east sepik integrated provincial development plan | …

EAST SEPIK INTEGRATED PROVINCIAL DEVELOPMENT PLAN | VOLUME TWO

i EAST SEPIK INTEGRATED PROVINCIAL DEVELOPMENT PLAN | VOLUME TWO

For more information contact:

East Sepik Provincial Government BMS Free Mail Bag Wewak East Sepik Province Papua New Guinea

Telephone : + (675) 4562146 Facsimile : + (675) 4562860

Published by East Sepik Provincial Government Wewak Papua New Guinea December 2018 ISBN : 978-9980-901-63-7

Copyright © 2018 | The Provincial Government of East Sepik Province

ii EAST SEPIK INTEGRATED PROVINCIAL DEVELOPMENT PLAN | VOLUME TWO

iii EAST SEPIK INTEGRATED PROVINCIAL DEVELOPMENT PLAN | VOLUME TWO

Table of Contents

ACRONYM ....................................................................................................................................... i

INTRODUCTION .............................................................................................................................. 1

1. Broad based inclusive sustainable economic growth ........................................................... 3

1.1 Lands .............................................................................................................................. 3

1.2 Agriculture & Livestock ................................................................................................ 6

1.2.1 Cocoa .............................................................................................................. 10

1.2.2 Vanilla ............................................................................................................. 13

1.2.3 Coffee .......................................................................................................... 15

1.2.4 Oil Palm ....................................................................................................... 17

3.2.3 Rubber ......................................................................................................... 19

1.2.6 Rice ................................................................................................................. 22

1.2.7 Coconut .......................................................................................................... 24

1.2.8 Livestock ......................................................................................................... 26

1.3 Fisheries ....................................................................................................................... 29

1.4 Tourism ....................................................................................................................... 33

1.5 Culture and Arts .......................................................................................................... 37

1.6 Forestry & Bio-diversity .............................................................................................. 41

1.7 Mining .......................................................................................................................... 44

1.8 Small & Medium Enterprises .................................................................................... 47

1.9 Financial Inclusion ...................................................................................................... 51

1.10 Business Arm ............................................................................................................ 53

2. Quality Infrastructure and Utilities ......................................................................................... 57

2.1 Land Transport Infrastructure ............................................................................... 57

2.2 Air Transport ............................................................................................................... 61

2.3 Marine & Water Transport ........................................................................................ 63

2.4 Energy ......................................................................................................................... 65

2.7 Water, Sanitation and Hygiene (WaSH) ................................................................... 73

3. Sustainable social development ............................................................................................. 77

3.1 Health and Nutrition ................................................................................................... 77

EAST SEPIK

INTEGRATED DEVELOPMENT PLAN 2018-2028

iv EAST SEPIK INTEGRATED PROVINCIAL DEVELOPMENT PLAN | VOLUME TWO

3.2 Primary & Secondary Education ............................................................................... 82

3.3 Higher Education, Research, Science & Technology ............................................... 85

3.4 Population .................................................................................................................. 89

3.5 Law & Justice ............................................................................................................... 91

3.6 Community Development & Churches ..................................................................... 94

3.7 Sports ......................................................................................................................... 98

3.8 Youth ...................................................................................................................... 102

3.9 Vulnerable and Disadvantaged Population ............................................................ 105

4. Cross Cutting Sectors ............................................................................................................. 109

4.1 HIV/AIDS and Social Ills ............................................................................................. 109

4.2 Climate Change, Environment and Carbon Trade ................................................... 111

4.3 Disaster Risk Management ...................................................................................... 114

4.4 Gender ....................................................................................................................... 116

5. Good Governance and efficient Public Administration ....................................................... 120

5.1 Governance ................................................................................................................ 120

5.2 Public Administration ............................................................................................... 123

5.3 Human Resource Development ............................................................................... 126

5.4 Financial Management ............................................................................................. 129

5.5 Audit & Compliance................................................................................................... 131

5.6 Monitoring & Evaluation of Programs & Projects .................................................. 135

i EAST SEPIK INTEGRATED PROVINCIAL DEVELOPMENT PLAN | VOLUME TWO

ACRONYMADB Asian Development Bank ATS Advisory Technical Services AUSAID Australian Aid CBP Cocoa Pod Borer DAL Department of Agriculture &

Livestock DDA District Development Authority DNPM Department of National Planning and

Monitoring DoW National Department of Works DPLGA Department of Provincial and Local

Level Government Affairs DSIP District Service Improvement

Programme EGC Economic Growth Corridor ESDECO East Sepik Development Corporation ESIPDP East Sepik Integrated Provincial

Development Plan ESPG East Sepik Provincial Government ESPHA East Sepik Provincial Health Authority ESPCMC East Sepik Provincial Consultative &

Monitoring Committee ESPEC East Sepik Provincial Executive

Council ESPGGC East Sepik Grass Roots Game

Organization Committee EU European Union FAD Fisheries Aggregation Device FDI Foreign Direct Investment GDO Growth Development Outcomes GESI Gender Equity Social Inclusion Policy GST Goods and Services Tax ICT Information Communication

Technology IFMS Integrated Financial Management

System IPA Investment Promotion Authority

IRC Internal Revenue Commission JICA Japanese International Corporation

Agency KRA Key Result Areas LFA Logging Forest Area LLG Local Level Government M & E Monitoring and Evaluation MTDP Medium Term Development Plan NAQIA National Agriculture and Quarantine

Inspection Authority NBC National Broadcasting Corporation NFA National Fisheries Authority NGO Non Government Organization OLPGLLG Organic Law on Provincial

Government & Local Level Government

PMT Project Management Team PMV Passenger Motor Vehicle PPP Public Private Partnership PSIP Provincial Service Improvement

Programme SME Small to Medium Enterprise SSTC South Sea Tuna Corporation PDS Provincial Development Strategy SMEMP Small to Medium Enterprise Master

Plan SHL Sepik Holdings Limited StaRS National Strategy for Responsible

Sustainable Development TVET Technical Vocational Education

Training VBA Village Birth Attendant VHV Village Health Volunteer WaSH Water and Sanitation and Health WB World Bank

1 EAST SEPIK INTEGRATED PROVINCIAL DEVELOPMENT PLAN | VOLUME TWO

INTRODUCTION

The East Sepik Integrated Provincial Development Plan 2018-2028 presents the road map

for the provincial development strategy. It is presented in two volumes – Volumes One (1)

and Volume Two (2).

Volume 1 presents the policy responses and strategies to be pursued over the life of the

plan. Volume 2 presents the planned intervention programmes under the five (5) growth

and enabling pillars. These are:

1. Broad based economic growth.

2. Quality infrastructure and utilities.

3. Sustainable social development.

4. Cross cutting issues.

5. Governance and public administration.

It contains the technical information on the operationalization of the policies and

strategies recommended in Volume 1.

The log frames provide details of the goal of the intervention programme under each of

the pillars, the strategies associated with the intervention programme, the expected

deliverables, and their indicative costings over the first five (5) years of the plan.

Volume 2 needs to be read together with Volume 1. The cross referencing and linkage is

provided for through Growth Pillar Ref in column 1 of the Log Frames - which indicates

the Growth pillars to which the Log frames are aligned.


1. Broad based inclusive sustainable economic growth

1.1 Lands

Goal: Secure and ensure a well administered land stock that will be made available for sustainable development

Growth

Pillar Ref

Indicator (Unit) Source Baseline (year) 2018 2019 2020 2021 2022 2028

GP1

SDG & MTDP III

EGG 1.4

1. % of Land Available in the Formal Market

Division of Lands & Dept. Of Lands & Physical Planning

Not Available 10% 20% 30% 40% 50% 80%

2. % of Customary Land Mobilisation and Development


Not Available 16% 17% 18% 19% 20% 40%

3. % of Alienated Land Availability for Development


2% (2016) 3.5% 4.5% 5.5% 6.5% 8% 20%

4. % of Land Disputes and Settlement

Village Court & Division of Lands/Land Court

100% (2016) 90% 80% 70% 60% 50% 20%

Leading Government Agency East Sepik Provincial Administration

Executing Division/Sector Division of Lands


EAST SEPIK INTEGRATED DEVELOPENT PLAN

No: Sector Strategy Provincial/Sector Plan or Policy reference

1 Develop and operationalize a Provincial Land Mobilisation Policy/Plan. ESIPDP 2018-2028/MTDP III 2018 - 2022

2 Customary Land Acquisition, Registration and Alienated Land Development Customary Land Registration Act 2009

3 Establishing a Provincial Land Inventory and Information System.

Land Registration (Customary Land) (Amendment) Act 2009 and Land Groups Incorporation (Amendment) Act 2009

4 Restructure of the Land Dispute Mechanism. ESIPDP 2018-2028/MTDP III 2018-2022

5 Capacity building for Division of Lands to effectively oversee land mobilization and land use planning.

ESIPDP 2018-2028/MTDP III 2018-2022

No. Deliverables 2018 2019 2020 2021 2022 Link Code

1 Develop and operationalize a Provincial Land Mobilisation Policy/Plan. Plan developed and operational 2.1.1

2 Capacity building for 6x District Lands Offices. 2 2 2 4.2.2

3 Percentage of Incorporated Land Groups in major impact project areas. 5% 10% 15% 25% 2.2.3

4 Percentage of Alienated Land ID and Land Use Surveys in all 6 Districts 10% 30% 50% 80% 3.2.4

5 Land Dispute Settlement Land dispute settlement mechanism in place

4.4.5

6 Land use plans for Growth Centres/Towns 2 2 2 3.1.6

Link Code:

Investment 2018 2019 2020 2021 2022 Total Estimate Cost

Funding Options


Estimated Input

(K million)

26,550,000

2.1.1 Agriculture Plan 100,000 100,000 PSIP/DSIP/GoPNG/Recurrent/Donor

4.2.2 Spice & Commodity Boards 300 000 300 000

300 000

300 000

1,200,000 PSIP/DSIP/GoPNG/Recurrent/Donor

2.2.3 Management & Extension 3,000,000

3,000,000

3,000,000

3,000,000


3.2.4 Management & Extension 1,500,000

2,000,000

2,000,000

2,000,000


4.4.5 Yangoru Saussia Poultry & Grain Project

1,000,000

1,000,000

1,000,000

1,000,000


3.1.6 Management & Extension 200,000 200,000

200,000

600,000 PSIP/DSIP/GoPNG/Recurrent/Donor

Bio-Security

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1.2 Agriculture & Livestock

Goal: A robust sector built on the platform of efficient and cost effective downstream processing and value added production, and providing employment, household income and provincial revenue.

Growth Pillar Ref

Indicator (Unit)

Source

Baseline (year)

2018

2019

2020

2021

2022

2028

GP1

SDG & MTDP III

EGG 1.1, 1.2, 1.3,

1.5, 1.6, 1.7

1. Coffee (KgGB)

DAL/CIC 113,700 (2016)

114,000 120,000 130,000 140,00 150,00 300,000

2. Cocoa (MT) PNGCIB 14,788 (2013)

15,000 15,500 16,000 18,000 20,000 100,000

3. Rubber Production (MT)

PDAL 151,200 (2016)

150,000 200,000 250,000 300,00 350,000 700,000

4. Vanilla (Kg) PDAL 1,943

(2013)

2,000 3,000 4,000 5,000 6,000 20,000

5. Rice milled (Kg)

PDAL 18,900 (2017)

18,000 24,000 36,000 36,000 40,200 200,000


Executing Division/Sector

Division of Agriculture & Livestock


No. Sector Strategy Provincial/Sector Plan or Policy reference

1 Develop a Provincial Agriculture Plan NADP 2010 – 2030, MTDP III, ESIPDP 2018 - 2028

2 Establish relevant Spice & Commodity Boards NADP 2010 – 2030, MTDP III, ESIPDP 2018 - 2028

3 Invite foreign investors to develop large scale rice farming in the Sepik plains

for export and domestic consumption

NADP 2010 – 2030, MTDP III, ESIPDP 2018 - 2028

4 Promote cash Crop, Livestock and Wildlife diversification farming and value added market orientated farming for export and reduce in imports.


5 Improve subsistence farming for self-sufficiency, food security and nutritional status


6 Strengthen farmer organizations as agriculture co-operatives, Women in Agriculture and Land Owner ILGs


7 Land acquisition/Land mobilisation and efficient land management for commercial farming.


8 Develop characteristic estate Agri-business in each District for domestic and export market


9 Import and adapt technology to increase agricultural productivity NADP 2010 – 2030, MTDP III, ESIPDP 2018 - 2028

10 Develop a provincial Bio-Security response plan to protect all the agro

industry commodities.




Estimated Input

(K million)

4,500,000

Link Code Investments 2018 2019 2020 2021 2022 Total

Estimate Cost

Funding Options

1-5.1.1 Agriculture

Plan

100,000 100,000 PSIP/DSIP/GoPNG/Recurrent/Donor

1-5.1.2 Spice &

Commodity

Boards


1.5.2.3 Management

& Extension

1,000,000 1,000,000 PSIP/DSIP/GoPNG/Recurrent/Donor


1 Develop a Provincial Agriculture Plan Plan in place 1-5.1.1

2 Establish Spice & Commodity Boards Boards established 1-5.1.2

3 PHQ Office complex renovation 1 1.5.2.3

4 PHQ Staff Housing 3 3 3 3 1-5.1.4

5 Yangoru Saussia Poultry & Grain Project Project Implemented 1.5.8.5

6 Acquire and distribute production enhancing technology to farmers Technology acquire and distributed 1.5.9.6

7 Provincial Bio-Security Plan completed Plan in place

1-5.10


1-5.1.4 Management

& Extension

500,000 500,000 500,000 500,000 2,000,000 PSIP/DSIP/GoPNG/Recurrent/Donor

1.5.8.5 Yangoru

Saussia

Poultry &

Grain Project

100,000 100,000 100,000 100,000 400,000 PSIP/DSIP/GoPNG/Recurrent/Donor

1.5.9.6 Management

& Extension


1-5.10 Bio-Security 100,000 100,000 200,000 PSIP/DSIP/GoPNG/Recurrent/Donor



1.2.1 Cocoa

Goal: East Sepik to be the leading cocoa producing province with emphasis on downstream processing and empowerment of rural

livelihoods.

Growth Pillar Ref

Indicator (Unit) Source Baseline (year)

2018 2019 2020 2021 2022 2028

GP1

SDG & MTDP III, EGG 1.2

1. Total Cocoa Export Volume (MT)

PNGCIB 14,788 (2016)

15,000 15,500 16,000 18,000 20,000 100,000

2. Total Cocoa Export Earnings (K’million)

PNG Customs

44.0

(2017)

46.0 48.0 50.0 60.0 80.0 100.0


Executing Division/Sector Division of Agriculture & Livestock


1 Establishment of Bud wood gardens throughout the province through the Smart Farmers and PPAP programmes.


2 Technical skills & training for farmers as part of the bud wood garden nurseries establishment programme.


3 Improve industry collaboration and participation NADP 2010 – 2030, MTDP III, ESIPDP 2018 - 2028

4 Improve transport infrastructure to farmers NADP 2010 – 2030, MTDP III, ESIPDP 2018 - 2028


5 Cocoa quality improvement and enhancement NADP 2010 – 2030, MTDP III, ESIPDP 2018 - 2028


1 2x Cocoa Budding Distribution Centres established (Hawain/Saramandi)

2 x centres established and functional

1-2.1.1

2 Cocoa Nurseries All Budwood gardens to be established in the beginning of the program

1-2.1.2

2.1 Wewak 13 x nurseries/13 x Budwood gardens established

1- 2.2.1

2.2 Angoram 6 x nurseries/10 x Budwood gardens established

1-2.2.2

2.3 Maprik 21 x nurseries/21 x Budwood gardens established in Economic Zones

1-2.2.3

2.4 Ambunti Drekikier 4 x nurseries/4 x Budwood gardens established

1-2.2.4

2.5 Wosera Gawi 4 x nurseries/4 x Budwood gardens established

1-2.2.5

2.6 Yangoru Saussia 26 x nurseries/15 x Budwood gardens established

1-2.2.6

3 Acquire and distribute production enhancing technology to farmers. Technology acquired and distributed 1-2.5.3

4 Momase Regional Cocoa Nursery Project/Yangoru – Saussia Project established under MTDP III 1-2.1.4



Estimated Input

(K million)

81,160,000

Link Code

Investments 2018 2019 2020 2021 2022 Total Estimate

Cost

Funding Options

1-2.1.1

Cocoa

BuddingDistribution

Centres

(Hawain/Saramandi)


1-2.1.2

Cocoa Nursery 470,000 210,000 210,000 210,000 1,100,000 PSIP/DSIP/GoPNG/Recurrent/Donor

1- 2.2.1 Wewak Cocoa

Nurseries/Budwood

Gardens

340,000 140,000 140,000 620,000 PSIP/DSIP/GoPNG/Recurrent/Donor

1-2.2.2 Angoram Cocoa

Nurseries/Budwood

Gardens


1-2.2.3 Maprik Cocoa

Nurseries/Budwood

Gardens

160,000 140,000 300,000 PSIP/DSIP/GoPNG/Recurrent/Donor

1-2.2.4 Ambunti Drekikier

Cocoa

Nurseries/Budwood

Gardens


1-2.2.5 Wosera Gawi Cocoa

Nurseries/Budwood

Gardens



1-2.2.6 Yangoru Saussia

Cocoa

Nurseries/Budwood

Gardens


1-2.5.3

1-2.1.4

1.2.2 Vanilla

Goal: Maintain East Sepik’s position as the second largest producer of organic vanilla producer in the world through down stream

processing and increased value adding.

Growth Pillar Ref


2018 2019 2020 2021 2022 2028

GP1

EGG 1.1, EGG 1.2, EGG 1.3, EGG 1.6, EGG 1.7

1. Total vanilla Export Volume

(MT)

PDAL 1,943 (2013) 2,000 3,000 4,000 5,000 6,000 20,000

2. Total vanilla Export

Earnings (K’million)

PDAL 1,554,400 1-5.1.1 7,760,000 8,320,000 10,400,000 13,600,000 20,000,000



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1 Establishment of the Provincial Spice Board to assume responsibility of quality control and best practice of business conduct.


2 Quality Assurance best practices to be operationalized. NADP 2010 – 2030, MTDP III, ESIPDP 2018 - 2028

3 Improve industry collaboration and participation NADP 2010 – 2030, MTDP III, ESIPDP 2018 - 2028

4 Improve market access and pricing NADP 2010 – 2030, MTDP III, ESIPDP 2018 - 2028


1 Vanilla Quality Assurance Board established Board in place

1-2.1.1

2 2x Vanilla Processing Units established 1 1 1-2.1.2

3 Acquire and distribute production enhancing technology to farmers

Ongoing 1-2.1.3

Estimated Input

(K million)

1,300,000


Estimate Cost

Funding Options

1-2.1.1 Vanilla

Quality

Assurance

Board


1-2.1.2 Vanilla

Processing

500,000 500,000 1,000,000 PSIP/DSIP/GoPNG/Recurrent/Donor


Units

1-2.1.3 Management

& Extension


1.2.3 Coffee

Goal: Improve the export value of Coffee through downstream processing and value adding & able to provide export earnings,

employment and household income.

Growth Pillar Ref


2018 2019 2020 2021 2022 2028

GP1

SGD & MTDP III

EGG 1.1., EGG 1.2

Total Coffee Export Volume (MT)

PNG CIC 85,910Kg GB (2017)

114,000 120,000 130,000 140,000 150,000 300,000

Total Coffee Export Earnings (K’million)

PNGCIC FOB (K8,902/ton)

765 572( 2017)

1,014,828 1,068,240 1,157,260 1,246,280 1,335,300 2,670,600




1 Establishment of nurseries at selected sites throughout the province NADP 2010 – 2030, MTDP III, ESIPDP 2018 - 2028

2 Provide technical assistance and training to farmers NADP 2010 – 2030, MTDP III, ESIPDP 2018 - 2028

3 Promote market access and management support NADP 2010 – 2030, MTDP III, ESIPDP 2018 - 2028



4 Develop processing facilities for coffee NADP 2010 – 2030, MTDP III, ESIPDP 2018 - 2028

5 Promote cooperatives as a means to increase production and returns in the industry



1 6x improved coffee clone nurseries established (10ha capacity) 2 2 2 1-2.1.1

2 2x Wet coffee cherry factory established 1 1 1-2.4.3

Estimated Input

(K million)

2,520,000

Investments Link Code

2018 2019 2020 2021 2022 Total

Estimate Cost

Funding Options

Coffee nurseries

1-2.1.1 140,000 140,000 140,000 520,000 PSIP/DSIP/GoPNG/Recurrent/Donor

Coffee Cherry Factory

1-2.4.3 1,000,000 1,000,000 2,000,000 PSIP/DSIP/GoPNG/Recurrent/Donor


1.2.4 Oil Palm

Goal: Promote a sustainable oil palm industry to support development in other sectors.

Growth Pillar Ref

Indicator (Unit) Source Baseline

(year) 2018 2019 2020 2021 2022 2028

GP1

SDG & MTDP III,

EGG 1.1, EGG 1.2, EGG 1.3, EGG 1.6

1. Number of Oil Palm planted

Sepik Oil Palm

Plantation Ltd

1,148,025 (2018)

1,200,000 1,500,000 2,000,000 3,000,00

0 5,000,00

0 10,000,000

2. Hactre (Ha) of Land occupied

by Oil Palm

9142.84ha (2018)

10,000 10,500 11,000 12,000 15,000 30,000

3. Number of Mills

1 (2018) 1 1 6




1 Land Mobilisation /ILG registration and clan vetting process for the project areas to be addressed.


2 Land Use Plans in place. NADP 2010 – 2030, MTDP III, ESIPDP 2018 - 2028

3 Consultation with all stakeholders in the project expansion areas. NADP 2010 – 2030, MTDP III, ESIPDP 2018 - 2028

4 Continuous training for farmers. NADP 2010 – 2030, MTDP III, ESIPDP 2018 - 2028

5 Ensure environment considerations are adequately met. NADP 2010 – 2030, MTDP III, ESIPDP 2018 - 2028

6 Appropriate infrastructure Plans for the project areas are in place. NADP 2010 – 2030, MTDP III, ESIPDP 2018 - 2028



No. Deliverables 2018 2019 2020 2021 2022 Programme/Project Link Code

1 Land Mobilization

Land Mobilized

Oil Palm Land Mobilization 1-3.1.1

2 Land Use Plan Land Use Plan in place for all project sites Land Use Plan 1-3.2.2

3 Training for Farmers

On going Oil Palm Training 1-3.4.3

Estimated Input

(K million)

1,400,000


Estimate Cost

Funding Options

1-3.1.1 Oil Palm Land

Mobilization

200,000 200,000 200,000 200,000 800,000 PSIP/DSIP/GoPNG/Recurre

nt/Donor

1-3.2.2 Land Use Plan 50,000 50,000 50,000 50,000 200,000 PSIP/DSIP/GoPNG/Recurre

nt/Donor

1-3.4.3 Oil Palm Training 100,000 100,000 100,000 100,000 400,000 PSIP/DSIP/GoPNG/Recurre

nt/Donor


3.2.3 Rubber

Goal: To develop and expand the rubber industry to increase export revenue and improve the welfare of the communities

involved in rubber production.

Growth Pillar Ref


2018 2019 2020 2021 2022 2028

GP1

EGG 1.1, EGG 1.2, EGG 1.3, EGG 1.6

1. Total Rubber

Sales Volume

(MT)

(Angoram)

PNG RB

IRC

151,200 MT

Cup-Lump

150,000 200,000 250,000 300,000 350,000 700,000

2. Total

Angoram

Rubber

Earnings

(K’million)

226,800 225,000 300,000 375,000 450,000 525,000 1,050,000




1 Establish a Provincial Rubber Board NADP 2010 – 2030, MTDP III, ESIPDP 2018 - 2028

2 Rehabilitation of Gavien Rubber Estate NADP 2010 – 2030, MTDP III, ESIPDP 2018 - 2028

3 Identify land for new Rubber Estate Development NADP 2010 – 2030, MTDP III, ESIPDP 2018 - 2028

4 Strengthen Management and Technical Capacity NADP 2010 – 2030, MTDP III, ESIPDP 2018 - 2028



5 Promote integrated Nucleus enterprise development NADP 2010 – 2030, MTDP III, ESIPDP 2018 - 2028


1 Establish a Provincial Rubber Board Board Established

1-2.1.1

2 Rehabilitation of Gavien Rubber Estate Estate rehabilitated 1-2.2.2

3 New Rubber Estate Development Ongoing 1-2.3.3

4 Strengthen Management and Technical Capacity Ongoing 1-2.4.4

5 Promote integrated nucleus enterprise development Ongoing 1-2.5.5

Estimated Input

(K million)

3,900,000

Link Code Investements 2018 2019 2020 2021 2022 Total

Estimate Cost

Funding Options

1-2.1.1 Rubber

Board


1-2.2.2 Gavien

Rubber

Estate

500,000 500,000 1,000,000 PSIP/DSIP/GoPNG/Recurrent/Donor

1-2.3.3 Rubber

Development


1-2.4.4 Rubber 50,000 50,000 PSIP/DSIP/GoPNG/Recurrent/Donor


Management

1-2.5.5 Nucleus

Enterprise

Development




1.2.6 Rice

Goal: Promote rice as a staple crop aimed at improving domestic nutrition and food security through import substitution and value

adding production for export as well as domestic employment creation

Growth Pillar Ref

Indicator (Unit)

Source

Baseline (year)

2018

2019

2020

2021

2022

2028

GP 1

EGG 1.EG 1.2, EG1.3,

EG1.6

1. Total quantity of Rice Milled

PDAL 126,585kg (2017)

126,585 173,764 242,820 344,674 495,652 1,100,000

2. Ha. of Land occupied by Rice Farming

PDAL 378ha

(2016)

390ha 400ha 500ha 600ha 700ha 1400ha




1 Establish seed multiplication units throughout the province NADP 2010 – 2030, MTDP III, ESIPDP 2018 - 2028

2 Acquire and distribute mills to each ward areas NADP 2010 – 2030, MTDP III, ESIPDP 2018 - 2028

3 Provide ongoing training to farmers NADP 2010 – 2030, MTDP III, ESIPDP 2018 - 2028



1 12x Ha Rice seed Farms Establishment 2 4 4 2 1-2.1.1

2 Rice Milling machines purchase and distributed Mill Machines distributed 1-2.2.2

3 Training to Farmers On Going 1-2.3.3

Estimated Input

(K million)

1,840,000


Estimate Cost

Funding Options

1-2.1.1 Rice Seed

Farms


1-2.2.2 Rice Milling

Machines


1-2.3.3 Rice

Training




1.2.7 Coconut

Goal: Revive the Coconut Industry through seed distribution, business incubation and downstream processing

Growth Pillar Ref

Indicator (Unit Source Baseline (year)

2018 2019 2020 2021 2022 2028

GP 1, EGG1.1, EGG 1.2, EGG 1.3

1. Number of Seed Gardens

KIK 1(2018) 1 2




1 Ensure MOA’s between KIK, ESPG and respective DDAs are entered into. NADP 2010 – 2030, MTDP III, ESIPDP 2018 - 2028

2 Adequately resource Saramandi/Hawain Seed Gardens to supply seedlings throughout the Province


3 In consultation with KIK provide tailored business incubation training to SMEs and farmers


4 Research markets for coconut products. NADP 2010 – 2030, MTDP III, ESIPDP 2018 - 2028

5 Continuous management support to farmers. NADP 2010 – 2030, MTDP III, ESIPDP 2018 - 2028



1 MoA between KIK, ESPG and DDAs MoA in place 1.1.1

2 Saramandi/Hawain Seed Gardens resourced Adequately resourced 1.2.2

3 Business Incubation Training for Farmers On Going 1.3.3

4 3x Coconut virgin oil downstream processing plants established 1 1 1 1.4.4

Estimated Input

(K’000)

2,200,000

Link Code

Investments 2018 2019 2020 2021 2022 Total

Estimate Cost

Funding Options

1.1.1 Coconut MoA 100,000 100,000 PSIP/DSIP/GoPNG/Recurrent/Donor

1.2.2 Saramandi/Hawain

Seed Gardens


1.3.3 Coconut Business

Training


1.4.4 Coconut

processing plants

500,000 500,000 500,000 1,500,000 PSIP/DSIP/GoPNG/Recurrent/Donor



1.2.8 Livestock

Goal: Promote livestock for import replacement and supplement nutritional diet for people.

Growth Pillar Ref


2018 2019 2020 2021 2022 2028

GP 1

EGG 1.1, EGG 1.2, EGG 1.5

1. Number of Cattle

Maprik DDA 700 Herds (2018)

750 800 850 900 1800

2. Number of Piggery Farms

1 (2018) 1 1 1 5




1 Mobilise land for livestock pasturing NADP 2010 – 2030, MTDP III, ESIPDP 2018 - 2028

2 Re-establishment of Urimo Cattle Ranch NADP 2010 – 2030, MTDP III, ESIPDP 2018 - 2028

3 Revive Wariman Abattoir and Urimo/Bainik slaughter slabs NADP 2010 – 2030, MTDP III, ESIPDP 2018 - 2028

4 Regulate egg harvesting and wildlife management area for crocodile population


5 Build appropriate infrastructure for livestock production NADP 2010 – 2030, MTDP III, ESIPDP 2018 - 2028

6 Provide appropriate training to farmers NADP 2010 – 2030, MTDP III, ESIPDP 2018 - 2028



1 Land Mobilization Land Mobilized for Livestock pasturing

1-2.1.1

2 Urimo Cattle Ranch Reestablishment Urimo Cattle Ranch Re-established 1-2.2.2

3 Wariman Abattoir and Urimo/Bainik Slaughter Slabs Revived Abattoir and Slaughter Slabs Revived

1-2.3.3

4 6x Cattle Breeding & Distribution farms established 1 2 2 1 1.44

5 6x Piggery Breeding & Distribution Farms established 1 2 2 1 2.5.5

6 1x Sheep Breeding & Distribution Farm established 1 1-2.5.6

7 1x Goat Breeding & Distribution Farm established 1 1-2.5.7

8 Formalise Crocodile Skin and Meat Marketing On Going 1-2.4.8

9 Training for Farmers On Going 1-2.4.9



Estimated Input

(K million)

15,600,000


Estimate Cost Funding Options

1-2.1.1 Livestock Land

Mobilization 200,000 200,000 200,000 200,000 800,000

PSIP/DSIP/GoPNG/Recurrent/

Donor

1-2.2.2 Urimo Cattle

Ranch 1,000,000 200,000 200,000 200,000 1,600,000


Donor

1-2.3.3 Wariman

Abattoir and

Urimo/Bainik

Slaughter Slabs

1,000,000 1,000,000 1,000,000 1,000,000 4,000,000 PSIP/DSIP/GoPNG/Recurrent/

Donor

1.44 Cattle Breeding

Farms 500,000 1,000,000 1,000,000 500,000 3,000,000


Donor

2.5.5 Piggery

Breeding Farms 500,000 1,000,000 1,000,000 500,000 3,000,000


Donor

1-2.5.6 Sheep Breeding

& Distribution

Farm

1,000,000 1,000,000 PSIP/DSIP/GoPNG/Recurrent/

Donor

1-2.5.7 Goat Breeding

& Distribution

Farm

1,000,000 1,000,000 PSIP/DSIP/GoPNG/Recurrent/

Donor

1-2.4.8 Crocodile

Farming &

Marketing

200,000 200,000 200,000 200,000 800,000 PSIP/DSIP/GoPNG/Recurrent/

Donor

1-2.4.9 Livestock

Training

100,000 100,000 100,000 100,000 400,000 PSIP/DSIP/GoPNG/Recurrent/

Donor

Administrator

Highlight

Since it's noted as (K million) Do we indicate as 15.6 or leave as it is?


1.3 Fisheries

Goal: Develop the fisheries sector as a sustainable growth industry that offers business opportunities for Foreign Direct Investment, SME’s and informal businesses, and generates employment and contributes to tax revenue.

Growth Pillar Ref

Indicator (Unit

Source

Baseline (year)

2018

2019

2020

2021

2022

2028

GP 1,

EGG 1.2, EGG1.3, EGG1.5, EGG 1.6, EGG 1.7

1. Marine Fish Production (MT)

Fish Cooperative 35,000 PGK (2012)

0 35,000 70,000 91,000 105,000 210 000

2. Marine Fish Production (MT)

Reg. Groups- Sila 70,000 PGK (2016 )

84,000 105000 126,000 140,000 161,000 322 000

3. Tuna & other Pelagic fish

Wewak Trap Net Fishery

120,000

(2016)

108,000 120,000 138,000 150,000 168,000 336 000

4. BDM fishery (MT)

License Exporters 1,800,000 PGK (2017)

2,160,000 2,700,000 3,600,000 3,600,000

3,600,000

7,200 000

5. Mangrove-Milk/Mangrove fish

Watam Fish Groups

70,000 PGK ( 2016 )

91,000 112,000 133,000 147,000 168,000 336000

6. Tuna- Yellow fin/Skip Jack (MT)

IFAD/Trolling 75,000 PGK (2014)

90,000 105,000 120,000 135,000 180,000 360 000

7. Snapper fishery

Watam Fish Groups

150,000 PGK (2017)

165,000 195,000 210,000 225,000 240,000 480 000




Executing Division/Sector Division of Fisheries & Marine Resources


1 Develop and manage the Fisheries Sector in the province/districts aimed at encouraging, and incentivizing local fishermen and aqua/inland fish farmers.

ESIPDP 2018-2028/MTDP III/ESP Fish Development Plan 2016-2020

2 Develop a Provincial Fisheries Policy and enforce the Fisheries Regulatory framework for the province.


3 Address issues associated with problems of Marine Tenure ship and fishing ground ownership and rights.


4 Develop a strategy to enable small scale farming to access external markets.


5 Establishment and operationalization of the East Sepik Fisheries Association Cooperative Limited.


6 Develop a strategy to encourage the involvement of women in the sector.


7 Improve Extension, training and Advisory Support to SME’s and communities involved in fisheries in all districts.


8 Undertake a Fisheries resource survey to update the management data base for the sector.


9 Provide adequate hatchery for fingerlings rearing and their distribution to farming communities.


10 Reposition and make accessible to local fishermen Indigenous Fisheries Aggregation Device (IFAD).



11 Adequately resource the division of fisheries through (budgetary, staffing, housing, equipment) to enable it to function effectively.



1 Training for 12x Divisional staff 3 4 4 1 1-7.7.1

2 22x trainings conducted to fishers and fish farmers

3 6 12 1 1-7.7.2

3 4x Trial farming of sea cucumber

1 0 2 1 1-7.4.3

4 Roll out trap net fishery to 5x maritime LLGs

- 5 - 1-7.10.4

5 Critical environment ecosystem identification

Ongoing ongoing Ongoing ongoing ongoing 1-7.8.5

6 1xhatchery & fish feed mill established

- 1 1-7.9.6

7 25x Fisheries Cooperatives Revivedand established

Awareness Establish 10

15 20 25 1-7.5.8

8 Re- establish 15x fisheries cooperative groups

- 10 5 1-7.7.7

9 2x Fish Cooperative engage in SME commercially

- - 2 1-7.5.8

10 2x Fish markets to be established

- Complete Kreer Fish

Market

Documentation

For Ambunti Fish Market

Seeking funding support

Identify

One more

1-7.1.10



11 Repair maintain, replace & redeploy of 6x FADs

- 1 - 5 1-7.10.11

Estimated Input

(K million)

2,810,000

Link Code


Cost

Funding Options

1-7.1 Fisheries Management and Administration

130,000 140,000 150,000 160,000 170,000 750,000 PSIP/DSIP/GoPNG/NFA/Recurrent/Donor

1-7.2.3 Fisheries Extension and Advisory Support

80,000 150,000 250,000 500,000 500,000 1,480,000 PSIP/DSIP/GoPNG/NFA/Recurrent/Donor

1-7.4 Fisheries Extension and Advisory Support

- 80,000 100,000 200,000 200,000 580,000 PSIP/DSIP/GoPNG/NFA/Recurrent/Donor

Administrator

Highlight

Same comment as above regarding the value figure.


1.4 Tourism

Goal: To build a strong, vibrant tourism sector that is able to market and promote through strategic partnership the East Sepik

culture, hospitality and environmental services.

Growth Pillar Ref

Indicator (Unit Source Baseline (year) 2018 2019 2020 2021 2022 2028

GP 1, EGG 1.1,EGG1.2,

EGG1.3

1. Number of visitors into ESP

PNGTPA visitors Arrival Report 2016

3, 846(2016) 4,000 5,000 6,000 7,000 10,000 20 000

2. Total number of Cruise ship visits

CST P&O Maiden Report 2015

3 (2017) 1 2 2 2 2 4

3. Number of Water based tourism activities Surfing/Diving/ Kayaking

CST Product Development 2017/2018

1 (2018) 1 3 4 4 4 8

4. Number of land based tourism activities Bird Watching/ Waterfalls / WWII Sites/ Trekking (Tracking)

CST Product Report

2018

1 (2018) 1 2 2 3 3 6

5. Japanese Memorial Visits

CST WWII Bone Recovery Mission

4(2016) 4 4 4 4 4 8

6. Number of Accommodation: Hotels/ Lodges/ Guest Houses

CST Accommodation Report 2017

12(2016) 12 13 14 15 16 32




Executing Division/Sector Division of Culture, Sport & Tourism


1 Strengthen and promote research & development. East Sepik Tourism Development Feasibility Study: Final Report Sept 1992/ESIPDP 2018– 2028/MTDP III

2 Improve and strengthen human resources capacity. East Sepik Tourism Development Feasibility Study: Final Report Sept 1992/ESIPDP 2018– 2028/MTDP III

3 Encourage local landowner participation & involvement. East Sepik Tourism Development Feasibility Study: Final Report Sept 1992/ESIPDP 2018– 2028/MTDP III

4 Market the province as a Destination. East Sepik Tourism Development Feasibility Study: Final Report Sept 1992/ESIPDP 2018– 2028/MTDP III

5 Establish Provincial Tourism Bureau and Associations. East Sepik Tourism Development Feasibility Study: Final Report Sept 1992/ESIPDP 2018– 2028/MTDP III

6 Develop and implement a Tourism Standards framework for products such as food, hospitality, travel and security for the tourism industry.

East Sepik Tourism Development Feasibility Study: Final Report Sept 1992/ESIPDP 2018– 2028/MTDP III


1 Develop an East Sepik Tourism Master Plan Plan in place and operational 1-6.4.1

2 Establish East Sepik Tourism Board Tourism Board Established and operational

1-6.5.2


3 Conduct Feasibility Study on the province’s Tourism activity

Feasibility Study Conducted

1-6.1.3

4 Conduct Hospitality, Tour Guide,and associated Skills Training for Local Operators

6 6 6 6 1-6.2.4

5 Identify, document and market Niche Products On Going 1-6.4.5

6 Partner with National Marketing and Promotional Programs to promote East Sepik products

On Going 1-6.4.6

Estimated Input

(K million)

2,400,000

Link Code Investments 2018 2019 2020 2021 2022 Total Estimate

Cost

Funding Options

1-6.4.1 Tourism Management & Administration

150,000 150,000 PSIP/DSIP/GoPNG/TPA/Recurrent/Donor


100,000 50, 000

50, 000 50, 000

250, 000 PSIP/DSIP/GoPNG/TPA/Recurrent/Donor


200,000 200, 000 PSIP/DSIP/GoPNG/TPA/Recurrent/Donor

1-6.2.4 Tourism Management

300, 000 300, 000

300, 000

300, 000

1,200 000 PSIP/DSIP/GoPNG/TPA/Recurrent/Donor

Administrator

Highlight

Same comment as above regarding the value.



& Administration

1-6.4.5 Marketing the Destination

50, 000 50, 000

50, 000 50, 000


1-6.4.6 Tourism Extension & Advisory Support

100, 000 100, 000

100, 000

100, 000



1.5 Culture and Arts

Goal: Create an authentic East Sepik heritage; Culture and Arts that promotes and celebrates Sepik identity and used to shape the

contemporary life and history of the province.

Growth Pillar Ref


GP1,

EGG 1.1, EGG 1.2, EGG1.3, EGG 1.7

1. Number of Organised Cultural Groups in ESP

5th Melanesian Festival of Arts & Culture Committee Report (2014)

38 (2014) 38 15 15 15 83 106

2. Number of Traditional Spirit Houses in ESP

East Sepik Spirit Houses Registry (2017)

6 (2017) 6 2 2 2 10 20

3. Number of Museum East Sepik Cultural Assets Inventory (2017

0 (2017) 0 1 1 1 3 6

4. Number of Culture & Arts Centres in ESP

Division of Culture & Arts Report (2017)

0 (2017) 1 1 1 1 6 12

5. Number of Natural & Modern History Sites in ESP

Division of Culture & Tourism Report (2017)

1 (2017) 1 1 1 1 3 6

6. Number of Festivals held in ESP

East Sepik Provincial Festival Report 2017

1 (2017) 2 1 1 1 3 6

7. Number of District Arts and Culture Exhibition held in ESP

CST Art Development Report 2017

1 (2017) 1 1 1 1 3 6

8. Number of Village Festival held in ESP

CST Tongujamb Report 2016 1 (2016) 1 1 1 1 3 6




Executing Division/Sector Culture, Sports & Tourism


1 Organise and promote arts and culture of the province. ESIPDP 2018 – 2028

2 Conduct inventory of historical sites, festivals and cultural shows. ESIPDP 2018 – 2028

3 Establish a museum and cultural centre for the Province. ESIPDP 2018 – 2028

4 Rehabilitate existing Arts and Culture facilities. ESIPDP 2018 – 2028

5 Prepare and attend international culture and arts festivals to promote PNG and East Sepik.

ESIPDP 2018 – 2028

6 Source and provide appropriate training with partners for clients

involved in culture and arts.

ESIPDP 2018 – 2028

7 In collaboration with Intellectual Property Office in IPA secure the

intellectual property rights for traditional knowledge such as

designs used in traditional architecture and festivals, art forms and

ornamentation on face decorations, carvings and artefacts

ESIPDP 2018 – 2028


1 4x Provincial Festivals and Shows held

1 1 1 1 1.1.1

2 Develop and maintain Arts & Culture Inventory

Inventory in place

1-8.2.2


Estimated Input

(K million)

7,950,000

Link Code


Estimate Cost

Funding Options

1.1.1 Provincial Festivals and Shows

500,000 500,000 500,000 500,000 2,000,000 PSIP/DSIP/Recurrent/GoPNG/Donors

1-8.2.2 Arts & Culture Inventory

150,000 150,000 PSIP/DSIP/Recurrent/GoPNG/Donors

1-8.3.3 Arts & Cultural Calender

50,000 50,000 50,000 50,000 200,000 PSIP/DSIP/Recurrent/GoPNG/Donors

1-8.3.4 Art & Culture Council & Board


1-8.3.5 Museum and cultural

5,000,000 5,000,000 PSIP/DSIP/Recurrent/GoPNG/Donors

3 Annual Provincial Arts & Cultural Calendar

Calender developed

1-8.3.3

4 Establish East Sepik Provincial Art & Culture Council & Board

Council & Board in

place

1-8.3.4

5 Museum and cultural centre developed

Museum and cultural centre developed

1-8.3.5

6 Culture & Arts Training On going 1-8.3.6



centre

1-8.3.6 Culture & Arts Training



1.6 Forestry & Bio-diversity

Goal: Manage forests with its rich biodiversity capital as a strategic asset that is able to offer eco-system services and downstream

processing of sustainably harvested timber for export and d0mestic consumption, employment creation and revenue

generation.

Growth Pillar Ref


GP 1,

EGG 1.1,

EGG 1.2,

EGG 1.3

1. Volume of round logs exported

ESPA Forest

Report(2015)

101,780(MT) (2015) Downstream

processing

of logs

Logs

processed

locally

2. Veneer Factory

establishment

ESPA Planning 1

(Turubu/Kanduanum

Oil palm)

1x Veneer Factory operational

Leading Government Agency National Forest Authority

Executing Division/Sector Provincial Forest Office/ Division of Revenue & Taxation/Provinical Administrator’s Office




1 Establishment of Forestry Desk/Office Desk/Office established

1-2.1.1

2 Establish database in forest management system Database in place

1-2.4.2

3 Conduct trainings and awareness for forest

sustainability

5 5 5 5 1-2.3.3


1 Establish a Forestry office/desk in the Provincial administration to oversee all

forestry related activities in the province

ESIPDP 2018 - 2028/Forestry Reports/MTDPIII/Vision 2050

2 Develop a Provincial Forest management plan aimed at developing forests as

strategic assets – value adding of timber products and biodiversity and eco-

system services

ESIPDP 2018 – 2028/Forestry Reports/MTDPIII/Vision 2050

3 Integrate forest management into the monitoring and management system

of natural resource management


4 Conduct forest resources inventory to assess the quality of remaining forest

resources


5 Initiate commercial plantation development of valuable forest products such

as eaglewood, sandalwood and teak tree etc.


6 In collaboration with NFA integrate REDD+ project to manage carbon stock ESIPDP 2018 - 2028/Forestry Reports/MTDPIII/Vision 2050


Estimated Input

(K ‘000)

800,000

Link Code


Estimate Cost

Funding Options

1-2.1.1 Forestry

Desk/Office


1-2.4.2 Forest

Database


1-2.3.3 Forest Training




1.7 Mining

Goal: A sustainably developed mining industry built on sound internationally accepted environmental best practices, that provides for

national content for community participation and small scale alluvial mining for communities.

Growth Pillar Ref


GP 1,

EGG 1.1,

EGG 1.2,

EGG 1.3

1. Number of Alluvial Miners trained

ESPA Small Mining TOT

Report Wau/ Bulolo

32 (2014) 32 50 50 50 50 100

2. Mining Prospectus MRA Report 3 (2016) To be increased depending on prospects

6

Leading Government Agency Mineral Resource Authority/ CEPA

Executing Division/Sector ESPA Mining Desk/Project Management Division


1 Establishment of a Mining Office/Desk to oversee all mining related activities in the province.

ESIPDP 2018-2028/MRA Reports/MTDPIII/Vision 2050

2 Guide small scale alluvial gold mining as sustainable livelihood activities

whilst minimizing pollution.


3 Develop legal and institutional frameworks for sound and sustainable mining

to benefit the Provincial economy.



4 Manage issues relating to the development of the Frieda Mine to benefit the

Province economically, environmentally and socially.


5 Adopt the principles of StaRS in the framing of the mine environmental plan

to safe guard against environmental destruction and unsafe mine practices



1 Mining Office/Desk established Office in Place

1-2.1.1

2 Number of Small Scale Miners attend

small sale mining sustainable mining

practises

32 50 50 50 50 1-2.2.2

3 Development of Institutional Frame

work, Policy and Acts for safe mining

practices in the province

Legal frame work in place to generate revenue and practise safe sustainable mining practices in

the province

1-2.3.3

4 Establishment of Frieda Mine

Management Committee

Committee established to oversee the Frieda

Mine spin off benefits to the local resource

owners and the mining returns to the provincial

government

1-2.4.4



Estimated Input

(K ‘000)

680,000


Cost

Funding Options

1-2.1.1 Mining Office/Desk


1-2.2.2 Small Scale Alluvial Mining Training of Trainers

20,000 40,000 40,000 40,000 40,000 180,000 PSIP/DSIP/GoPNG/Recurrent/Donor

1-2.3.3 Provincial Mining Law and Regulation


1-2.4.4 Frieda Mine Committee



1.8 Small & Medium Enterprises

Goal: Develop and promote Small-Medium Enterprises for inclusive sustainable economic growth.

Growth Pillar Ref


GP 1,

EGG 1.3,

EGG 1.6,

EGG 1.7

1. Number of SMEs SME Master Plan 2016-2030

1,992

(2018)

1,992 2,000 2,500 3,000 5,000 10 000

2. % of SMEs in the informal sector

PHQ Commerce 2010 Survey

60% out of the total IPA Registered (2010)

60% 62% 65% 70% 75% 90%

3. Employment in

SMEs

SME Corp Survey 2011

16000

(2011)

18,000 19,000 21,000 23,000 25,000

50, 000

4. Number of Primary Cooperative Societies

Sepik Corporative Association Limited Data Collection 2013

768 (2016) 1,000 2,000 2,500 3,000 3,500 7,000

Number of Micro-financing institutions

Division of Commerce

3 (Currently operating

in the province)

To extend operations into the districts

Leading Government Agency Department of Commerce and Industry (DCI), SME Corporation, Division of Commerce, ESPA

Executing Division/Sector Division of Commerce - ESPA




1 Promote entrepreneurship and innovation in SMEs to facilitate the transfer

of appropriate technology including adaptation of imported technology to

promote and expand businesses.

ESIPDP 2018-2028/SME Master Plan 2016-2030/MTDPIIIVision

2050

2 Establish SME Industrial Centre to promote the growth SME activities in

various sectors including downstream processing and value adding for

exports.

ESIPDP 2018-2028/SME Master Plan 2016-2030/MTDPIII Vision

2050

3 Establish Incubation Centre to grow the sector. ESIPDP 2018-2028/SME Master Plan 2016-2030/MTDPIII Vision

2050

4 Establish SME Training Centres in Districts aimed at assisting new start up as

well as on going assistance to existing businesses


2050

5 Establish and reactivate micro financing institutions to encourage savings

and facilitation of credit access for SME’s development.

ESIPDP 2018-2028/SME Master Plan 2016-2030/ MTDPIII

Vision 2050

6 Empower the Cooperative Concept as a vehicle to drive the SMEs in rural

areas.


Vision 2050

7 Establish East Sepik SME Indigenous Business Council to oversee the interest

of the sector.


Vision 2050

8 Empower and promote women in business. ESIPDP 2018-2028/SME Master Plan 2016-2030/ MTDPIII

Vision 2050



1 4x business trainings conducted annually 4 4 4 4 1-5.4.1

2 Establishments of 2x SME Industrial Centre

(Yawasoro & Maprik)

1 1 1-5.2.2

3 6x Incubation Centres in each Districts 1 2 2 1 1-5.4.3

4 Establishment of 6x Business Training Centres in

each districts

1 2 2 1 1-5.4.4

5 Reactivation of Sepik Savings & Loans Society &

establishment of branches in each district

1 2 2 1 5.5.5

6 Number of International expositions or trade

fairs conducted to promote foreign investment

2 2 2 2 1-5.2.5

7 Number of active co-operative Societies 1,000 2,000 2,500 3,000 4.6.7

8 Establishment of Indigenous Business Council Indigenous Business Council established

1-5.7.8

9 Women in business Increased number of Women in Business

1-5.8.9



Estimated Input

(K ,000)

56,160,000

Link Code


Cost

Funding Options

1-5.4.1 Business Training


1-5.2.2 Industrial Development

10,000,000 10,000,000 20,000,000 PSIP/DSIP/GoPNG/Recurrent/Donor

1-5.4.3 Incubation Centres

5,000,000 5,000,000 5,000,000 5,000,000 20,000,000 PSIP/DSIP/GoPNG/Recurrent/Donor

1-5.4.4 Business Training Centres


5.5.5 Sepik Savings & Loans


1-5.2.5 Investment Facilitation


4.6.7 Co-operative Societies


1-5.7.8 Marketing/ Promotion


1-5.8.9 Women In Business


1.9 Financial Inclusion

Goal: To have a well developed financial inclusion strategy that enables individuals and businesses to achieve their economic

potential by supporting economic development, increased incomes and improved standard of living.

Growth Pillar Ref


GP 1,

EGG 1.6,

EGG 1.7

1. Number of money lending firms in the Province

Commerce/ESPA 5 (2017) 6 7 10 15 30

2. Number of Banks in Growth Centres

Commerce/ESPA 2 (2017) (Maprik) Established in all growth centres

Leading Government Agency Department of Commerce and Industry (DCI), SME Corporation, Division of Commerce ESPA

Executing Division/Sector Division of Commerce -ESPA


1 Division of commerce to work with the Bank of PNG and other Commercial

banks to implement the financial inclusion strategy in the province.

ESIPDP 2018-2028/SME Master Plan 2016-2030/MTDPIIIVision

2050

2 Invite commercial banks to establish branches in growth centers to expand

the financial inclusion net.


2050

3 Use SME Training Centres in Districts to operationalize the Financial inclusion

strategy through programmes such as financial literacy training,

entrepreneurial skill development, and ICT enabled banking.


2050

4 Develop and implement a policy and compliance framework to regulate the ESIPDP 2018-2028/SME Master Plan 2016-2030/MTDPIII Vision



conduct of micro money lending businesses. 2050


1 Policy & Compliance framework for micro

money lending business in place

Policy/Framework in Place 1-2.4.1

2 Financial Inclusion training conducted 5 5 5 5 1-2.1.1

Estimated Input

(K ,000)

600,000

Link Code


Estimate Cost

Funding Options

1-2.4.1 Micro Money Lending Policy/Framework


1-2.1.1 Financial Inclsuion Training



1.10 Business Arm

Goal: Establishment of a profitable Provincial Government Business Arm to prudently manage ESPG’s commercial interests in

various business ventures, including the service delivery space.

Growth Pillar Ref


GP 1,

EGG 1.1, EGG 1.3

1. Number of ESPG owned business entities

ESPA 1 (2018) Revived Sepik Holdings to be the investment arm of ESPG


Executing Division/Sector Division of Trade Commerce & Industry


1 Identify new business opportunities for capital investment and

revenue generation

ESIPDP 2018– 2028/MTDP III/Vision 2050/DSP 2030

2 Revive Sepik Holdings Limited (SHL) to make it an effective investment

arm of ESPG


3 Use the SHL to participate in major foreign investment projects. ESIPDP 2018– 2028/MTDP III/Vision 2050/DSP 2030

4 Strengthen the Provincial Administration capacity to oversee the

operations of SHL.




5 The ESPG to apply greater prudence in providing oversight of the

operations of the company including the appointments of the Board of

Directors.



1 Review Sepik Holdings Limited and change Board of Directors

Sepik Holdings Board of Directors established 1.2.1

2 Policy paper submission covering operational status of company to date, critical issues to be addressed, and recommended strategies for the way forward.

Policy Paper submitted and key recommendations

resolved

Implementation of the resolutions of the Policy submission

1.4.2

3 New business and reconfiguration of investment opportunities identified

2

2

2 2 1.1.3

4 Effective Provincial Administration

providing technical support.

Clear definition of the role Provincial Administration in

providing technical support

Effective Implementation 1.4.4


Estimated Input

(K million)

1,800,000

Link Code Investments 2019 2020 2021 2022 Total Estimate Cost

Funding Options

1.2.1 Revenue Improvement Program

100,000 100,000 100,000 100,000 400,000 PSIP/Recurrent/Internal

Revenue



Revenue



Revenue



Revenue


2. Quality Infrastructure and Utilities

2.1 Land Transport Infrastructure

Goal: To restore and expand the Provincial Transport Infrastructure network as part of the economic growth corridor strategy to

underpin broad based economic growth and services delivery.

Growth Pillar Ref


GP 2,

EGG 2.1

1. 420km of National High Way

PHQ &Dept. of Works 2018 (420km) 0 Maintained and sealed by 2028

2. 100 km of National District roads sealed and 32 km to be all weather

PHQ & DoW 2018 (132km) 0 32 km to be all weather access

3. 100 kmof Provincial Trunk to be sealed and 99 km to be all weather

PHQ & Districts 2018 (199km) 0 99 km to be all weather access

4. 586 km of District Feeder to be all weather

PHQ & Districts 2018 (586km) 0 117.2 146.5 175.8 146.5 Upgraded to all weather

5. 330.7 km of LLG Access roads to be all

Districts 2018 (330.7km) 0 66.14 82.675 99.21 82.675 Upgraded to all



weather roads weather

6. 30 km of Town & Station Roads to be sealed and 14.8 km to be all weather roads

PHQ & Districts 2018 (44.8km) 0 8.96 11.2 13.44 11.2 Town & Station roads maintained

7. Bridges (Crossing) PHQ & District 2018 (130) 0 26 39 45 20 130 bridges maintained


Executing Division/Sector Division of Works & District Works Units


1 Development of a comprehensive Road Rehabilitation and Maintenance Plan

(RRMP) with full costing and execution strategy designed as the Economic

Growth Corridor strategy. This should be undertaken in collaboration with

the district development authorities and Local Level Governments with

clearly defined responsibilities.

DoT National Transport Strategy plan, MTDP III, ESPIDP 2018-2028/SDF

2 Conduct feasibility for Bogia/Angoram road (missing link) to connect

proposed Watarais to Wutung international High Way.


3 Development of a Feeder Roads Plan (FRP) aimed at connecting the

unconnected communities into the corridor to enable them to access

markets and public services.


4 Develop a financing plan in conjunction with the National Government and

Districts, as well as Investors whose investment portfolio agreements include

investment into enabling infrastructure.


5 Develop and operationalize a recurrent funding plan for the Land Transport DoT National Transport Strategy plan, MTDP III, ESPIDP 2018-


Infrastructure maintenance programme in collaboration with the National

Government and the District Administrations.

2028/SDF

6 Build and strengthen the technical and managerial capabilities of the

provincial and district works divisions to implement the RRMP and FRP.


7 Liaise with NDoW to improve the National Highway and seal the unsealed

sections.


8 Rehabilitate and maintain non-trafficable sections of the Provincial Trunk,

District Feeder, LLG Access, and Town /Station Roads to be all weather roads.



1 Road Rehabilitation and Maintenance Plan RRMP in

place

1-7.1.1

2 Financing Plan Financing

Plan in place

1-7.4.2

3 Capacity Building of implementing agencies On going 1-7.5.3

4 Up-grade of National High Way (420km) 10 84 105 126 105 2.74

5 Identify all Provincial Trunk, District feeder and LLG Access Roads

and Improved to all weather roads (1,010 km)

249.54 311.925 374.31 311.92 3-7.8.5

6 Identify and maintain all town and Station Roads (30km) 8.96 11.2 13.44 11.2 6.8.6

7 130 x Bridges improved to be trafficable during all weather

conditions

26 39 45 20 7.9.7

8 Construction of pilot track for the International Momase

Highway (Bogia – Angoram section)

Feasibility, Design and Construction 1-7.2.8



Estimated Input

(K million) 240,012,500

Link Code

Investment 2018 2019 2020 2021 2022

Total Estimate Cost

Funding Options

1-7.1.1 Transport Improvement Program

100,000 100, 000 PSIP/DSIP/GoPNG/Recurrent/Donor

1-7.4.2 Transport Improvement Program


1-7.5.3 Capacity Building 100,000 100,000 100,000 100,000 400,000

PSIP/DSIP/GoPNG/Recurrent/Donor

2.74 National Highway Maintenance/Medium Term Transport Plan

5, 460,000 6,825,000 8,190,000 6,825,000 27,300,000 PSIP/DSIP/GoPNG/Recurrent/Donor

3-7.8.5 Maintenance and rehabilitation of provincial, district and LLG roads

16,220, 100 20,275,125 24,330,15

0 20,275,125 81,100,500

PSIP/DSIP/GoPNG/Recurrent/Donor

6.8.6 Town & Station Road Maintenance


7.9.7 Bridge Construction 582,400 728,000 873,600 728,000 2,912,000

PSIP/DSIP/GoPNG/Re

current/Donor

1-7.2.8 International

Highway

(Bogia/Angoram)/Me

dium Term Transport

Plan

50,000,000

50,000,000

PSIP/DSIP/GoPNG/Re

current/Donor


2.2 Air Transport

Goal: To build new and rehabilitate existing air transport infrastructure to acceptable air safety standards (Rural Airstrips Agency

Standards) and provide efficient, affordable and safe air transport service in the province.

Growth Pillar Ref


GP 2,

EGG 2.1

1. Number of Airports Upgraded and maintained for higher 2capacity aircraft

NAC 1(2018) 1 2 Main Airports

2. No. of Airstrips maintained

PHQ, Districts 2018 (26 Active & 27 Inactive)

0 5 4 10 7 Maintained all active airstrips




1 Relocate existing road infrastructure to allow for work on Wewak Airport

Extension.

DoT National Transport Strategy Plan, MTDP III, ESIPDP 2018-2028/SDF

2 Improve and maintain strategic rural airstrips. DoT National Transport Strategy Plan, MTDP III, ESIPDP 2018-2028/SDF

3 Invite 3rd level airlines to operate air transport services in the province. DoT National Transport Strategy Plan, MTDP III, ESIPDP 2018-2028/SDF




1 Strategic Rural Airstrips improved and opened to be active all year around.

5 4 10 7 2.2.1

2 Upgrading of Wewak Airport Relocation of utilities/land acquisition and associated works

1.1.2

3 Upgrade Hayfield Airport Hayfield Airport Upgraded 1.3.3

Estimated Input

(K million)

29,344,000

Link Code Investments 2018 2019 2020 2021 2022 Total Estimate Cost

Funding Options

2.2.1 Airstrip Maintenance

255,000 204,000 510,000 375,000 1,344,000 PSIP/DSIP/GoPNG/Recurr

ent/Donor

1.1.2 Wewak Airport Upgrade (MTDP III)

24,000,000 24,000,000 PSIP/DSIP/GoPNG/Recurr

ent/Donor

1.3.3 Hayfield Airport Upgrade

1,000,000

1,000,000

1,000,000 1,000,000 4,000,000 PSIP/DSIP/GoPNG/Recurr

ent/Donor


2.3 Marine & Water Transport

Goal: To provide efficient, affordable and safe marine and water transport to service communities along the coast, islands and

along the Sepik River corridor.

Growth Pillar Ref


GP 2,

EGG 2.1

1. Number of Wharves Division of Works 1 (2018) 0 New Wewak Wharf constructed

2. Number of Jetties Planning Office 7 (2018) Jetties maintained




1 Develop and operationalize a Provincial Infrastructure Plan that links the Sepik River, Sepik Coast and Sepik Island Corridors, with Wewak Town and other growth hubs, and adjoining Provinces, Madang, Enga, West Sepik and Manus.

DoT National Transport Strategy plan, MTDP III, ESIPDP 2018-2028/SDF

2 Improve strategic waterways along the Sepik River corridor with planned routine clearing of clogging of waterway.


3 Rehabilitate and build new Wewak Wharf and facilities to take on bigger overseas ships.


4 Rehabilitate and build new jetties in coastal and island communities. DoT National Transport Strategy plan, MTDP III, ESIPDP 2018-2028/SDF



5 Improve the capacity (human resource, budget and capital assets) of the Division of Works and Transport to function effectively.


No. Deliverables 2018 2019 2020 2021 2022 No: Link Code

1 Jetties Rehabilitation On going on a need basis 1 2.4.1

2 Strategic waterways improved to be accessible all year round

26 27 19 15 2 1-2.2.2

3 Wewak Wharf Development Feasibility & Construction 3 1.3.3

Estimated Input

(K million)

1,535,000

Link Code


Cost

Funding Options

2.4.1 Jetties 200,000 200,000 200,000 200,000 800,000 PSIP/DSIP/GoPNG/Recurrent/Donor

1-2.2.2 Waterways 130,000 135,000 95,000 75,000 435,000 PSIP/DSIP/GoPNG/Recurrent/Donor

1.3.3 Wewak Wharf (MTDP III)



2.4 Energy

Goal: To establish a reliable, clean and affordable electricity supply through the upgrading of existing power generation and

transmission system, with input from independent power providers and the harnessing of renewable energy sources.

Growth Pillar Ref


GP 2,

EGG 2.1

1. Diesel Powered generation System

PNG Power Limited 5 MW (2018) 5MW 5MW 10MW

2. Capacity of Solar installations

PNG Power Limited Avatip Solar Project (2017)

Project at feasibility stage (NZ Aid)

3. Bio Fuel Capacity Turubu Oil Palm 0 (2018) Nil 5MW 10MW 20MW


Executing Division/Sector Division of Project Management Unit


1 Develop and operationalize a Provincial Energy Policy. National Energy Policy/ Provincial Energy

Policy/ESIPDP 2018 – 2028/MTDP III

2 Ensure power supply throughout the province by encouraging independent/private power

providers

National Energy Policy/ Provincial Energy


3 Pursue and harness the development of renewable energy sources through programmes

such as the Green Climate fund and other similar programmes

National Energy Policy/ Provincial Energy





1 Develop and operationalize the Provincial Energy Policy

Policy Developed

1-3.1.1

2 Partnership with PPL and independent power

producers expand power supply.

Rural Electrification (Extension of 1,000km) to

extend power to households, government facilities

and private sector

1.2.2

3 Finalise agreement with Sepik Plantation Limited on mode of retailing of Power produced by them.

First bio mass energy production at Turubu Oil Palm (5MW)

Second bio mass energy production (Sepik Oil Palm 10MW)

3.2.3

4 Develop a strategy for financing of Renewable Energy options with sources such as Green Climate Fund etc.

Alternative financing strategy for Renewable Energy in place

Implementation/Utilization of Renewable Energy Financing Strategy

2-3.3.4


Estimated Input

(K million)

44,250,000


Estimate Cost

Funding Options

1-3.1.1 Energy Policy 50,000 50,000 PSIP/DSIP/GoP

NG/Recurrent/

Donor

1.2.2 Power Grid Extension

10,000,000 10,000,000 10,000,000 10,000,000 40,000,000 PSIP/DSIP/GoP

NG/Recurrent/

Donor

3.2.3 Bio mass Energy Production

1,000,000 1,000,000 1,000,000 1,000,000 4,000,000 PSIP/DSIP/GoP

NG/Recurrent/

Donor

2-3.3.4 Renewable Energy

50,000 50,000 50,000 50,000 200,000 PSIP/DSIP/GoP

NG/Recurrent/

Donor



2.5 Information and Communication

Goal: Establish a cost effective, reliable, and affordable communication services throughout the province to support broad based

growth and efficient social service delivery.

Growth Pillar Ref


GP 2,

EGG 2.1

1. Percentage of Mobile Telephone Coverage

Digicel (PNG LTD)

48 Towers, 97% Signal Coverage, (2018)

97% coverage throughout the Province 100% Network Coverage

Telikom PNG Ltd

27 Towers or Mobile BTS Sites

75% of the Province Covered.(2018)

75% coverage throughout the province 100% Network coverage

2. Percentage of FM Bandwidth coverage

Radio Wewak

100% (2018) Entire province covered (100% network coverage)

3. Percentage of Internet coverage

Digicel PNG Ltd

Digicel 97% (2018) 97% coverage 100% network coverage

Telikom 75% (2018)

75% coverage 100% network coverage

4. Percentage Cable Television

Digicel(PNG)Ltd

Digicel Play Cable TV

100% Coverage (2018)

100% 100% 100% 100% 100% 100%


5. Percentage Telikom PNG

Telikom Click Cable TV

100% Coverage (2018)

100%

100%

100%

100%

100%


Executing Division/Sector Information Management Unit


1 Provide communication access throughout the province through cost effective platforms and service providers.

ESIPDP 2018-2028/MTDP III/National ICT Policy

2 Address constraints and impediments associated with the roll out of rural communication/ICT.


3 Utilize affordable communication system/e-commerce to service commerce and industry.


4 Assist NBC Wewak to improve broadcast material for both TV and radio. ESIPDP 2018-2028/MTDP III/National ICT Policy

5 Ensure land matters are resolved to improve communication infrastructure. ESIPDP 2018-2028/MTDP III/National ICT Policy


1 Develop a Provincial ICT Policy – localization of policy intent and scope.

Provincial ICT Policy developed

1-5.1.1

2 Number of training with formal groups on E-Commerce

3 3 3 3 1-5.3.2

3 Assistance to NBC Wewak Ongoing 2.4.3



4 Web site for ESPA created and running Web site created 1-5.2.4

5 Resolve outstanding land matters with regards to Repeater Stations

Ongoing 1-5.5.5

Estimated Input

(K million)

1,850,000

LinkCode Investments 2019 2020 2021 2022 Total

Estimate Cost

Funding Options

1-5.1.1 ICT Policy 50,000 50,000 PSIP/DSIP/GoPNG/Recurrent/Donor

1-5.3.2 E-Commerce 150,000 150,000 150,000 150,000 600,000 PSIP/DSIP/GoPNG/Recurrent/Donor

2.4.3 NBC Wewak “ Nek Bilong Sepik”


1-5.2.4 ESPA Website 100,000 100,000 100,000 100,000 400,000 PSIP/DSIP/GoPNG/Recurrent/Donor

1-5.5.5 Land & Resource Mobilization



2.6 Urbanisation

Goal: To manage urbanization strategy aimed at positively transforming existing towns and urban centres into sustainable economic growth centres and liveable communities.

Growth Pillar Ref


2018 2019 2020 2021 2022 2028

GP 2,

EGG 2.1

1. Percentage of Urban Land Availability

Division of Lands, DLPP, DDAs 50% 50% 55% 65% 90% 100% 100%

2. Percentage of Population living in urban areas

2011 Census 5% (2011) 6% 7% 10% 12% 15% 30%

3. Number of urban plans in place

Planning Division Nil (2018) Nil 1 2 1 1 4


Executing Division/Sector Project Management Division/


1 As part of the Economic Growth Corridor and Economic Growth Centres Strategy, develop a Provincial Policy and Plan and its enabling legal framework to guide urban growth in the province.

National Urbanization Policy 2010-2030/ESPIDP 2018 – 2028/MTDP III

2 Establish and strengthen town authorities to oversee urbanization in growth centres and town in the province


4 Improve consultation between the Provincial Administration, LLGs and Council Wards with customary lanaowners around urban centres to address the urbanization.




5 Divisions of Lands and Project Management to manage agencies who are trustees of building services standards such as; Physical Planning Board, Building Board, Chamber of Commerce, Urbanization Management Board, and other Statutory agencies.


6 Build the human resources and professional capacity of all statutory agencies to enable them to function effectively in guiding urbanization growth in towns and urban centres in the province


No. Deliverables (outputs) 2018 2019 2020 2021 2022 Link Code

1 6x town urban plans developed

(Wewak, Maprik, Angoram,Yangoru,Yambi,Drekikier)

1 2 2 1 3.1.1

2 4x growth centres plans developed

(Yawasoro,Kubalia,Mondomondo,Ambunti)

2 2 3.2.2

3 Land use planning for Economic Growth Corridors linking all growth hubs. On going 1-3.1.3

Estimated Input

(K million)

5,400,000

Link Code


Estimate Cost

Funding Options

3.1.1 Urban Centre

Development Plans 500,000 1,000,000 1,000,000 500,000 3,000,000 PSIP/DSIP/GoPNG/Recurrent/Donor

3.2.2 Growth Centre

Development Plans 1,000,000 1,000,000 2,000,000 PSIP/DSIP/GoPNG/Recurrent/Donor


1-3.1.3

Land Use

Planning/Economic

Growth Corridors


2.7 Water, Sanitation and Hygiene (WaSH)

Goal: To provide access to safe, convenient and sustainable Water Supply and Sanitation services that promote improved hygiene

practices to health facilities, educational institutions, households and community at large.

Growth Pillar Ref


GP 2, EGG 2.1

1. Percentage of Rural

Population having access

to WaSH services

Provincial Health Report 7% (2017) 8.7% 10% 15% 30% 40% 80%

2. Percentage of Health

Facilities (HF) having

access to safe, convenient

and sustainable WASH

Services

Provincial Health Report 70% (2017) 75% 80% 85% 90% 95% 100%

3. Percentage of Educational

Institutions (EI) having

access to safe, convenient

and sustainable WASH

Services

Provincial Health Report 60% (2017) 65% 70% 75% 80% 90% 100%

Leading Government Agency Department of Health



Executing Division/Sector Provincial Health Authority


1 Develop a Provincial WaSH Policy and Plan as part of the Economic Growth

Corridor, Urbanization Strategy and Community Development Program.

ESIPDP 2018-2028/MTDP III/National WaSH Policy

2 Improve access to WaSH Services in 6 districts as part of the Healthy Island

Concept.


3 Improve access to WaSH Services in Health Facilities. ESIPDP 2018-2028/MTDP III/National WaSH Policy

4 Improve access to WaSH Services in educational institutions. ESIPDP 2018-2028/MTDP III/National WaSH Policy

5 Develop waste treatment and disposal for Wewak, Maprik and other growth

centers



1 Conduct province wide survey on WaSH services Survey conducted 1-3.1.1

2 % of Wards having access to improved WaSH Services 8% 10% 10% 15% 25% 1.2.2

3 % of HF having access to improved WaSH Services 75% 80% 85% 90% 95% 2.3.3

4 % of EI having access to improved WaSH Services 65% 70% 75% 80% 90% 3.4.4

5 Waste Treatment & Disposal for Wewak & Maprik Feasibility/Facility in Place 1-3.1.5


Estimated Input

(K ,000)

57,680,000

Link Code

Investments 2018 2019 2020 2021 2022 Total Estimate Cost

Funding Options

1-3.1.1 WaSH/Healthy

Island Program

100,000 100,000 PSIP/DSIP/Recurrent/

GoPNG/Donors

1.2.2 WaSH/Healthy

Island Program

9,900,000 9,900,000 9,900,000 9,900,000 39,600,000 PSIP/DSIP/Recurrent/

GoPNG/Donors

2.3.3 WaSH/Healthy

Island Program

2, 480,000 2, 480,000 2, 480,000 2, 480,000 9,920,000 PSIP/DSIP/Recurrent/

GoPNG/Donors

3.4.4 WaSH/Healthy

Island Program

1,015,000 1,015,000 1,015,000 1,015,000 4,060,000 PSIP/DSIP/Recurrent/

GoPNG/Donors

1-3.1.5 Waste

Treatment/Disposal

1.000,000 1.000,000 1.000,000 1.000,000 4,000,000 PSIP/DSIP/Recurrent/

GoPNG/Donors

77 EAST SEPIK PROVINCE INTEGRATED DEVELOPMENT PLAN | VOLUME TWO

3. Sustainable social development

3.1 Health and Nutrition

Goal: Improve service delivery to urban disadvantaged and the rural majority under the theme: ‘one service plan, one model of

care, one system of health’.

Growth Pillar Ref


GP 3,

SGG 3.2

1. Proportion (%) of Aid posts open

NHIS 40 % (2015) 50% 60% 70% 80% 100% 100%

2. Proportion (%) of population with access to affordable essential drugs

NHIS

60%(2015) 75% 85% 95% 100% 100% 100%

3. Proportion of births attended by trained Professionals

NHIS 65% (2015) 75% 85% 90% 95% 100% 100%

4. Annual incidence associated with malaria

NHIS 92/1000 cases (2015)

70/1000

cases

60/1000

Cases

50/1000

cases

30/1000

cases

10/1000

cases

5/1000 cases

5. Proportion (%) of 1 year old child immunized

NHIS 75% (2015) 80% 90% 95% 100% 100%



6. Proportion (%) of pregnant women attended antenatal visit at hospital, health centre or outreach clinic during the pregnancy

NHIS

60% (2015)

70%

80%

90%

100%

100%

7. Proportion (%) of contraception necessary to protect one couple per year

NHIS

650% (2015)

70%

80%

90%

100%

100%

Leading Government Agency Provincial Health Authority/East Sepik Provincial Administration

Executing Division/Sector Public Health


1 Prioritise rehabilitation of aid posts, health centres, and district hospitals. NHP 2011-2020/East Sepik PHA Health Service Plan 2018 -2022/MTDP III/ESIPDP 2018-2028

2 Establish community health posts with facilities and staff to deliver maternal and child health services

NHP 2011-2020/East Sepik PHA Health Service Plan 2018 -2022/MTDP III/ESIPDP 2018-2028

3 Increase in the training of nurses and Community Health Workers NHP 2011-2020/East Sepik PHA Health Service Plan 2018 -2022/MTDP III/ESIPDP 2018-2028

4 Undertake District Hospital Development and improvement programme. NHP 2011-2020/East Sepik PHA Health Service Plan 2018 -2022/MTDP III/ESIPDP 2018-2028

5 Built a new Provincial Hospital and rehabilitate its support facilities NHP 2011-2020/East Sepik PHA Health Service Plan 2018 -


2022/MTDP III/ESIPDP 2018-2028

6 Rehabilitate essential static plant equipment at district hospitals and health centres, to comply with National Health Standards


7 Build the capacity of training institutions to reduce attrition rates and provide appropriate cadre of workers for the workforce of the future


8 Provide leadership at all levels of the provincial health system. NHP 2011-2020/East Sepik PHA Health Service Plan 2018 -2022/MTDP III/ESIPDP 2018-2028


1 4 district facilities operating as Level 4 district hospitals 1 1 1 1 1-7.4.1

2 60 AP redeveloped and operating as CHP L-3 health facilities 4 10 16 15 15 1.1.2

3 64 aid post rehabilitated and staffed to operate as 2 health facility 10 14 15 20 25 1-7.2.3

4 3 urban clinics fully operating as L-4 health facilities 1 1 1 1-7.2.3

5 4 (10) seaters and x 7 OBM and dinghies operating health programs in the province

1-OBM

1LC

1-OBM

1LC

2-OBM

1LC

2-OBM

1LC

1-OBM

1-7.2.4

6 Health facilities full functioning as health institutions with essential operating equipment.

1 1 1 1 1 1-7.6.6

7 Provincial health Authority administrative building constructed and operating

1

1-7.6.7



8 East Sepik College of Nursing established 1 1-7.6.8

9 Community Health workers training school established 1 1-7.7.9

10 Address outstanding and complementary HR development issues Ongoing 1-7.7.710

Estimated Input

(K million)

62,500,000

Link Code Investments 2019 2020 2021 2022 Total Estimate Cost

Funding Options

1-7.4.1 District Hospitals 1,300,000 1,300,000 1,300,000 1,300,000 6.500,000 PSIP/DSIP/GoPNG/Recurrent/Donor

1.1.2 Community Health Post

1,300,000 1,300,000 1,300,000 1,300,000 6.500,000 PSIP/DSIP/GoPNG/Recurrent/Donor

1-7.2.3 Aid posts 1,300,000 1,300,000 1,300,000 1,300,000 6.500,000 PSIP/DSIP/GoPNG/Recurrent/Donor

1-7.2.3 Urban clinics 1,300,000 1,300,000 1,300,000 1,300,000 6.500,000 PSIP/DSIP/GoPNG/Recurrent/Donor

1-7.2.4 Health Transport 1,300,000 1,300,000 1,300,000 1,300,000 6.500,000 PSIP/DSIP/GoPNG/Recurrent/Donor

1-7.6.6 Health equipment 1,300,000 1,300,000 1,300,000 1,300,000 6.500,000 PSIP/DSIP/GoPNG/Recurrent/Donor

1-7.6.7 Provincial Head Quarters (East Sepik PHA office complex)



1-7.6.8 East Sepik College of Nursing


1-7.7.9 Community Health Worker training School


1-7.7.710 Human Resource Development




3.2 Primary & Secondary Education

Goal: To develop a high quality education system that is efficient and affordable and able to produce the human capital needs of the

province and the country

Growth

Pillar

Ref

Indicator Source Baseline

(year)

2018 2019 2020 2021 2022 2028

GP 3,

SGG 3.1

1. Youth literacy rate (% of age 15-24) DOE Report Below 50%

(2017)

74% 78% 82% 86% 90% 100%

2. Net admission rate (% of ages 6-14)

DOE 8% (2017) 10% 20% 30% 40% 50% 80%

3. Gross enrolment ratio in first grade of primary school (start age 6)

DOE 50% Average (2017)

72% 74% 76% 78% 80% 90%

4. Gross enrolment ratio in grade 1-8 National DOE 50% Average (2017)

60% 65% 70% 75% 80% 90%

5. Cohort retention ratio(%) between grade 1-8

Provincial/District DOE

Above average 50% (2017)

50% 40% 30% 20% 10% 5%

6. Pupil – teacher ratio DOE 1.37 1.37 1.38 1.40 1.40 1.35 1.30

7. Completion rate to level 8 DOE 67% 75% 80% 95% Close to 100%

Averaging 100%

100%


Executing Division/Sector Division of Education



1 Universal access to quality education Provincial Education Plan 2007 – 2014/MTDP

III/ESIPDP 2018-2028

2 Develop a Provincial Education Plan Provincial Education Plan 2007 – 2014/MTDP


3 Expansion of existing schools/new secondary school and tertiary institutions Provincial Education Plan 2007 – 2014/MTDP


4 More teachers trained in secondary & TVET sector & special education Provincial Education Plan 2007 – 2014/MTDP


5 Effective distribution of school materials and supplies Provincial Education Plan 2007 – 2014/MTDP


6 Renovation and maintenance of education infrastructure Provincial Education Plan 2007 – 2014/MTDP


7 Partnership with private sector to offer courses in skills training. Provincial Education Plan 2007 – 2014/MTDP




Estimated Input

(K million)

38, 100,000

Link Code


Cost

Funding Options

1-7.2.1 Education Plan


1-7.4.2 Teacher Training


1-7.7.3 Specialist Teacher Recruitment


1-7.4.4 Special Education



1 Develop Provincial Education

Plan

Plan developed

1-7.2.1

2 1x teacher training and up

skilling college constructed at

St Johns Kairuru

College established 1-7.4.2

3 Recruitment of specialist

teachers from overseas

On going 1-7.7.3

4 2x special education centres

built apart from Maprik and

Wewak

Establishment of special education centre 1-7.4.4

5 Maintenance of existing

education infrastructure

25% of infrastructure maintained

50% infrastructure maintained

75% infrastructure

maintained

80% infrastructure

maintained

1-7.6.5


1-7.6.5 Infrastructure renovation and maintenance


3.3 Higher Education, Research, Science & Technology

Goal To develop a high quality Higher Education and Science and Technology system that is able to produce the human capital

stock to provide leadership in the employment of science and technology solutions for development in the province

Growth Pillar Ref


GP 3,

SGG 3.1

Number of Higher learning institutions

ESPA 5 (2018) 1 6

Number of grade 12 graduate output and input into higher education

ESPA 1100 (2016) 1,300 1,400 1,500 1,600 2,000 5,000

% of students graduating year 12 with GPA ≥ 2.5

ESPA Education 39% (2016) 15% increase

7% increase

7%

increase

7%

increase

25%

increase

15% increase


Executing Division/Sector Education/Planning




1

Re-development of Institute of Rural Technology to a fully fledge

university for advanced research and education

Development Plans put in place for upgrading and expansion

Facilities Expanded 1.2.1

No Sector Strategy Provincial/Sector Plan or Policy reference

1 Expand the capacity of existing higher education institutions with improved

facilities MTDP III/ESIPDP 2018 – 2028/NHTEP 2015-2024

2 Initiate planning for the establishment of a higher education institution in the

province for advance research in specialized fields MTDP III/ESIPDP 2018 – 2028/NHTEP 2015-2024

3 Strengthening existing higher education institutions for information and

communication technology to meet a wide range of needs including health

referral system, disaster risk management and social information

dissemination

MTDP III/ESIPDP 2018 – 2028/NHTEP 2015-2024

4 Establish partnerships and twinning arrangments with higher education and

research institution in other countries to promote staff and student

exchange and benchmarking of standards.


5 In collaboration with the Higher Education Board, TVET and Apprenticeship

Board establish a provincial qualification framework to provide oversight of

certification of skills level training.



2

3x colleges built

- Wewak Business College

-Wewak School of Nursing

-Maprik School of Nursing

Colleges established and functional 1.2.2

3 6x university campus’s constructed and functional in each districts On going 1.2.3

4 6x TVET centres for each districts TVET Centres established ??

5 Create linkages and net working with higher education and research institution in other countries with exchange programs

Exchange programs on going 1-3.1.5

6 Provincial Qualification Framework established Framework in place 1-3.5.6

Estimated Input

(K million)

36, 000,000

Link Code Programme/Project 2018 2019 2020 2021 2022 Total Estimate

Cost

Funding Options

1.2.1 Institution of Rural Technology Development Program


1.2.2 Colleges and Schools 3,000,000 3,000,000 3,000,000 3,000,000 12,000,000 PSIP/DSIP/GoPNG/Recurrent/Donor

1.2.3 University Open

Campuses


?? TVET Centres 1,000,000 1,000,000 1,000,000 1,000,000 4,000,000 PSIP/DSIP/GoPNG/Rec



urrent/Donor

1-3.1.5 Research Exchange 1,000,000 1,000,000 1,000,000 1,000,000 4,000,000 PSIP/DSIP/GoPNG/Recurrent/Donor

1-3.5.6 Qualification

Framework


3.4 Population

Goal Achieve a population growth rate that is sustainable for the province

Growth Pillar Ref


2018 2019 2020 2021 2022 2028

GP 3

1. Population Growth

Rate (Provincial)

Census/DHS 2.3% (2011) 2.5% 2.82% 2.82% 3.1% 3.1% 3%

2. Urban Population Census 2011 35% (121, 130)

(2011)

45% Contained at 45% 50%


Executing Division/Sector Community Development, Education, Planning


1 Increase and expand awareness on reproductive health in all districts. ESIPDP 2018 – 2028/MTDP III/ National Population Policy (2015-2024)

2 Increase awareness on contraception targeted on population issues at ward

and districts.

ESIPDP 2018 – 2028/MTDP III/ National Population Policy (2015-2024)

3 Create home base skills training for rural sustainance of the labour force. ESIPDP 2018 – 2028/MTDP III/ National Population Policy (2015-2024)




1 Training of 2 x officers on population issues 1 1 1-2.1.1

2 Number of Population issue awareness 6 x

Districts

28 x

Districts

1-2.2.2

Estimated Input

(K million)

360,000


Cost

Funding Options

1-2.1.1 Population

Management


1-2.2.2 Population

Awareness

Program



3.5 Law & Justice

Goal: Provide a safe, secure and stable environment for all citizens, visitors, communities and businesses to conduct their affairs freely

Growth Pillar Ref


GP 3,

LJSG 4.1

1. Number of well trained

and well equipped police

officers

Annual report and

police review report

280 (2018) 300 320 340 360 380 400

2. Number of Police

Stations

ESPA 10 (2018) 20 25 30 35 40 50

Leading Government Agency Law and Justice Sector Agencies

Executing Division/Sector Law and Justice Sector Agencies


1 Improve and strengthen human resource capacity of key personnel ESIPDP 2018– 2028/MTDP III

2 Develop and improve village courts ESIPDP 2018– 2028/MTDP III

3 Promote & strengthen working relationship with other law enforcing

agencies

ESIPDP 2018– 2028/MTDP III

4 Strengthen and promote gender equality in the sector ESIPDP 2018– 2028/MTDP III

5 Effective use of restorative justice, early dispute resolution, and crime

prevention to minimize the incidence and seriousness of crime




6 Improve access to law and justice services ESIPDP 2018– 2028/MTDP III


1 Appoint 107 female magistrates as per Village

Court Act

On going 1-2.1.1

2 3x District Court Houses& Rural Lockups

resourced

Angoram, Wosera /Gawi, Ambunti/Drekikier 1-2.6.3

3 Land Mediation Capacity Building Supports work on land mobilisation in the

Province

1-2.5.3

4 Provincial Peace and Good Order Committee Provincial Peace and Good Order Committee

established and functional

1-2.5.4

5 All personnel trained with emphasis on early and lasting resolution

Police, Village Court, Land Mediators adequately trained

1-2.5.5

6 Relocation of Boram CIS Boram CIS Relocated 1-2.6.6


Estimated Input

(K million)

7,400,000

Link Code


Estimate Cost

Funding Options

1-2.1.1 Improved village courts


1-2.6.3 District Court Houses& Rural Lockups


1-2.5.3 Land Mediation


1-2.5.4 Peace and Good Order Committee


1-2.5.5 Law Enforcement Officers Training


1-2.6.6 Boram CIS Relocation




3.6 Community Development & Churches

Goal: Development of communities that are cohesive, safe, free of poverty and crime, and value and promote open, participative development

processes built on the of culture of trans -generational learning.

Growth Pillar Ref


2018 2019 2020 2021 2022 2028

GP 3

1. Number of District CLDC Focal Points established

Community Development

12 (up to 2017) 1 2 2 1 6

2. Provincial Youth Network Community Development

1(2017) 1 2 1 2 6

3. Number of registered women’s groups under East Sepik Council of Women network


400 (2017) 600 800 805 810 815 850

4. Number of registration points for Civil & Identity Registry established


1 (2017)

1 3 3 6 10 20


Executing Division/Sector Division of Community Development


1 Develop appropriate model and centres tailored at community involvement and participation

Integrated Community Development Policy/MTDP III/ESIPDP 2018-2028


2 Promote life and livelihood skills education programs using recognized programmes such as Personal Viability Programme.

National Youth Policy/MTDP III/ESIPDP 2018-2028

3 Promote gender equality, participation and empowerment of women in the province.

National Policy for Women and Gender Equality

GESI Policy/MTDP III/ESIPDP 2018-2028

4 Promote and create awareness on the need to build a rights-based, barrier-free and inclusive society for people with disability or special needs.

National Policy on Disability

GESI Policy/MTDP III/ESIPDP 2018-2028

5 Promote Partnership and Networking with churches and Non-Governmental organisations.

Integrated Community Development Policy/ MTDP III/ESIPDP 2018-2028

6 Facilitate for effective implementation of Lukautim Pikinini Act plus other Legislations, Policies and International Treaties relating to Family Welfare and Child Protection.

Early Childhood Care & Development Policy

International Convention on Children’s Rights

Lukautim Pikinini Act

Family Protection Act/ MTDP III/ESIPDP 2018-2028

7 Establish Provincial and District Civil & Identity Registration Points. Civil & Identity Registration Act 2014 (Amended)/ MTDP III/ESIPDP 2018-2028




1 District CLDC Focal Points established in all six (6) Districts in East Sepik Province promoting Personal Viability Training etc

1 2 2 1 1.1.1

2 Provincial Youth network is established and operational 1 2 1 2 2.2.2

3 Provincial Council of Women network is strengthened and effectively operating

600 800 805 810 815 3.3.3

4 5 x Safe houses for women and children established 2 2 1 3.4.5

5 Provincial Disability Coordination Committee and six (6) District Disability Committees established and operating

1 2 2 2 1-4.4.5

6 Provincial Stakeholders Forum established and functioning 1 1 1 2 2 1-4.5.6

7 Officers trained and effectively performing their duties 12 15 18 20 25 1-4.6.7

8 Registration Points for Civil & Identity Registration established in all Districts of East Sepik Province

3 3 6 10 4.7.8

9 Major Markets along the Sepik Highway Construct 10 x permanent markets at identified sites along the Sepik Highway

1-4.1.9


Estimated Input

(K million)

8,080,000


Estimate Cost

Funding Options

1.1.1 Integrated Community Development


2.2.2 Youth 100,000 100,000 100,000 100,000 400,000 PSIP/DSIP/GoPNG/Recurrent/Donor

3.3.3 Women 100,000 100,000 100,000 100,000 400,000 PSIP/DSIP/GoPNG/Recurrent/Donor

3.4.5 Women & Children


1-4.4.5 Disability and Special Needs


1-4.5.6 NGO & Churches


1-4.6.7 Family Welfare & Child Protection


4.7.8 Civil & Identity Registry


1-4.1.9 Markets 500,000 500,000 1,000,000 PSIP/DSIP/GoPNG/Recurrent/Donor



3.7 Sports

Goal: East Sepik to be in the top ten (10) Provinces for sports development and the use of sports as the medium for individual and team character

building and community social capital

Growth Pillar Ref


2018 2019 2020 2021 2022 2028

GP 3,

SGG 3.4

1. Number of Sporting codes played

East Sepik Provincial Grass Root Games Committee Report (2017)

14 (2017) 14 16 20 24 28 40

2. Number of Sporting facilities

East Sepik Provincial Grass roots Games Report 2017

14 (2017) 26 28 40

3. Number of Stadiums

ESPA sports desk 1 (2017) 5 5

4. Number of Sports Administration Training conducted

Division of Culture & Sport /Silver Jubilee Report 2004

1 (2004) 1 6 12 12 12 40

5. Number of Sport Train on Trainers Training conducted

Division of Culture & Sport /Silver Jubilee Report 2004

1 (2004) 1 6 12 12 12 48

6. Number of LLG Games

East Sepik Provincial Grass roots 1 (2017) 1 29 29 19 10 280


conducted Games Report 2017

7. Number of District Games conducted

CST Accommodation Report 2017 1 (2015) 1 6 6 6 60

8. Number of Provincial Games conducted

CST sports report 2 (2017) 1 1 1 1 5


Executing Division/Sector Culture, Sports & Tourism


1 Established East Sepik Sports Authority and Board and align it with all Sporting Codes and Associations in the province.


2 Establish a Provincial Sports Academy ESIPDP 2018– 2028/MTDP III

3 Rehabilitate existing Sports facilities Province wide ESIPDP 2018– 2028/MTDP III

4 Engage sports professionals and specialist to conduct sporting clinics and workshops


5 Identify and acquire land for sports and recreational purposes ESIPDP 2018– 2028/MTDP III




1 Annual Provincial Sports Calendar Calender published 1-8.1.1

2 Develop a comprehensive Sporting Assets Inventory Sporting Assets inventory completed 1-8.3.2

3 Land acquired for Sports and Recreational purposes All sporting codes have access to specialist playing facilities

1-8.5.3

4 Sporting clinics conducted 5 5 5 5 1-8.4.4

5 Establish East Sepik Provincial Sports Authority & Board Sports Authority in place 1-8.1.5

6 East Sepik Sports Academy established Sports Academy established 1-8.2.6

7 Rehabilitation of existing sporting facilities On going 1-8.3.7


Estimated Input

(K million)

13,600,000

Link Code


Estimate Cost

Funding Options

1-8.1.1 Sports Administration








1-8.1.5 East Sepik Sports Authority


1-8.2.6 Sports Academy 2,000,000 2,000,000 PSIP/DSIP/GoPNG/Recurrent/Donor

1-8.3.7 Sports Infrastructure Development




3.8 Youth

Goal: To have a productive and vibrant youth community that is educated, skilled and cultured with strong Christian based moral

values and a deep sense of respect and responsibility for people, family, community and country.

Growth Pillar Ref


GP3,

SGG 3.3

1. Youth population

without access to

formal primary and

secondary education

qualification via non

formal education

2010 census

(15,000 youths)

3% (2010) Reduce to less than 1%

2. Career for youths ESPA Community

Development

Less than 20% in

any formal

employment

(2017)

Increase to over 40%

3. Moral crimes and drugs Moral crimes & sexual

violence against women

(Police report)

90% of crime

committed in the

province are by

youths.

Stakeholder

Consultation

(2018)

Reduce

to

80 %

70%

60%

50%

40%

10%


Executing Division/Sector Community Development



1 Increase youth development programmes aimed at developing youths to

become useful agents of change in the communities. ESIPDP 2018 – 2028/MTDP III/National Youth Policy

2 Increase youth enrolment in informal vocational and polytechnic training to

be self-sustainable in the communities. ESIPDP 2018 – 2028/MTDP III/National Youth Policy

3 Increase opportunities for youth in communities to participate in inclusive

sustainable economic growth. ESIPDP 2018 – 2028/MTDP III/National Youth Policy

4 Encourage social and spiritual development in collaboration with churches

and civil society organization. ESIPDP 2018 – 2028/MTDP III/National Youth Policy


1 % of Youth skills development trainings conducted

40%

trained

40%

trained

40%

trained

40%

trained

1-3.1.1

2 % of youths enrolled in formal education and polytechnic training 10% 15% 25% 30% 1-3.2.2

3 % of youths engaged in formal employment 10% 15% 25% 30% 1-3.3.3

4 Promotion of youth opportunities in social sports and spiritual

development

10%

involved

15%

involved

25%

involved

30%

involved

1-3.4.4



Estimated Input

(K million)

9,800,000

Link Code


Estimate Cost

Funding Options

1-3.1.1 Youths training 700

000

700

000

700

000

700

000

3 500 000 PSIP/DSIP/GoPNG/Recurrent/Donor

1-3.2.2 Polytechnic

Training & Life

skills

700 000 700

000

700

000

700

000

3 500 000 PSIP/DSIP/GoPNG/Recurrent/Donor

1-3.3.3 Marketing

Youth

Employment


1-3.4.4 Youth outreach

programmes

200

000

200

000

200

000

200

000

800,000 PSIP/DSIP/GoPNG/Recurrent/Donor


3.9 Vulnerable and Disadvantaged Population

Goal: To cultivate a caring attitude in the community for the vulnerable and disadvantage people and provide the best public

services to meet their right to a minimum standard of living.

Growth Pillar Ref


2018 2019 2020 2021 2022 2028

GP 3,

SGG 3.7

1. Number of Facilities offering

services to people living with disabilities (PLWD)

ESPA 4facilities

(2018)

All 4 facilities to be improved to cater for the disabled

(Maprik 2x, Kaindi 2x) - Callan Services

5

2. % of the

population

aware of

people with

disabilities

and their

needs

Census

, DHS

No data 10% of

popula

tion

made

aware

of the

needs

of

disable

d

people

and

their

30% of

population made aware

of the needs of disabled

people and their

existence

50% of

population made

aware of the needs

of

Disabled people

and their existence

70% of

populatio

n aware

of the

needs of

disabled

people

and their

existence

100% of

population

aware of

the needs

of

disabled

people

and their

existence



existe

nce


Executing Division/Sector Community Development


1 Improvement in disability friendly infrastructure in keeping with

standards prescribed by the PNG Building regulations and other

statutory requirements.

Social Protection Policy (Draft)/ Lukautim Pikinini Act/MTDP III/ESIPDP

2018-2028

2 Education and awareness of the rights of disabled and

disadvantaged groups.

NationalPolicyonDisability/SocialProtectionPolicy(Draft)/ICDPolicy/MTDP


3 Strengthen partnerships with NGOs, CBOs and faith based

organisations to assist the marginalised sections of the

community.

Integrated Community Development (ICD)Policy/MTDP III/ESIPDP 2018-

2028


1

Rehabilitation

, care &

protection

services for

vulnerable

people.

15% of

vulnerable

people receive

rehabilitation,

care &

protection

service.

20% of

vulnerable

people receive

rehabilitation,

care &

protection

service.

30% of

vulnerable

people receive

rehabilitation,

care &

protection

service.

40% of

vulnerable

people receive

rehabilitation,

care &

protection

service.

50% of vulnerable

people receive

rehabilitation,

care & protection

service.

1-2.3.1


2

Develop

vulnerable &

disable

friendly

infrastructur

e in public

places.

10%

improvement

on

infrastructure

& utilities

To cater for

vulnerable &

disadvantage.

20%

improvement

on

infrastructure

& utilities

to cater for

vulnerable &

disadvantage.

30%

improvement

on

infrastructure

& utilities to

cater for

vulnerable &

disadvantage.

40%

improvement on

infrastructure &

utilities to cater

for vulnerable

&disadvantage.

50% improvement

on infrastructure

& utilities to cater

for vulnerable&

disadvantage.

1-2.1.2

Estimated Input

(K million)

2,400,000

Link Code Programme/Project 2018 2019 2020 2021 2022 Total Estimate

Cost

Funding Options

1-2.3.1

Community Based Rehabilitation Programmes for persons with disability.


1-2.1.2

Raise awareness

son improving

accessibility to

buildings, public

transports,

footpaths & other

infrastructure.



4. Cross Cutting Sectors

4.1 HIV/AIDS and Social Ills

Goal: A population that is free from sexual transmissible infection and HIV/AIDS threats and social ills.

Growth Pillar Ref


GP 4,

SGG 3.6

1. Prevalence Rate of1.1% of HIV/AIDS by sex

2009 Annual STI/HIV Surveillance Report

1.1 % (2009) 1.05 1.25 1.00 0.5

2. Conduct Basic HIV/AIDS Training in all high schools

and secondary schools

Provincial HIV/AIDS Plan (2006-2010)

3 x training per the number of these schools

4 4 4 6

3. Number of VCT sites performing HIV test.

PHA 2 Increase to 10 12

Leading Government Agency East Sepik Provincial Aids Council / ESPA

Executing Division/Sector ESPHA/Community Development / Planning


1 Educate people on HIV and AIDS knowledge by using workable strategies. Provincial HIV and AIDS Plan/ESIPDP

2018-2028/MTDP III

2 Provide counselling and HIV and STI testing to antenatal mothers. Provincial HIV and AIDS Plan/ESIPDP



2018-2028/MTDP III

3 Build and strengthen the capacity of the PAC to effectively deliver HIV and AIDS Programs in the

districts and the province.

Provincial HIV and AIDS Plan/ESIPDP

2018-2028/MTDP III


1 15 High Schools and Secondary schools receive awareness on

HIV/AIDS

Schools receive awareness 2.1.1

2 Antenatal mothers Counselled and tested 100% Antenatal mothers Counselled and tested

1-3.3.2

3 Building and Strengthening capacity of the HIV/AIDS program

include a deliverable for ART distribution

% or coverage of distribution of ART to patients

3.2.3

Estimated Input

(K million)

1,280,000

Link Code


Cost

Funding Options

2.1.1 HIV Prevention Program

20,000 20,000 20,000 20,000 80,000 PSIP/DSIP/NAC/Recurrent/GoPNG/Donors

1-3.3.2 Counselling

Care and

Support


3.2.3 System

Strengthening



4.2 Climate Change, Environment and Carbon Trade

Goal: East Sepik to be climate resilient, carbon neutral province that adopts and practices climate compatible and green growth

modes and strategies of development.

Growth Pillar Ref


GP 4

RSGG 7.2

1. Early Warning Systems Established

DSP Nil (2018) Nil 2 stations to be installed

4

2. Tide Monitoring Stations DSP 2 (2017) 1 1 1 1 1 4

3. Mangrove Planting DSP 10,000 (2017) 1000 1000 1000 1000 1000 2000


Executing Division/Sector Disaster & Emergency/Climate Change Desk


1 Develop a Provincial Environment, Climate Change and Carbon Trade policy

and strategy.

ESIPDP 2018 – 2028/MTDP III/National REDD+ Strategy/STaRS

2 Strengthen the capacity (human resource, budgetary and operational

support) for the Provincial Climate Change office.


3 In collaboration with the National Government define and strengthen local

landowner participation and involvement in Project areas such as April




Salumei

4 Undertake training on Adaptation and Mitigation practices delivered to Local

land owners.


5 REDD+ programs awareness and workshops. ESIPDP 2018 – 2028/MTDP III/National REDD+ Strategy/STaRS


1 Develop a Provincial Environment Climate Change Carbon Trade

Policy/Strategy

Develop and Operationalized Policy/Strategy

1-3.1.1

2 Design and adopt a legal framework for resource owner participation in

Carbon Trade.

Legal Framework developed and implemented

1-3.3.2

3 Establish an Office of Climate Change in the Province to manage climate change programs

Office established 1-3.2.3

4 Early Warning System Trainings conducted 1 1 1 1 1-3.1.4

5 Adaptation & Mitigation Trainings and Awareness 1 1 1 1 1-3.4.5

6 REDD+ land use survey To be conducted for project areas such as April Salome

1-3.5.6

7 Hydrological Data base developed Database developed 1-3.4.7

8 Mangrove planting along coast lines On going 1-3.4.8


Estimated Input

(K million)

1,540,000


Estimate Cost

Funding Options

1-3.1.1 Climate Change Administration

100, 000 100, 000 PSIP/DSIP/GoPNG/Recurrent/Donor

1-3.3.2 Carbon Trade 100,000 100,000 200,000 PSIP/DSIP/GoPNG/Recurrent/Donor

1-3.2.3 Climate Change Administration


1-3.1.4 EWS Training 50,000 50,000 50,000 50,000 200,000 PSIP/DSIP/GoPNG/Recurrent/Donor

1-3.4.5 Adaptation Training 50,000 50,000 50,000 50,000 200,000 PSIP/DSIP/GoPNG/Recurrent/Donor

1-3.5.6 Land use planning 100,000 100,000 100,000 100,000 400,000 PSIP/DSIP/GoPNG/Recurrent/Donor

1-3.4.7 Hydrological database


1-3.4.8 Mangrove replanting




4.3 Disaster Risk Management

Goal: Safe and resilient communities achieved through effective and efficiently coordinated disaster response and risk reduction.

Growth Pillar Ref


GP 4,

SGG 7.3

1. Number of District & LLG Disaster Risks Mitigation/ Management Plans

Provincial Disaster Office

Draft (2017) 1x Provincial & 6x District Disaster Management Plans in place

2. Number of Disaster Committees at District and LLGs

Provincial Disaster Office

Nil (2017) 6x Districts & 28x LLGs Disaster Management Committees in place


Executing Division/Sector Provincial Disaster Office


1 Establish monitoring devices. ESIPDP 2018 – 2028/MTDP III

2 All Districts and LLGs to have a DRM & Mitigation Plans. ESIPDP 2018 – 2028/MTDP III

3 Communication Devices Installed. ESIPDP 2018 – 2028/MTDP III

4 Awareness and Trainings. ESIPDP 2018 – 2028/MTDP III

5 Identify vacant state land to be used for purposes of temporary resettlement of Disaster and ESIPDP 2018 – 2028/MTDP III


climate refugees

6 Establish a Provincial Disaster Fund and appoint Board Of trustees to oversee the management of

the use of the funds

ESIPDP 2018 – 2028/MTDP III


1 Establish DRM plans at District and LLGs 1x Provincial & 6x District Disaster Management Plans in place

1.2.1

2 4x EWS & Monitoring devices training 1 1 1 1 1-2.3.2

3 Establish Disaster Committees at District and LLGs 6x Districts & 28x LLGs Disaster Management Committees in place

1.2.3

4 Equip PDC with effective communication systems PDC communication systems in place

2.3.4

Estimated Input

(K million)

1,200,000

Link Code


Estimate Cost

Funding Options

1.2.1 Disaster Management Plans


1-2.3.2 EWS Training 50,000 50,000 50,000 50,000 200,000 PSIP/DSIP/GoPNG/Recurrent/Donor

1.2.3 Disaster Committees


2.3.4 PDC Communication

100,000 100,000 100,000 300,000 PSIP/DSIP/GoPNG/Recurrent/Donor



4.4 Gender

Goal: To promote improved equality, participation and empowerment of women on GESI relations in all aspects of work and in all

levels of government including the wider society within the Province.

Growth Strategy

(GS)


GP 4,

SGG 3.5

1. Gender parity ratio of students in primary and secondary education in East Sepik

NDoE EMIS Report 0.8 parity ratio of all schools (2017)

Reduce gender disparity at schools to 0.9 0.5

2. Proportion of seats held by women in the Provincial Assembly

Provincial Assembly Services

Nil (2017) 5% of seats held by women 10%


Executing Division/Sector Community Development/GESI Coordinator


1 Achieve equal access to education for all males and females. National Policy Women & Gender 2011-2015, GESI Policy/ESIPDP 2018-2028/MTDP III

2 Enable access of women to capital, market, information technology and

technical assistance

National Policy Women & Gender 2011-2015, GESI Policy/ESIPDP 2018-2028/MTDP III National Policy Women & Gender 2011-2015, GESI Policy/ESIPDP 2018-2028/MTDP III

3 Strengthen Provincial legislation on family welfare, child and women National Policy Women & Gender 2011-2015, GESI


protection. Policy/ESIPDP 2018-2028/MTDP III National Policy Women & Gender 2011-2015, GESI Policy/ESIPDP 2018-2028/MTDP III National Policy Women & Gender 2011-2015, GESI Policy/ESIPDP 2018-2028/MTDP III

4 Ensure equal access to and full participation on power structure and decision

making.

National Policy Women & Gender 2011-2015, GESI Policy/ESIPDP 2018-2028/MTDP III

5 In collaboration with UNDP integrate into Gender policy cultural values

of women aimed at empowering women in the work place and

improving gender balance.

National Policy Women & Gender 2011-2015, GESI Policy/ESIPDP 2018-2028/MTDP III


1 Appropriate access and support mechanisms for women Access & Support available 1-2.3.1

2 Number of GESI related trainings conducted 1 1 1 1 1-2.1.2

3 Number of GESI awareness conducted across all districts 6 6 6 6 1-2.2.3

4 Increased % of women, people with disabilities and disadvantage group accessing economic opportunities.

Over 25% accessing economic opportunities 1-2.4.4

5 GESI mainstreaming toolkit containing awareness packages developed and used by the agency

Toolkit to be developed and distributed to all stakeholders

1-2.5.5



Estimated Input

(K million)

1,200,000


Estimate Cost

Funding Options

1-2.3.1 GESI support mechanism


1-2.1.2 GESI Training 50,000 50,000 50,000 50,000 200,000 PSIP/DSIP/GoPNG/Recurrent/Donor

1-2.2.3 GESI

Awareness


1-2.4.4 Economic

Opportunities


1-2.5.5 GESI Toolkit 50,000 50,000 50,000 50,000 200,000 PSIP/DSIP/GoPNG/Recurrent/Donor


5. Good Governance and efficient Public Administration

5.1 Governance

Goal: Effective governance institutions that provide strong ethical leadership that guide development.

Growth Pillar Ref


GP 5,

GGG 6.1

1. Induction of newly elected leaders

Planning Division-ESPA 1 (2012) Induction after all elections

2. Number of LLGs operating out of proclaimed areas

DLLG Division-ESPA 14/28 (2018) All LLGs operating out of their proclaimed areas


Executing Division/Sector Assembly Services/District & Local Level Government Division


1 Provide induction to new National MPs and LLG presidents on their roles and

responsibilities with follow ups

ESIPDP-2018-2028/MTDP III 2018-2022

2 Ethical Leadership and Good Governance training to be conducted for

elected officials holding onto positions of authority on a regular basis In

partnership with training providers

ESIPDP-2018-2028/MTDP III 2018-2022

3 Build Capacity for the 14x LLGs to operate out of their proclaimed seat of

government

ESIPDP-2018-2028/MTDP III 2018-2022

121 EAST SEPIK INTEGRATED DEVELOPMENT PLAN | VOLUME TWO

4 Construct a new Provincial Assembly to house the Provincial Assembly and

Government

ESIPDP-2018-2028/MTDP III 2018-2022

5 Rebuild ESPG Gazette and archives ESIPDP-2018-2028/MTDP III 2018-2022

6 Amend existing legislations associated with functions of various oversight

boards and enact new legislation aimed at empowering the administration to

implement the provincial plan.

ESIPDP-2018-2028/MTDP III 2018-2022


1 Orientation/Induction of Leaders Induction conducted after election 1.1.1

2 Ethical leadership/Good Governance Training Ongoing 1.2.2

3 14x Seat of LLG Governments established Acquire land & Establish Seat of Government

2.3.3

4 Construct/Renovate Provincial Assembly Assembly Renovated/Constructed 2.4.4

5 ESPG Gazette revived Gazette revived

1-2.5.5

6 Review and amend legislation to empower provincial administration to implement the plan.

Enabling Legislation in place

1-2.6.6



Estimated Input

(K million)

10,300,000

Link Code


Estimate Cost

Funding Options

1.1.1 Leaders Induction 200,000 200,000 400,000 PSIP/DSIP/GoPNG/Recurrent/Donor

1.2.2 Leadership/Governance Training


2.3.3 LLG Capacity Building 1,000,000 1,000,000 1,000,000 1,000,000 4,000,000 PSIP/DSIP/GoPNG/Recurrent/Donor

2.4.4 Provincial Assembly Services


1-2.5.5

ESPG Gazette 150,000 50,000 50,000 50,000 300,000 PSIP/DSIP/GoPNG/Recurrent/Donor

1-2.6.6

Provincial Assembly Services



5.2 Public Administration

Goal: Develop an efficient and productive public administration that is professional in ethos, working in collaboration with central

agencies, to deliver effective government oversight.

Growth Pillar Ref


GP 5,

GGG 6.1

1. 18x PHQ Divisions ESPA HR 18(2018) Ensure all units of the Provincial Administration is functioning efficiently

2. 6x DDAs 6(2018)

3. 28x LLG Administrations 28(2018)


Executing Division/Sector Office of Provincial Administrator/ HR Division


1 Establishment of a Provincial Investment Board to work in collaboration with

IPA to encourage and oversee investment into the province.

ESIPDP-2018-2028/MTDP III 2018-2022

2 Improve and strengthen public sector reform in the institutional structure

and human resource capacity building.

ESIPDP-2018-2028/MTDP III 2018-2022

3 Provide ongoing personal and professional training and mentoring of staff to

increase personal effectiveness and divisional productivity.

ESIPDP-2018-2028/MTDP III 2018-2022

4 Improve and strengthen budget and financial management. ESIPDP-2018-2028/MTDP III 2018-2022



5 Strengthen and enforce accountability and transparency initiatives. ESIPDP-2018-2028/MTDP III 2018-2022

6 Strengthen development planning and monitoring and evaluation in all levels

of government.

ESIPDP-2018-2028/MTDP III 2018-2022


1 Establishment of Investment Board Investment Board in Place 1-3.1.1

2 ESPA Corporate Plan in place Corporate Plan

Completed

Implementation of CP 1-3.6.2

3 Improve Reporting & Coordination, PHQ, Districts & Stakeholders

Reporting templates developed and implemented

1-3.5.3

4 Introduce & effectively implement Public Sector Reform in all levels of the Public Service

Reform program

implemented

On going 1-3.2.4

5 Improved budget & financial management capability in the Administration.

On going 1-3.4.5


Estimated Input

(K million)

2,100,000


Estimate Cost

Funding Options

1-3.1.1 Investment Board


1-3.6.2 ESPA Corporate Plan


1-3.5.3 Reporting & Coordination


1-3.2.4 Public Sector Reform


1-3.4.5 Public Sector Reform




5.3 Human Resource Development

Goal: An effective Human Resource Management that supports all levels of government.

Growth Pillar Ref


GP 5,

GGG 6.1

1. 793x public service positions

ESPA HR 455 positions filled (2018)

338 positions to be filled

2. HR Training Plan ESPA HR No Plan Plan developed


Executing Division/Sector Human Resource Management


1 Develop appropriate HR policies & plans ESIPDP 2018– 2028/MTDP III/General Orders

2 Improve staff performance management & monitoring. ESIPDP 2018– 2028/MTDP III/General Orders

3 Organisational review and restructure. ESIPDP 2018– 2028/MTDP III/General Orders

4 Human resource training & development. ESIPDP 2018– 2028/MTDP III/General Orders

5 Introduce graduate management program. ESIPDP 2018– 2028/MTDP III/General Orders

6 Establish a centralised human resource database. ESIPDP 2018– 2028/MTDP III/General Orders

7 Increase to over 50%, females in management positions ESIPDP 2018– 2028/MTDP III/General Orders



1 Learning & Development Policy/ Training Plan/OHS Plan L & D Policy & Training Plan/OHS Plan in place

2.1.1

2 Organisational Restructure ESPA Restructure is completed 1-2.3.2

3 Performance review & management Ongoing 1-2.2.3

4 Training & Development Ongoing 1-2.4.4

5 Graduate Management Program Ongoing 1-2.5.5

6 Centralised data base in place Data base in place 1-2.6.6

7 Office Complex for ESPA Document and construct office complex for ESPA

1-2.2.7

8 ESPA Staff Housing Construct staff housing for public servants

1-2.2.8

9 Females in management positions Ensure good number of Females in management positions

1-2.7.9

Estimated Input

(K million)

57,700,000

Link Code


Estimate Cost

Funding Options

2.1.1 Learning & Development Policy/Training Plan/OHS Plan


1-2.3.2 Restructure 200,000 200,000 400,000 PSIP/DSIP/GoPNG/Recurrent/Donor



1-2.2.3 Performance

Review


1-2.4.4 Training &

Development


1-2.5.5 Graduate

Management

Program


1-2.6.6 HR Database 100,000 100,000 400,000 400,000 400,000 PSIP/DSIP/GoPNG/Recurrent/Donor

1-2.2.7 ESPA Office

Complex


1-2.2.8 Public Service

Staff Housing


1-2.7.9 Gender In

Management


5.4 Financial Management

Goal: Establish an effective budget and finance management system that is prudently managed to support the operations of the

government

Growth Pillar Ref


GP 5,

GGG 6.1

1. Timely preparation of budget

Budget ESPA By January 31st (2017)

Budget prepared and presented before 31st January annually

2. Number of budget reviews conducted

Budget ESPA 2(2017) Budget reviews conducted periodically


Executing Division/Sector Budget & Finance


1 Fully implement the Integrated Financial Management Accounting System

(IFMS)

ESIPDP 2018– 2028/MTDP III/PFMA 1995

2 Open up the budget framing process through stakeholder involvement ESIPDP 2018– 2028/MTDP III/PFMA 1995

3 Ensure people employed in the sector are fully qualified and accredited by

relevant bodies (i.e. PNG Chartered Practicing Accountants)


4 Provide relevant training to officers in all levels of government ESIPDP 2018– 2028/MTDP III/PFMA 1995

5 Open up opportunities for networking with other stakeholder to share

knowledge and information





1 Budget reviews Ongoing 2.2.1

2 Budget and Finance Training Organise 1x Training for Officers annually

2.4.2

3 IFMS rollout Ongoing 1.1.3

4 Budget consultations Ongoing 1.2.4

Estimated Input

(K million)

1,600,000


Estimate Cost

Funding Options

2.2.1 Budget Review


2.4.2 Budget and

Finance

Training


1.1.3 IFMS 100,000 100,000 100,000 100,000 400,000 PSIP/DSIP/GoPNG/Recurrent/Donor

1.2.4 Budget

consultations



5.5 Audit & Compliance

Goal: Audit and Compliance system that is effective and able to contribute to the overall effectiveness of public sector

management

Growth Pillar Ref


GP 5,

GGG 6.1

1. Financial Audit conducted

ESPA 1 (2016) Comply with all financial audit requirements

2. Administrative Audit conducted

ESPA No data Periodical audit to be conducted

3. Number of Audit & Compliance trainings

ESPA No data 1 1 1 1 4


Executing Division/Sector Audit & Compliance


1 Establish Audit Committee in the Province ESIPDP 2018– 2028/MTDP III

2 Capacity building for Audit and Compliance division of the Provincial

Administration


3 Provide relevant skills training to officers ESIPDP 2018– 2028/MTDP III



4 Network with relevant stakeholders and National Agencies to share

resources



1 Establishment of Audit Committee Audit Committee established 1.1.1

2 Audit Training Organise 1x Training for Officers annually

3.3.2

3 Financial Audit conducted Comply with all financial audit requirements

1.2.3

4 Administrative Audit conducted Periodical audit to be conducted 2.2.4

Estimated Input

(K million)

1,050,000

Link Code


Estimate Cost

Funding Options

1.1.1 Audit Committee 50,000 50,000 PSIP/DSIP/GoPNG/Recurrent/Donor

3.3.2 Audit Training 50,000 50,000 50,000 50,000 200,000 PSIP/DSIP/GoPNG/Recurrent/Donor

1.2.3 Financial Audit 100,000 100,000 100,000 100,000 400,000 PSIP/DSIP/GoPNG/Recurrent/Donor

2.2.4 Administrative Audit 100,000 100,000 100,000 100,000 400,000 PSIP/DSIP/GoPNG/Recurrent/Donor


5.6 Monitoring & Evaluation of Programs & Projects

Goal: Monitoring & Evaluation is made a mandatory requirement for all programs and projects in the province and districts.

Growth Pillar Ref

Indicator (Unit)

Source

Baseline (year)

2018

2019

2020

2021

2022

2028

GP 5,

GGG 6.1

1. Number of M & E conducted in the last five (5) years

ESPA/ Planning 1 (2017) M & E conducted periodically

2. Number of Management reports produced annually

ESPA/ Planning 1 (2017) Ensure all relevant reports are produced


Executing Division/Sector Planning & Monitoring


1 Capacity building for Planning & Monitoring Division ESIPDP 2018– 2028/MTDP III/National Planning Act 2017

2 Develop appropriate M & E mechanisms to ensure accountability ESIPDP 2018– 2028/MTDP III/National Planning Act 2017

3 Provide relevant Training to officers ESIPDP 2018– 2028/MTDP III/National Planning Act 2017

4 Network with relevant stakeholders and National Agencies to share resources ESIPDP 2018– 2028/MTDP III/National Planning Act 2017



5 Develop an intergrated database system that enables the Provincial

Administration to monitor and evaluate the implementation of the provincial

plan.

ESIPDP 2018– 2028/MTDP III/National Planning Act 2017


1 Planning & Monitoring division capacity building Ongoing 1.1.1

2 Develop M & E mechanisms Mechanism Developed

1.2.2

3 M & E Training Ongoing 1.3.3

4 Improved networking with relevant stakeholders and national agencies

ongoing 2.4.4

5 Development and operationalization of an intergrated database system

Intergrated Database system in

place

1.5.5

Estimated Input

(K million)

1,750,000


Estimate Cost

Funding Options

1.1.1 Planning & Monitoring Capacity Building


1.2.2 M & E

Mechanisms



1.3.3 M & E Training 100,000 100,000 100,000 100,000 400,000 PSIP/DSIP/GoPNG/Recurrent/Donor

2.4.4 Planning &

Monitoring

Capacity

Building


1.5.5 Planning &

Monitoring

Capacity

Building


east sepik integrated provincial development plan | …

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