Further reductions in AHC PNG governance Moderate Possible High Responsibility for strategic oversight/ DFAT staff reductions results in lack of strategic direction of some governance programs oversight and direction in some programs transferred PNG Canberra Desk. Moderate Insufficient number of AHC staff renders Moderate Possible High Agreement by AHC to resource contract DFAT/AHC contract management of the Facility weak management/administration functions across governance portfolio. Moderate Limited availability of expert program staff Major Possible High DFAT consultation with Whole of DFAT, Whole (especially women) to work in PNG Government agencies to manage risk; of Government Selection of expert SP with well-developed agencies networks Moderate Lack of GoPNG engagement at (governance) Major Possible High Existing governance arrangements for AHC program level individual governance programs to be reviewed and where possible streamlined to ensure GoPNG engagement; QTAG cyclical review of individual program elements provides opportunity for GoPNG engagement. Moderate Facility research and learning processes do Moderate Possible High Regular AHC/SP meetings to review AHC, Facility not inform, or not integrated into, research and learning results and SP and QTAG governance programs integration into programs. QTAG annual review of the Facility Low Potential complexity of coordinating Facility Moderate Possible High Timelines for individual governance AHC , Facility Annual (Program) Planning due to number programs input to Annual Planning process SP and diversity of governance programs respected. PNG OPS coordination role to ensure Annual Planning process undertaken in timely manner Low Potential "disconnect" in integrating Facility Moderate Possible High Early discussions between AHC and PWSPD AHC Gender related activities with PWSPD PNG Governance Counsellors. Examine activities opportunities for joint PWSPD/Facility activities. Low
Further reductions in AHC PNG governance staff reductions results in lack of strategic oversight and direction in some programs Moderate Possible High Responsibility for strategic oversight/ direction of some governance programs transferred PNG Canberra Desk. DFAT Moderate Insufficient number of AHC staff renders contract management of the Facility weak Moderate Possible High Agreement by AHC to resource contract management/administration functions across governance portfolio. DFAT/AHC Moderate Limited availability of expert program staff (especially women) to work in PNG Major Possible High DFAT consultation with Whole of Government agencies to manage risk; Selection of expert SP with well-developed networks DFAT, Whole of Government agencies Moderate Lack of GoPNG engagement at (governance) program level Major Possible High Existing governance arrangements for individual governance programs to be reviewed and where possible streamlined to ensure GoPNG engagement; QTAG cyclical review of individual program elements provides opportunity for GoPNG engagement. AHC Moderate Facility research and learning processes do not inform, or not integrated into, governance programs Moderate Possible High Regular AHC/SP meetings to review research and learning results and integration into programs. QTAG annual review of the Facility AHC, Facility SP and QTAG Low Potential complexity of coordinating Facility Annual (Program) Planning due to number and diversity of governance programs Moderate Possible High Timelines for individual governance programs input to Annual Planning process respected. PNG OPS coordination role to ensure Annual Planning process undertaken in timely manner AHC , Facility SP Low Potential "disconnect" in integrating Facility Gender related activities with PWSPD PNG activities Moderate Possible High Early discussions between AHC and PWSPD Governance Counsellors. Examine opportunities for joint PWSPD/Facility activities. AHC Low
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