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26 Capacity: Resultsmoney being channeled into localservice delivery.More money is now flowing into serviceprovision. The 2010 national budget increasedfunding for provincial and localservice delivery by 22 percent, andby 2012 people will see 40 percent moreCapacity development investmentsThe PNG Government introduced the OrganicLaw on Provincial and Local Level Government.The commitment of central and local levelleadership to reforms has significantly contributedto their success.Staff have been moved from provincial officesto districts and local government to improveservices.Local governments now submit statutory nationalperformance reports.Local multi-stakeholder forums monitor localgovernments’ performance.The inter-departmental provincial and lowerlevel service monitoring authority monitorsand coordinates national and sub-nationalcooperation.Provinces prepare annual reports on servicedelivery outcomes for the PNG Parliament.The recognition of the role of provincialadministrators as chief accounting officers, whoexercise leadership and drive change at theprovincial and local levels.There is more public accountability.The Department of Provincialand Local Government Affairshas revived the inter-departmentalprovincial and lower level servicemonitoring authority thatmonitors and coordinates nationaland sub-national cooperation,and resurrected the practiceof provinces preparing annualreports on service delivery outcomesfor the PNG Parliament.These developments suggest that thesystem is better able to manage its ownaffairs, which bodes well for furtheradvances in service delivery, but PNGremains a complex environment withmany challenges still to overcome. Althoughgenerally impressive, progressvaries significantly across provinces. Themost encouraging outcomes have been inprovinces whose leadership – both politicaland administrative – is committed topositive change.Support to the capacitydevelopment processNational investmentsDecentralization is complex. It demandsvision, leadership and, ideally, a joint approachby key stakeholders. The leadershipof the PNG Government has confirmedits commitment to a three-tiergovernance structure. In its medium- andlong-term development visions, it clearlyrecognizes the role of sub-national governmentin leading the drive to improveservice delivery.Its steps to advance important fiscal decentralizationreforms aim to revitalizethe service delivery mechanism, encouragemore whole-of-government support,and promote the Department of Provin-
PAPUA NEW GUINEA27cial and Local Government Affairs asthe lead agency in sub-national capacitydevelopment. But most critical is its recognitionof the role of provincial administratorsas chief accounting officers whoexercise leadership and drive change atthe provincial and local levels.Development partners’ supportAusAID has worked with the Governmentas its principal external partner inadvancing decentralization. Other partners,such as NZAID, the European Commission,and the World Bank, have alsosupported the process.AusAID has channelled its supportthrough the Sub-National Program,which began in 2004 as a pilot project andhas since evolved into a longer-term, flexibleprogramme of support. It emphasizesthe importance of forging strong workingrelationships with counterpart organizations,and has placed staff in provincesto strengthen dialogue, programming,and monitoring. These efforts have alsoFind out morePlease contactEmail: AusAID infoausaid@ausaid.gov.auPhone: 02 6206 4000Web: www.ausaid.gov.ausupported research and policy analysis.It has sought to work iteratively, respondingto opportunities when they arise, andsupporting the Government’s leadershipand initiatives. Its capacity developmentapproaches have included technical assistance,along with peer-to-peer learning,stepped performance-based incentivefunds, and secondment of staff acrossprovinces. Its key strengths lie in its longtermcommitment to, and support for,PNG systems, plus a flexible and responsiveapproach that has helped the programmedevelop as those systems havechanged.DEPARTMENT OF PROVINCIAL & LOCAL GOVERNMENT AFFAIRS
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Page 3 and 4: CAPACITY ð RESULTSCase</st
Page 5 and 6: iiiForewordAbout the publicationAck
Page 7 and 8: vthe necessarily long-haul efforts
Page 9 and 10: viiin turn, have contributed to bet
Page 11 and 12: nard Conilh de Beyssac, Jan Ubels,
Page 13 and 14: xi►► Results focus is critical
Page 15 and 16: 1ALBANIA - Strengthening localgover
Page 17 and 18: albania3the chairmanship of the Kuk
Page 19 and 20: ASIA AND THE PACIFIC5training parti
Page 21 and 22: hutan7BHUTAN - Building capacitiest
Page 23 and 24: hutan9Between 2001 and 2006, the Go
Page 25 and 26: ETHIOPIA11and view profiles of indi
Page 27 and 28: guinea-bissau13GUINEA-BISSAU - Supp
Page 29 and 30: guinea-bissau15dialogue with the se
Page 31 and 32: kenya17Some major results include t
Page 33 and 34: LAO PDR19LAO PDR - Entrepreneursdri
Page 35 and 36: LAO PDR21selected to participate in
Page 37 and 38: NIGERIA23Its improved organizationa
Page 39: PAPUA NEW GUINEA25PAPUA NEW GUINEA
Page 43 and 44: PARAGUAY29Firstly, the Ministry of
Page 45 and 46: São Tomé e Príncipe31São Tomé
Page 47 and 48: São Tomé e Príncipe33technology.
Page 49 and 50: sierra leone35The strategy also sou
Page 51 and 52: UGANDA37UGANDA - Using multi-stakeh
Page 53 and 54: UGANDA39Support to the capacitydeve
Page 55 and 56: ZAMBIA41The experience of successfu
Page 57 and 58: 43ZAMBIA - Building capacity of sma
Page 59: 45bers in Business Associations aff

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