png transport sector design and implementation framework -...

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



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




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




aspects of agency policy and service delivery.

National Airports Corporation (NAC)

Funded Staff: 385

Recurrent (2012): Nil budget appropriation

Development (2012): K49,848,000


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


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



• to make such inquiries and investigations as it considers appropriate in

order to ascertain the cause or causes of accidents or incidents;




Recurrent (2012): K 3,268,000


• 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




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.



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.



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


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;



• 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



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 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


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



NRA Gazetted Roads 2011 NRA Workplans

Province & Road Road Number

Priority Road Total Length (km)(GIS Data)

Length Gazetted to NRA ***


Length Priority Rd excl. Gazetted NRA measured by RAMS

Length in NRA 2011 Workplan


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


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



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’.



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



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.



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.



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.



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


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

trix

trix

RATING LIKELIHOOD

DESCRIPTION

RATING CONSEQUENCES

DESCRIPTION

5

Alm

ost Certain

Expected to occur in most circumstances

5

Severe

Would stop achievem

ent of functional objectives

4

Likely

Will probably occur in most

circumstances

4

Major

Would threaten functional objectives

3

Possible

Could occur at some stage

3

Moderate

Necessitates adjustment to overall function

2

Unlikely

Not expected to occur

2

Minor

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



atrix

Ris

k

Likelihood

Consequences

Risk level

Pro

po

sed

act

ion

s

OV

ER

ALL

ST

RA

TE

GY

Ch

an

ge

s in

po

liti

cal a

nd

ad

min

istr

ati

on

le

ad

ers

hip

follo

win

g t

he

20

12

PN

G E

lect

ion

an

d b

ey

on

d h

av

e

po

ten

tia

l to

re

sult

in

ch

an

ge

s o

f d

ire

ctio

n b

y n

ew

lea

de

rsh

ip

4

3

H

�

Pro

gra

m D

ire

cto

r a

nd

Au

sAID

mo

nit

or

imp

act

�

TSC

MIC

en

ga

ge

d i

n p

rop

osi

ng

re

spo

nse

�

Au

sAID

an

d T

SC

MIC

bri

ef

all

in

-co

min

g k

ey

min

iste

rs

�

Su

pp

ort

ce

ntr

al a

ge

nci

es

to b

rie

f n

ew

Min

iste

rs o

n t

ran

spo

rt p

rio

riti

es

�

Ca

uti

ou

s ch

an

ge

to

exi

stin

g g

oo

d p

ract

ice

an

d e

xtre

me

ca

re i

n e

xpe

cta

tio

ns

ma

na

ge

me

nt

�

Pre

pa

re s

imp

le ‘

sto

rie

s’ a

nd

bri

efs

of

succ

ess

an

d a

chie

ve

me

nt

to s

up

po

rt c

urr

en

t a

pp

roa

ch

Loss

or

red

uce

d p

oli

tica

l co

mm

itm

en

t to

Pa

rtn

ers

hip

fo

r D

ev

elo

pm

en

t Sch

ed

ule

ta

rge

ts.

Go

ve

rnm

en

t re

du

ces

fun

din

g a

llo

cati

on

s to

pri

ori

tie

s a

nd

do

es

no

t ta

ke

up

ro

uti

ne

ma

inte

na

nce

fun

din

g r

esp

on

sib

ilit

ies.

3

4

H

�

Au

sAID

po

licy

dia

log

ue

fo

cuse

d o

n s

tre

ng

the

nin

g P

NG

Go

ve

rnm

en

t co

mm

itm

en

t

�

Au

sAID

str

en

gth

en

s it

s ca

pa

city

fo

r st

rate

gic

po

licy

ad

vis

ing

an

d a

dv

oca

cy

�

Se

cto

r im

pro

ve

s d

eliv

ery

pe

rfo

rma

nce

, re

po

rtin

g a

nd

ad

vo

cacy

th

rou

gh

TSC

MIC

in

cre

ase

s cr

ed

ibilit

y

wit

h c

en

tra

l a

ge

nci

es/

Min

iste

r

�

Co

ord

ina

te a

ctio

n w

ith

oth

er

do

no

rs t

o s

up

po

rt d

ev

elo

pm

en

t st

rate

gie

s

Lim

ite

d a

ge

ncy

le

ad

ers

hip

co

mm

itm

en

t to

re

form

an

d c

ap

aci

ty s

tre

ng

the

nin

g

4

3

H

�

Re

gu

lar

mo

nit

ori

ng

of

Ag

en

cy S

up

po

rt A

gre

em

en

ts

�

Dia

log

ue

wit

h a

ge

ncy

an

d T

SC

MIC

�

Wit

hd

raw

or

red

uce

su

pp

ort

in

ext

rem

e c

ase

s o

f n

on

-co

mm

itm

en

t

Po

liti

cal in

terf

ere

nce

in

pri

ori

tisa

tio

n o

f w

ork

pla

ns

3

3

H

�

En

sure

su

sta

ine

d a

dv

oca

cy t

o b

uild

up

str

on

ge

r p

oli

tica

l co

mm

itm

en

t w

ith

ce

ntr

al a

ge

nci

es

an

d

TSC

MIC

to

ag

ree

d p

rio

riti

es

an

d v

alu

e f

or

mo

ne

y

�

En

ga

ge

wit

h m

inis

ters

an

d p

oliti

cal le

ad

ers

wh

en

ev

er

po

ssib

le o

n T

SSP

2 a

nd

TSC

MIC

be

ne

fits

�

Ma

inta

in t

ran

spa

ren

cy i

n p

roje

ct m

od

ellin

g a

nd

pri

ori

tisa

tio

n d

ata

; a

gre

e o

n p

rio

riti

es

Low

po

liti

cal co

mm

itm

en

t to

ma

kin

g h

oli

stic

refo

rms

to t

he

go

ve

rnm

en

t p

rocu

rem

en

t sy

ste

m

5

4

VH

�

En

sure

su

sta

ine

d a

dv

oca

cy t

o b

uild

up

str

on

ge

r p

oli

tica

l co

mm

itm

en

t to

ag

ree

d p

rio

riti

es

an

d v

alu

e

for

mo

ne

y

�

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

�

Mo

nit

or

pro

cure

me

nt

failu

re r

ate

as

pe

rce

nta

ge

of

pro

gra

m v

alu

e

�

Co

ord

ina

te w

ith

ce

ntr

al a

ge

nci

es

an

d o

the

r d

on

ors

to

se

ek

go

ve

rnm

en

t a

ctio

n

Sig

nif

ica

nt

un

de

r-e

xpe

nd

itu

re o

f fu

nd

s p

ers

ists

lea

din

g t

o r

ed

uct

ion

in

hig

h p

rio

rity

ro

ad

s

ma

inte

na

nce

wo

rks.

3

4

H

�

Clo

se m

on

ito

rin

g o

f p

rog

ress

an

d p

erf

orm

an

ce t

hro

ug

h m

ore

dir

ect

en

ga

ge

me

nt

wit

h D

oW

�

Use

PM

SC

in

an

in

cre

ase

d r

ole

fo

r in

de

pe

nd

en

t su

pe

rvis

ion

of

con

tra

cts

�

Mu

ltiy

ea

r a

nd

exp

an

de

d p

ote

nti

al p

roje

cts

pip

eli

ne

�

Ca

pa

city

Bu

ild

ing

ta

rge

ted

to

wa

rds

ad

dre

ssin

g s

yst

em

an

d p

roce

ss b

lock

ag

es

Co

nfu

sio

n o

ve

r a

ge

ncy

ro

les

an

d r

esp

on

sib

ilit

ies

cau

ses

ine

ffic

ien

cie

s in

pro

gra

m d

eliv

ery

an

d s

tall

s

refo

rm m

om

en

tum

3

3

H

�

Str

en

gth

en

TSC

MIC

, sh

ari

ng

of

info

rma

tio

n,

imp

rov

e b

ud

ge

t p

roce

ss d

ialo

gu

e,

incr

ea

se

op

po

rtu

nit

ies

for

en

ga

ge

me

nt

wit

h c

en

tra

l a

ge

nci

es,

re

info

rce

lin

ks

to g

ov

ern

me

nt

pri

ori

tie

s a

nd

pla

ns

�

Ad

vo

cacy

to

en

sure

cri

teri

a f

or

use

of

TSSP

re

sou

rce

s w

ell u

nd

ers

too

d b

y s

tak

eh

old

ers

TSSP2 Design and Im

plementation Framew



atrix

Ris

k

Likelihood

Consequences

Risk level

Pro

po

sed

act

ion

s

Sig

nif

ica

nt

tra

nsp

ort

acc

ide

nt

(e.g

. p

lan

e c

rash

)

dis

rup

ts p

rog

ram

ap

pro

ach

an

d p

oliti

cal im

pe

rati

ve

de

ma

nd

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



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



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

�

En

forc

e c

on

tra

ct p

rov

isio

ns

via

co

ntr

act

pa

ym

en

ts

�

En

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

�

En

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



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



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



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



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



•

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



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



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



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



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



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



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



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



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



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



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



Component 3: Effective Agency



Component 3: Effective Agency and Sector Engagement, Perform

ance and

and Sector Engagement, Perform

ance and


ance and


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



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



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

ipa

tin

g i

n t

he

aw

are

ne

ss

PM

SC

Pro

ject

ma

na

ge

me

nt

reco

rds

Nu

mb

er

an

d p

erc

en

tag

e o

f co

ntr

act

s w

ith

HIV

/AID

S a

wa

ren

ess

ca

mp

aig

ns;

nu

mb

er

of

pa

rtic

ipa

nts

pe

r co

ntr

act

TSSP

Fu

nd

ed

Re

sea

rch

Act

ivit

y

Co

mp

lia

nce

wit

h im

ple

me

nti

ng

en

vir

on

me

nta

l m

an

ag

em

en

t p

lan

s fo

r a

sse

t m

ain

ten

an

ce

pro

ject

s

TSSP

Fu

nd

ed

Re

sea

rch

Act

ivit

y


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



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



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.



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



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;



• 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



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.



• 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



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


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



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




Activity

PNG Agencies

(Employer)

Implementing

Service Provider



(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




Activity

PNG Agencies

(Employer)

Implementing

Service Provider



(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

png transport sector design and implementation framework -...

Documents