department of personnel management

“RISE UP, STEP UP, SPEAK UP”

CORPORATE PLAN

2019 – 2022

DEPARTMENT OF PERSONNEL MANAGEMENT

TABLE OF CONTENTS

Ministers Forward ................................................................................................... 2

Secretary’s Introduction ........................................................................................ 4

Part I. Introduction and Planning context ............................................................ 6

VisionandMission........................................................................................................................................6

CoreValues&GuidingPrinciples........................................................................................................7

Department’sLegalMandateandCoreFunctions....................................................................8

OurValuedStakeholders......................................................................................................................10

CorporatePlanPolicyStatement.....................................................................................................11

GovernmentOutlookandPlanningcontext................................................................................13

Part II Corporate Objectives and Key Result Areas .........................................16

A.CorporateObjectives.........................................................................................................................16

B.LinkingCorporateObjectivestoKeyResultAreas(KRA)...........................................17

C.KRA’s&Strategies.............................................................................................................................19

Part III Monitoring and Evaluation Frameworks ...............................................28

A.Planning,Management&MonitoringFramework..............................................................28

B.Reporting&EvaluationFramework..........................................................................................29

Part IV Appendix ....................................................................................................30

i.FunctionalStructure.............................................................................................................................30

iiMid-‐yearExecutiveManagementTeam(EMT)ReportingTemplate........................31

iii.AnnualReportingTemplate...........................................................................................................32

iv.CorporatePlanMid-‐termReviewTemplate...........................................................................33

Part V Acronyms & Abbreviations .......................................................................34

Part VI References ................................................................................................36

CORPORATE PL AN 2019 - 2022

1

ItiswithpleasurethatIpresenttoyoutheDepartmentofPersonnel

Management’sMediumTermCorporatePlan(MTCP)2019–2022.

AstheMinisterforPublicServiceandaformerpublicservant,ithas

alwaysbeenmydesiretolookbeyondtheusual-‐theGeneralOrders

& Corporate Responsibilities, or conventional ways of thinking and

planning-‐torevitalizethepublicservice.Upontakingupmyportfolio

afterthe2017nationalgeneralelections, Idecidedtoaddressthe

samenationalinterestsandobjectivesthattheNationalGovernment

had held for many years, but with limited headway. At one level, I

decidedtodrivetheimplementationoflaws,rulesandregulationsas

designedandapplied.Thepublicwouldhavetakennoteofcertain

changesthatItook,includingchangesofexecutivepersonnel,under

thisresolve.Atanotherlevel,Idecidedtointroducenewthinkingand

strategiesthroughpolicydirectives.

Attheoutset,theintroductionofthePNGVision2050in2010reorganizedpresentationsandwordings

ofpoliciesandplanningatalllevelsofgovernment.Atthesametime,therewererequirementsto(re)

define structural functions so that services could be delivered in the most economical manner and,

accordingly,financialcommitmentsweremadeagainstthesefunctions.

Takingthatcue,somepolicyareasspecifictotheDPMweregiventhroughtheAlotauAccordsI(2012

-‐2017)andII(2018-‐2022).Thenotableoneduringthelastparliamentarytermwastheadoptionof

thenewPublicServiceManagementAct2014

1

.Withvaluableexperiencesfromthelastparliamentary

term,theO’Neill-‐Abelgovernmentdecidedtotakemoreboldanddecisivestepsinthecurrenttermthat

laiddowntheplatformtheAlotauAccordII.Somepolicyprescriptionscontinuedfrompreviousinitiatives,

especiallythoselinkedtothemacropoliciesofthegovernment.TheMedium-‐TermDevelopmentPlan

III (MTDP III) was designed within the context of the National Strategy for Responsible Sustainable

Development (NSRSD), also known as StaRS, a ten-‐year plan that covers the 2012-‐2022 period.

Thus,theMTDPIIIbuildsonwhatwasplannedanddoneundertheMTDPIandIIplans.TheStaRS

fundamentalpurposewastoshoreupopportunitiesfornationalstoparticipateinthenationaleconomy.

The intention was to get people of PNG to participate in and benefit from investment in the ‘Blue’

(sea resources) and ‘Green’ (agriculture) economies, while at the same time reducing the country’s

relianceonthe ‘Brown’(mining/naturalgas)economy.WiththeO’Neill-‐ledGovernment’sfirmpolicy

commitments,thereisreasontoraisehopethatpolicyandplanningmatterswouldbedealtwithmore

concretelycomparedto20–30yearsago.ItisDPM’sresponsibilitytoworkinclosecollaborationwithall

AgenciesofGovernmenttocapitalizeonthesestrongpolicyinitiativesandplayitsroleinimplementing

them,thusmovingthecountryforward.

The Department of Personnel Management has evolved since its establishment in 1986. Without

anyingrainedpublicadministrationculturetoprotectpublicservants,orenforceasenseofundivided

obligation to the delivery of public services -‐ as is the case in countries with mature administration

practices-‐PNG’spublicbureaucracyhasbeenco-‐optedbythemanysocialgroupsinthecountry.The

governmentmachinery,includingthepublicservants–whileperformingmandatoryduties–havealso

beencompromisedbyextra-‐curricularinterests.Intheprocess,thepublicservicehasbeenpoliticized

and weakened, which in turn has affected its expected outcome. It is DPM’s responsibility to take

correctivemeasuresinthisregard.

1

ThePublicService(Management)Actwasoriginallyadoptedin1986,andsubsequentlyreviewedin1995.The2014reviewwas

onlythesecondtimethelawwasreviewed.


2

MINISTER’S FORWARD

Rebuilding districts as a forward-‐base for service delivery has been discussed for many years, but

withoutconcretestepstaken.TheadoptionoftheDistrictDevelopmentAuthority(DDA)Act2014has

beenthestrongestindicationyetofPrimeMinisterO’Neill’sdeterminationtodealdirectlywithdistricts.

Foreffectiveservicedelivery,itiscriticalthattheenablingenvironmentatthislevelisbuiltupsothatthe

NationalGovernmentcarriesoutitslong-‐termdesiretohave70percentofpublicservantsrelocatedto

districtstocarryoutimplementationresponsibilities

2

.

There are other innovative ideas that the O’Neill-‐Abel government is considering in its endeavor to

buildupavibrantpublicbureaucracy.Plansarepresentlyafootto introducehealth insuranceforthe

publicservants.Theintroductionofapensionschemewellasanexitstrategyforpublicservantsare

beingconsideredtoo.Theseareservicesthatwereconsideredimprobableforyears.Itisimperativethat

publicservantsmusthavethem.Iwouldliketoseethepublicbureaucracymodernizedandadvanced

inlinewithwhatothercountrieshavedonefortheirpublicservantstoimprovethewelfareandsuitthe

demandsofthe21

st

century.SomeoftheseideasarecapturedintheCorporatePlanforconsideration

andaction.

Thus, theCorporatePlan isawell-‐thought-‐outguide for theshort-‐termtoachievebigger long term

objectives.ThefirstmajordeparturefrompreviousDPM’scorporateplansisitistiedtothefive-‐year

parliamentaryterm.Thiscorporateplanwillbeusedforthreeandahalfyears(2019–2022),while

ensuingplanswillbeforfiveyearsstartingin2022

3

.Secondly,theMTCP2019–2022isintimately

connected with the macro level policies of the National Government. This Corporate Plan directly

reflectsthethinkingofthegovernmentoftheday.Ifthisconnectioncancontinuewithoutsetbacks,ad

hocplanningcanbeminimized,andbudgetaryallocationsguaranteed.

Finally, accountability has been a perennial problem in the public service in terms of submission to

authority.Asystemhasnowbeeninstituted,usingKeyResultAreas(KRAs)asreflectedintheStatutory

Instrument2014,whereallpublicservantsundercontractmustprovetheirworthtotherespective

SecretariesorCEOofDepartmentsandgovernmentagencies–includingtheProvincialAdministrators

andDistrictAdministrators.Sections23/2and22/2oftheStatutoryInstruments7&9respectively

bringintofocustheperformanceaccountabilityprocess,thatwouldensurethattheKRAsareachieved

asplannedforandsignedinthecontractdocument.Itismyhopethatthissystemisstandardizedduring

thedurationofthisParliament.

Whenwereorganizeourhouse in thismanner,wewouldbeabletomakedrasticchangestoensure

that theDepartmentofPersonnelManagement isaptly functionaland thepublicservantsprudently

managed.TheDepartmentcanapplythesamemanagementprincipleswhendirectingeachagencyof

government in the development of their corporate plans through stringent management of the

PerformanceManagementSystem(PMS).

IlookforwardtotheimplementationoftheMedium-‐TermCorporatePlan2019–2022.

HON. ELIAS KAPAVORE MP

MinisterforPublicService

2

Thegeneralthinkinginvolvestheretentionof10percentofpublicservantsatthenationalleveltodealwithpolicymatterswhile20

percentwillbeinprovincestotakeoncoordinationresponsibilities.

3

PapuaNewGuineahasbeenfortunatetohaverelativestabilityintheNationalParliamentsinceSirMichaelSomare’sreignprime

minister(2002–2011)andPeterO’Neill’s(2012–present),apartfromanelevenmonthshiatusfromAugust2011tomid-2012,

whenapoliticalimpassetookplace.


3

MINISTER’S FORWARD Continued

It is my privilege and honor to join Hon. Elias Kapavore MP, our

MinisterforPublicService,inendorsingthisMedium-‐TermCorporate

Plan 2019 – 2022 (MTCP 2019 – 2022) for the Department of

Personnel Management (DPM). I genuinely believe that we now

haveanopportunitytobuilduptheDepartmentandaddresssome

of itspersistent issuesthathaveposedchallengesformanyyears.

Itisimportantthatwejointlydeterminethedirectionweareheading

andcarefullychoosethestepsweneedtotaketoreachourdesired

destination.

DPM is one of the key and pivotal departments of the National

Government, and an integral member of the Central Agency

CoordinatingCommittee(CACC).Itisobligatoryonourpartthatwe

remainalertandwilling toadjust tonewgovernment thinkingandpolicy initiatives.Therehavebeen

repeated calls over the years for public administration to improve on efficiency and effectiveness,

bureaucracy to be cost-‐effective and the public adequately served. To meet such demands and

expectations,DPMmustbesmartandstrategicinitsthinking.Itshouldtakeproactiveanddecisive

stepsonthewayforward.ItismyfirmbeliefthattheMTCP2019–2022willbeonekeydocumentto

giveDPMstrategicguidancestartingtoday.

Successivegovernmentsover theyearshavebeen talkingabout thepublicbureaucracy’shugecost

to the state, whilst its work output remains negligible. The total number of public servants currently

standsat117,000atalllevelsofgovernmentandacrossdifferentpublicorganizations.Thesizeofthe

publicbureaucracy is indeedaconcern.However, itsseriousnesspalescomparedtofraudulentways

thathaveallowed, for instance,ghostnamesontopayrollsor individuals recruited throughnepotism.

Suchpracticesdemandachangeofthemindset.Thepeople,particularlyleadersandpublicservants,

mustnotundermineexistinglawstofloutthesystem.

The O’Neill-‐Abel Government has called time and asked government departments and agencies

(including provincial and local-‐level governments) to assist in strengthening systems and processes

of government through pronouncementssuch as theAlotauAccord II andarticulatedpolicy designs

such as the Medium Term Development Plan III. It is time to make amendments and improvement

onrespectiveworkethicssothattheservicedeliveryprocess is improvedforthesakeofthepublic.

Accordingly, it would be ideal and practical for all government authorities to use corporate plans for

planningpurposes.Theplanning template introducedthroughthisCorporatePlanwouldbean ideal

startforallgovernmentdepartmentsandagencies.Thecorporateplansshouldbetiedtoparliamentary

termssothattheincumbentgovernment’spolicydirectivesareinculcatedandaddressedinfull.This

stepwouldalsoaddressalingeringproblemthathascurtailedmanygovernmentinitiatives,andthatis

thetendencyforgovernmentdepartmentsandagenciestoworkinsilos.Itisimperativeandbindingon

allgovernmentauthoritiestoworkintandem.

Theaccountabilityofpublicservants’performanceshasbeenanenduringconcernforelectedleaders

aswellascitizens.DPMhassteppeduptoaddressthisissuewithintheareaofpublicadministration

throughtheestablishmentofthePerformanceManagementSystem(PMS)anditsKeyResultAreas

(KRA).TheHeadsofGovernmentOrganizationsnormallyareanswerabletoMinisters,andtheywould

havebeengivenKRAsaspartoftheirrespectivecontractualassignments.


4

SECRETARY’S INTRODUCTION

TheHeadoftheOrganizationisthenexpectedtoexecutetheKRAsthroughhisorherdepartmental

staffthroughassignedresponsibilitiesnormallywithinpredeterminedannualworkplansorManagement

ActionPlans(MAP)withmilestonesandtimeframes.Thisarrangementresemblesanin-‐buildreporting

andaccountabilitysystem.ThecriticalchangemadeistheinculcationoftheSecretary’sKRAintothe

CorporatePlanoftheDepartment.ThewholeDepartmentwouldnowbeinvolvedintheimplementation

oftheKRAsthroughtheMAPseachyear.Ifimplementedwell,itwouldensurethatthereislimitedspace

forunengagedindividuals,andatthesametimeminimizeoccurrencesofotherunsavoryissuesinpublic

administration.

Finally,theO’Neill-‐AbelGovernmentisseriouslytakingstepstoempowerdistrictsprincipallyforservice

deliveryreasons.Thiswouldsignalasizeableshiftinthenumberofpublicservantsfromthenational

leveltoprovincesanddistricts.Stepsareafoottoensurethatenablingenvironmentsarecreatedatthe

sub-‐nationallevelstoaccommodatetheoutwardmovementofpublicservants.DPMhascommenced

preparationsforthissignificantstep,anditisplannedtobedonebetween2020and2040.Itisimportant

thatgovernmentdepartments,agencies,ProvincialandDistrictAdministrationtakeheedofthisearly

signalssothatthoseconcernedcouldstarttheirownpreparations.

Inall,theDPM’sMediumTermCorporatePlan2019–2022representsthetypeofforwardthinking

andplanningthatthecurrentgovernmenthasembarkedon.Itismyhopethatmandatedleaders,public

servantsandstakeholdersingeneralinternalizethesenewideas.Itistimetothinkoutsidethebox.

IencourageallourstakeholdersandStaff toworktogether to implement thisCorporatePlan2019

-‐2022.

ThankyouandGodblessPapuaNewGuinea.

MS. TAIES SANSAN

ActingSecretary


5

ContinuedSECRETARY’S INTRODUCTION

VISION

Tohaveanefficient,ethicalandvalue-orientedPublicServantswhocanprovidePublicServiceto

thepeopleofPapuaNewGuinea.

MISSION

ForPapuaNewGuineatohaveacadreofqualifiedPublicServantswhowillenterthePublicService

attheDistrictlevelandenhancetheprovisionofservicetothepeople.

DPMshallendeavor toEmpower theCivilServants toattainhighdegreeofeffectivenessatall

levelsofgovernmentandworkingcollaborativelywiththeProvincesandDistrictstocreateenabling

environmentsatrespectivedistrictstosituatetherequiredhumanresources.

VISION & MISSION

Hon. Minister Elias Kapavore, a/Secretary Taies Sansan and Senior Executive Managers


6

PART I

INTRODUCTION AND PLANNING CONTEXT

AsPublicServants,wehaverespectivelyswornanoathtoupholdthefollowingnoblevaluesapplied

throughthePublicServiceCodeofConduct.

WhileservingasPublicServants,andwithintheDepartmentresponsibleforthewholecivilservice,

wemustfirstapplythesevalueswithseveritywithinourorganizationbeforeaskingotherstofollow.

WemustinstilltheServitudeNormthroughtheseValues&GuidingPrinciplesinthenewcadreof

PublicServantsthatwillbeenteringthecivilservice.

CORE VALUES & GUIDING PRINCIPLES


7

HONESTY

Behaviour that is consistent with Christian principles, social norms, family

expectations and policies and procedures of contemporary organizations.

VALUES

INTEGRITY

Steadfast adherence to moral and ethical principles in private and public

life in a manner that attracts respect, trust and sense of dependability.

ACCOUNTABILITY

Taking ownership of one’s own actions and accepting responsibility for the actions of

individuals, groups and organizations in one’s purview and ensuring records especially

in relation to incentives and rewards are current and transparent.

RESPECT

An intrinsic human trait that promotes a positive relationship with individuals,

community and organizations; and emphasize a positive regard for the

rule of law and the environment.

WISDOM

A Capacity for deeper level of understanding of issues involving discernment, intuition,

experience and maturity and the ability to inspire and encourage actions to overcome

challenges for the achievement of all people.

RESPONSIBILITY

Accepting stewardship for people and country; being guided conscience; actively

making choices for the greater good; considering the implications of decisions and

dealing with their consequences and developing capacity in others.

PART I


LEGAL MANDATE

TheDepartmentofPersonnelManagementisestablishedunderthePublicServiceManagement

Act2014andislegallyresponsibleforadministratingtheseActs;

1. PublicServiceManagementAct2014anditsvariousregulations

2. SalariesandConditionsMonitoringCommitteeAct1988

3. PublicEmployment(Non-Citizens)Act1978

4. PacificInstituteofLeadership&GovernanceAct2017

5. RegulatoryStatutoryAuthoritiesAct2004

CORE FUNCTIONS

ThecorefunctionsoftheDepartmentofPersonnelManagementare:

1. tobetheprincipleAdvisortotheNationalExecutiveCouncilandtheMinisteronall

mattersconcerningemploymentintheNationalPublicServiceandallPublicBodies;and,

2. toAdministertheprovisionofthePublicServiceManagementActinordertoenablethe

Governmenttodetermine:

(i) thestructuresandorganizationsoftheNationalPublicService;

(ii) theemploymentofpersonsintheNationalPublicService;

(iii) thetermsandconditionsofappointmenttoandtheemploymentintheNational

PublicService;and,

(iv) theemploymentofpersonsintheProvincialAdministrationsoftheNationalPublic

serviceundertheOrganicLawonProvincialandLocalLevelGovernments;

3. toadministertheSalariesandConditions Monitoring CommitteeAct1988inthe

determinationandapplicationofGovernmentPayPolicyinallthePublicBodies;

4. toadministerthePublic Employment (Non-Citizens) Act1978intheemploymentof

non-citizensintheprescribedpublicbodies;

5. toformulateregulations,GeneralOrdersandCircularInstructionsfortheimplementation

ofthePSMAandotherlawsgoverningemploymentintheNationalPublicServiceand

governmentemploymentpolicies;

6. toundertakeregularauditsofhumanresourcesandrelatedpayrollmattersacrossall

departmentsandtoreporttotheNationalExecutiveCouncilondepartmentalheads

performance;

7. toadvicedepartmentalheadsandheadsofpublicbodiesasrequiredbylaw,onall

mattersconcerningemploymentofpublicemployeesinaccordancewithgovernment

policy;

8. toformulateandcoordinateimplementationofsystemsandproceduresfortheeffective

managementandperformancesoftheNationalPublicService,takingintoconsideration

theequitableandsociallyinclusiveprinciplesandvalues;

DEPARTMENT’S LEGAL MANDATE AND CORE

FUNCTIONS


8

PART I


CORE FUNCTIONS

9. tomanageandcoordinategovernmentrelationswithallpublicsectorindustrialorganizations

asadvocateandnegotiator;

10. toformulateandcoordinateorganizationalandgovernancereviewsoftheNationalPublic

Serviceasanessentialsteptofacilitateadministrativereformsforgreaterefficiencyof

servicedelivery;and,

11. tocooperatewiththedepartmentalheadoftheDepartmentofPrimeMinisterandNational

ExecutiveCouncil.

DEPARTMENT’S LEGAL MANDATE AND CORE

FUNCTIONS Continued

Senior Executive Management Retreat - PILAG, 19th - 23rd November 2018


9

PART I


GovernorGeneralofPapuaNewGuinea

TheNationalParliamentofPapuaNewGuinea

NationalExecutiveCouncil

MinisterforPublicService

MinisterialExecutiveAppointmentsCommittee

PublicServiceCommission

SalariesandConditionsMonitoringCommittee

ChiefSecretaryoftheDepartmentofPrimeMinisterandNationalExecutiveCouncil

CentralAgenciesCoordinatingCommittee

NationalDepartmentalHeads

HeadsofStatutoryBodies

HeadsofPublicBodies

HeadsofPublicSectorIndustrialOrganisations

PLLSMA

ProvincialAdministrators

DistrictAdministrators

DevelopmentPartners.

OUR VALUED STAKEHOLDERS

Minister for Public Service Hon. Elias Kapavore, MP and Australian High Commissioner to PNG His

Excellency Bruce Davis at the official opening of the new PILAG building - Tuesday, 1st May 2018.


10

PART I


TheDepartmentofPersonnelManagement ismandatedbyLaw,specifically through thePublic

ServiceManagementAct2014,andbypolicyspecifications,toattendtotheHumanCapital(Human

Resources)requirementsoftheCivilServiceand-‐toomoreimportantly-‐theHRrequirementsof

thecountry.TheDepartmentisobligatedtodeliverontheNationalGovernment’sMacroPolicies

envisaged in the Vision 2050 and the Development Strategic Plan (DSP) 2010 -‐ 2030. It will

ensurethatthebureaucraticleadershipthatisassignedtodrivetheimplementationofthemacro

policies of government is effective and efficient. Furthermore, the leadership is expected to be

honest, innovative, proactive and inspiring. It must have effective communication strategies and

skillsthatwouldensurethatitmeaningfullyengageswiththepoliticalleadership.Thisisparticularly

important to have so that an understanding and commitment is present that would advance a

systemicandcohesiveapproachintheimplementationofthemacropolicies.Alloftheseactivities

willbefacilitatedthroughthePerformanceManagementSystemforDepartmentalHeadsthrough

‘RegulationNumber7of2014’.

TheDPM’sCorporatePlan2019–2022takesitscuefromkeypolicyinitiativesoftheO’Neill-Abel

Government.TheseareinitiativesthatarebroadlycontainedundertheMediumTermDevelopment

PlanIIIandtheAlotauAccordII.Thelatterinparticularwasdesignedtocontinuefromwherethe

AlotauAccordIleftoff.ThemajorpolicyoutlookhoweverwascarriedforwardintheMediumTerm

DevelopmentPlanIII,whichtakesitscuesfromthePNGVision2050,StrategicDevelopmentPlan

2010–2030andtheNationalStrategyforResponsibleSustainableDevelopment,orStaRS.

TheintentiontofocusdevelopmentactivitiesontheAgriculture,Fisheries,ForestryandTourism

sectorsisstrategicaswellaslogicalinmanyways.PapuaNewGuineaisyettoseeitsfulleconomic

growthpotential through thesesectors.Environmentalconcernscanbemanaged insustainable

wayscomparedtoactivitiesfromtheextractiveindustries.Also,activitiesinthesefoursectorscan

beharnessedsothatperennialproblems,suchasunemploymentandadverselivingstandards,can

beaddressed.Therewouldbegenuineopportunities forpeople tobeeconomicallyempowered.

Furthermore,oneoftheGovernment’slong-termgoals-whichistomovetheeconomicbasefrom

primarytosecondaryinfrastructure–cangraduallyberealizedwithsmallstepsbeingtakenthrough

thefoursectors.

ForDPMinparticular,theAlotauAccordIIidentifiedfivespecificareasthataretobeaddressed

underthecurrentparliamentaryterm,orwithinthedurationoftheCorporatePlan2019–2022:

(a) continue to review and right size the public service; (b) reduce the associated high cost

structuressuchasofficerentalsandpayrolloverruns;(c)reviewtheDistrictDevelopmentAuthority

Actwithaview tostrengthen the roleofdesignated townmanagers; (d)continue to implement

the Bougainville Peace Agreement by giving people ownership to run their own issues; and (e)

BougainvilleReferendumoutcome.

CORPORATE PLAN POLICY STATEMENT


11

PART I


The StaRS cover the first 10 years of the DSP’s 20-year period, and is designed to focus on

theBlue(sea)andGreen(agriculture,forestryandtourism)economies.Itcanbedescribedasa

three-prongedstrategy.Itisneededto:

reducePNG’srelianceontheBrowneconomy(extractiveindustries);

facilitatetheengagementofmorenationalsintheBlue-Greeneconomicsectors(a

responsetoforeigners’heavyinvolvementintheBrowneconomy);and,

protecttheenvironment,promoteasustainableuseofresourcesaswellassave

resourcesforfuturegenerations.

The Medium Term Development Plan 2 (MTDP II)wasa2-yearplanthatoutlinedthepriorities

andactionsoftheNationalGovernment’sfive-yearoutlookfrom2013-2017.Itwasintendedto

translatethemacropolicystrategiesdefinedunderStaRSintothedevelopmentplan.Itparticularly

introduced the necessary indicators and targets that were required to facilitate the enabling

environment that was needed to grow the economy. Particularly, it tried to put in place certain

strategicassets thatwereneeded toshoreupequitableandsustainablegrowth for thegreater

goodofthemajorityofPapuaNewGuineans.

Building on the MTDP II, the MTDP III is also integral or indispensable to the realization of the

highermacropoliciesofGovernment.Itsfive-yeardurationiscriticalasa‘steppingstone’interms

ofitsexistenceasamini-planwithintheStaRSlongtermpolicyobjectives,andinparticularwithin

the Government’s overall thinking of reducing reliance on non-renewable resources (i.e. brown

economy)andimmersingintherenewablesectors(i.e.blue/greeneconomy).

CORPORATE PLAN POLICY STATEMENT Continued

Hon. Minister Elias Kapavore MP with the two Consultants


12

PART I


TheDepartmentofPersonnelManagementsCorporatePlanisguidedand/ordrivenbyanumber

ofGovernmentsPlansandPolicydirectives.TheMacroPlansofthegovernmentaretheMedium

TermDevelopmentPlanII&III(MTDPIII)andthepolicydirectiveintheAlotauAccordIandII.

TheinitialthinkingoftheO’Neill-AbelGovernmentwasexpressedinAlotauAccordII.Intricately

wovenintothesecondAccordwereideasthatweretobepartofwhathasbecometheMedium

Term Development Plan 3 (MTDP III).TheMTDPIIIhasbeendevelopedwithin thecontext

oftheStaRS,andespecially thestrategicassets. Theassetswereusedasaguidetocraft the

developmentagendaentitled“SecuringtheFuturethroughInclusiveSustainableEconomicGrowth”.

Priorityfocusoftheprogramwasstrategicinvestmentinspecifiedsectorstogrowtheeconomy

andconsequentlycreatewealth.TheMTDPIIIalsoidentifiedandstructuredthefollowingfive(5)

focusareasasinterventionsfortheplannedperiod;(a)increasedproductionofgoodsforexport;

(b)reductionintheimportationofgoodsandserviceswithimportsubstitutionparity;(c)increasein

therevenuegenerationinaugmentationofthetaxbasewhereinagreaternumberofthepopulation

had to be brought into the taxing regime;(d) greater number of the population to participate in

wealthcreation;and(e) toget theStateService Institutions to improve theirservicedelivery to

facilitatewealthredistributionbyengagementofawiderpopulationintheeconomicdevelopment.

TherearesomecomparativeadvantagesthatPNGcanandmustuseinconjunctionwiththenational

strategic assets to facilitate greater participation of the population in the country’s economic

developmentaspiration.Amongthemarethefollowing:

peoplestillown97%ofPNG’stotallandarea;

greaternumberofpeoplewithintheworkingagecategory(60-70%ofthepopulation);

greaternumberofpeopleare,andcanbe,agriculturalprimaryproducers;

largeforestedareas;

thethree-mileprotectedcoastalsealine;

largenumberofthepopulationareinvolvedinthenon-formalsector;and,

largenumberofthepopulationdonotusetheformalbankingsystem.

PapuaNewGuineamustcapitalizeon thesecomparativeadvantages to improve itsproductivity

throughtheupgradedqualityandquantityofitsoutputtocomplementthepresentdevelopmental

efforts.Thecountrycanincreaseitsvolumeincrop(orproduce)productivitythroughanenlarged

mobilizationintheuseofthe97percentoftheun-alienatedland.Productioncanalsobeincreased

throughtheengagementofsmallholdergrowersandbetterorganizationsothattheybemademore

competitiveandefficient.Respectiveproducersshouldownthewholevaluechainoftheindustry

andbeorganizedandguidedbytheCollective Marketing strategy

4

.

Thecountryshouldutilizesomeof thesecomparativeadvantagestoventure intoneweconomic

initiativesorspheres.Forinstance,innovativestepscanbetakeninfishandprawnfarmingutilizing

the three-‐mile protected coastline, or sustainable logging using the work-‐about sawmill, and

mechanizedricefarmingutilizingthelargetrackofagriculturalland

5

.

GOVERNMENT OUTLOOK AND PLANNING CONTEXT

4

TheCollectiveMarketstrategycanallowproducerstoownthevaluechainsfromgrowingtothesaleofthefinalproductsand

eliminatingthemiddlemanintheprocess.Itisreasonedthatthemiddlemanbenefitsunfairlyfromtheproductionchain.The

CollectiveMarketingStrategyisoneofseveralstepsthataredesignedtoaddressthissituation.

5

Governments MTDP III isnow lookingatassistingPapua NewGuineans toutilize these comparativeadvantages tocreate

wealthbyandforPapuaNewGuineans.


13

PART I


ORIENTATING STATE INSTITUTIONS

The fifth intervention strategy of MTDP III calls for all state service institutions to reorient and

reorganize their respective institutions towards the articulation of four intervention strategies

containedintheMTDPIII.Thestrategiesaretobereflectedintheirpolicies,developmentstrategies

andprograms.Theimmediatestateserviceinstitutions–theDepartmentofAgriculture,National

Fisheries Authority, National Forest Authority, Department of Trade Commerce & Industry, and

theOfficeofTourism-bedirectly involvedintheimplementationofthedevelopmentstrategies.

TheDepartmentofPersonnelManagementcantakealeadheretoensurethattheseinstitutions’

FunctionalExpendituresReviews(FERs)aredonetoensuretheyfocusontheircoreresponsibilities

and/orfunctions.DPMcanalsomakesurethatthefourinterventionstrategiesundertheMTDPIII

arearticulatedintotheirinstitutionalpolicies,strategiesanddevelopmentprograms.Onlythencan

theinstitutionalstructuralreorganizationsubmissionsbeentertainedbytheDepartmentandthus

upholdstheprincipleofFunction Drive Structures. This isthewholefunctionofPublicSector

ReformthattheDepartmentisresponsibleforincarryingouttheright-sizingofthepublicservice

andreducingtheassociatedhighcoststructures,whichshouldworktowardsachievingthemacro

policyofgovernmentasarticulatedinthemedium-termplan(MTDPIII).

Inthemeantime,theAlotau Accord IIisquitespecificonitsinstructionstothePublicService.Five

(5)pointsofrelevancetotheCorporatePlanareto:

continuetoreviewandrightsizethepublicservice;

reducetheassociatedhighcoststructuressuchasofficerentalsandpayrolloverruns;

reviewtheDistrictDevelopmentAuthorityActwithaviewtostrengthentheroleof

designatedtownmanagers;

continuetoimplementtheBougainvillePeaceAgreementbygivingpeopleownershipto

runtheirownissues;and,

BougainvilleReferendumoutcome.

ThedrawdownofpowerstotheAutonomousBougainvilleGovernment,aspartoftheautonomy

arrangement,aswellasthereferendumthatistobeheldbeforetheendof2020,arebothtime

bound.ItisimperativethereforethatthePNGGovernmentandtheDPMdowhatitcantofulfillthe

requirementsfromtheside.Asfortheotherareas,therollingreviewandrightsizingexercisesentail

alotmorefactorsandhavetakentimeuntilnow,andmightstilldosoforafurtherextendedperiod.

Regardless,theymustbeconcludedatsomepoint.

The ongoing critical driver of the DPM’s next four corporate plans is the Human Resources

Development Strategic Plan 2020 - 2040 (HRDSP 2020-2040)

6

.TheHRDSPhastakenon

boardthedirectionsandrequirementsoftheV2050,DSP2010-2030andNSRSD.Ithasalso

garneredinsightsfromvariousreviewreportsonPublicServiceperformancesfrompreviousyears.

Theselong-termstrategieswillbearticulatedineachofthecorporateplan(4inall)overtheyears.

ItisenvisagedthataftertheMedium-TermCorporatePlan2019–2022,allsubsequentcorporate

planswillcoincidewitheachfive-yearparliamentaryterm.Theywillserveasrollingplans,taking

on board incumbent governments’ respective policy directions, while maintaining its cooperate

responsibilitiesasidentifiedintheHRDstrategies.


Continued

6

TheHRDSPisthelong-termstrategicplanthatisbeingdesignedatpresenttocoverthe2020–2040period.


14

PART I


The HRDSP 2020-2040 had listed several long-term human resources strategies that the

DPMwouldtakechargeofoverthenext20years.TheHRDSPenvisagesthattheDepartment’s

regulatoryfunctionsneedgreaterattention.Mostofthesystems,processesandproceduresare

in place, but a management structure must be put in place with the functional responsibility to

administerit.Thisistoensurethatthereisfollowupandreportontheperformanceofeachofthe

Wings,Divisions,Sections,Units,aswellasindividuals,ontheachievementsoftheCorporatePlan

strategies.

It has been established from the review and implementation reports that certain critical issues

continually impede the smooth implementation of government’s plans, hinder the performance

of thepublicservice,andaffecthowpublicservantsperformtheirduties. It is important in this

regardthatpublicservantsaresettled intostructuredworkplaces,coordinatedandregulatedso

thattheyperformimpeccablyandwithsatisfaction.TheHRDSPhasidentifiedthefollowingdrivers

toacceleratethedevelopmentprocess:

1. Greaternumberofthepublicserviceworkforcewillbe(re)locatedattheDistrictlevelto

facilitateservicedelivery,the70%,20%&10%redistributionratiohadtobeapplied.

2. Improvetermsandconditionsofthepublicserviceworkforceatthedistrict&LLGlevel.

3. Theenablingenvironmentatthedistrictmustbeprioritisedbeforeredistributioncanbe

effected.

4. Capacityandcapabilityofofficersatthedistrictlevelmustbeconsiderablyimprovedto

takeonaddedandrequiredresponsibilities.

5. Accountabilitystructures,proceduresandprocesseswillhavetobeinstitutedforandat

thedistrictleveltoassisttheofficers’performances.

6. AproperlystructuredCareer PathmustbeinstitutedforthosewhowishtobePublic

Servants.

These critical changes are necessary to reinvigorate the public servants to drive the changes

envisagedintheAlotauAccordII,MTDPIIIandtheHRDSPoverthenextmediumterm.TheNEXT

GENERATION OF NATION BUILDERS inthecivilservicemustbeproperlyattired,nuturedand

coachedtotakeontheresponsibilityofbuildingthisnationofours.


Continued


15

PART I


A. CORPORATE OBJECTIVES

1. ToprovidetoNEC,theMinisterandChiefSecretaryinatimelymannerhighquality

adviseonallmattersconcerningemploymentinboththeNationalPublicServiceandthe

PublicBodies.

2. ToeffectivelyAdministertheprovisionsofthePublic Service Management Act 2014.

3. ToeffectivelyadministerSalaries & Conditions Monitoring CommitteeAct 1988

andthePublic Employment (Non-Citizens) Act1978andPerformStatutoryDuties

asmembersofBoardsandCommittees.

4. ToformulateandmaintainaprocessofreviewsofRegulations,GeneralOrdersand

CircularInstructionstogiveeffecttoPSMAandGovernmentEmploymentPoliciesand

betheGovernmentadvocateandnegotiatorwithallPublicSectorIndustrialOrganizations.

5. ToundertakeregularHumanResourceAuditwithrelatedpayrollmattersandAdminister

thePerformanceManagementSystemonDepartmentalHeads&PerformanceBase

Contractadministration.

6. ToResearch,DevelopandCoordinateimplementationofSystems,Processesand

ProceduresforeffectivemanagementandperformanceoftheNationalPublicServicein

thedeliveryofservices.

7. ToformulateandcoordinateorganizationalandgovernancereviewsoftheNational

PublicServicetofacilitateReformsforgreaterefficiencyofservicedelivery.

8. ToadviceDepartmentalHeadsandHeadsofPublicBodiesasrequiredbyLaw,onall

mattersconcerningemploymentofpublicemployees.

9. Toensurethattherearecompetent,effective,efficientandreliablePublicServantsat

alllevelofGovernmentsandAdministrationsinMonitoringandImprovingPublicService

Performance.

10.TosupportandfacilitateimplementationofGovernmentpolicydirectionsacrossallPublic

SectorincollaborationwithDepartmentofPrimeMinister&NEC.


16

PART II: CORPORATE OBJECTIVES AND KEY

RESULT AREAS

B. LINKING CORPORATE OBJECTIVES TO KEY RESULT AREAS

(KRA)

KEY RESULT AREAS (KRA)

MTDP

III

ALOTAU

ACCORD II

HRDSP

2020-2040

OBJECTIVE 1

1.1

SubmitAnnualReportonKRAimplementationtoMinister

andChiefSecretary

KRA6.1 70 √

1.2 Ministerial/NECstrategiesandPolicydirections KRA5 70 √

1.3 SubmitAnnualStateoftheServiceReport KRA6.1 70 √

OBJECTIVE 2

2.1 EstablishmentofRegionalofficesforDPM KRA5 70 √

2.2

ProvidingInternalStrategicsupportinPlanning&

management,HRManagement,Accounts&Budgets,

officeadministration,GESImainstreaminginDPM

KRA6.1 70 √

2.3

ICTInfrastructureandManagementofITSystemsand

Services

KRA5 70 √

2.4

Managementofpublicservicehousing(HomeOwnership)

andinstitutionalhousing.

KRA5 70 √

OBJECTIVE 3

3.1

PublicSectorRemunerationPolicyandmaintainIndustrial

Harmony

KRA5 70 √

3.2

ImproveTermsandConditionsofPublicService

Employees

KRA5 70 √

3.3 StatutoryDutiesasmemberofBoardsandcommittees KRA6.1 70 √

OBJECTIVE 4

4.1

DevelopmentandManagementofaidfundedprograms

forengagementofTechnicalAdvisors

KRA5 70

√

4.2 ReviewofRegulations KRA5.1 70 √

OBJECTIVE 5

5.1

Monitoring,Evaluating&Reportingonlineagencies

performancesagainstHRstrategiespolicyrequirements

KRA6.1 70

√

5.2 Administrativecontrolofwholeofgovernmentpayrolls KRA6.1 70 √

5.3 MEAC/PerformanceManagementSystemandSenior

ExecutiveService

KRA5.1 70

√


17


RESULT AREAS

B. LINKING CORPORATE OBJECTIVES TO KEY RESULT AREAS

(KRA) Continued

KEY RESULT AREAS (KRA)

MTDP

III

ALOTAU

ACCORD II

HRDSP

2020-2040

OBJECTIVE 6

6.1

ResearchandDevelopmentofnewinnovativePSHR

Policies,Guidelines,SystemsandProcesses

KRA5.1 70 √

6.2 PublicServantsRetirementandExitPlan. √

OBJECTIVE 7

7.1

PublicServiceReformforenhancedandsmartservice

delivery

KRA5.2 70 √

7.2 PublicServantsEntrantandDevelopment KRA5.1 70 √

7.3

WorkinpartnershiponDelegatedServiceDelivery

Function

KRA5.2 70 √

OBJECTIVE 8

8.1

PublicSectorEmploymentandwholeofgovernmentrole

throughCACC

KRA6.1 70 √

8.2

AwarenessandInformationonReformsandchangesin

PublicService.

KRA5 70 √

8.3 TimelyInvestigationandLegalAdvice KRA6.1 70 √

OBJECTIVE 9

9.1 PNGEthicsandValues-BasedExecutiveLeadershipand

ManagementCapabilityFramework

KRA6.1 70

√

9.2 GESIPolicy KRA6.1 70 √

9.3 DistrictEnablingEnvironment KRA5.2 70 √

9.4 StaffredistributionintheNationalPublicService KRA5.1 70 √

OBJECTIVE 10

10.1 DPMsupportandcoordinationtotheABGpublicservice KRA5 70

√

10.2 DPMsupportonProvincialAutonomy KRA5 70

√

10.3 DPMsupporttoDistrictDevelopmentAuthority KRA5 70

√


18


RESULT AREAS

C. KRA’S & STRATEGIES

Corporate Objective 1. To provide to NEC, the Minister and Chief Secretary in a timely manner high quality advice on all

matters concerning employment in both the National Public Service and the Public Bodies.

KEY RESULT AREAS STRATEGIES DIVISION TIME LINE

1.1SubmitAnnualReport

onKRAimplementation

toMinisterandChief

Secretary

1.1.1ProvideMid-yearReportofKRAimplementationtoEMT. F&CP Yearly

1.1.2CompileaYearlyReportforMinisterandChiefSecretary. MCA&R/F&CP Yearly

1.2Ministerial/NEC

strategiesandPolicy

directions

1.2.1ProvideaccuratepolicyadvicetoPublicServiceMinisterinenablinghimto

delivergoodadvicetoNECandotherforumsontime.

SPD Yearly

1.3SubmitAnnualStateof

theServiceReport

1.3.1ProvideMid-yearReporttoDeputySecretaryHRA&CA. MCA&R Yearly

1.3.2CompileYearlyStateoftheServiceReport. MCA&R Yearly

Corporate Objective 2. To effectively Administer the provisions of the Public Service Management Act 2014.


2.1Establishmentof

RegionalofficesforDPM

2.1.1Departmentalrestructuretocreatepositionsthatwouldbelocated

attheRegionalOffice.

L&AR Year1

2.1.2JointsubmissionbetweentheDepartmentsofPersonnel

Management,Finance,DPLGAandDNP&Mforestablishmentofone

regionalofficeandaccommodationforthe3departmentalstaff.

L&AR Year1

2.1.3Tenderandconstructionoffacilities. L&AR Year2

2.1.4Budgetaryappropriationsforstaffandoperationalcost. L&AR/SHRM Year3

2.1.5Appointmentandmovementofofficerstolocations. L&AR/SHRM Year3

2.2ProvidingInternal

Strategicsupportin

Planning&management,

HRManagement,

Accounts&Budgets,

officeadministration,

Building&Properties,

GESImainstreamingin

DPM.

2.2.1EMTmeetingareheldandminutesareproperlyvettedand

implemented.

F&CP Yearly

2.2.2ReviewandfacilitateCorporatePlan.

F&CP EndofYear4

2.2.3ReviewandFacilitateManagementActionPlan(MAP)andAnnual

ManagementReports(AMR).

F&CP Endofeachyear

2.2.4Promote/maintaingoodgovernance. F&CP Yearly

2.2.5MonitoringandReportingofCorporatePlanandMAP

implementation.

F&CP Yearly

2.2.6Staffingestablishmentandpayrollrecordsaremaintainwithin

budgetaryfiscalyear.

StrategicHRM Yearly


19


RESULT AREAS

C. KRA’S & STRATEGIES Continued

Corporate Objective 2. To effectively Administer the provisions of the Public Service Management Act.


2.2Providing

InternalStrategic

supportinPlanning

&management,HR

Management,Accounts

&Budgets,office

administration,Building

&Properties,GESI

mainstreaminginDPM.

2.2.7Monitor&ReportonImplementationoftheDPMHRStrategicPlan. SPD Year2&4

2.2.8InternalHRStrategiesarepromoted. SHRM

2.2.9Accountingproceduresandinternalcontrolsinplaceandbudgets

maintain.

F&CP Yearly

2.2.10EstablishandoperatetheInternalAuditCommittee. F&CP Yearly

2.2.11GESIsensitizationandtraining. SHRM(GESI) Yearly

2.2.12GESImainstreamingandMAN. SHRM(GESI) Yearly

2.2.13AdministrativeServices. F&CP(Admin) Yearly

2.2.14InternalRecord&AssetManagement(IFMS). F&CP Yearly

2.2.15AdministrationofBuildingandProperties(DevonLodge) F&CP(B&P) Yearly

2.3ICTInfrastructure

andManagementofIT

SystemsandServices

2.3.1EnsureinfrastructureandTechnologyareinplacetoenablegood

PublicServicewidecommunication.

MIS Year1

2.3.2DevelopBusinessSystemsandApplications MIS Yearly

2.3.3StrengthenBusinessSystemsandApplication MIS Yearly

2.3.4ICTBusinessMaintain. MIS Yearly

2.3.5ManageICTSecurity. MIS Yearly

2.3.6DevelopmentofMobileApplicationforOnlinePMS. MIS Year1-2

2.3.7InternalICTAuditReport. MIS Yearly

2.4Managementof

publicservicehousing

(HomeOwnership)and

institutionalhousing

2.4.1FacilitatePublicServiceHomeOwnershipscheme.

PSIH Year1

2.4.2FormulationsandDevelopmentofPSHousingPolicies,guidelines

andHandbook.

PSIH Year1

2.4.3Facilitateengagementofbestpracticestandardsoffacilities

managementoninstitutionalhousingandgovernmentownedbuildings.

PSIH Yearly


20


RESULT AREAS


Corporate Objective 3. To effectively administer Salaries & Conditions Monitoring Committee Act 1988 and

the Public (Non Citizens) Employment Act 1978 and Perform Statutory Duties as members of Boards and

Committees.


3.1PublicSector

RemunerationPolicy

andmaintainIndustrial

Harmony.

3.1.1ReviewandnegotiateIndustrialAgreementswiththePublicSectorUnions

for3yearsperiod.(2020-‐2022)

I&EC Year1

3.1.2SRC/SCMCprocessmaintained. I&EC Yearly

3.1.3ReviewofPSSalaryGradeandotherallowances. I&EC Year1

3.1.4ImprovetheJobEvaluationProcess. I&EC Year1

3.1.5ReviewoftheSCMCAct1988. I&EC Year2

3.1.6AdministrationoftheConsultancyContracts. I&EC Yearly

3.2ImproveTermsand

ConditionsofPublic

ServiceEmployees.

3.2.1HardshipallowancesforPublicServantslocatedatremotelocations.

(wherethereisnoroadsandairstrips)

I&EC Year1-3

3.2.2Housingasaconditionofemploymentforallpublicservantsphysically

locatedattheDistricts.

I&EC Year1-‐4

3.2.3MedicalInsuranceforPublicServants.

Officeof

Secretary&

I&EC

Year2

3.2.4PerformanceBaseContractforPublicServants. I&EC Year1-2

3.3StatutoryDutiesas

memberofBoardsand

committees.

3.3.1Provideconsistentstrategicandpolicyadviceonstatutoryresponsibilities

andotherpolicymandatedcommittees.

Secretary/

DPM

Delegate

Yearly

Objective4.ToformulateandmaintainaprocessofreviewsofRegulations,GeneralOrdersandCircularInstructionsto

giveeffecttoPSMAandGovernmentEmploymentPoliciesandbetheGovernmentadvocateandnegotiatorwithallPublic

SectorIndustrialOrganizations.


4.1Development

andManagementof

aidfundedprograms

forengagementof

TechnicalAdvisors.

4.1.1ImplementCitizenandNonCitizenTechnicalAdvisorsRegulation. HRAS Yearly

4.1.2ManagementofNonCitizenTechnicalAdvisors(NCTA)andCitizen

technicaladvisors.(CTA)

HRAS Yearly

4.2Reviewof

Regulations.

4.2.1ReviewExistingLegislations7,8,9&10. L&AR Year3

4.2.2DevelopGuidelines. L&AR Year4


21


RESULT AREAS

Objective 5. To undertake regular Human Resource Audit with related payroll matters and Administer the

Performance Management System on Departmental Heads & Performance Base Contract administration.


5.1Monitoring,

Evaluating&Reporting

onlineagencies

performancesagainst

HRstrategiespolicy

requirements

5.1.1ComprehensiveauditprogramsinplacetomonitorGOcompliance.

(BusinessprocessesandsystemscontrolthroughHRCOnNECTactivities).

HRAS Yearly

5.1.2ConductHRBusinessprocessworkshopsandHRprocessaudits. CB&D Yearly

5.1.3ImplementationofAuditfindings. HRAS Yearly

5.2Administrative

controlofwholeof

governmentHR&

Payrolls.

5.2.1Toeffectivelyandefficientlyadministerorganizationstructures. HRAS Yearly

5.2.2Managementofstaffingandestablishmentunderdevolvedpowers. HRAS Yearly

5.2.3Regularlymonitor,evaluateandreportonbudgetaryperformances. HRAS/MIS Yearly

5.2.4ProgressivereportsonHRCOnNECTactivities. HRAS/MIS Yearly

5.2.5OngoingconsultationonpayrollexpenditureswithAgencies. HRAS/MIS Yearly

5.2.6ImplementcompulsoryNIDforPublicServants. HRAS&MIS Year1&2

5.2.7ConnectKRAstoASCENDER. HRAS&MIS Year1

5.3MEAC/Performance

ManagementSystemand

SeniorExecutiveService.

5.3.1FacilitatethemeritbaseExecutiveSearchprocess.

Exe.Search&

Appointment

Yearly

5.3.2MEACmakesmeritbaseddecisionsonagencyheadsappointment,

performance,suspensionsandterminations.

MEAC/PMS Yearly

5.3.3FacilitatetheestablishmentofPublicSectorBoards. MEAC&PMS Yearly

5.3.4CoordinatetheactivitiesoftheIndependentInvestigationCommittee. MEAC&PMS Yearly

5.3.5AdministerAgencyHeadsTermsandConditionsofemployment&

Contractofemployment.

MEAC Yearly

5.3.6FacilitateOrientationprogramfortheAgencyHeadsandMP. MEAC&PMS Yearly

5.3.7DevelopERSHandbook. MEAC Year1

5.3.8DevelopRegulationfortheSenorExecutiveManagement(XMS). PMS Year1

5.3.9AdministerWeb-Basedperformancemanagementsystemtocapture

allKRAsandperformanceassessments.

PMS Year1

5.3.10RunTrainingforallAgenciestomanagetheWeb-Based

performancemanagementsystem.

PMS Year1-2

5.3.11DevelopaWebBasePerformanceManagementSystemforSenior

ExecutiveManagers(XMS)categoryA-Ccontract.

PMS Year1


22


RESULT AREAS


Objective 6. To Research, Develop and Coordinate implementation of Systems, Processes and Procedures for

effective management and performance of the National Public Service in the delivery of services.


6.1ResearchandDevelopment

ofnewinnovativePSHR

Policies,Guidelines,Systems

andProcesses.

6.1.1ReviewexistingordesignanddevelopnewinnovativeHRpolicies

andGuidelines.

SPD Year1

6.1.2FacilitatenewandrevisedPSGO,HRpolicies,planandguidelines

awarenessandrollouts.

SPD Year1-2

6.1.3Provideongoingstrategicpolicyadviceandworkforceplanning. SPD Yearly

6.2PublicServantsRetirement

andExitPlan.

6.2.1DevelopPolicyontheExitStrategyofPublicServants. SPD Year1

6.2.2ReviewtheexistingPolicyonRetirement. SPD Year1

6.2.3DevelopPolicyonPublicServantsEntryandCareerPath. SPD Year1

Objective 7. To formulate and coordinate organizational and governance reviews of the National Public Service to

facilitate Reforms for greater efficiency of service delivery.

KEYRESULTAREAS STRATEGIES DIVISION TIMELINE

7.1PublicServiceReformfor

enhancedandsmartservice

delivery.

7.1.1ReviewoftherolesandfunctionsofthePublicServiceCommission. L&AR Pending

7.1.2FunctionalExpenditureReviewsofPriorityAgencies. L&AR Year1-‐3

7.1.3Undertakelegislativeandadministrativereformstoimprove

efficiencyandproductivityinthepublicservice.

L&AR AsDirected

7.1.4AdministrationofNECdecisionsandimplementPSReformagenda. L&AR Year1-‐2

7.1.5StreamliningandRealignmentofAgencies. L&AR Year2-‐3

7.2PublicServantsEntrantand

Development.

7.2.1NewPublicServiceentrytobeattheDistrictlevelONLY. L&AR Year1

7.2.2AllPublicServiceentrantmusthavea1stdegreeintheirtechnical

field.

L&AR Year1

7.2.3AllPublicServantsmusthaveaPostGraduateDiplomainPublic

AdministrationfromPILAG.

L&AR Year2

7.2.4AllPublicServantsintendingtoholdanyManagementPosition

musthaveaPostGraduateDiplomainPolicyArticulationinPlanning&

Management.

L&AR Year3-‐4


23


RESULT AREAS


Objective 7. To formulate and coordinate organizational and governance reviews of the National Public Service to

facilitate Reforms for greater efficiency of service delivery.


7.2PublicServantsEntrant

andDevelopment

7.2.5PublicServantsintendingtoholdanyseniorManagementPositions

(asdeterminedbytheGO)musthaveappropriateMastersDegree.

L&AR Year1-2

7.2.6PublicServantswhogothroughtheGraduateDiplomaandMasters

programmustbebondedtoserveinthepublicserviceforaperiodoftime.

L&AR Year1

7.2.7InstituteRegulationtoupholdthePublicServiceCodeofEthicsand

Conduct.

L&AR Year1

7.2.8NecessaryprovisionsintheGeneralOrdersbemade. L&AR Year1

7.3Workinpartnershipon

DelegatedServiceDelivery

Function

7.3.1Establishgreaterunderstandingamongstallstateagenciesonthe

FunctionalAssignmentatthe3levelsofgovernment.

L&AR Year1

7.3.2FacilitateDesigningofStructuralEstablishmentinlinewithDelegated

ServiceDeliveryroles.

L&AR Year1-‐2

7.3.3AssistintheAdvertisementandappointmentofofficerstopositions. L&AR Year2-‐3

Objective 8. To advice Departmental Heads and Heads of Public Bodies as required by Law, on all matters concerning

employment of public employees.


8.1PublicSectorEmployment

andwholeofgovernmentrole

throughCACC

8.1.1ProvideprofessionaladvicetoCACConallmattersconnectedwith

publicsectoremploymentandworkforcemanagement.

Secretary Yearly

8.2Awarenessand

InformationonReformsand

changesinPublicService.

8.2.1ProvideAdvice,AwarenessandInformationonReformsandchanges

inPublicServicetoallAgencies.

L&AR Yearly

8.2.2SynchronizationofKRAintegrationintoAgencyCorporatePlanning. L&AR/SPD Year1


24


RESULT AREAS


Objective 8. To advice Departmental Heads and Heads of Public Bodies as required by Law, on all matters concerning

employment of public employees.


8.3InvestigationandLegal

Advice

8.3.1ProvisionofLegalAdviceandInvestigationonallHRmatters. L&IS Ongoing

8.3.2ProvideLegalAdviceandOpiniontotheOfficeofthePSMinisterand

Secretaryonlegalmattersconcerningexecutiveappointments,termsandconditions

ofemployment,suspensions,terminationsandinvestigations.

L&IS Ongoing

8.3.3ProvideinstructionstoOfficeoftheSolicitorGeneral. L&IS Ongoing

8.3.4DraftAffidavitsonbehalfofPSMinisterandSecretaryDPM. L&IS Ongoing

Objective 9. To ensure that there are competent, effective, efficient and reliable Public Servants at all level of Governments

and Administrations in Monitoring and Improving Public Service Performance.


9.1PNGEthicsand

Values-‐BasedExecutive

Leadershipand

ManagementCapability

Framework

9.1.1ImplementationofMOUonLeadershipandGovernanceprecinct. CB&D Year1

9.1.2Provisionsforpublicserviceworkforceprojections. SPD Year2

9.1.3Improvecoordinationofdonorfundedscholarship. CB&D Yearly

9.1.4Jointlycoordinatinganddeliveringeducationandleadershipprogramswith

developingpartnerstopromoteandbuildcapacityonleadership,governanceand

policiestoenhanceservicedelivery.

CB&D Yearly

9.1.5ProvisionforintegrationoftheLeadershipframeworkintotheNationalPublic

ServiceGeneralOrdersandHRBusinessprocess.

CB&D Yearly

9.1.6UniversityofQueenslandincollaborationwithPILAGtodeveloptheEducation

andLeadershipprogramthatwouldberunbyPILAG.

CB&D Year1

9.1.7CollaboratewithDevelopingPartnerssuchasAPSC,UQandPILAGto

developaTalentDevelopmentStrategy/Framework.

CB&D Year2

9.1.8EvaluateandReportontheWorkplaceprojectsundertakenbyparticipantsof

EmergingLeadershipPrograms.

CB&D Year2

9.1.9DevelopWomeninLeadershipsroleinPublicService. CB&D Year2

9.1.10CapacityNeedsAnalysis. CB&D Year1


25


RESULT AREAS


Objective 9. To ensure that there are competent, effective, efficient and reliable Public Servants at all level of

Governments and Administrations in Monitoring and Improving Public Service Performance.


9.2GESIPolicy

WholeofGovernment

(WOG)Coordination.

9.2.1GESIprinciplesareintegratedintobusinessprocessesandsystemsallowing

GESItobecomepartofeverydaybusinessinthepublicsectoragencies.

GESI(WOG) Year1-4

9.2.2EstablishanetworkofMalepublicservantswhoaresensitizedand

trainedtoadvocateforwomanhumanrightsandgenderequityintheirpersonal,

professionalandcommunitylives.

GESI(WOG) Year1-4

9.2.3EnsurethatallagenciesofGovernmentimplementtheGESIPolicyto

achieveitsgoalofcompositionof30%ofwomeninleadershipanddecision

makingroles.

GESI(WOG) Year1-4

9.2.4EstablishandsupportonGESIHELPDESKinallagenciesofgovernment. GESI(WOG) Yearly

9.2.5ReviewoftheGESIPolicyanddevelopothersupportingmaterialsfor

mainstreamingacrossthePublicService.

GESI(WOG) Year1

9.2.6Coordination,implementation,monitoringandevaluationofGESI

mainstreaminginthepublicservice.

GESI(WOG) Yearly

9.3DistrictEnabling

Environment

9.3.1CoordinatewithDPLGAandDLPPtosubmitajointsubmissionforDistrict

EnablingEnvironmentforPublicServantsHousingandDistrictOffice.

PSIH Year1

9.3.2LiaisewithDPLGAtofacilitateCSTBawardingofcontractandconstruction. PSIH Year2-‐3

9.4Staff

redistributionin

theNationalPublic

Service

9.4.1DiscussiononMTDPIIIprioritieswithNationalAgencies,Agriculture,

Fisheries,Forestry,SMEandTourismonExtensionofficersrequirementsatthe

Districtlevel.

SPD Year1

9.4.2CoordinateEstablishmentandapprovalofDistrictStructures. HRAS/SPD Year1

9.4.3LiaisewithAgenciestoAdvertiseandappointofficers. HRAS/SPD Year2-3

Objective 10. To support and facilitate implementation of Government policy directions across all Public Sector in

collaboration with Department of Prime Minister & NEC.


10.1DPMsupport

andcoordinationtothe

ABGpublicservice

10.1.1PublicServiceStructuresDeveloped&ImplementedtosupportABG

Operation.

ABG Year1

10.1.2PublicServiceSkills,KnowledgeandLeadershiparedevelopedand

maintained.

PAC Year1

10.1.3DrawdownofpowersandfunctionstotheAutonomousBougainvillePublic

Service.

ABGSupport Year1


26


RESULT AREAS


Objective 10. To support and facilitate implementation of Government policy directions across all Public Sector in

collaboration with Department of Prime Minister & NEC.


10.2DPMsupporton

ProvincialAutonomy

10.2.1IncollaborationwithDPLGAworkontheGradativeProcessofDecentralization

fortheProvincialAutonomy.

PAC Year1

10.2.2IncollaborationwiththeProvincialGovernmentDevelopDistrictsasService

Centers.

PAC Year1&2

10.2.3ToreviewtheinstrumentofdelegationofHRpowersandfunctionstothe

provinces(reDistrictfunctionality).

PAC Year1

10.2.4ImplementationofNationalServiceDeliveryFramework. PAC Year2

10.2.5ConsultationwithKeyStakeholdersandProvincesonthepartwayof

performancebasepowersharing.

PAC Year2-3

10.3DPMsupportto

DistrictDevelopment

Authority

10.3.1DevelopmentoftheDDAHRRegulationforservicedeliveryattheDistrictand

LLGlevel.

PAC Year1

10.3.2LiaisewiththeDistrictsonDevelopmentandapprovalofDistrictstructures.

PAC Year2

10.3.3CoordinatewithDistrictstoAdvertisepositionsandmakeappointments.

PAC Year3

10.3.4DelegationofHRpowersandfunctionstoDistrictAdministrators.

PAC Year1


27


RESULT AREAS


TheaboveframeworkidentifieseachoftheprocessesinvolvedinthemanagementoftheCorporate

Planimplementation.Thecorporateplanwillbeafour-‐yearMediumTermPlanthatwouldarticulate

theMediumTermPlan(MTDPIII),theLongTermHumanResourceDevelopmentStrategicPlan

strategies of the Department, as well as taking into account the current Government’s policy

directives.Inthepresentcase,wehavetheAlotauAccordII.TheManagementActionPlan(MAP)

would identify, from the corporate plan, strategies that are earmarked for the year and develop

appropriateactivities foreachof thestrategies.Anestimatedbudget figuresare thenmadefor

eachoftheactivitieswhicharethenassignedtoindividualofficerstomanageinimplementation

andreporting.

ThecorporateresponsibilityoftheorganizationistoinsistonDivisionsandBranchestohavemonthly

managementmeetingsandquarterlybudgetreviewstoprovidereportoneachoftheactivitiesand

helpprogress implementationof thecorporateplan. Implementation issues identifiedduring the

reviewscanandshouldbeaddressedquarterlyastheymoveforwardwithimplementation.

A. PLANNING, MANAGEMENT & MONITORING

FRAMEWORK


28

Department of Personnel

Management

Corporate Plan 2019 ‐ 2022

Management Action Plan (MAP)

Articulation of CP strategies and

its annual activity planning and

budget submission

Monitoring

1/4ly Implementation

and

Monthly Management

Meeting on progress

Resource Allocation

Implementation

PART III: MONITORING AND EVALUATION

FRAMEWORKS

Theproductionofayearlyreportontheimplementationofthecorporateplanisbothastatutory

-‐Sec.23/2ofStatutoryInstrument#7of2014andmanagement-‐Sec.32ofPSMA2014&

KRA1.1requirementsandmustbecompliedwith.Thereportwouldbeusedtomakecertainthat

thepreparationofthenextMAPtakesintoaccountissuesthathaveaffectedtheimplementationof

theprecedingMAP.Asastatutoryrequirement,areportontheperformanceoftheDepartmentwill

havetobepreparedandsubmittedtoPortfolioMinister,ChiefSecretaryandtheParliament.The

yearlyreportwillalsobeusedbytheMinisterandMEACtomaintainanactiveongoingassessment

ontheSecretary’sperformance.

Themid-‐term corporate planevaluation is compulsoryand has tobedone in order toascertain

whethertheimplementationofthecorporateplanisontarget.Ifthereareanychangestobemade,

thentherecastingofthesecondpartofthecorporateplancanthenbedone.

B. REPORTING & EVALUATION FRAMEWORK

Department of Personnel

Management

Corporate Plan 2019 - ‐2022

Yearly Reports

with assessments

Recasting for the

remainder of the CP

planned years

Corporate Plan

Mid- ‐term Evaluation


29

PART III: MONITORING AND EVALUATION

FRAMEWORKS

I. FUNCTIONAL STRUCTURE

Exec

utiv

e M

gr,

Legi

slat

ive

&

Adm

in R

efor

ms G

r 18

DE

PAR

TM

EN

T O

F P

ER

SON

NE

L M

AN

AG

EM

EN

T O

GA

NIS

AT

ION

AL

ST

RU

CT

UR

E (F

UN

CT

ION

AL

) - 2

019-

2022

Secr

etar

y

Off

ice

of S

ecre

tary

an

d

E

xecu

tive

Serv

ices

Dir

ecto

r - S

enio

r E

xecu

tive

Serv

ices

G

r 20

Dep

uty

Secr

etar

y Po

licy

and

Ref

orm

s

Gr

20

Dep

uty

Secr

etar

y H

uman

Res

ourc

e A

dvis

ory

&

Com

plia

nce A

udits

G

r 20

Dep

uty

Secr

etar

y C

orpo

rate

Aff

airs

&

Cap

acity

Bui

ldin

g G

r 20

Dire

ctor

Lega

l and

In

vest

igat

ions

Se

rvic

es

G

r 18

Ex.

Man

ager

MEA

C S

ecre

taria

t

G

r 18

Ex. M

anag

er

Exec

utiv

e Se

arch

&

App

oint

men

t

G

r 18

Exec

utiv

e M

gr

Publ

ic S

ervi

ce

Inst

itutio

nal

Hou

sing

G

r 18

Dire

ctor

NG

I R

egio

n O

f fice

G

r 19

Exec

utiv

e M

anag

er, C

apac

ity

Bui

ldin

g &

D

evel

opm

ent

G

r 18

Exec

utiv

e M

gr

St

rate

gic

Hum

an

Res

ourc

es

Man

agem

ent

G

r 18

Exec

utiv

e M

gr,

Fina

nce

&

Cor

pora

te P

lann

ing

G

r 18

Man

ager

In

vest

igat

ions

G

r 16

Exec

utiv

e O

ffice

r Ex

ecut

ive

Serv

ices

Gr 1

6

Man

ager

MEA

C

Secr

etar

iat,

G

r 16

Man

ager

Pe

rfor

man

ce

Man

agem

ent,

G

r 16

Man

ager

Ex

ecut

ive

Sear

ch

& A

ppoi

ntm

ent,

G

r 16

Man

ager

, Dis

trict

H

ousi

ng, G

r 16

Exec

utiv

e M

gr,

Indu

stria

l and

Em

ploy

men

t C

ondi

tion

Gr 1

8

Exec

utiv

e M

gr

Stra

tegi

c Po

licy

Dev

elop

men

t

G

r 18

Exec

utiv

e M

anag

er, G

ESI

(WO

G)

Gr 1

8

Exec

utiv

e M

gr

HR

Adv

isor

y Se

rvic

es

G

r 18

Exec

utiv

e M

gr

Mon

itorin

g,

Com

plia

nce

Ass

essm

ent &

R

epor

ting

Gr 1

8

Exec

utiv

e M

gr

Man

agem

ent

Info

rmat

ion

Syst

ems &

Sup

port

G

r 18

Man

ager

Hum

an R

esou

rces

A

dmin

istra

tion,

Gr 1

6

Man

ager

, Fin

ance

G

r 16

Man

ager

Leg

al

G

r 16

Man

ager

, In

stitu

tiona

l H

ousi

ng, G

r 16

Man

ager

Publ

ic S

ecto

r R

efor

ms

G

r 16

Man

ager

Gov

t. Pa

y Po

licy

& Jo

b Ev

alua

tion

G

r 16

Man

ager

St

rate

gic

HR

Po

licy

Res

earc

h an

d D

evel

opm

ent

G

r 16

Man

ager

Le

gisl

ativ

e R

efor

ms,

G

r 16

Man

ager

- SC

MC

G

r 16

Man

ager

Pol

icy

Rev

iew

&

Coo

rdin

atio

n G

r 16

Man

ager

, GES

I C

oord

inat

ion

&

Mai

nstre

amin

g G

r 16

Man

ager

HR

C

lient

s Ser

vice

s G

r 16

Man

ager

Sta

te o

f th

e Se

rvic

e R

epor

ting

Gr 1

6

Dire

ctor

H

ighl

ands

Reg

ion

Offi

ce

G

r 19

Man

ager

, Le

ader

ship

&

Tale

nt

Dev

elop

men

t

Gr 1

6

Man

ager

- H

RM

IS

Asc

ende

r Pay

roll

G

r 16

Dire

ctor

-Mom

ase

Reg

ion

Offi

ce

Gr 1

9

Man

ager

, PS

Scho

lars

hips

&

Trai

ning

G

r 16

Man

ager

Tec

hnic

al

Supp

ort

Gr 1

6

Man

ager

, Mal

e A

dvoc

acy

Net

wor

k &

WIL

G

r 16

Man

ager

C

ontra

ct

Adm

inis

tratio

n &

Em

ploy

men

t (C

itize

ns a

nd N

on

Citi

zens

)

G

r 16

Man

ager

Sou

ther

n R

egio

n La

w a

nd

Ord

er G

r 16

Man

ager

- H

RM

IS

Trai

ning

Gr 1

6

Man

ager

In

dust

rial R

elat

ion

G

r 16

Man

ager

M

onito

ring

&

Eval

uatio

n

G

r 16

Man

ager

, St

atis

tics &

A

naly

sis

G

r 16

Man

ager

Staf

fing

and

Esta

blis

hmen

t

Gr 1

6

Man

ager

H

ighl

ands

Reg

ion

and

Econ

omic

Se

ctor

Gr 1

6

Man

ager

, Bui

ldin

g &

Pro

perti

es

G

r 16

Man

ager

NG

I R

egio

n &

Adm

in

Sect

or G

r 16

Man

ager

- Sp

ecia

l Pr

ojec

t, (P

ublic

Ser

vice

M

edic

al &

Hea

lth

Insu

ranc

e)

Gr

16

Dire

ctor

Sou

ther

n R

egio

n O

ffice

G

r 19

Man

ager

Indu

ctio

n &

Cap

abili

ty

Nee

ds A

naly

sis

Gr 1

6

Man

ager

, GES

I

G

r 16

Man

ager

, A

dmin

istra

tion

Gr 1

6

Man

ager

A

BG

Sup

port

Coo

rdin

atio

n

Gr 1

6

Man

ager

Ret

irem

ent &

R

edep

loym

ent

G

r 16

Man

ager

Mom

ase

and

Soci

al S

ecto

r G

r 16

Man

ager

Dat

abas

e A

dmin

istra

tion

G

r 16

Dire

ctor

- N

atio

nal

Age

ncie

s

G

r 19

Man

ager

Cap

acity

B

uild

ing,

G

r 16

Man

ager

Pay

roll

G

r 16

Man

ager

Cor

pora

te

Plan

ning

, M

onito

ring

&

Eval

uatio

n

Gr 1

6

Man

ager

Pr

ovin

cial

A

uton

omy

Coo

rdin

atio

n, G

r 16


30

PART IV APPENDIX

Department of Personnel Management Corporate Plan 2019 -‐ 2022 Page 33 of 38

ii Mid-year Executive Management Team (EMT) Reporting Template

CORPORATE PLAN

Mid-‐year Reporting Template

Summary Report for each Branch

Branch: (enter the name of the Branch, Office or Unit)

Corporate Objectives: (enter the corporate plan objectives of the KRAs)

Key Result Areas: (enter the KRA's that the Branch is responsible for)

Activities as per MAP: Implementation and budget expenditure Reports abstracts from 1st & 2nd quarter budget review report

_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

__________________________________________________________________________________________________________________________________________________________________________

Summary of 1/2 yearly Implementation and Issues of concerns

___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Planning officers will sit in as observers in the 1/4ly budget review meetings of all the branch, office and units to take note of the progress in the implementation of the KRA's. The planning officers will provide a mid-‐year report to the Executive Management Team on the implementation of the KRAs as articulated in the Management Action Plan (MAP) for appropriate noting and decisions where necessary.

II. MID- YEAR EXECUTIVE MANAGEMENT TEAM

(EMT) REPORTING TEMPLATE


31

PART IV APPENDIX

III. ANNUAL REPORTING TEMPLATE


iii. Annual Reporting Template

CORPORATE PLAN

Annual Report Template

Division: (enter the name of your division)

Corporate Objectives: (enter the Objectives of the CP you are implementing)

Key Result Areas (KRA) (enter the KRA that you are reporting on)

Strategies: (list the strategies that you have worked on in the year)

Annual Activities: Progress and Achievements

_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Report Against KPI/Strategies:

_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Summary Report with Recommendations:

_________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

The Executive Manager of the Division is expected to complete this template and provide this report to

the Policy and Reforms Wing for the compilation of the annual report to Minister and Chief Secretary.


32

PART IV APPENDIX

IV. CORPORATE PLAN MID- TERM REVIEW TEMPLATE


iv. Corporate Plan Mid-term Review Template

CORPORATE PLAN

Mid-‐term Review Template

Wing: (enter the name of the Wing)

Corporate Objectives: (Enter the Corporate Plan Objectives that the Wing is responsible for)

Key Result Areas: (Enter the KRAs the Wing is responsible for) (note: Corporate Objectives and KRA must correlate)

Summary of Reports and Recommendations from yearly reports:

_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Report on actions taken on Recommendations: _____________________________________________________________________________________

__________________________________________________________________________________________________________________________________________________________________________

Critical Management Decisions and the way forward:

__________________________________________________________________________________________________________________________________________________________________________

_____________________________________________________________________________________

Summary:

_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

As the Department continues to synchronize the appointments of Departmental Heads with the

parliamentary terms where departmental heads will be appointed by incoming governments with contract terms of 4 years then the KRAs of Departmental Heads will be articulated into the Departments Corporate Plan. The Mid-‐term Review of the Corporate Plan is a must to ensure that the Departmental

Heads level of performance as measured by the results of the KRA achievements will determine whether the government maintains his or her contract for the full term.


33

PART IV APPENDIX

ABG -‐ AutonomousBougainvilleGovernment

AMR -‐ AnnualManagementReport

APSC -‐ AustraliaPublicServiceCommission

ASCENDER -‐ Nameofapayrollsystem

B & P - Building&Properties

CA & CE -‐ CorporateAffairs&CapacityEnhancement

CACC -‐ CentralAgencyCoordinatingCommittee

CB & D -‐ CapacityBuilding&Development

CNA -‐ CapacityNeedsAnalysis

CSTB -‐ CentralSupplyandTendersBoard

CTA -‐ CitizenTechnicalAdvisor

DNP & M -‐ DepartmentofNationalPlanning&Monitoring

DPLGA -‐ DepartmentofProvincial&LocalGovernmentaffairs

DLPP - DepartmentofLands&PhysicalPlanning

DPM -‐ DepartmentofPersonnelManagement

DPM & NEC -‐ DepartmentofPrimeMinister&NationalExecutiveCouncil

DSP -‐ DevelopmentStrategicPlan

EMT -‐ ExecutiveManagementTeam

F & CP - Finance&CorporatePlanning

FER -‐ FunctionalExpenditureReview

GESI -‐ GenderEquity&SocialInclusion

HR -‐ HumanResource

HRA & CA -‐ HumanResourceAdvisoryandComplianceAudit

HRD -‐ HumanResourceDevelopment

HRDSP -‐ HumanResourceDevelopmentStrategicPlan2020-‐2040

IFMS -‐ IntegratedFinancialManagementSystem

I & EC -‐ Industrial&EmploymentCondition

ICT -‐ Information&CommunicationTechnology

IT -‐ InformationTechnology

KRA -‐ KeyResultAreas

L & IS -‐ Legal&InvestigationServices

LLG -‐ LocalLevelGovernments

M & PMS -‐ MEAC&PerformanceManagementSystem

MAN -‐ MaleAdvocateNetwork

MAP -‐ ManagementActionPlan

MCA & R -‐ MonitoringComplianceAssessmentandReporting

MEAC -‐ MinisterialExecutiveAppointmentsCommittee

MIS -‐ ManagementInformationSystem

MOU -‐ MemorandumofUnderstanding

MTDP -‐ MediumTermDevelopmentPlan

ACRONYMS & ABBREVIATIONS


34

PART V ACRONYMS & ABBREVIATIONS

ACRONYMS & ABBREVIATIONS

NA -‐ NationalAgency

NCTA -‐ Non-‐CitizenTechnicalAdvisor

NEC -‐ NationalExecutiveCouncil

NSRSD -‐ NationalStrategyforResponsibleSustainableDevelopment

OD & D -‐ OrganizationalDesign&Development

PAC -‐ ProvincialAutonomyCoordination

PLLSMA -‐ Provincial&LocalLevelServicesMonitoringAuthority

PMS -‐ PerformanceManagementSystem

PNG -‐ PapuaNewGuinea

PS -‐ PublicService

PSIH - PublicServiceInstitutionalHousing

PHSR -‐ PublicServiceHumanResource

PSMA -‐ PublicServiceManagementAct

R & R - Retirement&Redeployment

SCMC -‐ SalariesandConditionMonitoringCommittee

SPD -‐ StrategicPolicyDevelopment

SRC -‐ SalariesRemunerationCommittee

STaRS -‐ StrategyforResponsibleSustainableDevelopment

UQ -‐ UniversityofQueensland

V2050 -‐ Vision2050

WOG - WholeofGovernment


35

PART V ACRONYMS & ABBREVIATIONS

1. Alotau Accord I & II

2. Development Strategic Plan 2010 - ‐ 2030

3. DPLGA Corporate Plan 2018 - ‐ 2022

4. DPM & NEC Corporate Plan 2018 - ‐ 2022

5. DPM Annual Management Report 2016 & 2017

6. DPM Circular Instruction # 23 of 2016 - ‐ PMS

7. DPM Corporate Plan 2011 - ‐ 2015 & 2016 - ‐ 2018

8. DPM Management Action Plan 2016, 2017 & 2018

9. Functional Expenditure Review of DPM - ‐ 2000

10. Human Resource Development Strategic Plan 2020 - ‐ 2040

11. Medium Term Development Plan I, II & III

12. National Strategy for Responsible Sustainable Development

13. Papua New Guinea Vision 2050

14. Public Service Management Act 2014

15. Public Service Management Act - ‐ Statutory Instrument # 7 & 9 of 2014

REFERENCES


36

PART VI REFERENCES

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