PPDVP Evaluation Report - Pacific Prevention of Domestic Violence ...

133. The PPDVP is considered, by a number of different stakeholders, to have been efficiently managedand delivered. The police-to-police approach has opened doors which would not otherwise havebeen available; and the use of the periodic visits by mentors has been an effective way to delivertraining and support in-country. The use of in-country and regional resources, such as making thetraining video in Kiribati, has been seen as an efficient use of resources and as recognition of skillsand facilities available within the Pacific.134. Situating the PPDVP unit within the International Service Group of NZ Police has worked well. TheNZ Police's PPDVP Contract Manager (Head of the International Service Group) is able to be wellinformedon what is happening in the PPDVP, and informal coordination and information sharingtakes place across NZ Police's overseas activities. There is a PPDVP Management Group within NZPolice, and internal NZ Police personnel processes are used to manage PPDVP staff and mentors.The Business Services Manager at NZ Police HQ maintains a financial brief to ensure costs are asanticipated, and that invoices to the NZ Aid Programme are timely & accurate and paid on time.Budgets are based on NZ Police's Chart of Accounts, which makes it easier for them to prepareinvoices.13s. The mentors' in-country roles are managed by the PPDVP Programme Manager. They are providedwith a tasking report before each deployment which sets out a realistic step-by-step process toachieve objectives of the country programme, and report back against this following thedeployment. If necessary while in-country, they have the freedom and flexibility to act within theoverall concept and guidelines. Capacity building is not a one-off task, but an on-going processwhich relies on frequent 'refreshing' of new skills and processes as well as empowering people toown and manage the processes themselves. The periodic mentor approach, plus visits from thePPDVP Implementation Unit, has been in line with accepted training and capacity developmentpractices.136. At the end of the PPDVP's first year the Programme Manager moved to another position within NZPolice, and in 2008 the second Programme Manager was seconded to PICP. NZ Police put processesin place to cover the gaps, and a transition file and risk management file were maintained by theProgramme Officer and overseen by a senior NZ police member.137. In the 2008/09 an additional objective covering programme administration and managementactivities was added to the Annual Business Plan. This component of the programme was notformerly detailed, although costs for this work area were included in the PPDVP budgets andfinancial reporting. This additional objective is not included in the Annual Report and does notappear specifically in MT minutes, but provides the PPDVP Manager and NZ Police with a way tomonitor performance in this area.138. The PPDVP was structured with a Management Team (MT) and a Regional Advisory Committee(RAC) with complementary roles. Feedback indicates that the RAC has functioned successfully,particularly as a coordination body. The MT met regularly in the first years and functionedeffectively, but its irregular meetings in the past eighteen months have left a gap in the PPDVPstructure. The MT minutes (and copies of MFAT1s written feedback to MT meetings) show that, asanticipated, it discussed business plans and approved new work areas; discussed progress reports,M&E, and gender mainstreaming; and commented on implementation and programmemanagement issues.139. The M & E Plan within the Programme Design (incorporated into the MOU between NZ Police andMFAT dated 6 October 2006), suggested activity-level reporting in bi-monthly reports to MT and sixmonthlyreports to RAC; and progress at output-level monitored and reported annually. There hasPPDVP Evaluation Report Page 22