
hic
h in
cre
ase
org
an
isa
tio
n in
com
e b
y e
na
blin
g
incr
ea
sed
use
r ch
arg
es
•
Str
en
gth
en
ed
ca
pa
bil
itie
s e
na
ble
serv
ice
pro
vid
ers
to
se
ek f
un
din
g
fro
m g
ove
rnm
en
t, p
riva
te s
ect
or,
ma
nu
fact
ure
rs,
fore
ign
go
ve
rnm
en
ts a
nd
oth
er
de
ve
lop
me
nt
pa
rtn
ers
fo
r th
eir
•
TS
CM
IC,
thro
ug
h D
OT
,
coo
rdin
ate
s, m
on
ito
rs a
nd
rep
ort
s to
go
ve
rnm
en
t a
nd
PLL
SM
A o
n t
he
imp
lem
en
tati
on
of
the
NT
S,
MT
DP
, M
TT
P a
nd
NE
C d
eci
sio
ns.
•
TS
CM
IC S
ecr
eta
ria
t is
op
era
tin
g
eff
ect
ive
ly w
ith
in D
oT
.
•
Se
cto
r a
ge
nci
es
ha
ve
a c
lea
r
un
de
rsta
nd
ing
of
the
ir r
ole
s a
nd
resp
on
sib
ilit
ies.
•
Th
e s
ect
or
an
d a
ge
nci
es
sub
mit
to g
ove
rnm
en
t ti
me
ly q
ua
lity
•
“Ma
inte
na
nce
Fir
st!”
su
ffic
ien
tly
em
be
dd
ed
in p
olic
y,
pla
nn
ing
an
d
bu
dg
ets
to
en
ab
le i
ncr
ea
sed
exp
en
dit
ure
on
re
ha
bil
ita
tio
n a
nd
con
sid
era
tio
n o
f o
the
r e
con
om
ic
pri
ori
tie
s fo
r T
SS
P2
su
pp
ort
.
•
PN
G G
ove
rnm
en
t &
Au
stra
lian
Go
ve
rnm
en
t e
ng
ag
em
en
t re
sult
s
in r
oa
d m
ain
ten
an
ce b
ein
g f
un
de
d
for
na
tio
na
l an
d o
the
r ro
ad
s a
t
Pa
rtn
ers
hip
Sch
ed
ule
leve
ls t
o
ma
inta
in a
re
liab
le r
oll
ing
pro
gra
m
of
con
tra
cts.
•
Po
licy a
nd
op
era
tio
na
l ad
vic
e a
nd
•
Ta
rge
ted
ap
plie
d r
ese
arc
h a
nd
an
aly
sis
is b
ein
g u
sed
to
in
form
po
licy,
fun
din
g a
nd
op
era
tio
na
l
de
cisi
on
-ma
kin
g r
ela
ted
to
(a
)
ach
ieve
me
nt
of
pro
gra
m
ou
tco
me
s (b
) in
form
ed
po
licy
en
ga
ge
me
nt
an
d (
c) r
em
ed
yin
g
serv
ice
de
live
ry c
on
stra
ints
.
•
Exp
en
dit
ure
tra
ckin
g a
na
lysi
s o
n
tra
nsp
ort
ass
ets
in
corp
ora
tin
g a
ll
sou
rce
s o
f e
xpe
nd
itu
re
be
nch
ma
rke
d b
y p
rov
ince
acr
oss
sub
sect
ors
.
•
Te
chn
ica
l Au
dit
co
nsu
lta
nt
is
TSSP2 Design and Im
plementation Framew
ork Annexes to Main Volume
Annex 9: Program Logic and Indicative M&E Framework
reg
ion
al c
oo
pe
rati
on
arr
an
ge
me
nts
an
d
de
mo
nst
rate
co
mp
ete
nce
to r
eg
ion
al p
art
ne
rs
thro
ug
h e
nh
an
ced
loca
l
cap
aci
ty,
op
era
tio
na
l
eff
ect
ive
ne
ss a
nd
mu
tua
l
reco
gn
itio
n
arr
an
ge
me
nts
.
•
Ro
ad
sa
fety
aw
are
ne
ss
an
d a
ccid
en
t d
ata
an
aly
sis
is b
ein
g e
ffe
ctiv
ely
de
live
red
•
Gre
ate
r co
mp
lian
ce w
ith
inte
rna
tio
na
l ob
liga
tio
ns
ma
jor
cap
ita
l in
ve
stm
en
t
pro
gra
ms
as
we
ll a
s e
ffe
ctiv
ely
pri
ori
tise
in
ve
stm
en
ts.
•
Imp
rove
d r
ep
ort
ing
on
pe
rfo
rma
nce
by s
erv
ice
pro
vid
ers
en
ha
nce
s th
eir
acc
ou
nta
bil
ity t
o
the
ir b
oa
rds,
min
iste
rs a
nd
go
ve
rnm
en
t.
•
ICA
O a
nd
do
me
stic
co
mp
lian
ce
ach
ieve
d in
are
as
of
safe
ty a
nd
secu
rity
, a
nd
re
gio
na
l
com
pa
tib
ility
en
ha
nce
d i
n
eq
uip
me
nt
an
d t
ech
no
log
ies.
•
IMO
co
mp
lian
ce,
coa
stg
ua
rd a
nd
SP
C a
ud
it f
ind
ing
s fe
ed
ing
into
stro
ng
er
com
plia
nce
ou
tco
me
s
•
IRA
P a
sse
ssm
en
t a
do
pte
d a
s a
n
inve
stm
en
t d
eci
sio
n m
akin
g t
oo
l
by D
oW
an
d N
RA
rep
ort
s, p
erf
orm
an
ce
info
rma
tio
n a
nd
an
aly
sis
thro
ug
h
the
fra
me
wo
rk o
f a
cre
dib
le
Me
diu
m T
erm
Tra
nsp
ort
Pla
n
•
Min
iste
rs,
cen
tra
l a
ge
nci
es
an
d
use
rs e
ng
ag
e o
n p
olic
y c
ha
ng
e,
fin
an
cin
g,
serv
ice
de
live
ry a
nd
sect
or
de
ve
lop
me
nt
info
rme
d b
y
acc
ura
te in
form
ati
on
pro
vid
ed
by t
he
se
cto
r
•
Th
e s
ect
or
an
d a
ge
nci
es
ma
inta
in p
rod
uct
ive
rela
tio
nsh
ips
wit
h t
he
ce
ntr
al
ag
en
cie
s.
•
Na
tio
na
l cro
ss c
utt
ing
po
lici
es
(HIV
/AID
S,
ge
nd
er
eq
ua
lity,
dis
ab
ility
, cl
ima
te c
ha
ng
e)
inte
gra
ted
th
rou
gh
ou
t tr
an
spo
rt
sect
or
po
licie
s a
nd
pro
gra
ms
an
d
reso
urc
es
be
ing
ap
plie
d f
or
the
imp
lem
en
tati
on
•
Hig
h q
ua
lity w
ho
le o
f se
cto
r
Bu
dg
et
sub
mis
sio
ns
are
be
ing
de
live
red
an
nu
ally
wit
h e
ffe
ctiv
e
ad
vo
cacy
wit
h M
inis
ters
.
•
TS
CM
IC,
thro
ug
h D
NP
M,
con
trib
ute
s to
incr
ea
sed
de
ve
lop
me
nt
pa
rtn
er
coo
rdin
ati
on
an
d h
arm
on
isa
tio
n.
dia
log
ue
co
ntr
ibu
te t
o r
eso
lvin
g
ke
y r
efo
rm p
rio
riti
es
incl
ud
ing
inst
itu
tio
na
l in
con
sist
en
cie
s o
n
role
s, r
esp
on
sib
ilit
ies
an
d f
un
din
g
stra
teg
ies.
•
Ad
vic
e is
co
ntr
ibu
tin
g t
o t
he
de
ve
lop
me
nt
of
stre
ng
the
ne
d
inst
itu
tio
na
l a
nd
org
an
isa
tio
na
l
arr
an
ge
me
nts
.
op
era
tin
g e
ffe
ctiv
ely
in
th
e l
an
d
tra
nsp
ort
se
cto
r
•
Mo
nit
ori
ng
of
tra
nsp
ort
ass
et
ten
de
rs,
con
tra
cts
an
d
pe
rfo
rma
nce
re
po
rts
is u
sed
to
de
ve
lop
a r
efe
ren
ce o
f co
sts
to
con
trib
ute
to
re
du
cin
g r
isks
an
d
incr
ea
sin
g v
alu
e f
or
mo
ne
y.
•
Re
sea
rch
an
d a
na
lysi
s o
n g
en
de
r,
HIV
an
d d
isa
bili
ty im
pa
cts
are
use
d
to g
uid
e t
he
all
oca
tio
n o
f
reso
urc
es
an
d t
ran
spo
rt a
sse
t
ma
inte
na
nce
an
d s
yst
em
sa
fety
an
d s
ecu
rity
.
•
Pu
blic
dia
log
ue
pro
mo
ted
on
th
e
vo
lum
e a
nd
qu
alit
y o
f sp
en
din
g o
n
tra
nsp
ort
in
fra
stru
ctu
re a
sse
ts in
all
pro
vin
ces
fro
m a
ll so
urc
es
of
fun
din
g.
•
Re
sea
rch
into
tra
nsp
ort
pri
ori
tie
s
ou
tsid
e t
he
na
tio
na
l tra
nsp
ort
ne
two
rk a
nd
de
live
ry m
od
els
to
ad
dre
ss t
he
se p
rio
riti
es
pro
po
sed
.
Agency
Competencies
and
Organisation
Capacities
•
Co
mp
ete
nt
sta
ff d
eliv
er
ind
ust
ry e
ntr
y c
on
tro
l,
surv
eil
lan
ce a
nd
mo
nit
ori
ng
of
pe
rfo
rma
nce
an
d e
nfo
rce
sta
nd
ard
s.
•
Up
da
ted
, m
od
ern
an
d
ap
pro
pri
ate
sa
fety
an
d
secu
rity
law
s, r
ule
s a
nd
reg
ula
tio
ns
in p
lace
wit
h
ap
pro
pri
ate
syst
em
s a
nd
pro
cess
es
an
d s
taff
tra
ine
d t
o u
se t
he
m.
•
Re
gu
lato
ry o
rga
nis
ati
on
s
•
Ag
en
cie
s im
pro
ve
d f
un
ctio
nin
g o
f
fin
an
ce,
hu
ma
n r
eso
urc
e a
nd
com
me
rcia
l fu
nct
ion
s.
•
Ag
en
cie
s p
rod
uce
d r
ep
ort
s o
f
imp
rovin
g q
ua
lity w
ith
com
pa
rati
ve
da
ta a
nd
au
dit
ed
acc
ou
nts
, a
nd
de
mo
nst
rate
d a
mo
ve
fro
m d
ata
co
llect
ion
to
its
use
in p
erf
orm
an
ce m
an
ag
em
en
t.
•
Ind
ivid
ua
ls in
sa
fety
an
d s
ecu
rity
rece
ive
d r
eg
ula
r tr
ain
ing
an
d
sup
erv
isio
n in
ca
rryin
g o
ut
the
ir
du
tie
s.
•
TS
CM
IC p
rovid
es
rob
ust
an
d
eff
ect
ive
se
cto
r o
ve
rsig
ht
an
d
ad
vo
cacy
•
DO
T a
cce
pts
re
spo
nsi
bil
ity t
o
pro
vid
e t
he
TS
CM
IC S
ecr
eta
ria
t
wit
h a
n in
stit
uti
on
al h
om
e.
•
TS
CM
IC a
nd
ag
en
cie
s
de
mo
nst
rate
ca
pa
city
to
imp
lem
en
t g
ove
rnm
en
t p
olic
y.
•
Na
tio
na
l in
dic
ato
rs f
rom
th
e N
TS
are
tra
cke
d w
ith
ap
pro
pri
ate
da
ta s
ou
rce
s a
nd
re
po
rtin
g
takin
g p
lace
ag
ain
st c
om
pa
rati
ve
•
Au
sAID
-le
d d
ialo
gu
e w
ith
PN
G
Go
ve
rnm
en
t p
oli
tici
an
s a
nd
se
nio
r
pu
blic
se
rva
nts
is t
akin
g p
lace
on
a
sma
ll se
t o
f ta
rge
ted
inst
itu
tio
na
l
an
d s
yst
em
ati
c re
form
pri
ori
tie
s,
info
rme
d b
y p
erf
orm
an
ce
info
rma
tio
n a
nd
an
aly
sis,
re
sult
ing
in e
ffic
ien
cy im
pro
ve
me
nts
.
•
Au
sAID
sta
ffe
d t
o s
up
po
rt e
ffe
ctiv
e
dia
log
ue
an
d e
ng
ag
em
en
t a
t a
ll
leve
ls a
nd
to
pa
rtic
ipa
te in
jo
int
sect
or
pe
rfo
rma
nce
re
vie
ws
wit
h
PN
G G
ove
rnm
en
t, d
iscu
ssin
g
pri
ori
tie
s a
nd
fu
nd
ing
, in
stit
uti
on
al
•
TS
CM
IC p
roce
sse
s co
mm
issi
on
ap
pro
pri
ate
an
d r
ele
va
nt
rese
arc
h
tha
t is
use
d.
•
Loca
l re
sea
rch
org
an
isa
tio
ns,
com
mu
nit
ies,
wo
me
n a
nd
me
n
pa
rtic
ipa
te in
re
sea
rch
act
ivit
ies.
•
Skill
s to
su
pe
rvis
e a
nd
ove
rsig
ht
sect
or
rese
arc
h w
ork
est
ab
lish
ed
by t
he
pa
rtic
ipa
tin
g a
ge
nci
es.
•
Ma
na
ge
rs a
nd
pro
fess
ion
als
use
rese
arc
h a
na
lysi
s to
sh
ap
e
inte
rve
nti
on
s.
TSSP2 Design and Im
plementation Framew
ork Annexes to Main Volume
Annex 9: Program Logic and Indicative M&E Framework
are
ab
le r
esp
on
d
pro
mp
tly t
o c
orr
ect
ive
act
ion
s re
com
me
nd
ed
by
pe
rio
dic
inte
rna
tio
na
l
au
dit
ing
an
d p
erf
orm
an
ce
revie
w.
•
Sa
fety
cri
tica
l m
an
ag
eri
al
op
era
tio
na
l po
siti
on
s a
re f
ille
d
wit
h c
om
pe
ten
t in
div
idu
als
at
all
leve
ls.
da
ta.
blo
cka
ge
s a
nd
ne
w d
eve
lop
me
nts
.
•
Pe
rfo
rma
nce
-lin
ke
d f
un
ds
ab
le t
o
be
mo
bili
sed
to
su
pp
ort
imp
rove
me
nts
in t
he
se
cto
r.
Influencing
Activities/
Inputs
•
Te
chn
ica
l ass
ista
nce
as
reco
mm
en
de
d t
hro
ug
h
dia
gn
ost
ic a
sse
ssm
en
t
pro
vid
ed
th
rou
gh
th
e
TS
SP,
Mo
U a
nd
SG
P;
•
Fu
nd
ing
of
in-c
ou
ntr
y
tra
inin
g o
f ke
y r
eg
ula
tory
sta
ff b
y c
om
pe
ten
t
ind
ivid
ua
ls f
or
the
me
diu
m t
o lo
ng
te
rm;
•
Pro
vis
ion
of
go
od
s a
nd
serv
ice
s to
su
pp
ort
eff
icie
nt
reg
ula
tory
syst
em
s a
nd
pro
cess
es.
•
Su
pp
ort
ing
th
e e
ffe
ctiv
e
fun
ctio
nin
g o
f th
e T
SC
MIC
Su
b C
om
mit
tee
on
Tra
nsp
ort
Se
curi
ty
•
Su
pp
ort
ing
on
go
ing
inst
itu
tio
na
l re
lati
on
ship
s
an
d p
art
ne
rsh
ips
wit
h k
ey
Au
stra
lian
co
un
terp
art
ag
en
cie
s in
clu
din
g t
he
De
pa
rtm
en
t o
f
Infr
ast
ruct
ure
, A
irse
rvic
es
Au
stra
lia,
Au
stra
lian
Tra
nsp
ort
Sa
fety
Bu
rea
u,
Au
stra
lian
Ma
riti
me
Sa
fety
Au
tho
rity
, C
ivil
Avia
tio
n S
afe
ty A
uth
ori
ty
an
d A
ust
ralia
n R
oa
d
Re
sea
rch
Bu
rea
u
•
Su
pp
ort
ca
pa
city
bu
ildin
g t
ha
t
dir
ect
ly c
on
trib
ute
s to
im
pro
ve
d
safe
ty a
nd
se
curi
ty s
erv
ice
de
live
ry
by b
uild
ing
skil
ls i
n k
ey p
osi
tio
ns
an
d o
rga
nis
ati
on
al u
nit
s a
nd
th
e
org
an
isa
tio
na
l sy
ste
ms
ne
ed
ed
.
•
Su
pp
ort
ing
inve
stm
en
t d
eci
sio
ns
to e
nsu
re r
eg
ion
al c
om
plia
nce
an
d
con
text
ap
pro
pri
ate
syst
em
s a
nd
pro
cess
es
incl
ud
ing
pro
vid
ing
ind
ep
en
de
nt
tech
nic
al
ass
ess
me
nts
an
d p
roje
ct
ma
na
ge
me
nt
sup
po
rt o
n t
he
intr
od
uct
ion
of
ne
w t
ech
no
log
ies
an
d in
ve
stm
en
t
•
Su
pp
ort
ing
imp
rove
d p
rocu
rem
en
t
pro
cess
es
an
d f
ina
nci
al a
nd
corp
ora
te g
ove
rna
nce
arr
an
ge
me
nts
•
Lim
ite
d f
ina
nci
ng
fo
r sa
fety
an
d
secu
rity
re
late
d a
sse
t
ma
inte
na
nce
in a
via
tio
n a
nd
ma
riti
me
se
cto
rs w
he
re t
he
re is
a
cle
ar
Au
stra
lia
n n
ati
on
al i
nte
rest
,
a p
ub
lic g
oo
d a
rgu
me
nt
is
ava
ilab
le a
nd
oth
er
fun
din
g
sou
rce
s a
re n
ot
acc
ess
ible
•
Su
pp
ort
th
e e
mb
ed
din
g o
f ro
ad
safe
ty a
ud
it p
ract
ice
s in
clu
din
g
fin
an
cin
g I
nte
rna
tio
na
l Ro
ad
Ass
ess
me
nt
Pro
gra
mm
e a
na
lysi
s.
•
Te
chn
ica
l ass
ista
nce
as
reco
mm
en
de
d t
hro
ug
h d
iag
no
stic
ass
ess
me
nt
pro
vid
ed
th
rou
gh
th
e
TS
SP,
Mo
U a
nd
SG
P;
•
Fu
nd
ing
of
in-c
ou
ntr
y t
rain
ing
of
ke
y s
afe
ty a
nd
se
curi
ty s
taff
by
•
Su
pp
ort
fo
r th
e e
ffe
ctiv
e
fun
ctio
nin
g o
f T
SC
MIC
•
Su
pp
ort
ing
DN
PM
to
co
ord
ina
te
an
d m
on
ito
r a
nd
re
po
rt o
n t
he
sect
or
un
de
r th
e f
ram
ew
ork
of
the
MT
DP
•
Su
pp
ort
ing
ne
w p
roce
sse
s to
stre
ng
the
n d
em
an
d f
or
pe
rfo
rma
nce
an
d a
cco
un
tab
ilit
y
incl
ud
ing
th
rou
gh
use
rs
con
fere
nce
s a
nd
fo
rum
s.
•
Su
pp
ort
ing
incr
ea
sed
en
ga
ge
me
nt
wit
h p
rovin
cia
l
ad
min
istr
ati
on
s a
nd
civ
il s
oci
ety
gro
up
s
•
Su
pp
ort
ing
incr
ea
sed
tra
nsp
are
ncy
of
da
ta c
olle
ctio
n
an
d a
na
lysi
s
•
Su
pp
ort
to
str
en
gth
en
syst
em
s
for
pe
rfo
rma
nce
ma
na
ge
me
nt
an
d a
cco
un
tab
ilit
y
•
Su
pp
ort
ing
imp
rove
d a
id
eff
ect
ive
ne
ss in
th
e s
ect
or,
incl
ud
ing
th
rou
gh
th
e
revit
ali
sati
on
of
the
TS
CM
IC S
ub
Co
mm
itte
e o
n A
id E
ffe
ctiv
en
ess
an
d b
y e
nco
ura
gin
g t
he
ma
inst
rea
min
g o
f b
est
pra
ctic
e
acr
oss
do
no
r p
rog
ram
s a
nd
pro
ject
s
•
Pra
ctic
ing
in j
oin
t m
on
ito
rin
g
an
d c
lose
r co
ord
ina
tio
n w
ith
oth
er
do
no
rs
•
Fle
xib
le e
ng
ag
em
en
t a
ble
to
resp
on
d,
faci
lita
te a
nd
su
pp
ort
refo
rm o
pp
ort
un
itie
s a
s a
nd
wh
en
the
y e
me
rge
•
Str
en
gth
en
po
liti
cal a
nd
bu
rea
ucr
ati
c le
ad
ers
hip
an
d
com
mit
me
nt
to m
ob
ilise
re
sou
rce
s
an
d d
eliv
er
on
se
cto
r p
rio
riti
es.
Th
is w
ill in
clu
de
ge
ne
rati
ng
po
litic
al a
wa
ren
ess
an
d p
olit
ica
l
com
mit
me
nt
for
ke
y t
ran
spo
rt
sect
or
pri
ori
tie
s th
rou
gh
fo
rum
s
such
as
Pri
me
min
iste
ria
l bila
tera
l
me
eti
ng
s a
nd
vis
its,
th
e A
nn
ua
l
Min
iste
ria
l Fo
rum
, th
e A
nn
ua
l
Pa
rtn
ers
hip
Dia
log
ue
, se
nio
r
Au
sAID
Exe
cuti
ve
vis
its,
oth
er
sen
ior
Au
stra
lian
ag
en
cy v
isit
s,
on
go
ing
en
ga
ge
me
nt
thro
ug
h t
he
Hig
h C
om
mis
sio
ne
r a
nd
He
ad
of
Aid
, a
nd
on
go
ing
en
ga
ge
me
nt
thro
ug
h A
usA
ID T
ran
spo
rt t
ea
m
•
Th
rou
gh
Pa
rtn
ers
hip
dia
log
ue
con
solid
ate
cu
rre
nt
po
siti
ve
tre
nd
s
in t
erm
s o
f b
ud
ge
t a
llo
cati
on
s a
nd
shif
t d
ialo
gu
e t
o r
efo
rms
targ
eti
ng
the
qu
ali
ty,
eff
icie
ncy
an
d v
alu
e
for
mo
ne
y o
f th
e s
pe
nd
ag
ain
st
allo
cati
on
s. R
efl
ect
re
form
pri
ori
tie
s in
Pa
rtn
ers
hip
sch
ed
ule
to s
up
po
rt d
ialo
gu
e
•
Co
ntr
ibu
te i
nd
ep
en
de
nt
an
aly
sis
on
ag
ree
d p
rio
riti
es
an
d
con
stra
ints
to
in
flu
en
ce,
stim
ula
te
an
d b
roke
r co
ord
ina
ted
PN
G a
nd
Au
stra
lian
Go
ve
rnm
en
t a
ctio
n in
ke
y a
rea
s
•
Pro
act
ive
re
lati
on
ship
bu
ild
ing
–
•
De
live
ry o
f h
igh
qu
ali
ty r
ese
arc
h
an
d a
na
lysi
s
•
Eff
ect
ive
dis
sem
ina
tio
n o
f
rese
arc
h f
ind
ing
s to
all
sta
ke
ho
lde
rs in
clu
din
g s
ub
na
tio
na
l
an
d u
ser
gro
up
s
•
Tra
nsl
ati
on
of
rese
arc
h a
nd
an
aly
sis
into
re
ali
stic
an
d
ach
ieva
ble
re
form
pro
po
sals
•
Ad
vo
cacy
to
en
sure
re
sea
rch
fin
din
gs
are
pic
ke
d u
p b
y d
eci
sio
n
ma
ke
rs a
nd
imp
lem
en
ted
•
Pilo
tin
g a
nd
/or
de
ve
lop
ing
ne
w
sup
po
rt a
ctiv
itie
s in
clu
din
g in
are
as
be
yo
nd
th
e c
urr
en
t n
ati
on
al
pri
ori
ty r
oa
ds
TSSP2 Design and Im
plementation Framew
ork Annexes to Main Volume
Annex 9: Program Logic and Indicative M&E Framework
com
pe
ten
t in
div
idu
als
on
an
on
go
ing
ba
sis.
pe
rso
na
l an
d o
rga
niz
ati
on
al
at
sen
ior
leve
ls o
f b
oth
go
ve
rnm
en
ts
•
An
aly
sis
an
d d
ialo
gu
e o
n
pe
rfo
rma
nce
ag
ain
st r
efo
rm
pri
ori
tie
s
•
Re
gu
lar
dia
log
ue
on
mu
tua
l
exp
ect
ati
on
s, t
he
pa
ce o
f re
form
an
d t
he
siz
e o
f th
e A
ust
rali
an
foo
tpri
nt
TSSP2 Design and Im
plementation Framew
ork Annexes to Main Volume
Annex 9: Program Logic and Indicative M&E Framework
Indicative
Indicative
Indicative
Indicative M
&E Framework
M&E Framework
M&E Framework
M&E Framework – ––– Outcomes, Key Questions and
Outcomes, Key Questions and
Outcomes, Key Questions and
Outcomes, Key Questions and Suggested
Suggested
Suggested
Suggested Perform
ance
Perform
ance
Perform
ance
Perform
ance
Indicators
Indicators
Indicators
Indicators
Share
d D
eve
lop
me
nt
Ou
tco
me
:
A s
afe
, re
lia
ble
tra
nsp
ort
sy
ste
m i
n p
lace
en
ab
lin
g e
con
om
ic a
nd
so
cia
l d
ev
elo
pm
en
t in
Pa
pu
a N
ew
Gu
ine
a
Ass
um
pti
on
s:
•
Th
at
imp
rov
ed
acc
ess
to
ma
rke
ts a
nd
se
rvic
es
lea
ds
to in
cre
ase
d in
com
e e
arn
ing
op
po
rtu
nit
ies
an
d b
ett
er
qu
ali
ty o
f life
•
Th
at
imp
rov
ed
tra
nsp
ort
sa
fety
sy
ste
ms
resu
lt i
n l
ess
in
jury
, fa
mil
y t
rau
ma
an
d c
ost
to
th
e P
NG
he
alt
h s
yst
em
•
Th
at
imp
rov
ed
org
an
isa
tio
na
l e
ffic
ien
cy r
esu
lts
in m
ore
eff
ect
ive
se
rvic
e d
eli
ve
ry
•
Th
at
incr
ea
sed
fu
nd
ing
fo
r th
e s
ect
or
resu
lts
in i
ncr
ea
sed
se
rvic
e d
eliv
ery
act
ivit
y
Imp
act
Pe
rfo
rma
nce
Qu
est
ion
s:
•
Ha
ve
in
com
e e
arn
ing
op
po
rtu
nit
ies
imp
rov
ed
sin
ce t
he
co
mp
leti
on
of
roa
d m
ain
ten
an
ce a
nd
re
ha
bilit
ati
on
wo
rks?
•
Ha
s a
cce
ss t
o h
ea
lth
an
d e
du
cati
on
fa
ciliti
es
imp
rov
ed
sin
ce t
he
co
mp
leti
on
of
roa
d m
ain
ten
an
ce a
nd
re
ha
bil
ita
tio
n w
ork
s?
•
Is r
oa
d a
ccid
en
t d
ata
be
ing
be
tte
r co
lle
cte
d a
nd
be
tte
r u
sed
to
in
form
ro
ad
ma
inte
na
nce
pla
nn
ing
an
d d
eliv
ery
?
•
Are
ma
riti
me
an
d c
ivil a
via
tio
n a
ccid
en
ts a
nd
in
cid
en
ts b
ein
g b
ett
er
inv
est
iga
ted
an
d i
nfo
rmin
g r
eg
ula
tory
po
licy
?
•
Are
ke
y r
efo
rms
be
ing
ach
iev
ed
?
Pro
gra
m P
erf
orm
an
ce Q
ue
stio
ns
•
Ho
w h
av
e t
he
re
sult
s o
f o
ne
co
mp
on
en
t in
flu
en
ced
re
sult
s o
f o
the
r co
mp
on
en
ts?
•
Wh
at
fact
ors
be
yo
nd
th
e c
on
tro
l o
f th
e p
rog
ram
ha
ve
im
pa
cte
d o
n s
erv
ice
de
liv
ery
im
pro
ve
me
nts
?
•
Wh
at
fact
ors
be
yo
nd
th
e c
on
tro
l o
f th
e p
rog
ram
ha
ve
co
nst
rain
ed
or
un
de
rmin
ed
eff
ort
s to
im
pro
ve
se
rvic
e d
eliv
ery
?
•
Wh
at
un
inte
nd
ed
co
nse
qu
en
ces
ha
ve
be
en
ob
serv
ed
as
a r
esu
lt o
f p
rog
ram
in
terv
en
tio
ns?
•
Wh
at
imp
rov
em
en
ts t
o g
en
de
r e
qu
ality
an
d H
IV p
rev
en
tio
n c
an
be
att
rib
ute
d t
o s
up
po
rt t
he
im
ple
me
nta
tio
n o
f th
e N
ati
on
al G
en
de
r P
olicy
an
d t
he
Na
tio
na
l H
IV &
AID
S S
tra
teg
y 2
01
1-2
01
5?
Sugg
est
ed
Perf
orm
an
ce In
dic
ato
rs:
Ind
ica
tors
In
form
ati
on
So
urc
e
Incr
ea
sin
g in
com
e e
arn
ing
op
po
rtu
nit
ies
20
08
- 2
01
0 S
oci
o E
con
om
ic B
ase
lin
e &
Im
pa
ct s
tud
y (
SE
IS);
qu
ali
tati
ve
stu
die
s v
illa
ge
liv
eli
ho
od
stu
dy
20
12
an
d f
urt
he
r im
pro
ve
d lo
ng
itu
din
al SE
IS s
tud
ies
(ne
w a
nd
exi
stin
g s
ite
s)
De
cre
asi
ng
tra
ve
l ti
me
s to
ed
uca
tio
n a
nd
he
alt
h f
aci
liti
es
As
ab
ov
e
Tra
nsp
ort
sy
ste
m a
ccid
en
ts a
nd
in
cid
en
ts
PN
G G
ov
ern
me
nt
rep
ort
ing
sy
ste
ms
(ma
na
ge
d b
y N
RSC
(ro
ad
acc
ide
nts
), A
IC (
av
iati
on
an
d m
ari
tim
e))
;
Incr
ea
sin
g P
NG
Go
ve
rnm
en
t fu
nd
ing
to
se
cto
r a
ctiv
itie
s in
lin
e w
ith
pri
ori
tie
s P
NG
Go
ve
rnm
en
t B
ud
ge
t B
oo
ks;
bu
dg
et
rev
iew
s; s
ect
or
pe
rfo
rma
nce
an
aly
sis;
NE
FC
da
ta
Pro
gre
ss a
ga
inst
ke
y r
efo
rm p
rio
riti
es
Ind
ep
en
de
nt
rev
iew
s sp
eci
fica
lly
th
rou
gh
IR
G
Pro
gra
m p
erf
orm
an
ce
Se
cto
r, a
ge
ncy
an
d p
rog
ram
an
nu
al re
po
rts;
act
ivit
y r
ep
ort
s; in
de
pe
nd
en
t re
vie
w;
Cro
ss-c
utt
ing
th
em
es
inte
gra
ted
ke
y d
ocu
me
nts
, b
ud
ge
ts,
pla
ns
an
d a
ctiv
itie
s W
ork
sho
p d
ata
; d
ocu
me
nt
rev
iew
s; a
ge
ncy
an
nu
al re
po
rts;
act
ivit
y w
ork
pla
ns
TSSP2 Design and Im
plementation Framew
ork Annexes to Main Volume
Annex 9: Program Logic and Indicative M&E Framework
Component 1: Priorit
Component 1: Priorit
Component 1: Priorit
Component 1: Priority yyy Land
Land
Land
Land Transport Asset
Transport Asset
Transport Asset
Transport Assets sss M
aint
Maint
Maint
Maintained
ained
ained
ained
En
d o
f T
SSP
Ou
tco
me
(2
02
3)
PN
G a
ge
nci
es
de
liv
eri
ng
a s
ust
ain
ab
le m
ain
ten
an
ce p
rog
ram
wit
h p
red
icta
ble
PN
G G
ov
ern
me
nt
fun
din
g t
o m
ain
tain
75
pe
r ce
nt
of
pri
ori
ty n
ati
on
al
roa
ds
in g
oo
d c
on
dit
ion
TSS
P2
Ou
tco
me
s (2
01
8):
1
.1
Do
W is
ma
na
gin
g a
pri
ori
tise
d p
rog
ram
of
ma
inte
na
nce
an
d u
pg
rad
ing
fo
r p
rio
rity
na
tio
na
l ro
ad
s in
lin
e w
ith
Pa
rtn
ers
hip
fo
r D
ev
elo
pm
en
t a
nd
MT
DP
ta
rge
ts.
1.2
NR
A h
as
incr
ea
sed
ca
pa
bil
ity
to
de
liv
er
its
ma
nd
ate
an
d,
sho
uld
in
cre
ase
d f
un
din
g b
e a
va
ila
ble
, m
ain
tain
sig
nif
ica
ntl
y i
ncr
ea
sed
kilo
me
tre
s o
f n
ati
on
al ro
ad
s.
1.3
A p
rio
riti
sed
pro
gra
m o
f m
ain
ten
an
ce in
Bo
ug
ain
ville
is
be
ing
de
liv
ere
d w
ith
in
cre
ase
d A
BG
DT
S c
ap
aci
ty t
o p
lan
an
d m
an
ag
e t
he
pro
gra
m.
Ass
um
pti
on
s:
•
Th
e M
TD
P,
NT
S,
MT
TP
an
d P
art
ne
rsh
ip S
che
du
le a
re m
utu
all
y s
up
po
rtiv
e.
•
PN
G G
ov
ern
me
nt
me
ets
Pa
rtn
ers
hip
Sch
ed
ule
fu
nd
ing
co
mm
itm
en
ts
•
Ag
en
cy a
sse
t m
ain
ten
an
ce w
ork
pla
ns
are
ba
sed
on
a w
ho
le o
f life
ap
pro
ach
to
pri
ori
tise
d a
sse
t m
an
ag
em
en
t a
nd
are
de
ve
lop
ed
an
d im
ple
me
nte
d a
nn
ua
lly
usi
ng
im
pro
ve
d p
lan
nin
g t
oo
ls.
•
Pa
rtn
ers
hip
fo
r D
eve
lop
me
nt
reso
urc
es
allo
cate
d a
s a
gre
ed
an
d d
isp
ers
ed
in
a t
ime
ly m
an
ne
r to
ap
pro
pri
ate
ag
en
cie
s
Pe
rfo
rman
ce Q
ue
stio
ns:
Se
rvic
e D
eli
ve
ry
•
Are
th
e r
oa
d m
ain
ten
an
ce w
ork
s m
ee
tin
g q
ua
lity
sta
nd
ard
s u
po
n c
om
ple
tio
n?
(Im
pro
ve
me
nts
in
dra
ina
ge
co
nd
itio
ns,
ro
ad
le
ve
ls,
roa
d/g
rav
el th
ick
ne
ss,
surf
ace
qu
ali
ty)
•
Are
ass
et
ma
inte
na
nce
wo
rkp
lan
s im
pro
vin
g i
n q
ua
lity
i.e
. in
corp
ora
tin
g e
ffe
ctiv
e p
rio
riti
sati
on
an
d a
pp
rop
ria
te p
olici
es
an
d p
roce
du
res?
•
Are
th
e p
rio
riti
es
ou
tlin
ed
in
th
e N
TS b
ein
g r
efl
ect
ed
in
wo
rkp
lan
s? A
re a
ge
nci
es
pro
gre
ssin
g t
ow
ard
im
ple
me
nti
ng
‘w
ho
le o
f life
’ a
sse
t m
an
ag
em
en
t a
pp
roa
che
s?
•
Are
Pa
rtn
ers
hip
fo
r D
eve
lop
me
nt
reso
urc
es
be
ing
allo
cate
d a
nd
exp
en
de
d?
•
Is t
he
bu
dg
et
ali
gn
ed
wit
h p
rio
riti
es
ou
tlin
ed
in
th
e P
art
ne
rsh
ip f
or
De
ve
lop
me
nt
?
•
Ha
ve
ass
et
ma
inte
na
nce
wo
rkp
lan
act
ivit
ies
be
en
co
mp
lete
d o
n t
ime
an
d w
ith
in b
ud
ge
t?
•
Ho
w h
as
Do
W,
NR
A a
nd
AB
G a
na
lysi
s o
f co
mm
un
ity
ne
ed
s in
flu
en
ced
pri
ori
tisa
tio
n o
f ro
ad
ass
et
ma
inte
na
nce
an
d/o
r co
ntr
act
ing
ap
pro
ach
es?
•
Wh
at
cha
ng
es
in d
em
an
d f
or
imp
rov
ed
ro
ad
ass
et
ma
inte
na
nce
ca
n b
e a
ttri
bu
ted
to
wo
me
n in
de
cisi
on
ma
kin
g i
n g
ov
ern
me
nt
or
con
ne
cte
d t
o w
om
en
's g
rou
ps
in t
he
co
mm
un
ity
(a
nd
oth
ers
)?
Org
an
isa
tio
na
l D
ev
elo
pm
en
t
•
Is T
SSP
ad
vic
e a
nd
su
pp
ort
co
ntr
ibu
tin
g t
o im
pro
ve
d c
lari
ty in
ro
les
an
d r
esp
on
sib
ilit
ies
wit
hin
an
d b
etw
ee
n a
ge
nci
es?
•
Is T
SC
MIC
pro
vid
ing
ov
era
ll s
tra
teg
ic g
uid
an
ce a
nd
le
ad
ers
hip
?
•
Are
th
e N
TS a
nd
MT
TP
be
ing
eff
ect
ive
ly im
ple
me
nte
d b
y t
ran
spo
rt s
ect
or
ag
en
cie
s?
•
Are
co
rpo
rate
pla
ns
be
ing
use
d a
s th
e p
rim
ary
ma
na
ge
me
nt
too
l fo
r th
e a
ge
nci
es?
•
Are
ke
y m
an
ag
eri
al a
nd
te
chn
ica
l p
osi
tio
ns
fill
ed
wit
h p
erm
an
en
t co
mp
ete
nt
sta
ff?
•
Are
org
an
isa
tio
ns
imp
rov
ing
th
eir
bu
sin
ess
pro
cess
es?
•
Are
ad
eq
ua
te H
R p
lan
s in
pla
ce t
o s
up
po
rt s
taff
tra
inin
g a
nd
de
ve
lop
me
nt?
•
Are
bu
dg
ets
pre
pa
red
de
liv
ere
d a
nd
re
po
rte
d e
ffe
ctiv
ely
?
TSSP2 Design and Im
plementation Framew
ork Annexes to Main Volume
Annex 9: Program Logic and Indicative M&E Framework
Sugg
est
ed
Perf
orm
an
ce In
dic
ato
rs:
Ind
icato
r So
urc
e
Serv
ice D
eliv
ery
# k
m o
f ro
ad
ma
inta
ine
d a
nd
re
ha
bilit
ate
d
Co
ntr
act
s, A
nn
ua
l D
ata
co
lle
ctio
n a
nd
co
lla
tio
n f
rom
Do
W R
oa
d M
ain
ten
an
ce P
roje
ct M
an
ag
ers
an
d P
MSC
(20
11
ba
seli
ne
) –
wo
rkin
g t
ow
ard
wh
ole
of
Na
tio
na
l P
rio
rity
Ro
ad
ma
inte
na
nce
in
ve
stm
en
t e
nv
elo
pe
(P
NG
Go
ve
rnm
en
t a
nd
all d
on
ors
)
% n
ati
on
al p
rio
rity
ro
ad
s in
go
od
– f
air
- p
oo
r co
nd
itio
n
Ro
ad
Ass
et
Ma
na
ge
me
nt
Sy
ste
m,
Co
ars
e V
isu
al C
on
dit
ion
Ass
ess
me
nt;
20
12
/20
13
Ba
selin
e t
o b
e d
ev
elo
pe
d
fro
m V
isu
al R
oa
d C
on
dit
ion
Su
rve
y
Ass
et
ma
inte
na
nce
wo
rkp
lan
s in
Tra
nsp
ort
se
cto
r a
ge
nci
es
con
sist
en
t w
ith
all
rele
va
nt
po
lici
es
an
d p
rio
riti
es
un
de
r N
TS a
nd
re
lev
an
t le
gis
lati
ve
re
qu
ire
me
nts
Ag
en
cy a
sse
t m
ain
ten
an
ce w
ork
pla
ns
an
d b
ud
ge
ts;
sect
or
de
ve
lop
me
nt
bu
dg
et
pri
ori
tisa
tio
n c
rite
ria
(B
ase
lin
e
will b
e 2
01
1 d
ata
)
‘Wh
ole
of
life
’ a
sse
t m
an
ag
em
en
t a
pp
roa
che
s a
re b
ein
g a
do
pte
d b
y T
ran
spo
rt
ag
en
cie
s
Ag
en
cy p
olicy
do
cum
en
ts;
ag
en
cy w
ork
pla
ns;
co
ntr
act
sco
pe
of
wo
rk (
20
11
da
ta e
xist
s fo
r b
ase
lin
e)
Ass
et
Ma
inte
na
nce
wo
rk p
lan
bu
dg
ets
in
clu
de
Pa
rtn
ers
hip
fo
r D
ev
elo
pm
en
t
reso
urc
es
an
d i
ncr
ea
sin
g p
erc
en
tag
e o
f fu
nd
s e
xpe
nd
ed
Bu
dg
et
do
cum
en
ts;
fin
an
cia
l re
po
rts;
in
de
pe
nd
en
t re
vie
w;
(20
11
da
ta e
xist
s fo
r b
ase
lin
e)
Incr
ea
sed
Pe
rce
nta
ge
ag
ree
d a
sse
t m
ain
ten
an
ce w
ork
pla
n p
rio
riti
es
com
ple
ted
for
ye
ar.
Act
ivit
y c
om
ple
tio
n r
ep
ort
s; c
on
tra
ct r
ep
ort
s; P
MC
an
d a
ge
ncy
re
po
rts;
in
de
pe
nd
en
t re
vie
w (
Ba
seli
ne
20
11
exi
sts
for
TSSP
fu
nd
ed
pro
ject
s; ‘
Ro
bu
st’
Do
W r
ep
ort
ing
co
mm
en
ced
la
te 2
01
1;
PN
G A
SL
pre
pa
re e
xce
lle
nt
rep
ort
s )
Ag
ree
d a
sse
t m
ain
ten
an
ce w
ork
pla
n p
rio
riti
es
com
ple
ted
on
sch
ed
ule
an
d w
ith
in
bu
dg
et.
Act
ivit
y c
om
ple
tio
n r
ep
ort
s; c
on
tra
ct r
ep
ort
s; P
MC
an
d a
ge
ncy
re
po
rts;
in
de
pe
nd
en
t re
vie
w (
Ba
seli
ne
20
11
exi
sts
for
TSSP
fu
nd
ed
pro
ject
s; ‘
Ro
bu
st’
Do
W r
ep
ort
ing
co
mm
en
ced
la
te 2
01
1;
PN
G A
SL
pre
pa
re e
xce
lle
nt
rep
ort
s)
Ag
en
cie
s re
po
rt im
pro
ve
d u
nd
ers
tan
din
g o
f ro
les;
se
cto
r w
ide
me
eti
ng
s o
ccu
rrin
g
(TSC
MIC
)
TSC
MIC
Me
eti
ng
s a
nd
an
nu
al
Str
ate
gic
Fra
me
wo
rk R
ev
iew
Org
an
isa
tio
na
l D
ev
elo
pm
en
t
PN
G G
ov
ern
me
nt
ag
en
cy c
orp
ora
te p
lan
s a
re u
sed
as
pri
ma
ry m
an
ag
em
en
t
do
cum
en
ts t
o p
rov
ide
str
ate
gic
gu
ida
nce
an
d p
rom
ote
ch
an
ge
.
Au
dit
of
corp
ora
te p
lan
s; a
ge
ncy
co
rpo
rate
pla
n u
sag
e a
nd
tra
nsp
ort
se
cto
r a
ge
ncy
An
nu
al R
ep
ort
s –
ba
seli
ne
da
ta e
xist
s
Imp
rov
ed
co
ord
ina
tio
n a
nd
fo
rmu
lati
on
of
ag
en
cy b
ud
ge
ts w
ith
in t
he
se
cto
r
An
nu
al re
vie
w o
f co
ord
ina
ted
De
ve
lop
me
nt
Bu
dg
et
sub
mis
sio
n p
roce
ss b
y D
oT
Acc
ura
te a
nn
ua
l, q
ua
rte
rly
an
d o
the
r re
po
rts
de
liv
ere
d o
n t
ime
by
Do
W,
NR
A a
nd
AB
G t
hro
ug
h T
SC
MIC
to
ce
ntr
al a
ge
nci
es
TSC
MIC
Me
eti
ng
Min
ute
s; R
ev
iew
s b
y T
SSP
ad
vis
ers
(B
ase
lin
e e
xist
s fo
r D
oW
).
TSSP2 Design and Im
plementation Framew
ork Annexes to Main Volume
Annex 9: Program Logic and Indicative M&E Framework
Component 2:
Component 2:
Component 2:
Component 2: C
ritical Transport Safety and Security Systems Operating Effectively
Critical Transport Safety and Security Systems Operating Effectively
Critical Transport Safety and Security Systems Operating Effectively
Critical Transport Safety and Security Systems Operating Effectively
En
d o
f T
SSP
Ou
tco
me
(2
02
3)
Cri
tica
l sa
fety
an
d s
ecu
rity
re
gu
lato
ry a
nd
se
rvic
e f
un
ctio
ns
con
sist
en
tly
de
mo
nst
rate
en
ha
nce
d s
tab
ilit
y,
com
pe
ten
ce a
nd
co
mp
lia
nce
to
sta
nd
ard
s.
TSS
P2
Ou
tco
me
s (2
01
8):
2.1
Sa
fety
an
d s
ecu
rity
re
gu
lato
rs a
nd
ov
ers
igh
t a
ge
nci
es
de
mo
nst
rate
im
pro
ve
d o
rga
nis
ati
on
al ca
pa
city
to
de
liv
er
core
fu
nct
ion
s th
rou
gh
a m
an
ag
eri
al a
nd
te
chn
ica
l st
aff
wit
h in
cre
ase
d
com
pe
ten
cie
s a
nd
pro
du
ctiv
ity
2.2
A
via
tio
n,
ma
riti
me
an
d la
nd
tra
nsp
ort
ag
en
cie
s d
em
on
stra
te im
pro
ve
d c
ap
aci
ty t
o d
eliv
er
safe
ty a
nd
se
curi
ty r
ela
ted
se
rvic
es
Ass
um
pti
on
s
•
Th
at
reg
ula
tory
ag
en
cie
s (C
AS
A,
NM
SA
, N
RSC
, A
IC,
Do
T)
an
d P
NG
Go
ve
rnm
en
t co
mm
it t
o f
ill k
ey
po
siti
on
s w
ith
sk
ille
d a
nd
co
mp
ete
nt
sta
ff in
clu
din
g m
an
ag
em
en
t, t
ech
nic
al a
nd
le
ga
l o
ffic
ers
.
•
Th
at
leg
al a
nd
re
gu
lato
ry f
ram
ew
ork
s a
re a
ble
to
be
ap
pro
pri
ate
ly s
tre
ng
the
ne
d
•
Th
at
en
forc
em
en
t o
f sa
fety
an
d s
ecu
rity
re
gu
lati
on
s im
pro
ve
s.
•
PN
G G
ov
ern
me
nt
wo
rks
to e
nsu
re a
ll a
ge
nci
es
an
d s
tate
-ow
ne
d e
nte
rpri
ses
ha
ve
qu
alifi
ed
an
d c
om
pe
ten
t b
oa
rds
an
d s
en
ior
ma
na
ge
me
nt
ab
le t
o o
pe
rate
eff
ect
ive
ly.
Pe
rfo
rman
ce Q
ue
stio
ns
Av
iati
on
•
Are
th
e c
ert
ifie
d a
irp
ort
s b
ein
g m
ain
tain
ed
to
IC
AO
sta
nd
ard
s?
•
Is C
ASA
iss
uin
g C
orr
ect
ive
Act
ion
No
tice
s (C
AN
s) a
nd
wh
at
is t
he
re
spo
nsi
ve
ne
ss o
f in
du
stry
to
im
ple
me
nti
ng
re
me
dia
l a
ctio
n?
•
Are
Civ
il A
via
tio
n R
ule
s b
ein
g c
om
plie
d w
ith
? i.e
. e
xpo
siti
on
do
cum
en
ts b
ein
g p
rep
are
d t
o a
pp
rop
ria
te q
ua
lity
an
d b
ein
g s
ub
mit
ted
in
a t
ime
ly m
an
ne
r to
CA
SA
?
•
Are
ap
pro
pri
ate
(a
nd
im
pro
ve
d)
Air
Tra
ffic
Ma
na
ge
me
nt
com
mu
nic
ati
on
an
d n
av
iga
tio
n s
yst
em
s in
sta
lle
d a
nd
ma
inta
ine
d?
•
Is C
ASA
im
ple
me
nti
ng
eff
ect
ive
sa
fety
an
d s
ecu
rity
re
gu
lato
ry e
ntr
y,
mo
nit
ori
ng
an
d s
urv
eil
lan
ce s
yst
em
s?
•
Wh
at
refr
esh
er,
up
sk
illin
g a
nd
on
-th
e j
ob
tra
inin
g is
be
ing
un
de
rta
ke
n w
ith
th
e a
ge
nci
es
& S
OE
’s in
ke
y s
afe
ty a
nd
se
curi
ty a
rea
s?
Ma
riti
me
•
Ha
ve
im
pro
ve
d c
on
tain
er
ha
nd
lin
g p
ract
ice
s re
du
ced
ca
rgo
lo
ss (
if r
ele
va
nt
da
ta is
av
aila
ble
)
•
Are
PN
G o
wn
ed
sh
ips
an
d o
the
r sh
ips
in P
NG
wa
ters
co
mp
lyin
g w
ith
in
tern
ati
on
al a
nd
do
me
stic
sta
nd
ard
s?
•
Is N
MS
A im
ple
me
nti
ng
eff
ect
ive
sa
fety
an
d s
ecu
rity
re
gu
lato
ry e
ntr
y,
mo
nit
ori
ng
an
d s
urv
eilla
nce
sy
ste
ms?
•
Are
no
n-c
om
plia
nce
pro
secu
tio
n m
ea
sure
s b
ein
g im
ple
me
nte
d?
•
Are
sa
fety
au
dit
sy
ste
ms
de
ve
lop
ed
an
d i
mp
lem
en
ted
?
•
Is t
he
Sm
all C
raft
Sa
fety
Act
be
ing
im
ple
me
nte
d?
•
Wh
at
refr
esh
er,
up
-sk
illin
g a
nd
on
-th
e j
ob
tra
inin
g is
be
ing
un
de
rta
ke
n w
ith
th
e a
ge
nci
es
& S
OE
’s in
ke
y s
afe
ty a
nd
se
curi
ty a
rea
s?
Lan
d T
ran
spo
rt
•
Are
re
lev
an
t la
nd
tra
nsp
ort
ag
en
cie
s d
ev
elo
pin
g a
nd
im
ple
me
nti
ng
la
nd
tra
nsp
ort
ro
ad
sa
fety
au
dit
ca
pa
citi
es?
•
Are
ro
ad
sa
fety
au
dit
s in
form
ing
ma
inte
na
nce
de
sig
n a
nd
de
liv
ery
?
TSSP2 Design and Im
plementation Framew
ork Annexes to Main Volume
Annex 9: Program Logic and Indicative M&E Framework
Sugg
est
ed
Perf
orm
an
ce In
dic
ato
rs:
(No
te: t
his
co
mp
on
ent
is n
ew t
o T
SSP
an
d d
ata
colle
ctio
n in
rel
atio
n t
o m
ost
ind
icat
ors
is n
ot
curr
entl
y u
nd
erta
ken
by
TSSP
. Sp
ecifi
c in
dic
ato
rs w
ill n
eed
to
be
con
firm
ed
as p
art o
f th
e TS
SP2
dia
gno
stic
an
d s
ervi
ce a
gree
men
t p
roce
sses
bas
ed o
n a
gen
cy c
apac
ity
and
dat
a av
aila
bili
ty)
Ind
ica
tors
S
ou
rce
Av
iati
on
Nu
mb
er
of
an
nu
al a
ud
its
an
d s
urv
eilla
nce
act
ivit
ies
com
ple
ted
on
tim
e
CA
SA
wo
rkp
lan
s a
nd
re
po
rts
Nu
mb
er
of
air
po
rts
cert
ifie
d t
o I
CA
O s
tan
da
rds
CA
SA
– B
ase
lin
e 2
01
1 e
xist
s
Nu
mb
er
of
CA
Ns
be
ing
re
ctif
ied
in
a t
ime
ly m
an
ne
r P
NG
ASL
– O
pe
rati
on
al P
erf
orm
an
ce D
ata
; C
AS
A –
Op
era
tio
na
l P
erf
orm
an
ce D
ata
Pro
gre
ss w
ith
co
mp
leti
on
an
d im
ple
me
nta
tio
n o
f P
NG
ASL
Co
mm
un
ica
tio
n a
nd
Na
vig
ati
on
pro
ject
s a
nd
sy
ste
ms
PN
G A
SL
– O
pe
rati
on
al P
erf
orm
an
ce D
ata
;
Civ
il a
via
tio
n a
ccid
en
ts a
nd
in
cid
en
ts a
re r
ep
ort
ed
an
d i
nv
est
iga
ted
ap
pro
pri
ate
ly
Op
era
tor
(ASL,
NA
C a
nd
air
lin
es)
an
d C
ASA
ma
nd
ato
ry a
nd
vo
lun
tary
re
po
rtin
g s
yst
em
s
Ma
riti
me
Pro
gre
ss im
ple
me
nti
ng
Sm
all C
raft
Sa
fety
Act
N
MSA
Pro
ject
Ma
na
ge
me
nt
Re
cord
s; P
rov
inci
al G
ov
ern
me
nt
ad
min
istr
ati
ve
re
cord
s
Nu
mb
ers
an
d p
erc
en
tag
e o
f v
ess
els
in
PN
G w
ate
rs
be
ing
in
spe
cte
d f
or
inte
rna
tio
na
l m
ari
tim
e
safe
ty r
eq
uir
em
en
ts;
nu
mb
er
of
insp
ect
ed
ve
sse
ls c
om
ply
ing
wit
h i
nte
rna
tio
na
l m
ari
tim
e
safe
ty r
eq
uir
em
en
ts
NM
SA
re
cord
s
Pe
rce
nta
ge
of
imp
lem
en
ted
no
n-c
om
plia
nce
me
asu
res
be
ing
co
rre
cte
d b
y s
hip
ow
ne
rs
NM
SA
re
cord
s
Lan
d T
ran
spo
rt
Nu
mb
er
of
roa
d s
afe
ty a
ud
its
com
ple
ted
an
nu
ally
N
RSC
, D
oW
an
d N
RA
Fo
r re
gu
lato
rs a
nd
se
rvic
e p
rov
ide
rs
Se
nio
r m
an
ag
eri
al a
nd
sta
ff p
osi
tio
ns
fille
d w
ith
pe
rma
ne
nt
com
pe
ten
t in
div
idu
als
O
rga
nis
ati
on
al
sta
ffin
g p
rofi
les
for
CA
SA
, N
MSA
, C
olle
ct b
ase
lin
e i
n 2
01
2
Co
rpo
rate
pla
ns
are
use
d a
s p
rim
ary
ma
na
ge
me
nt
do
cum
en
ts t
o p
rov
ide
str
ate
gic
gu
ida
nce
an
d p
rom
ote
ch
an
ge
.
Au
dit
of
corp
ora
te p
lan
s; a
ge
ncy
co
rpo
rate
pla
n u
sag
e a
nd
tra
nsp
ort
se
cto
r a
ge
ncy
An
nu
al
Re
po
rts
– b
ase
lin
e d
ata
exi
sts
Imp
rov
ed
co
ord
ina
tio
n a
nd
fo
rmu
lati
on
of
bu
dg
ets
wit
hin
ag
en
cie
s
An
nu
al re
vie
w o
f co
ord
ina
ted
De
ve
lop
me
nt
Bu
dg
et
sub
mis
sio
n p
roce
ss b
y D
oT
Acc
ura
te a
nn
ua
l, q
ua
rte
rly
an
d o
the
r re
po
rts
de
liv
ere
d o
n t
ime
th
rou
gh
TSC
MIC
to
ce
ntr
al
ag
en
cie
s
TSC
MIC
Me
eti
ng
Min
ute
s; R
ev
iew
s b
y T
SSP
ad
vis
ers
(B
ase
lin
e e
xist
s fo
r D
oW
).
TSSP2 Design and Im
plementation Framew
ork Annexes to Main Volume
Annex 9: Program Logic and Indicative M&E Framework
Component 3: Effective Agency
Component 3: Effective Agency
Component 3: Effective Agency
Component 3: Effective Agency and Sector Engagement, Perform
ance and
and Sector Engagement, Perform
ance and
and Sector Engagement, Perform
ance and
and Sector Engagement, Perform
ance and
Accountability
Accountability
Accountability
Accountability
En
d o
f TSS
P O
utc
om
e (
20
23
)
(i)
syst
em
s in
pla
ce t
o a
chie
ve
pre
dic
tab
le m
ult
i-y
ea
r g
ov
ern
me
nt
fun
din
g s
tre
am
s fo
r tr
an
spo
rt a
sse
t m
ain
ten
an
ce a
nd
(ii
) k
ey
re
form
s p
rog
ress
ed
th
rou
gh
en
ha
nce
d
en
ga
ge
me
nt,
ag
en
cy p
erf
orm
an
ce a
nd
an
aly
sis.
TSS
P2
Ou
tco
me
s (2
01
8):
3
.1
TSC
MIC
an
d m
em
be
r a
ge
nci
es
de
mo
nst
rate
in
cre
ase
d c
ap
aci
ty t
o c
oo
rdin
ate
, m
on
ito
r, a
dv
oca
te f
or
an
d r
ep
ort
on
th
e s
ect
or
an
d its
act
ivit
ies.
3.2
P
NG
Go
ve
rnm
en
t a
nd
Au
stra
lia
n G
ov
ern
me
nt
en
ga
ge
me
nt
resu
lts
in a
se
t o
f ta
rge
ted
in
stit
uti
on
al a
nd
po
licy
re
form
s a
chie
ve
d a
nd
Pa
rtn
ers
hip
fu
nd
ing
le
ve
ls a
chie
ve
d.
3.3
A
pp
lie
d r
ese
arc
h a
nd
po
licy
an
aly
sis
com
ple
ted
an
d u
sed
to
str
en
gth
en
ro
ad
ma
inte
na
nce
de
liv
ery
an
d a
via
tio
n,
lan
d t
ran
spo
rt a
nd
ma
riti
me
sa
fety
an
d s
ecu
rity
.
Ass
um
pti
on
s
•
Th
at
bu
dg
et
reso
urc
es
are
av
aila
ble
fo
r im
ple
me
nta
tio
n o
f th
e N
TS a
nd
MT
TP
•
Th
at
PN
G G
ov
ern
me
nt
na
tio
na
l a
nd
tra
nsp
ort
se
cto
r p
olicy
do
cum
en
ts s
et
a r
ea
list
ic a
nd
in
teg
rate
d a
ge
nd
a
•
Th
at
a w
ell p
rep
are
d,
coo
rdin
ate
d a
nd
pro
mo
ted
tra
nsp
ort
se
cto
r d
ev
elo
pm
en
t b
ud
ge
t su
bm
issi
on
will re
sult
in
an
in
cre
ase
d l
ev
el o
f fu
nd
ing
to
th
e a
pp
rop
ria
te a
ge
nci
es
for
pro
ject
s
pri
ori
tise
d b
y t
he
se
cto
r
•
Th
at
de
ve
lop
me
nt
bu
dg
et
allo
cati
on
s a
cro
ss s
ect
ors
re
late
to
pri
ori
tie
s in
PN
G G
ov
ern
me
nt
na
tio
na
l p
oli
cy d
ocu
me
nts
•
Th
at
cen
tra
l a
ge
nci
es
use
tra
nsp
ort
ag
en
cy r
ep
ort
s to
in
form
fu
ture
bu
dg
et
all
oca
tio
ns
•
Th
at
Au
sAID
will p
rov
ide
ad
dit
ion
al re
sou
rce
s a
t P
ost
to
su
pp
ort
im
pro
ve
d e
ng
ag
em
en
t
Pe
rfo
rman
ce Q
ue
stio
ns
•
Is T
SC
MIC
eff
ect
ive
ly o
ve
rse
ein
g i
mp
lem
en
tati
on
of
the
NT
S a
nd
th
e M
TT
P
•
Is T
SC
MIC
en
ab
lin
g a
nd
su
pp
ort
ing
a w
ho
le o
f se
cto
r a
pp
roa
ch?
•
To
wh
at
ext
en
t a
re t
ran
spo
rt s
ect
or
ag
en
cie
s p
rom
oti
ng
th
eir
co
re b
usi
ne
ss t
o c
en
tra
l a
ge
nci
es?
•
Are
Tra
nsp
ort
se
cto
r a
ge
ncy
po
lici
es
an
d c
orp
ora
te p
lan
s su
pp
ort
ing
im
pro
ve
d o
rga
nis
ati
on
al e
ffe
ctiv
en
ess
?
•
Is t
he
re s
uff
icie
nt
fun
din
g a
va
ila
ble
to
me
et
corp
ora
te p
lan
ob
ject
ive
s?
•
Are
Tra
nsp
ort
se
cto
r a
ge
nci
es
me
eti
ng
th
eir
ob
lig
ati
on
s to
re
po
rt t
o g
ov
ern
me
nt
on
pe
rfo
rma
nce
an
d f
ina
nce
?
•
Are
do
no
rs a
lig
nin
g t
he
ir p
rog
ram
s w
ith
tra
nsp
ort
se
cto
r n
ee
ds
an
d w
ith
ea
ch o
the
r?
•
Is T
SSP
wo
rkin
g c
olla
bo
rati
ve
ly w
ith
EP
SP
, SG
P a
nd
th
e P
LGP
on
eco
no
mic
an
d p
ub
lic
sect
or
refo
rm iss
ue
s?
•
Do
ce
ntr
al a
ge
nci
es
pro
vid
e c
lea
r in
form
ati
on
to
tra
nsp
ort
se
cto
r a
ge
nci
es
ab
ou
t b
ud
ge
t a
nd
pla
nn
ing
pro
cess
es?
•
Are
ce
ntr
al a
ge
nci
es
incr
ea
sin
gly
aw
are
of
tra
nsp
ort
se
cto
r n
ee
ds?
•
Is t
he
pe
rce
nta
ge
of
the
to
tal b
ud
ge
t d
ire
cte
d t
o t
ran
spo
rt i
ncr
ea
sin
g?
Is
the
pe
rce
nta
ge
allo
cate
d t
o P
art
ne
rsh
ip s
che
du
le t
arg
et
are
as
incr
ea
sin
g?
•
Are
op
po
rtu
nit
ies
to e
xte
nd
an
d d
ee
pe
n p
olicy
dia
log
ue
be
ing
pu
rsu
ed
?
•
Ha
ve
re
sea
rch
pri
ori
tie
s b
ee
n a
rtic
ula
ted
fo
r th
e s
ect
or
an
d a
re t
he
y b
ein
g u
nd
ert
ak
en
?
•
Are
tra
nsp
ort
se
cto
r a
ge
nci
es
usi
ng
ro
bu
st e
vid
en
ce t
o in
form
po
licy
de
ve
lop
me
nt
an
d im
ple
me
nta
tio
n?
•
Is o
ng
oin
g a
na
lysi
s in
to c
on
tra
ctin
g c
ost
s co
ntr
ibu
tin
g t
o im
pro
ve
d s
cop
e o
f se
rvic
es,
mo
re r
elia
ble
co
ntr
act
bu
dg
ets
in
cre
asi
ng
va
lue
fo
r m
on
ey
?
•
Are
cro
ss-c
utt
ing
iss
ue
s b
ein
g r
ese
arc
he
d a
nd
an
aly
sed
an
d w
ha
t a
pp
roa
che
s h
av
e b
ee
n t
ria
lle
d a
nd
ad
op
ted
to
su
pp
ort
lo
cal e
ffo
rts
to a
dd
ress
co
nst
rain
ts a
nd
str
en
gth
en
re
spo
nse
s?
TSSP2 Design and Im
plementation Framew
ork Annexes to Main Volume
Annex 9: Program Logic and Indicative M&E Framework
Sugg
est
ed
Perf
orm
an
ce In
dic
ato
rs:
Ind
ica
tors
S
ou
rce
Pro
gre
ss t
ow
ard
ach
iev
em
en
t o
f N
TS a
nd
MT
TP
sh
are
d p
rio
riti
es
(su
bje
ctiv
e n
arr
ati
ve
) P
NG
Go
ve
rnm
en
t B
ud
ge
t; a
ge
ncy
bu
dg
ets
; a
nn
ua
l re
po
rts;
in
de
pe
nd
en
t re
vie
ws;
com
mis
sio
ne
d r
ese
arc
h a
nd
an
aly
sis;
a
nd
TSC
MIC
me
eti
ng
min
ute
s; I
nfo
rma
tio
n c
olle
cte
d
thro
ug
h a
nd
fo
r N
TS M
&E
fra
me
wo
rk
Va
lue
an
d P
erc
en
tag
e o
f n
ati
on
al
de
ve
lop
me
nt
bu
dg
et
allo
cati
on
s to
th
e t
ran
spo
rt s
ect
or
P
NG
Go
ve
rnm
en
t B
ud
ge
t
Fre
qu
en
cy a
nd
att
en
da
nce
of
TSC
MIC
me
eti
ng
s a
nd
im
ple
me
nta
tio
n o
f T
SC
MIC
de
cisi
on
s
TSC
MIC
me
eti
ng
min
ute
s
Qu
ality
, q
ua
nti
ty a
nd
tim
eli
ne
ss o
f tr
an
spo
rt s
ect
or
ag
en
cy r
ep
ort
ing
pro
vid
ed
to
ce
ntr
al
ag
en
cie
s; L
ev
el o
f re
spo
nse
to
se
cto
r a
ge
ncy
re
po
rtin
g p
rov
ide
d b
y c
en
tra
l a
ge
nci
es
An
nu
al T
SC
MIC
Str
ate
gic
Fra
me
wo
rk R
ev
iew
; c
en
tra
l a
ge
ncy
pa
rtic
ipa
tio
n in
an
d s
up
po
rt f
or
De
ve
lop
me
nt
Bu
dg
et
Su
bm
issi
on
pro
cess
Pro
po
rtio
n o
f co
rpo
rate
pla
ns
me
eti
ng
co
rpo
rate
pla
n q
ua
lity
cri
teri
a in
clu
din
g e
xte
nt
of
use
of
corp
ora
te p
lan
s b
y a
ge
nci
es
Au
dit
of
ag
en
cy C
orp
ora
te p
lan
s a
ga
inst
qu
ality
cri
teri
a –
Ba
seli
ne
20
10
/20
11
exi
sts
Hig
h q
ua
lity
an
d c
red
ible
De
ve
lop
me
nt
Bu
dg
et
bid
su
bm
itte
d a
nn
ua
lly
A
nn
ua
l re
vie
w o
f D
ev
elo
pm
en
t B
ud
ge
t Su
bm
issi
on
pro
cess
; D
ev
elo
pm
en
t B
ud
ge
t o
utc
om
es
(PN
G G
ov
ern
me
nt
Bu
dg
et
Bo
ok
s )
Ass
et
ma
inte
na
nce
wo
rkp
lan
s re
fle
ct a
ll f
un
din
g s
ou
rce
s a
nd
ag
ree
d p
rio
riti
es
An
nu
al re
vie
w o
f D
ev
elo
pm
en
t a
nd
Re
curr
en
t B
ud
ge
t a
llo
cati
on
s in
re
lati
on
to
ass
et
ma
inte
na
nce
wo
rk p
lan
s
Acc
ura
te a
nd
tim
ely
ma
na
ge
me
nt,
fin
an
cia
l a
nd
act
ivit
y r
ep
ort
s d
eliv
ere
d t
hro
ug
h T
SC
MIC
to
cen
tra
l a
ge
nci
es
An
nu
al fi
na
nci
al a
nd
oth
er
rep
ort
ing
an
d a
ud
it p
roce
sse
s
TSC
MIC
Aid
Eff
ect
ive
ne
ss S
ub
Co
mm
itte
e is
me
eti
ng
an
d im
ple
me
nti
ng
ag
ree
d a
ctio
ns
to
ha
rmo
nis
e d
on
or
act
ivit
ies
TSC
MIC
Me
eti
ng
Min
ute
s
Co
ntr
act
ing
co
sts
ach
iev
ing
in
cre
ase
d v
alu
e f
or
mo
ne
y
On
-go
ing
TSSP
fu
nd
ed
re
sea
rch
act
ivit
y w
ith
Do
W,
NR
A a
nd
AB
G a
nd
da
ta p
rov
ide
d b
y t
he
PM
C
Tra
nsp
ort
Se
cto
r R
ese
arc
h s
tra
teg
y d
ev
elo
pe
d a
nd
en
do
rse
d b
y T
SC
MIC
T
SC
MIC
TSSP2 Design and Im
plementation Framew
ork Annexes to Main Volume
Annex 9: Program Logic and Indicative M&E Framework
Cross Cutting Themes (HIV/AIDS, G
ender, Environment and Disability)
Cross Cutting Themes (HIV/AIDS, G
ender, Environment and Disability)
Cross Cutting Themes (HIV/AIDS, G
ender, Environment and Disability)
Cross Cutting Themes (HIV/AIDS, G
ender, Environment and Disability)
Go
vern
an
ce O
utc
om
e:
Cro
ss-c
utt
ing
th
em
es
are
in
teg
rate
d i
nto
se
cto
r a
nd
Tra
nsp
ort
se
cto
r a
ge
ncy
str
ate
gie
s p
oli
cie
s a
nd
pla
ns.
Pe
rfo
rman
ce Q
ue
stio
ns:
•
Ho
w m
an
y a
ge
nci
es
ha
ve
de
ve
lop
ed
pla
ns
for
cro
ss c
utt
ing
th
em
es?
•
Are
cro
ss c
utt
ing
th
em
es
inte
gra
ted
in
to a
ge
ncy
po
lici
es
an
d p
lan
s?
•
Are
cro
ss c
utt
ing
th
em
e p
lan
s b
ein
g im
ple
me
nte
d?
•
Is p
ract
ice
ch
an
gin
g a
s a
re
sult
of
tra
inin
g in
cro
ss c
utt
ing
th
em
es?
•
Are
cro
ss c
utt
ing
th
em
es
ma
inst
rea
me
d in
to p
roje
cts
an
d n
orm
al p
ract
ice
?
Pe
rfo
rman
ce In
dic
ato
rs:
Ind
ica
tor
So
urc
e
Ag
en
cy p
olici
es
an
d p
lan
s o
pe
rati
on
al a
nd
alig
ne
d t
o r
ele
va
nt
na
tio
na
l st
rate
gie
s, p
olici
es
an
d
leg
isla
tio
n
Au
dit
of
corp
ora
te p
lan
s (B
ase
lin
e 2
01
0 e
xist
s);
ad
vis
er
inp
ut
Cro
ss-c
utt
ing
th
em
es
are
in
teg
rate
d in
to a
ll t
rain
ing
; sp
eci
fic
tra
inin
g is
be
ing
de
liv
ere
d
ag
ain
st v
ari
ou
s cr
oss
cu
ttin
g t
he
me
s.
.
Au
dit
of
tra
inin
g m
ate
ria
ls –
thro
ug
h H
R d
ivis
ion
s
PM
SC
an
d r
oa
d m
ain
ten
an
ce c
on
tra
cto
rs a
re p
rov
idin
g t
rain
ing
in
cro
ss c
utt
ing
th
em
es
to
the
ir p
roje
ct t
ea
ms
an
d c
om
mu
nit
ies
in w
hic
h t
he
y a
re o
pe
rati
ng
; #
of
me
n,
wo
me
n,
bo
ys
an
d g
irls
pa
rtic
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TSSP2 Design and Implementation Framework Annexes to Main Volume
Annex 10: Transition Plan
Annex 1Annex 1Annex 1Annex 10000: Transition Plan: Transition Plan: Transition Plan: Transition Plan
BackgrouBackgrouBackgrouBackgroundndndnd
Peer review of earlier drafts of the Transport Sector Support Program (TSSP) Phase 2 Design suggested
that the Design Document would benefit from further detailing of proposed transition arrangements. This
document has been prepared to meet this need and articulate the change management process that the
AusAID Transport Team has developed to monitor and oversight this transitioning process. This document
describes the elements of the transitioning arrangements.
A rolling approach to transitioning will be adopted by AusAID, in which it will first develop some of the new
processes and procedures prior to the mobilisation of the new support service providers. This approach
maximises the knowledge and experience of the incumbent service providers and minimises any disruption
that may occur as the new providers establish themselves.
The transitioning process recognises that a number of interrelated activities need to take place in order for
the full framework of TSSP2 to be established and implemented. These activities are broadly categorised
into five elements.
Lessons learnt activities are those that result from wider AusAID program reviews and TSSP1 specific
knowledge that has been gained from the review and assessment initiatives undertaken as part of the
TSSP2 design process. These include the Procurement Diagnostic conducted in early 2011 and subsequent
PFM study conducted in late 2011. This category of activities addresses specific process and capacity
shortcomings that have been identified as a result of using PNG Government systems and processes, and
weaknesses in TSSP1 design and documentation. This is linked also with the contractually mandated
completion reporting of TSSP1, which provides an assessment of activity performance against design
objectives.
Benchmarking and review activities are those that need to be undertaken with each transport agency
to update and detail their organisational development and capacity building needs. The outcome of these
activities will be a series of Agency Support Agreements that articulate the details of the relationship
between TSSP and the Agency for TSSP2. The Agreements document the scope and expected outcomes of
TSSP2 capacity building support; the numbers, type and duration of Advisors; and details on how this
support will be monitored, performance managed and accounted and the financial/procurement processes
and procedures that will be upheld.
Establishment activities are those that are required for the demobilisation of incumbent and the
recruitment and mobilisation of new implementing parties that will be delivering and overseeeing TSSP2.
These include a Program Director, Implementing Service Provider (ISP), Project Management and
Supervision Consultancy (PMSC), Technical Audit Consultancy, Component Managers and other key
adviser positions, and the Independent Review Group.
Routine activities related annual TSSP workplan planning and implementation activities that are
necessary to enable agency service delivery to be conducted uninterrupted by the transition from TSSP1 to
TSSP2.
PNG Government/AusAID activities are those that AusAID will need to undertake in order to
complete TSSP1 and establish TSSP2 including establishment of subsidiary arrangements.
AssumptionsAssumptionsAssumptionsAssumptions
TSSP represents the main support delivery mechanism for the Government of Australia’s support to the
PNG transport sector. TSSP2 will be complimented by integrated support from the SGP Program and the
TSSP2 Design and Implementation Framework Annexes to Main Volume
Annex 10: Transition Plan
MOU which articulates the Government of Australia’s Whole of Government support to the sector. TSSP is
part of a long term commitment of support that is expected to last for 15 to 20 years. TSSP’s scope, purpose
and funding are articulated in the PNG-Australia Partnership for Development framework. The Partnership
currently has a 2011 to 2015 commitment horizon. With the Partnership umbrella straddling TSSP1 and
TSSP1, it is assumed that this funding will be available without interruption between the two phases.
In order that TSSP2 be able to respond effectively to the changing needs of the sector, it is designed to be
flexible and able to evolve during its implementation. The transitioning between TSSP1 and TSSP2 is
therefore seen as a process of repositioning in response to changing needs and priorities and a significant
opportunity to apply lessons learnt. It is assumed that the change process will be incremental and delivered
at a pace at which it can be administered and absorbed.
Program design, transitioning and establishment is seen as a process. The design determines the scope,
management and oversight framework of TSSP2. Once this is established and agreed, the detailing is
possible and based upon agency specific diagnosis and dialogue. Finally transitioning arrangements chart
the change process from the existing framework to the new.
It is important that the transitioning arrangements minimise disruption to the implementation of TSSP’s
annual 2012 and 2013 workplans and planning processes. It is therefore not desirable for TSSP to transition
from one framework to another overnight, as this will cause a hiatus while new service providers (like the
ISP, PMSC and key advisers) are recruited and some of the new program processes and procedures put in
place. AusAID will therefore adopt a rolling approach to transitioning, in which it will first develop the new
processes and procedures prior to the mobilisation of the new support service providers. This approach
maximises the knowledge and experience of the incumbent service providers and minimises any disruption
that may occur as the new providers establish themselves.
Lessons Learnt ActivitiesLessons Learnt ActivitiesLessons Learnt ActivitiesLessons Learnt Activities
Lessons Learnt Activities fall into two categories; lessons learnt from the wider AusAID Program context
and Lessons Learnt specifically from TSSP1.
The former are derived from the Development Cooperation Treaty Review and subsequent Joint Adviser
Review. Here transition activities address two key recommendations, 1) to re-focus the program towards a
strengthened service delivery stance, and 2) to review the manner in which Technical Assistance is
delivered with a view to making it more effective.
In response to DCT review, TSSP has already begun a process to re-orient its monitoring and evaluation
culture to capture the harder quantifiable aspects of program delivery as well as less easily demonstrable
capacity building impacts. Likewise it has reduced the scope of its support in the maritime and aviation sub
sectors to focus upon safety and security. This is an on-going process in which TSSP is fulfilling legacy
commitments, reducing the scope of its support in aviation and maritime agencies; and exploring existing
appropriate data capture regimes and information sources and recording its physical service delivery
performance in a more robust manner. It includes looking at how TSSP can assist PNG Government
Agencies to build their own internal M&E capacities to monitor the performance of their implementation of
the corporate development strategies developed under TSSP1, as well as how TSSP can support the sectors
efforts to improve reporting to PNG Government and its Central Agencies. These agency, sector and
program aspects of M&E have been incorporated into the TSSP2 Design.
In order to enable TSSP2 to start with a clear performance baseline and compatible performance record of
TSSP1, the incumbent ISP will consolidate end of phase program performance and trend data in a format
that is consistent with the TSSP2 M&E Framework. This activity will require the incumbent ISP to revisit
some of its implementation records and perhaps draw out some data and implementation performance
information that may not have been reported before. The TSSP2 M&E Framework now includes new
TSSP2 Design and Implementation Framework Annexes to Main Volume
Annex 10: Transition Plan
performance indicators such as agency transaction, productivity and value-for-money criteria that monitor
not only the outputs and outcomes of TSSP support but also the efficiency in which it is delivered.
Similarly, the Visual Road Condition Survey will be commenced during the transition period to develop
baseline data and a road safety audit of the entire national network for monitoring and evaluating the
progress and investment of road works undertaken in TSSP2.
TSSP1 has taken steps to ensure that high quality specialist oversight is maintained in the area of program
delivery during the transition period, but this may need to be augmented by supplementary research
resources to help retrieve archived data and statistics that have not been collated before.
The 2010 joint AusAID/PNG Government Technical Adviser Review highlighted a need to move away from
the Adviser as a default TA delivery model and recommended that a more robust approach be taken to
identifying the most appropriate and cost effective delivery method. The review assessed the relative
priority all adviser positions and made recommendations to reduce numbers and refine roles and expected
outcomes. A two year deadline was given to implement these recommendations. TSSP has been
implementing these recommendations on an on-going basis and completed implementation in July 2012.
Current Adviser numbers are at minimum levels pending the start of TSSP2.
AusAID with the understanding of the PNG transport sector agencies has agreed on a minimal advisor
profile to be in place during the transition period. During the rundown of TSSP1 a natural attrition of
Advisers is expected. AusAID will review, on a case by case basis, the impact of this attrition on TSSP’s
existing workplan commitments. Where necessary short term consultants will be recruited by the ISP to fill
gaps in critical areas.
With respect to the manner in which technical assistance is delivered, TSSP1 has been researching and
trailing alternatives for some time. The lessons learnt from this experience have been built into the TSSP2
Design. A number of key lessons have been learnt.
• There are administrative and fund flow difficulties in supporting in-line positions.
• Agency capacity to manage the performance of TA is weak and as a result agencies have not been
able to make the most effective use of TA. Systems of joint TA performance monitoring are
required to ensure that embedded TA remains focused, appropriate and effective, and that agency
executives are able to provide timely support to the reform process. This process will be supported
by the appointment of a Performance Management and Recruitment Specialist to the TSSP core
team.
• During TSSP1 agency accountability for TA and material support has been limited and advisers
themselves have been the main monitoring and reporting mechanism. This has done little to build
the capacity of agencies to articulate their performance to central agencies and the broader PNG
Government. During TSSP2 Agencies will become responsible for reporting on AusAID support. It
is intended this reporting will be embedded within the agencies whole of envelope reporting
obligations to PNG Government and support will be provided to the agencies to build their
capacity to undertake this task.
Specific lessons in regards to recruitment, accountability, performance management of the different types
of TA available will be built into the Agency Support Agreements that are central to the Benchmarking and
Review Activities that are discussed later in this document.
Lessons Learnt from the TSSP1 implementation review process, specifically the Procurement Diagnostic
(April 2011), the PFM Review (July 2011) and Annual Audits have been accounted for in the TSSP2 Design.
In many cases recommendations have already been actioned, and if not, steps are being taken for the
recommendations to become effective when TSSP2 commences.
TSSP2 Design and Implementation Framework Annexes to Main Volume
Annex 10: Transition Plan
Of particular importance are changes resulting from the Procurement Diagnostic and PFM review. The
details of these activities has been set out in AusAID’s Management Response to the reviews, which split
activities into those for immediate action (which have already been actioned), and activities to prepare for
implementation under TSSP2.
To support this, the ISP has recruited a Procurement Specialist specifically to detail and implement the
recommendations of the Procurement Diagnostic and at the same time strengthen TSSP1’s procurement
expertise while its TA foot print is at a minimum. The Procurement Specialist is tasked to review TSSP1’s
procurement processes and manuals, take immediate steps to address identified risks and shortcomings
and then to update TSSP Documentation and Manuals to make it compliant with the Procurement
Diagnostic’s recommendations and the TSSP2 architecture. Once completed, the Procurement Specialist
will deliver training to the PNG agencies in preparation for the new processes becoming effective at the
beginning of TSSP2, and where possible, strengthened regimes will be made immediately effective. In this
manner TSSP2 will start form a position of strength and knowledge.
In addition to processes and procedures, the Procurement Diagnostic identified changes that need to be
made to AusAID, ISP and PMSC contract procedures and documentation. These are required to ensure that
TSSP1 omissions and shortcomings are overcome and performance and accountability is clearly
articulated. The Procurement Specialist will provide essential input into the development and detailing of
these documents as well as supporting the actual recruitment of the new ISP and PMSC. Likewise, the
Procurement Specialist will have particular input into the development and clear articulation of the PMSC
and TAC contracts and their joint performance management arrangements with PNG Government
agencies. Both areas are key new aspects of the TSSP2 Design architecture.
TSSP1 has also recruited a short term procurement consultant to focus on the Agency specific aspects of the
Procurement Diagnostic recommendations. In the first instance this consultant will address specific
Workplan procurement risks in the National Airport Corporation. Concurrently the Consultant will follow
through on the work started by the Procurement Diagnostic and detail a program of remedial and capacity
building activities needed to be implemented in NAC. The outcome of this work will feed into the agency
agreement for resourcing and implementation.
The TSSP subsidiary arrangement with PNG Government also needs to be revised in light of
recommendations made in the Procurement Diagnostic and changes resulting from the TSSP2 design. The
TSSP Procurement Specialist will assist in areas identified by the Procurement Diagnostic. The AusAID
Transport Team has already initiated this task by seeking advice on due process. With the approval of the
TSSP2 design the details of amendments can be drawn up for Australia and PNG Government approval.
This is likely to take two or three months to achieve and has been scheduled to take place in Q1 of 2013.
It is noted that the Public Sector Financial Management Review of TSSP1 identified changes that should be
made to the manner in which TSSP (and other AusAID programs) acquit and report within PNG
Government’s national financial systems. This issue is AusAID wide and can only be dealt with on a
program basis. It is therefore raised here as a higher level reminder rather than a transition activity.
Likewise the annual review and re-drafting of the Partnership for Development Transport Schedule is
mentioned here as a reminder. Each year the PNG Government and Australian Government reviews the
performance of the Partnership and its mutual commitments as well as the text of the Transport Schedule.
The latter in order to ensure continued relevance. Significant changes were made to bring the schedule in
line with PNG Government’s development priorities, and in it is planned to further adjust the Safety and
Security performance indicators to improve on their clarity and relevance.
The final sub set of transition activities under lessons learnt are those relating to the PNG-Australia
Transport Sector Memorandum of Understanding. TSSP2 seeks to facilitate fully integrated Australian
Government support to the PNG transport sector. In this regard it is fortunate that both TSSP and the MoU
itself are both up for renewal at roughly the same time. This gives AusAID and its partners the opportunity
TSSP2 Design and Implementation Framework Annexes to Main Volume
Annex 10: Transition Plan
to further synchronise and integrate TSSP and MoU planning, reporting, oversight and quality assurance
processes. This will help ensure that holistic support is delivered consistently to the sector through the
most appropriate and cost effective support mechanism. Key to this holistic approach is:
• the mutual use of TSCMIC as the primary PNG Government oversight and leadership body
• the desire to enable the PNG Government agencies to lead the engagement process and be
accountable for implementation performance, acquittals and reporting on a whole of envelop
resource basis
• the desire to maximise the unique flexibilities of MoU and TSSP resources and expertise
• the need to monitor and report on the whole of transport program support (TSSP, SGP and MoU)
in order to maximise synergies and avoid duplication.
Benchmarking and Review ActivitiesBenchmarking and Review ActivitiesBenchmarking and Review ActivitiesBenchmarking and Review Activities
Benchmarking and Review activities are core repositioning activities that need to take place before TSSP2
can begin. These activities focus on a series of consultations and reviews of each partner agency to identify
and articulate a more structured approach to identifying the target areas for capacity development.
The capacity diagnostics and Agency Support Agreements will:
• establish an organisational performance benchmark for each agency at the beginning of TSSP2 and
construct an outline development roadmap to 2018
• identify current areas of organisational and service delivery weakness and focus areas for TSSP2
support
• develop coherent approaches to the delivery of support and its performance management
• develop and articulate mutual understanding and commitments by both the Agency executives and
TSSP on:
o the actions required by both parties to create and sustain an enabling environment in which
the support is delivered
o the financial management, procurement process, progress reporting and acquittal
responsibilities of both parties
o the process of annual performance review and updating of support commitments and
expectations.
• articulate and document how the three modalities of support (TSSP, SGP and MOU) will be
integrated, interact and account for its contribution to the development of the sector.
While the exact scope of diagnostics and associated service agreements will vary on a case by case basis, a
number of principles will inform the approach
• Joint approach: all capacity diagnostics will be led jointly by PNG Government and AusAID (with
the recipient agency taking the leadership role), and include representation from relevant TSCMIC
stakeholders and where appropriate counterpart Australian agencies. Where ever possible the
diagnostics should include representation from non-state actors, particular users or key
stakeholders.
• Independence and technical expertise: to ensure that all support is based on robust analysis,
diagnostics will be contracted to independent individuals with the appropriate technical expertise to
undertake diagnostics and/or design work. They will work in partnership with the stakeholders to
undertake the relevant work jointly;
TSSP2 Design and Implementation Framework Annexes to Main Volume
Annex 10: Transition Plan
• Methodology: a detailed methodology for each capacity diagnostic will be developed (building on
lessons from AusAID’s health program and EPSP). This will employ a ‘mixed methods’ approach –
i.e. a mix of quantitative and qualitative data collection methods. This will be adapted as needed for
future diagnostics based on individual circumstances.
• Plans and priorities: the starting point for capacity diagnostics are the relevant PNG Government
sector and agency legal obligations, plans and priorities.
• Capacity availability and utilisation: the assessment of existing capacity availability and
utilisation will:
o assess existing capacity (resources and incentives for change), through a problem-based
analysis as well as recognising strength-based approaches
o utilise the existing information base, to avoid re-inventing the wheel, build on effective
approaches and past lessons learned, and identify selected areas where in-depth analysis
can best add value
o identify opportunities to promote program coherence between PNG stakeholders,
development partners, and across AusAID programs
o address political economy issues which effect service delivery implementation.
• Strategies for change: diagnostics will identify how to most effectively implement PNG strategies
for change (or identify where strategies need to be developed if they are absent), including
identifying an appropriate theory of change and program logic – i.e. resources, activities outputs,
intermediate outcomes and end-of-program outcomes. They will identify opportunities to promote
gender equality in the analysis and design of plans, strategies and activities and M&E. In cases where
diagnostic approaches identify the need for the development of long-term and broad institutional
changes (e.g. comprehensive approach to human resource training) which are beyond the scope of
TSSP to support, AusAID and PNG Government will investigate alternative options.
• Monitoring & Evaluation: based on agreed strategies for change, M&E data will be drawn
primarily from PNG Government systems and supplemented through TSSP as required (particularly
to determine the latter’s contribution to capacity development changes). A baseline assessment will
be conducted as part of the diagnostic process, including collection of sex-disaggregated data where
appropriate.
• Agency Suppport Agreements: outcomes of the diagnostic process will include agreements of up
to five years of support (reviewed on an annual basis) being negotiated between relevant parties at
the end of the diagnostic process and including these components:
i) summary findings of diagnostic assessment
ii) PNG Government and AusAID financial management and procurement process arrangements
and commitments
iii) agreed strategies and proposed interventions to accelerate progress (including policy,
operational, resource etc. commitments)
iv) agreed joint result areas to be monitored, including bench marks, milestones and performance
indicators for assessment of progress
v) agreed scope, type, role, reporting, succession planning, and cost sharing of TA
vi) processes for regular engagement and performance review.
The consultation and review process will be finalised during 2012/2013, during which time the AusAID
transport team will consult with other programs to learn lessons from their own capacity review processes
which have recently been undertaken in the health and education sectors. This information will be
considered along with advice from the ISP and other stakeholders. A diagnostic framework will be
TSSP2 Design and Implementation Framework Annexes to Main Volume
Annex 10: Transition Plan
developed along with scopes of services for the review activity. Where other parties are already undertaking
similar capacity reviews (like the World Bank in NRA and Australian Airservices in ASL) TSSP will piggy
back its review efforts and build on existing information.
Sequencing of the reviews is driven by the immediate needs of each agency. Preference will be given in the
first instance to the simpler SoE’s, so that experience can be gained before tackling more complicated
agency support programs such as DoW.
While the reviews are intended to form the basis of support for the duration of TSSP2, it is recognised that
it will not be possible to detail expectations for such a long timeframe. Indeed such detailing is undesirable
as it will restrict the flexibility of TSSP2 and its ability to respond to the evolving needs of the sector.
Accordingly, detailing will focus on the short to medium term. The annual process of joint performance
review and procurement planning is expected to update the specifics of the Agency Support Agreements on
an annual basis. In this manner TSSP2 can retain its flexibility and performance expectations are kept
realistic and meaningful.
The review s for DoW and ABG DTS will require particular attention due to their complexity, size and
uniqueness. The DoW review is expected to take several months and be conducted in an iterative manner
in order for the review to capture the detailed needs of this complex environment and to build solid
understanding and agreement on the issues targeted for address in TSSP2. In the meantime TSSP1 will
continue its capacity building and service delivery support to the organisation so that service delivery on
the ground will not be interrupted either by the transition into TSSP2 nor the mobilisation of the new ISP
or PMSC.
The ABG DTS review will build on the analysis carried out during the Procurement Diagnostic and be
consistent with other capacity reviews being undertaken by AusAID on behalf of the ABG. The TSSP review
will be initiated once the ABG Transport Plan has been developed, (with TSSP assistance). The final DTS
Agency Support Agreement is expected to define a key set of capacities and benchmarks that the DTS is
expected to achieve during TSSP2. Given the extremely low capacity level of DTS, it is expected that
ABG/DTS systems and procedures will be inadequate for TSSP2 to adopt for at least two years. In the
meantime, the TSSP2 PMSC will deliver services directly in the manner in which they are being delivered
under TSSP1.
The review process and establishment of Agency Support Agreements is expected to be completed for some
most agencies through to June 2013.
In Q1/2 2013 AusAID will also commission fiduciary risk assessment for public bodies to inform the
funding agreements for TSSP2 that will comprise part of the Agency Support Agreements.
Establishment ActivitiesEstablishment ActivitiesEstablishment ActivitiesEstablishment Activities
Establishment activities are those that are required for the demobilisation of incumbent and recruitment of
new implementing parties that will be delivering and overseeing TSSP2. These include a Program Director,
ISP (including the Component Managers, Core Specialist Team and key adviser positions), PMSC, TAC,
and the Independent Review Group.
The Design Document outlines the roles and responsibilities of the new implementation parties.
Recruitment and mobilisation is planned as follows.
• Program Director – RFT out by end January 2013 for July 2013 mobilisation.
• Implementation Service Provider (ISP) - RFT out by end January 2013 for senior management
team, including component managers, to mobilise in late Q2 2013 to facilitate a smooth handover
from incumbent ISP by the end of June 2013. Core Specialist Team and key advisers mobilising on
1 July 2013.
TSSP2 Design and Implementation Framework Annexes to Main Volume
Annex 10: Transition Plan
• Project Management and Supervision Consultancy (PMSC) – RFT out in mid Q2 2013 for
team mobilisation in Q1 2014. A slow contract approval process by PNG Government is a risk to this
activity. To manage this risk the current PMC contracts have a one year optional extension. If TSSP2
has to use this option, short term arrangements will need to be made to ensure that the civil works
and capacity building program in Bougainville can progress uninterrupted. This may include the ISP
managing a sub-contract with an interim PMSC during transitional arrangements.
• Technical Audit Consultancy (TAC) – Whilst the TAC does not need to be in place on day one of
TSSP2, it will be necessary for all parties to know and understand the role and responsibilities of the
TAC and their own scopes of services will in some ways relate to those of TAC. Accordingly, it will be
necessary to develop the detailed Scope of Service of the ITA in conjunction with the DoW Agency
Support Agreement. Mobilisation of the TAC need not take place until earl to mid 2014.
• Independent Review Group (IRG) – Mobilisation for the IGP is not needed until well into 2014,
because some settling in time for TSSP2 will be needed before any sort of review will add value. This
notwithstanding it will take some time to establish a robust panel of experts with framework
contracts. Accordingly, this task needs to be noted and placed as a priority for the incoming ISP.
Routine TSSP Implementation and Planning ActivitiesRoutine TSSP Implementation and Planning ActivitiesRoutine TSSP Implementation and Planning ActivitiesRoutine TSSP Implementation and Planning Activities
In extending TSSP1 to June 2013, AusAID has committed to uninterrupted support to deliver AusAID
funded transport sector workplans and on-going implementation service provision to deliver routine
program implementation and planning activities. The ISP will continue to undertake its routine advisor,
planning, financial and cash flow management support and deliver on its reporting and oversight
obligations, while at the same time assisting in and facilitating the transitioning to TSSP2. The specifics of
these activities are routine in nature and cover all aspects of program management and oversight.
AusAID Post Transition ActivitiesAusAID Post Transition ActivitiesAusAID Post Transition ActivitiesAusAID Post Transition Activities
In order for TSSP1 to Transition into TSSP2 there is a pre-designated sequence of activities that AusAID
Canberra and AusAID post will have to undertake. Whilst most of these are administrative in nature, they
need to be identified and tracked if TSSP2 is to be appropriately mandated and given financial clearances
to establish itself.
In addition to these internal establishment activities AusAID post will need to work on a number of its
internal processes to update them to fit the needs of TSSP2. These processes include M&E, performance
management, fund flow management, development partner coordination and joint monitoring, stakeholder
communication and briefings to the newly elected PNG Government and its newly appointed officials.
In order to achieve this AusAID will need to develop a set of briefing documents for stakeholders that
clearly articulates AusAID’s strategic priorities with respect to TSSP2 and the higher level public sector
reform and governance changes that it hopes to leverage through the implementation of TSSP2. This will
support briefing of new PNG Government.
AusAID and the TSSP1 ISP also need to undertake a number of activities to formally close TSSP1. These
activities include contracted financial audits and activity completion reports and consideration of
independent evaluation requirements.
Transition Oversight and CoordinationTransition Oversight and CoordinationTransition Oversight and CoordinationTransition Oversight and Coordination
It is the joint responsibility of PNG Government and AusAID to ensure the smooth transition to TSSP2 and
to create an enabling environment in which it can be established. Formal approval of the TSSP2 Design
TSSP2 Design and Implementation Framework Annexes to Main Volume
Annex 10: Transition Plan
Document will enable negotiations around the establishment of overarching agreements between the PNG
and Australian Government.
AusAID post will be responsible for the ultimate delivery of the transition schedule. AusAID’s First
Secretary Transport with the assistance of the TSSP Program Director will manage the implementation of
the Transition Schedule on a day to day basis.
TSSP2 Design and Im
plementation Framew
ork Annexes to Main Volume
Annex 11: Land Transport (Component 1) R
oles and Responsibilities
Annex 1
Annex 1
Annex 1
Annex 11 111: Land Transport
: Land Transport
: Land Transport
: Land Transport (Component 1)
(Component 1)
(Component 1)
(Component 1) Roles and Responsibilities
Roles and Responsibilities
Roles and Responsibilities
Roles and Responsibilities
Activity
PNG Agencies
(Employer)
Implementing
Service Provider
Project Management and
Supervision Consultancy
(PMSC)
Civil Works
Contractors
Technical Audit
Consultant
Prime role
DoW, ABG DTS implementing party.
Potentially NRA in the future
DoW is the Contract Employer for
PMSC
DoW is Employer and PMSC is
Engineer for major FID
IC civil works
contracts.
DoW PWM is Engineer with PMSC
support for non FID
IC contracts
Capacity development for
the three PNG Government
agencies.
The Engineer for major civil works
contracts (FID
IC model).
Assistance and support to PWM as the
engineer for all other contracts
Accountable contractually for the exercise
of those powers. (change from TSSP 1)
Depth of tasks varies for DoW, NRA and
ABG. Capacity building and mentoring at
the technical (provincial) level.
Deliver maintenance
and rehabilitation
works as contracted.
To undertake technical
and managem
ent audit
on the delivery of civil
works, output quality
and the manner of its
delivery
Contracted by
N/A
AusAID
PNG Government (DoW)
PNG Government/ABG
AusAID
through ISP
Organisational
Capacity
Development
Managem
ent, and counterpart
commitments, resources and staff.
DoW & NRA focus: Senior
managem
ent mentoring, governance
and accounting, budgeting, financing,
M&E, reporting.
ABG focus: full organisational
development of DTS
DoW, ABG and NRA:
Organisational capacity
development in key aspects
as defined by diagnostics
and articulated in agency
service agreem
ents.
Work within PNG Government system
s in
supporting the delivery of maintenance;
cooperatively with ISP supporting the use
of those system
s whenever possible and
value for money.
N/A
Providing perform
ance
data, findings and
recommendations to
Road Program
Coordinating
Committee (RPCC).
Asset
Maintenance
Implementation
Employer under FID
IC contract
(modified as required) for major works
rehabilitation contracts
Employer under current PNG
Government contracts for all other
contracts
No role other than as
specified for payments and
oversight of trust account.
But de facto oversight role
through employment of
Component 1 Manager
Engineers under FID
IC Contract as
delegated by Employer. Role includes
instructions to Contractor, examine and
inspect works; reject or accept works;
certify payments. Make determinations in
accordance with the contract.
Delivery of contracted
works
Providing perform
ance
data, quality data,
findings and
recommendations to
RPCC
TSSP2 Design and Im
plementation Framew
ork Annexes to Main Volume
Annex 11: Land Transport (Component 1) R
oles and Responsibilities
Activity
PNG Agencies
(Employer)
Implementing
Service Provider
Project Management and
Supervision Consultancy
(PMSC)
Civil Works
Contractors
Technical Audit
Consultant
PMSC contractual reporting to Employer.
DoW: programming, design,
documentation, tendering,
supervision, materials testing, contract
administration.
ABG DTS: subject to capacity take on
planning, managem
ent role. Lim
ited
progress expected until late in TSSP2
NRA – no asset maintenance delivery
in initial stages
DoW: assistance and additional capacity
as required in subject areas like cash flow
managem
ent, planning, reporting and
acquittal
ABG DTS: full service provision by PMSC
NRA – no asset maintenance delivery in
initial stages
Asset
Maintenance
Capacity
Development
Provincial and HQ technical and
operational counterpart commitments,
resources and staff.
Facilitates routine
networking, development
dialogue and coordination
between ISP and PMSC
adviser cohorts to foster
program cohesion
Assists DoW HQ to review
and update standard
specifications, road safety
audits and procedures
Will use PNG Government system
s and
provide capacity development to support
and build those systems for programming,
design, documentation, tendering,
supervision, testing, and contract
administration.
N/A
Providing perform
ance
data, quality data,
observations and
recommendations to
RPCC
Monitoring
Oversight PMSC supervision of works
through provincial staff .
Monthly PWM reports on PMSC.
Verify paym
ents that have been
certified by PMSC.
Corporate reporting requirem
ents
Monitoring and reporting of
capacity development
efforts, including monitoring
of counterpart mentoring by
PMSC
PMSC has prime responsibility to watch
and supervise works
PMSC contractual reporting to Employer
of asset maintenance contracts.
Reports to Employer on capacity
development activities and achievements.
Provides reports as
required by Contract
and Engineer
Undertaking technical
and managem
ent audit
of civil works delivery
Financial
Accountable to PNG
Oversights the in-agency
trust account and verifies
Engineer certifies claim
s for payments for
Submits claim
s N/A
TSSP2 Design and Im
plementation Framew
ork Annexes to Main Volume
Annex 11: Land Transport (Component 1) R
oles and Responsibilities
Activity
PNG Agencies
(Employer)
Implementing
Service Provider
Project Management and
Supervision Consultancy
(PMSC)
Civil Works
Contractors
Technical Audit
Consultant
Oversight
Government/AusAID for funding.
Manages the in-agency trust account
and makes payments for contracts as
certified by PMSC and verified by ISP.
payments for contracts as
certified by PMSC and
verified by Employer
Cash flow managem
ent
between AusAID
and trust
accounts
contracts
according to contract
Performance
Review
•
DoW, NRA and ABG corporate monitoring and reporting against plans. Report to M
inisters, Board (NRA) BEC (ABG), TSCMIC and
DNPM.
•
Independent Review Group report to PNG Government and AusAID
on PNG Government agencies; ISP; PD, PMSC perform
ance, strategic
opportunities, research and innovation, specific diagnostics.
•
Technical Audit Consultancy reports and makes recommendations on quality control, work methods and overall impacts on outcomes
•
Financial audits of trust account.
•
Audits of procurement outcomes
ISP ensures quality and
timely contract
implementation