Country Strategy and Program 2006–2010 - Papua New Guinea

Table of Contents

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Executive Summary

I. Current Development Trends And Issues

II. The Government’s Development Strategy

III. ADB's Development Experience

IV. Strategy For ADB Support To PNG

V. ADB's Assistance Program

VI. Risks And Performance Monitoring And Evaluation

Appendixes [ PDF ]

Country Strategy and Program 2006–2010: Papua New Guinea

IV. Strategy For ADB Support To PNG

A. Strategic Framework

The CSP identifies areas of intervention that combine PNG priorities, as set out in the MTDS, and ADB policies, as articulated in the Enhanced Poverty Reduction Strategy 2004¹, the Medium Term Strategy II 2006-2008 (MTS II)² and the Pacific Strategy 2005–2009³. MTS II aims to increase ADB’s poverty-reduction impact by further strengthening its focus and capacity in areas that are developmentally important for Asia and the Pacific and in which ADB has a comparative advantage. Transport, energy, urban and rural infrastructure, and finance are core operational sectors. In other sectors, ADB is expected to take a partnership role rather than lead. Product and process innovations, increased cofinancing, more focused technical assistance, and a stronger emphasis on portfolio management are central measures for delivering results. MTS II proposes that ADB’s governance interventions give priority to PFM, including procurement and public expenditure management, as well as the legal and regulatory framework and capacity development in sectors where ADB is active.

A high degree of complementarity exists between the ADB Pacific Strategy and PNG’s MTDS⁴. ADB’s Pacific Strategy provides a framework for its Pacific operations and a basis upon which to prioritize the development of skills and expertise in ADB’s Pacific Department. The strategy has three objectives: (i) support a conducive environment for the private sector; (ii) enhance the supply of, and demand for, quality basic social services; and (iii) promote effective development processes. A set of key result areas has been established for each objective.

B. Strategy Principles and Formulation Process

Toward ADB’s overarching objective of an Asia/Pacific region free of poverty, ADB and the PNG Government have agreed to apply the following principles, consistent with the Paris Declaration on Aid Effectiveness, in selecting the elements of the CSP for PNG:

(i) Support the implementation of PNG’s MTDS by focusing on agreed priority expenditure areas and governance initiatives.

(ii) Focus on areas of ADB comparative advantage and remain engaged.

(iii) Tighten the focus of ADB’s strategy and program to maximize impact in priority areas.

(iv) Develop appropriate relationships with PNG’s other development partners.

(v) Manage for development results.

ADB’s comparative advantage in PNG derives from knowledge and lessons accumulated in the past combined with present practical experience, in PNG and elsewhere, along with the skills, knowledge, and finance it can apply to delivering the CSP. ADB’s Pacific Department, in line with its Pacific Strategy and ADB’s MTS II, is working to deepen the skills and resources it allocates to PSD, the provision of infrastructure and related services, the efficient delivery of basic social services, PFM, and strengthening conditions for good governance. From the Government’s perspective, ADB’s particular added value lies in the provision of policy and technical advice on economic growth, service delivery, and financial management, as well as in targeting ADB’s loan finance to projects that promote economic growth.

In addition to satisfying these general principles, recent lessons from the CAPE and from experience in delivering ADB programs and projects in PNG suggest that a focused program will comprise sectors and key themes that (i) build on successes and lessons learned in PNG (see Section III.D); (ii) complement ongoing ADB commitments (see Section III.C) and provide for long-term engagement in priority areas; (iii) provide, in combination, synergies among the elements of the program; and (iv) allow ADB to work closely with a relatively small and manageable number of counterpart agencies.

Extensive consultation has been undertaken between ADB and the Government, civil society, and other development partners in PNG to establish the principles above and agree on a strategy and program focus that satisfies them. ADB’s role and added value in relation to PNG’s other development partners is a central consideration. The CSP-formulation process is summarized in Appendix 11.

C. CSP Strategic Focus

The purpose of ADB’s CSP in PNG 2006-2010 is to help the Government, in a selective and focused manner, to meet its MTDS goals, consistent with ADB policies and strategies, of (i) good governance; (ii) export-driven economic growth; and (iii) fostering rural development, poverty reduction, and human resource development.

ADB and the Government have agreed that the strategic areas that clearly satisfy the principles and lessons learned outlined above are

(i) public financial management,

(ii) private sector development,

(iii) the transport sector, and

(iv) health and HIV/AIDS.

Table 2 illustrates the close strategic alignment among PNG’s MTDS, ADB’s Pacific strategy, and the ADB PNG CSP strategic priorities. Table 3 summarizes the policy framework, partnerships, and proposed ADB role in the MTDS priority expenditure and governance areas.

Creating good governance is at the core of PNG’s development challenge, and Section I.D above highlights the range of specific issues on which the Government is taking, or plans to take, action. Strengthening PFM is assessed by the Government and its development partners, including ADB, as being a key intervention toward better governance, both through strengthened financial controls and compliance (supported by the FMIP) and as a driver of broader public sector reform and MTDS implementation (through PERR). It is an area in which ADB’s longstanding involvement is appreciated by all stakeholders and allows ADB to play a central role among development partners.

Though challenging and still relatively new for ADB in PNG, a focus on PSD will help the Government address its economic growth objectives and increase the participation of Papua New Guineans in the economy. ADB has done extensive, highly regarded work on PSD issues in the Pacific and has the capacity to play a leading role with development partners in this area in PNG.

The transport sector, consistently identified as key to both economic growth and improved social service provision—especially by PNG’s rural population—is an area in which ADB is deeply involved in ongoing institutional reforms and in which ADB lending can be most effectively utilized toward PNG’s development objectives.

Declining health indicators and an escalating HIV/AIDS epidemic are significant threats to PNG’s development prospects and represent major challenges for all stakeholders in PNG. ADB brings extensive PNG experience to an effective Government-donor partnership in the health sector, as well as new ideas and models for effective health service delivery and HIV/AIDS prevention. This innovation and intellectual capacity is expected to be ADB’s most important contribution on health and HIV/AIDS, working within the established partnership arrangements.

The strategy consciously does not attempt to address all of the priority areas for PNG’s development set out in the MTDS. Strengthening law and order and the justice system, for example, are critical issues for PNG but not areas of ADB comparative advantage, and they are receiving significant and intensive support from the Government of Australia under its Enhanced Cooperation Program with PNG. Also receiving significant support from Australia are public sector capacity development and anticorruption processes. ADB has expertise in basic education but no track record in this area in PNG. Water and sanitation are areas in which ADB has some recent experience but are relatively low MTDS priorities. PNG’s preference to focus most ADB lending on economic growth projects mean this sector has not been included in the CSP.

In addition to the selected strategic priority areas, reforming public enterprises and utilities is a priority issue for PNG, as the poor performance of these entities impinges on PNG’s ability to deliver its MTDS objectives of economic growth and rural service delivery. While challenging and uncertain in nature, this is an area that is not being systematically addressed by PNG’s other development partners and one in which ADB could potentially make a valuable contribution. ADB will initially help the government to address the performance of public enterprises through TA under its PFM roadmap, while keeping open the option of further involvement. Such involvement would depend on agreement on appropriate policy and institutional settings. The mid-term CSP update will explicitly address developments and opportunities in this area and, if appropriate, recommend a roadmap for further ADB support for PNG.

Table 3: ADB Role and Partnerships in PNG Priority Development Areas

MTDS Priority Area^a	Sector or Thematic Policy Document	Management Challenges for Sector or Theme	Key PNG Govt. Agencies and Other Stakeholders	Development Partnership and Coordination	Roles of Development Partners	ADB Role
Transport infrastructure rehabilitation and maintenance	Revised National Transport Development Plan (NTDP) 2006-2010	Financing maintenance backlog Capacity to implement works if funds available Roles and relationships among PNG agencies More effective, better-structured donor coordination Harmonization of processes and procedures	Departments of Transport, Works; Civil Aviation Authority; Harbours Ltd; National Maritime Safety Authority; National Road Authority Enclave private sector projects through tax credit scheme	No formal structure Harmonization study planned NTDP, AusAID Sector Support Program provide potential platforms	AusAID: major financier of road maintenance and Highlands Highway; previously lead donor on aviation; moving from project to sector basis (TSSP). World Bank: previous and planned Highlands Highway projects; Japan: bridges.	Ongoing lead role in maritime subsector Roads institution reform Coastal shipping service upgrading Finance for feeder roads and highway rehabilitation Finance for Lae port; small coastal and river port upgrading.
Promotion of income-earning opportunities	MTDS Annual budget statements Agriculture policy under development	External issues: infrastructure, law and order, land tenure Improved diagnostics on priority constraints Clarity on details of government role and policies, action plan Modalities for external partners to cooperate with government and private sector	Departments PM and NEC, Treasury, Trade and Industry, Agriculture; Sector departments; IPBC; Investment Promotion Authority Private sector groups: Chambers of commerce, Business Council, industry councils.	Impediments to Business and Investment Committee CIMC Commerce Committee Government and private sector, but no structured donor involvement	AusAID: agricultural research institutions; quarantine World Bank: agricultural estates; microfinance (IFC); investment rules (FIAS) EU: trade policy and capacity development NZAID: agricultural marketing; rural livelihoods	Potential lead donor role Diagnostic work on PSD environment (planned) TA for commercial agriculture Microfinance Skills development Financial sector
Basic education	National Education Plan (2) 2005-2114	Further expanding toward universal access Education quality System efficiency	National and provincial Departments of Education Church-run schools Private schools	a	AusAID: capacity development; system financing EU: capacity development; system financing Japan, PRC, NZAID: projects	Nil
Development-oriented informal adult education	National Education Plan (2) 2005-2114	Strengthen planning and coordination Greater involvement of private providers More market-oriented programs and outcomes for skills training Greater outreach for literacy	National and provincial DOEs; Department of Community Development; Church-run skills programs (e.g., Don Bosco); NGO literacy programs	None at present	a	Ongoing skills development project No further role planned
Primary healthcare	Health Strategic Plan 2006-2008 Health Medium-term Expenditure Framework 2004-2006	Turn around failing rural health system Improve inter-government operating arrangements Build human capacity at all levels of the health system	National and provincial Departments of Health; Hospital boards; Church-run health services; Private practitioners; and medical centers	Partnership agreement in support of SWAp Bi-annual summit Independent monitoring and review group Single account for pooled donor funds	AusAID: SWAp partner and major sector financier NZAID: SWAp partner WHO: technical advice World Bank: policy advice Japan, PRC, EU: projects International NGOs: projects	Earlier analytic work and coordination for SWAp Finance through Health Sector Improvement Program New analytic work and program design planned, within SWAp.
HIV/AIDS prevention	National Strategic Plan (NSP) 2006- 2010	Prevention of an escalating epidemic Stronger Government leadership, capacity, and donor coordination Improve surveillance Scale up prevention and treatment programs	National AIDS Council/Secretariat; National and provincial DOHs; Hospital boards; Church-run health services; NGO awareness and prevention programs; Private sector awareness and prevention programs	a	AusAID: major financier, scaling up new programs Global Fund: treatment, counseling, testing Clinton Foundation: treatment UN system: technical support, finance EU, NZAID, Japan, PRC: finance and/or projects	Targeted and complementary to AusAID and other programs ADF grant: HIV/AIDS prevention in rural development enclaves (Pilot) establishment of treatment centers
Law and justice	a	Prevention, control of high crime rates Effective system-wide operation of law and justice sector Fair treatment and rehabilitation of offenders	Police and corrections services; National, magistrates, and village court system; Attorney General and other Government legal offices	Government Law and Justice Sector Committee CIMC Law and Justice Committee	Australia: Enhanced Cooperation Program advisers to police service and legal departments AusAID: significant sector financing, capital works (e.g., prisons, police housing), projects	None directly
Public expenditure review and rationalization	PERR program document FMIP document	Maintaining agreed expenditure prioritization Dependent on public sector rightsizing Weak budget execution (unauthorized expenditures) Capacity constraints at all levels of government	Departments of Treasury, Finance, Planning and Monitoring; Large budget line agencies (Education, Health, Works, etc.)	PERR Implementation Committee FMIP Steering Committee	Australia: Enhanced Cooperation Program advisers in Finance and Treasury departments AusAID: PERR external reviews; Provincial FMIP World Bank: leads PERR external review; plans FMIP support UNDP, EU: support for FMIP components	Lead donor and coordinator for FMIP Participant in PERR external reviews New TA in support of specific PERR components planned
Public sector reform	Strategic Plan for Public Sector Reform 2003-2007	Agree and implement rightsizing Improve inter-government operating arrangements Implement merit-based selection process and create stability Build capacity	Department of PM and NEC, especially Central Agencies Coordinating Committee, PSR Management Unit; Department of Personnel Management; All other departments	a	AusAID: Advisory Support Facility; various institutional strengthening projects; planned support for Workforce Development Initiative	None directly
Strengthening service delivery in districts	District roads and treasury programs	Build capacity, attract public servants Improve inter-government operating arrangements Communications	Department of Provincial and Local Government Affairs; Provincial and district governments	a	AusAID: Sub-national Initiative Various donors: local, rural development projects.	None directly

ADB = Asian Development Bank, ADF = Asian Development Fund, AusAID = Australian Agency for International Development, CIMC = Consultative Implementation and Monitoring Committee, DOE = Department of Education, DOH = Department of Health, EU = European Union, FIAS = Foreign Investment Advisory Service, IFC = International Finance Corporation, IPBC = Independent Public Business Corporation, MTDS = Medium Term Development Strategy, NEC = National Executive Council, NGO = nongovernment organization, NZAID = New Zealand Agency for International Development, PM = Prime Minister, PNG = Papua New Guinea, PRC = People's Republic of China, PSD = private sector development, PSR = public sector reform; SWAp = sector-wide approach, TA = technical assistance, TSSP = Transport Sector Support Program, UN = United Nations, UNDP = United Nations Development Programme, WHO = World Health Organization.
a Includes the seven priority expenditure areas and four selected MTDS crosscutting governance initiatives. Does not include the more specific of the additional initiatives (i.e., political and policy stability, rule of law, protecting the vulnerable and disadvantaged, gender equality, or protecting the natural environment).
Source: Asian Development Bank.

Sector and thematic roadmaps have been agreed and will guide ADB operations in the four strategic priority areas during the CSP period. These are in Appendix 12. The roadmaps describe (i) the development situation, (ii) the policy and institutional setting, (iii) ADB operations and lessons learned, (iv) the role of development partners, (v) the proposed ADB role during the CSP period, and (vi) initial thinking on sector and thematic results frameworks. They are based on PNG policies and sector and thematic strategies to the extent possible. Sector-based approaches will be pursued to the extent possible in each strategic area. In this context, Government approval of its revised National Transport Development Plan (NTDP) 2006-2010 and its Strategic Plan for the PNG Health Sector 2006-2008 has been timely and provided the framework for the respective ADB roadmaps. Capacity development is a vital challenge in which ADB plans to play a narrow and specific role, working closely with AusAID and other grant donors to see that broader needs are being addressed collectively. All four of the roadmaps will be considered rolling plans, monitored and managed to accommodate new developments in PNG during the CSP period.

Public Financial Management. ADB will continue its involvement in PFM as its principal contribution to strengthening governance in PNG both nationally and sub-nationally. PNG’s PERR program and FMIP will continue to be the vehicles for ADB support for improved PFM. PFM provides both a clear CSP focus and an entry point for a highly selective ADB contribution on a number of priority development issues for PNG. For example, managing the revenues from PNG’s natural resources to deliver development outcomes is a central aspect of the PFM agenda. ADB will encourage and help the Government to pursue these issues under the PERR program. The PERR, with ADB support, will therefore be central to maximizing the benefits from ADB’s proposed investment in the PNG Gas Project. PFM is also a logical entry point for a selective effort to address concerns about poorly functioning relationships between national, provincial, and local governments. Support for participatory budget preparation and monitoring processes will strengthen public participation and increase government accountability. Work on PFM will also support Government efforts to bring PNG’s state-owned enterprises and statutory authorities into compliance with the good governance requirements of the Public Finances Management Act. This is seen by the Government, and endorsed by ADB, as a logical entry point toward the larger task of strengthening the governance and performance of these entities.

The issue of tackling corruption in PNG will be addressed by ADB through (i) a focus on PFM, (ii) support for ongoing PNG efforts to strengthen participatory budget formulation and monitoring, and (iii) ensuring that ADB projects are managed in accordance with the required standards and oversight. This targeted approach is considered to be the best strategy to support anticorruption efforts in PNG given (i) the vital role of PNG’s public finances in directing resources to development programs from natural resource project revenues; (ii) ADB’s experience and value added in PNG; and (iii) the important role of Australian support to the Government in this area, through both the Enhanced Cooperation Program (which supports, for example, anticorruption capacity and the capacity to detect police fraud) and support for developing and implementing a PNG anticorruption action plan. Improving the transparency of information and external accountability of government, two specific objectives of ADB’s support for PNG’s PFM agenda, are critical prerequisites if PNG’s corruption problem is to be addressed effectively. More directly, the ADB-led FMIP works to strengthen compliance with the Public Financial Management Act and the checks and balances enabling detection of noncompliance. ADB will coordinate with the Government, Australia, and other partners on this issue.

A results framework for ADB’s work on PFM during the CSP has been agreed with the Government and is included in the PFM roadmap. It uses selected indicators from a public expenditure and financial accountability (PEFA) performance-measurement framework that has been developed as a global tool for PFM assessments. The PEFA framework has been endorsed and implemented by the PNG Government, and assessments will be updated regularly in consultation with PNG’s development partners.

Private Sector Development. ADB support for PSD in PNG will promote incremental improvements in the business environment and is expected to complement other measures taken by the Government and its development partners to address broader key constraints such as transport and communications infrastructure, law and order, land tenure and governance, and corruption. ADB aims to provide intellectual leadership by engaging PNG stakeholders on specific policies and steps to improve the environment for PSD in PNG. This engagement is still at a relatively early stage of development, so specific outcomes from ADB’s efforts are yet to be determined. The ADB results framework and program will be updated following the completion and discussion of further planned ADB diagnostic work on the environment for PSD, to be undertaken in 2006 and early 2007. This dialogue will likely lead to the creation of a PNG Government-led PSD roadmap.

An important starting point for ADB in this process is a $1 million TA, approved in December 2005, for diagnostic work on the environment for PSD in PNG, which will be managed by the PNG Chamber of Commerce and Industry⁵. This TA will explore issues related to the (i) legal framework for business, (ii) role and performance of state-owned enterprises, and (iii) financial sector. Technical assistance for further study of development options in the energy sector will also be supported, as this sector represents major opportunities both for private sector operations and for improved service delivery to business and communities in PNG, given abundant energy resources but poor sector performance at present. The PSD roadmap that emerges should explore the scope for public-private partnerships and guide thinking on the potential for future ADB private sector operations in PNG.

Agriculture is a major contributor to PNG’s economy, employment, and the livelihood of the predominantly rural population. Agriculture therefore warrants an important, though targeted, role in any private sector development program in PNG. While agriculture will benefit from business environment reforms, further development of investment-oriented activities for commercial agricultural production and extension will continue to enjoy ADB support. Specifically, the nucleus agro-enterprises model is agreed to have demonstrated significant potential in PNG’s circumstances, and a workable approach will be found to transfer the model to a new institutional setting. Promising discussions are underway with PNG Sustainable Development Program Ltd. ADB technical assistance will support the transition.

While the immediate focus of this CSP is on public sector actions to create a more conducive business environment, private sector participation in PNG’s development will be promoted as well through a number of projects in the current and planned program. The PNG Gas Project is expected to play a catalytic role and has the potential to facilitate further spin-off projects in PNG’s domestic markets. In the transport sector, road maintenance contractors and private sector land and maritime transport services will benefit. As described above, ADB will continue to work closely with PNG’s private sector on agriculture issues.

Transport Sector. ADB will remain active in the road and maritime transport subsectors. The updating of PNG’s NTDP for the period 2006-2010 provides a good basis for sector coordination and has guided ADB’s transport sector roadmap. The focus of the NTDP on infrastructure maintenance and selective upgrading for economic priority assets is fully supported by ADB. Ongoing institutional reform will be essential if the NTDP is to be implemented effectively, and ADB has a key role to play in supporting these reforms in the roads and maritime subsectors. Although the maritime transport subsector is not a core operational sector under ADB’s MTS II, it is critical to PNG’s economy, and ADB has played a central role. Other development partners, especially AusAID, may gradually become more involved in the subsector, but ADB leadership among development partners on maritime transport is strongly supported by the Government and its development partners.

Policy and institutional reform in the two subsectors, supported by current ADB projects and TA, is expected to catalyze planned investments in rehabilitating and, in selected cases, upgrading existing infrastructure. Developing more effective financing and management arrangements for road maintenance and coastal shipping services is a central objective of ADB work on sector policy and institutional arrangements. For investments, a particular focus will be placed on infrastructure with important economic returns—such as Lae Port, the Highlands Highway, and associated rural feeder roads—to boost the rural economy. Aviation is another key transport subsector for PNG, but a country-specific ADB role is not planned, beyond work supported regionally through the Pacific Aviation Safety Office.

The NTDP provides clear strategic direction but no specific targets or benchmarks for the transport sector. Developing a results framework for the sector is an important next step, which Australia proposes to assist and ADB will support as appropriate. In the interim, the transport sector roadmap provides specific indicators for ADB’s contribution to three of the four goal areas of the NTDP: (i) maintaining, rehabilitating, and improving infrastructure; (ii) encouraging the provision of transport services and facilities by private sector operators; and (iii) ensuring adherence to safety standards and practices.

Health and HIV/AIDS. As noted above, PNG faces a serious HIV/AIDS epidemic. Central to ADB’s response during the CSP period will be the recently approved ADF grant project HIV/AIDS Prevention and Control in Rural Development Enclaves (footnote 13), which provides a strategic and wide-ranging response, including prevention activities at sites of other ADB operations, such as the proposed PNG Gas Project. This project is expected to complement a planned health sector program loan and TA that will focus on primary healthcare delivery.

The National Department of Health (NDOH) and other development partners see continued ADB involvement as being catalytic for the health sector. ADB possesses relevant expertise, but resource limitations mean that effective partnerships in a sector-wide approach are critical to ADB being able to support tangible results in the sector. This approach is also consistent with ADB’s MTS II. A specific area of study and possible future engagement for ADB in the sector will be alternative approaches to strengthening rural health service delivery, which is in decline in many parts of PNG.

A strict geographic focus is not proposed for the CSP. However, it is appropriate to maximize the extent to which project sites overlap and so make project supervision more efficient and maximize opportunities for synergies. For example, the ADF grant HIV/AIDS Prevention and Control in Rural Development Enclaves will operate at sites receiving ADB support through transport and agriculture sector programs and at the PNG Gas Project site.

It has been agreed that ADB should explore with the PNG and Indonesian Governments the possibility of strengthening subregional cooperation and integration in the form of upgraded road connectivity between the two countries, specifically between Jayapura in Indonesia and Vanimo in PNG. If a project is feasible, additional finance can be sought from ADB’s ADF subregional allocation. In addition, PNG will benefit from selected activities under ADB’s Pacific Regional Cooperation Strategy and Program (currently being updated) in support of the Pacific Plan for Strengthening Regional Cooperation and Integration. The proposed Pacific Regional Audit Initiative is an example of regional technical assistance that would have clear benefits for PNG and complement ADB support for PFM under this CSP.

Gender and environmental concerns will be mainstreamed in this CSP. For example, a practical approach to working with the Government to ensure compliance with environmental safeguards is currently being developed in the context of the PNG Gas Project. A PNG gender assessment and strategy has been a core input to the CSP process. Recommendations from the strategy have been integrated into the roadmaps across the four priority sectors and themes. Recommendations focus on enhancing the practical gender impact of proposed programs and projects and supporting the implementation of PNG policies where possible.

D. Managing for Results in this CSP

A clear results framework for this CSP is especially important given PNG’s challenging operating environment. In line with the Government’s commitment to develop its own approach (with support from AusAID), ADB will adopt PNG Government performance targets and indicators for the MTDS and, as requested, work with the Government to establish appropriate indicators and systems. PNG proposes an initial focus on monitoring outputs and processes, which is supported by ADB. Harmonizing approaches with PNG’s development partners is also a priority, and ADB’s support for introducing PEFA indicators for PFM demonstrates this commitment. Nevertheless, much work remains to strengthen PNG’s capacity to manage for development results.

Equally important will be establishing a Government-led dialogue with development partners focused on the management element (i.e., how to respond appropriately to the lessons and opportunities emerging from a results-based management approach). This dialogue will be a major step forward for PNG and its development partners.

In the interim, an indicative CSP results framework, presented in Appendix 1, focuses particularly on results likely to be achieved in the four priority strategic areas and their links to PNG Government objectives in the MTDS and sector-specific policies and plans. The results framework derives from, and is a summary of, the results frameworks for the four roadmaps prepared for this CSP. Project impact and outcome statements will be drawn from the roadmaps. The results framework for ADB’s CSP will be updated to utilize and support the Government’s own approach, once it is in place, and will look both at overall countrywide achievements and ADB’s contribution to them. An updated results framework will be a key component of a midterm CSP update.

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ADB. 2004. Enhancing the Fight Against Poverty in Asia and the Pacific: The Poverty Reduction Strategy of the Asian Development Bank. Manila.
ADB. 2006. MediumTerm Strategy II 2006-2008. Manila.
ADB. 2005. A Pacific Strategy for the Asian Development Bank 2005-2009. Manila.
Among the seven PNG MTDS expenditure priorities, only law and justice do not clearly address ADB key result areas. Among the MTDS crosscutting governance measures, strengthening public financial management, improving the business environment, and broadening participation and consultation with civil society and the private sector are especially aligned with the more effective development processes targeted by ADB. 2004. A Pacific Strategy for the Asian Development Bank 2005-2009. Manila.
ADB. 2005. Technical Assistance to Papua New Guinea for the Policies for Private Sector Development. Manila.

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III. ADB's Development Experience

V. ADB's Assistance Program

Regions and Countries

IV. Strategy For ADB Support To PNG

A. Strategic Framework

B. Strategy Principles and Formulation Process

C. CSP Strategic Focus

D. Managing for Results in this CSP