Micro finance delivery program for PNG

ITDCKaltane Financial Inclusion Focusing on Rural Communities

BANK OF PAPUA NEW GUINEA

PNG MICROFINANCE EXPANSION PROJECT FE DELIVERY PHASE

(RFP support document)

ITDCKaltane

January 2014

ITDCKaltane‐Financial Inclusion RFP

Table of Contents STRATEGIC APPROACH

1

TARGET GROUPS TRAINEE RECRUITMENT

1 2

PROJECT IMPLEMENTATION

5

DELIVERY METHODS PROJECT MANAGEMENT REGIONAL DELIVERY PLAN STAKEHOLDER MANAGEMENT PROJECT MONITORING & REPORTING RISK MANAGEMENT

5 10 14 16 18 20

CONSORTIUM PROFILES

22

PROPOSED TEAM STRUCTURE CONTACT DETAILS

23 26

ATTACHMENTS

27

ATTACHMENT 1. PROJECT PLANNING MATRIX (LOGICAL FRAMEWORK) ATTACHMENT 2. PROJECT SCHEDULE (SUMMARY‐LEVEL) ATTACHMENT 3. REGIONAL–LEVEL TRAINING TARGETS ATTACHMENT 4: PROVINCIAL‐LEVEL TRAINING TARGETS ATTACHMENT 5: PROVINCIAL TRAINING DIRECT LABOR ANALYSIS ATTACHMENT 6: PROVINCIAL‐LEVEL DETAILED TARGETS ATTACHMENT 7: LIST OF TRAINERS

27 30 32 35 40 43 45

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ITDCKaltane‐Financial Inclusion RFP

FE PROGRAM STRATEGY

• • • • • •

• • • •

PHASE ONE Highlands FE Group Momase FE Group Islands FE Group PHASE TWO Papua FE Group

• Poverty‐Based Allocation • Prioritised FE Dellivery • 40% Focus On Women

RURAL FE TARGETS

EQUITABLE SHARE

STAKEHOLDER NETWORKS

INCLUSIVE DELIVERY • Financially‐Excluded Priority • Rural & Township Focus • Men, Women & Youth

Twinning approach NPO Organisations NGO'Programs Industry Alignment

Financial Inclusion for PNG Rural Communities

A consortium of Integrated Training & Development Consultancy Ltd, Gore Accountants & Business Advisors, Brikham Business Consulting Ltd and Kaltane Pty Ltd

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STRATEGIC APPROACH

We have developed a framework to guide the final delivery strategy (inception report stage) and this RFP document presents our planning approach to the project targets. In summary we have adopted a phased delivery plan to ensure the three regions (Highlands, Momase, Islands) are adequately services for minimum 10,000 trainee participants per region. The balance 20,000 trainees are to be allocated on a weighted basis according to the latest (2009/10 NEIS) rural poverty indicators with Highlands, Momase and Islands regions to receive the bulk of the additional training.

Our project management will draw from the planning matrix or logical framework developed in this RFP, to provide the performance and progress measurement systems to ensure FE delivery targets are met during the project implementation. We will develop further detailed work or program schedules from the logical framework (planning matrix) and will use these references as well as the final approved budget, as the primary reference for project controls.

To manage our project and other stakeholder relationships we have adopted a quality management (IS: 9000) framework including systems and procedures for our communications, coordination, planning and performance interfaces. Also included is our approach to project monitoring and reporting obligations where we will develop innovative measures like data metrics (examples included here), proposed FE program communications (newsletters) and the integration of M&R into our stakeholder relationship systems. We also plan to award (subject to project approvals) training recognition in the form of Certificates of Attainment to all those trainees that have completed the required modules. This is to assist them in gaining pre‐ qualification through PFI’s for financial products.

TARGET GROUPS

Three target groups will form our focus for scope implementation and through which we will achieve the projects’ objectives:

1. RURAL MEN, WOMEN and YOUTH (financially excluded)

The larger population of rural‐based (village communities) clients who are financially excluded from PFI services will form our priority target group for FE program implementation. This group is defined as rural men, women and youth who either earn money but do not use any financial services or through circumstance are prevented from accessing the services of PFI’s. These clients will be living in rural areas that have a higher incidence of poverty and therefore represent a higher proportion of our target population.

Targeting this second group will enable our FE program to achieve another major strategic objective (Carry out and/or manage and coordinate FE delivery for communities, in particular in rural areas, using the project’s FE training modules). Identifying a second group in this way will allow our FE program to be provided to all members of rural‐based communities regardless of membership to any PFI.

2. RURAL MEN, WOMEN and YOUTH (financially included):

In consultation with the Project’s Partner Financial Institutions (PFI’s including BankPNG) all current rural‐based (including townships) clients that have existing dealings with any of the

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PFI’s (savings, loans, other financial patronage), will form the second priority target group for our FE implementation program. Targeting this priority group will enable our FE program to achieve one of the strategic project objectives (Deliver FE at community level with maximum benefit to the people trained to gain access to and effectively use financial services).

This group includes those rural‐based men, women and youth, identified by PFI’s as either current or potential customers (conditional on FE training), or the focus of PFI’s potential growth territories though regional expansion. Our targeting of this priority group will ensure that FE knowledge imparted to trainee participants can be either directly linked through those clients who already have access to PFI services or will in the near future and therefore will provide this group with opportunities to directly exercise their FE skills and knowledge.

3. WOMEN (financially included and excluded)

The separate creation of a women’s target group will allow our FE program to achieve another strategic project objective (Ensure that sufficient numbers of women receive FE training). This segment of the rural‐based population is vital as women FE trainees are a major potential source for poverty alleviation. They are most likely to start a micro business enterprise thereby adding to market growth and increasing regional value chains.

Women also make up a greater share of all rural‐based poverty and are generally the custodians of family incomes and savings, investing these in PFI products (savings accounts, micro loans) and therefore the drivers for reducing rural poverty. Women FE trainees generally pass on the knowledge of good financial management to other members of the family and community, therefore allows us to leverage our FE program reach.

Prior to consultations with the project and PFI’s, we have set broad target indicators to guide our FE program plan. This includes the shares for men and women as required in the project scope and is highlighted in Table 1.

Table 1: Trainee target groups FE Regions Highlands Region Momase Region Islands Region Papua Region

Minimum Target (no. trainees) 10,000 10,000 10,000 ‐

Additional Training (no. trainees) 4 8,000 6,000 2,000 4,000

30,000

20,000

Target Trainees (no. trainees) 18,000 16,000 12,000 4,000

50,000

Female Trainees (40%) (no. trainees) 7,200 6,400 4,800 1,600 20,000

Male Trainees (60%) (no. trainees) 10,800 9,600 7,200 2,400 30000

Per the project scope we have segregated the total trainee targets of 50,000 into 20,000 (40%) women participants and 30,000 (60%) men, this will guide all other planning targets contained throughout this RFP. See full list of data tables at Attachment 3.

TRAINEE RECRUITMENT

4. Sourcing Of Trainees

The aim for our recruitment strategies will focus on leverage through existing outreach networks already in place and through a combination of key networks and stakeholders. This will be essential to our delivery plan in order to minimize the impacts on our training delivery schedule through lost time labor. Through maximizing use of exiting outreach networks in this manner, we intend to reduce the demand on our training teams where possible, for the conduct of recruitment activities. It is accepted however that our Lead Trainers will need to actively

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manage this recruitment component through these networks. Prior to consultations with PFI’s and the Project teams we have planned for this activity in our training schedules.

Of primary importance to the recruiting plan will be the project scope requirement for targeting and delivery of training to a minimum 10,000 clients for the three priority regions (Highlands, Momase, Islands). Prior to final determination of the optimal regional allocation plan in consultation with PFI’s and the project teams, we have used PNG population statistical data (Table 2 below) to focus our regional allocation priorities:

Table 2b: Regional priority groupings Map Ref# 1

Region1 2 3 6 15 17 21 22 5 8 11 19 4 9 12 14 18 1 7 10 13 16 20

Highlands Region Highlands Region Highlands Region Highlands Region Highlands Region Highlands Region Highlands Region Momase Region Momase Region Momase Region Momase Region Islands Region Islands Region Islands Region Islands Region Islands Region Papua Region Papua Region Papua Region Papua Region Papua Region Papua Region

Province1 Simbu (Chimbu) Eastern Highlands Enga Southern Highlands Western Highlands Hela Jiwaka East Sepik Madang Morobe Sandaun (West Sepik) East New Britain Manus New Ireland Bougainville West New Britain Central Gulf Milne Bay Oro (Northern) Western (Fly) National Capital District

Capital1 Kundiawa Goroka Wabag Mendi Mount Hagen Tari Minj Wewak Madang Lae Vanimo Kokopo Lorengau Kavieng Arawa Kimbe Port Moresby Kerema Alotau Popondetta Daru Port Moresby

Area (km²)1 6,100 11,200 12,800 15,100 4,300 10,500 4,800 42,800 29,000 34,500 36,300 15,500 2,100 9,600 9,300 21,000 29,500 34,500 14,000 22,800 99,300 240

Population2 403,772 582,159 452,596 352,698 341,928 515,511 352,934 433,481 487,460 646,876 227,657 271,250 50,321 161,165 234,280 242,676 237,016 121,128 269,954 318,128 176,206 180,455

Density (pop/km²)2 66.2 52.0 35.4 23.4 79.5 17.71 38.68 10.1 16.8 18.8 6.3 17.5 24.0 16.8 25.2 11.6 8.0 3.5 19.3 14.0 1.8 751.9

1. (Source: http://en.wikipedia.org/wiki/Provinces_of_Papua_New_Guinea, Retrieved 16.10.2013 ) 2. (Updated with 2011 census data‐http://www.geohive.com/cntry/papuang.aspx) 3. (Updated with 2009/2010 NEIS data‐National Statistical Office )

Per the project scope we have created high‐level targets for delivering FE training to 50,000 maximum trainees across the four regions with phase one (Highlands, Momase, Islands) delivery targets of a minimum 10,000 trainees. The balance 20,000 trainees have been heavily allocated to these three regions (16,000/20,000) and we will deliver final balance 4,000 FE training in a phase two roll out for Papua. More analysis on our delivery plan is contained at Project Implementation section of this RFP and full tabular data is listed at Attachment 4.

The immediate goal for the priority target group (financially excluded men, women and youth) will be to focus our FE delivery to those rural based village communities located across the four regional groups identified at Table 2b above. The primary access channels to secure trainees from this target group will be through alignment (twinning) with churches and other community based NGO/NPO’s as described below.

The second priority target group (financially included men, women and youth) will be those current financial clients identified through consultations with the project PFI’s and the project teams. Client lists will be developed through consultations with these PFI’s for identifying trainee clients across the four regions of the delivery plan.

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Our female target groups (financially included/excluded women) will be naturally included in the two groupings described previously and we will form dedicated teams to focus and foster increased female participation amongst this demographic target.

• The project teams will have existing partnerships and networks established over the years of MF project life (2002‐current) and under the scope, are a readily available source for collaborating with to increase the outreach for client recruitment.

• Though our existing networks of stakeholders including training sub‐contractors and partners we will further develop outreach connections to rural‐based communities (including townships).

• Churches, schools and other community‐focused NPO’s will form another link in our network of stakeholders, to source potential trainee clients through their existing development programs and outreach activities. International development agencies (NGO’s) with current rural‐based programs will also form a ready market to recruit FE trainees.

• Large industries across most economic sectors especially foreign mining firms are actively promoting community based social and economic development programs as part of their CSR obligations. Many firms and industry representative bodies like Oil Search and Coffee Industry Corporation will also provide access to a ready market for new potential trainees for the FE program.

• Another potential network partnership will be established with the PNGSDP, which are a premier community and rural development actor for PNG with nation wide project implementation achievements. PNGSDP will represent a major source for both client recruitment and/or training partner collaborator to the FE programs.

5. Recruitment Methods

We have planned for indirect (lost time) labor for Lead Trainers and trainers in conducting ongoing trainee recruitments for the FE program and these activities will form part of the delivery schedule. Most rural based trainees will be recruited through a combination of direct and indirect methods and in accordance with our regional implementation plan:

For the first target group (financially excluded) we will adopt more direct recruitment processes using those networks and outreach programs targeted through community NPO’s and development NGO’s. In consultations with these agencies including churches and schools, the model will be to co‐share (e.g. through twinning programs) in the client groups with these programs through negotiation and arrangement. In partnership with these sources we will apply cultural protocols in our consultations with community leaders and village management (chiefs, elders, councils).

The second priority group for PFI (financially included) trainees will be solicited directly in consultation with each respective PFI and the project teams. Most of these clients will have been previously screened and identified for FE inclusion and therefore the recruitment process will be direct engagement. Clients will be secured through the PFI prioritized regions and rural based communities.

Female targets (included/excluded) will belong naturally to both the two previous groupings and therefore will be captured in either recruitment methods described.

Some forms of indirect trainee recruitment we plan to deploy include targeting township centers including markets and places of commerce (mobile phone outlets, banks, post offices, LLG offices, health centers and trade stores) to promote the FE program. Through church and

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school visits, posters, displays and active promotions (plays and demonstrations), we hope to capitalize on common indigenous marketing tactics. Other campaigns we may consider include use of mass media through radio programs and broadcasts, mainly through existing church‐ based programs.

We also plan to consult through industry and sectorial bodies especially mining and rural development institutions (Oil search, PNGSDP, coffee and cocoa boards, Fresh Produce Agency), to develop and implement twinning programs (alongside their programs) to their rural‐based clients.

PROJECT IMPLEMENTATION DELIVERY METHODS

6. Delivery Facilitation

We have made some assumptions that will inform our delivery methods for rural‐based trainees (Target Group 2: Financially excluded men, women and youth) in our FE programs:

• Rural‐based communities in PNG have higher illiteracy and therefore will best learn through combinations of face‐to‐face sessions combined with participatory modes of training (activities instead of lessons, pictures instead of text, interactive instead of lecture based methodologies).

• The project FE modules have been fully adapted/localized to meet rural community trainee learning requirements, this extends to alignment of each module to best meet the FE needs of rural poverty groups in PNG, (individuals are more likely to retain and adopt key messages if the financial education curriculum is relevant to particular goals or problems they face ‐ investing, for example, may be less relevant to young and vulnerable groups than, say, budgeting and saving).

• The target rural‐based participants will be spread across age groupings including youth (15‐ 19) with a large proportion of the trainees within the 20‐24 to 50‐54 demographic and minimal trainees beyond these groupings.

• Multi‐media delivery is not a feasible option in rural PNG due to the numerous macro/micro challenges.

Prior to consultations with the PFI’s and Project teams we propose to adopt an allocation methodology based on 60% of all trainees to be delivered in all provincial townships and the 40% balance to be delivered to outer rural areas from these townships. This planning method is to ensure we capture the majority of trainee recruits through PFI’s and other readily available sources through the townships, in order to maintain continuity of trainee supplies and to reduce/minimize disruption to training delivery. This plan also includes the location of all female trainers in townships (safety) and ensures we minimize additional lost time labor costs through reduced travel to outer rural areas.

The first priority target group (Men, Women and Youth‐financially included) will be delivered in consultations with PFI’s and the project teams. Where possible these group sessions will be delivered in‐situ using the facilities available through the PFI’s. Options will exist for our FE programs for this group to be delivered through the facilities of the established network of stakeholders (Churches, schools, local government facilities, through the training facilities of larger industry organizations including mining firms).

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For other target groups (men, women and youth‐financially excluded), in addition to the securing of training facilities identified through networks, a large portion of this group will be serviced in‐situ at the village levels if there are no other facilities available. In addition we plan to conduct this deployment using a twinning model through any of our network of stakeholders (churches, schools, LLG’s, NGO’s).

We will consult through village management structures (chiefs, elders, councils) and communicate in advance to all trainee recipients‐ when is it happening, where to go, what to bring (e.g. birth certificate, photo, address proof). This will form standard marketing information to be broadcast to recruit trainees in townships (posters, radio, mobile phone outlets, trade stores, banks, post offices, LLG offices, health centers). We will provide options for evening training sessions to accommodate working rural couples and mothers if possible (subject to proper safeguards and in consultation through our networks).

Our delivery tactics to persuade more women participants (in addition to evening sessions) will focus on developing a mix of female trainers (where possible) and to generally encourage women groups to form through actively creating these formations for each community group.

Our strategies will include placing emphasis on female roles for group sessions/play‐acting to highlight the central role that women play as key disseminators for any FE learning. Where possible and in consultation with PFI’s we will try to link women (individually or in groups) with those PFI’s that encourage and accommodate women.

We also plan to (subject to project approval) provide training accreditation to those trainee participants that have completed the full program of FE modules. This may be in the form of a Certificate of Attainment for those modules undertaken in the training program. The intention is to provide trainees with some formal recognition of their financial awareness in assisting them to gain acceptance through the PFI’s to take up financial products. PFI’s would have some form of pre‐qualified proofing for determining the suitability of potential clients through these Certificates.

7. Module Delivery Plan

Our delivery plan has been aligned to meet key targets included in the project scope for module coverage (60% ‐ Core Module ‐ Bank Services, Financial Negotiation, Mobile Money; 40% ‐ Other Modules ‐Bank Services, Financial Negotiation, Mobile Money). Prior to final trainee allocations planning in consultations with PFI’s and project teams, we have set detailed targets to guide our module delivery plans. These high‐level allocation targets are contained in Table 3 set:

Table 3a: Module allocation targets‐All REGIONAL: OVERALL (INC. Men/Women) FE Regions

18,000 16,000 12,000 4,000

Core Modules SAVINGS 5 (no. trainees) 10,800 9,600 7,200 2,400

Core Modules BUDGETING 5 (no. trainees) 5,400 4,800 3,600 1,200

Core Modules DEBT MGT 5 (no. trainees) 5,400 4,800 3,600 1,200

Modules BANK SERVICES (no. trainees)6 7,200 6,400 4,800 1,600

Modules FINANCIAL NEG (no. trainees)6 3,600 3,200 2,400 800

FE Modules MOBILE MONEY (no. trainees)6 3,600 3,200 2,400 800

50,000

30,000

15,000

15,000

20,000

10,000

10,000

Total Trainees (no. trainees)

Highlands Region Momase Region Islands Region Papua Region 5. Targets: 60% Core Module delivery

6. Targets: 40% Balance Module delivery

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Table 3b: Module allocation targets‐ Men (20/Group@15 Trainers) Male Trainees FE Regions (60%) (no. trainees) Highlands Region 10,800 Momase Region 9,600 Islands Region 7,200 Papua Region 2,400

Core Modules SAVINGS 5 (no. trainees) 6,480 5,760 4,320 1,440

Core Modules BUDGETING 5 (no. trainees) 3,240 2,880 2,160 720

Core Modules DEBT MGT 5 (no. trainees) 3,240 2,880 2,160 720

Modules BANK SERVICES (no. trainees)6 4,320 3,840 2,880 960

Modules FINANCIAL NEG (no. trainees)6 2,160 1,920 1,440 480

FE Modules MOBILE MONEY (no. trainees)6 2,160 1,920 1,440 480

30,000

18,000

9,000

9,000

12,000

6,000

6,000

5. Targets: 60% Core Module delivery

6. Targets: 40% Balance Module delivery

Table 3c: Module allocation targets‐ Women (20/Group@15 Trainers) Women Trainees FE Regions (40%) (no. trainees) Highlands Region 7,200 Momase Region 6,400 Islands Region 4,800 Papua Region 1,600

Core Modules SAVINGS (no. trainees) 4,320 3,840 2,880 960

Core Modules BUDGETING (no. trainees) 2,160 1,920 1,440 480

Core Modules DEBT MGT (no. trainees) 2,160 1,920 1,440 480

Modules BANK SERVICES (no. trainees) 2,880 2,560 1,920 640

Modules FINANCIAL NEG (no. trainees) 1,440 1,280 960 320

FE Modules MOBILE MONEY (no. trainees) 1,440 1,280 960 320

20,000

12,000

6,000

6,000

8,000

4,000

4,000

5. Targets: 60% Core Module delivery

6. Targets: 40% Balance Module delivery

As per the project scope we have created detailed targets for delivering core modules (Savings, Budgeting, Debt Management) to 18,000 males (60% of male trainees). Within the core modules we have structured our delivery plans to include 100% coverage (Savings), with subsequent splits 50% for this group across each remaining core module (Budgeting, Debt Management).

This model ensures we deliver all core modules to 100% of the trainees (each trainee covers two modules). We will deliver secondary modules (Bank Services, Financial Negotiations, Mobile Money) to 12,000 males (40% of male trainees). Within the secondary modules we have structured our delivery to include 100% (Bank Services), with additional splits 50% for this group across each remaining modules (Financial Negotiation, Mobile Money). This ensures we deliver all secondary modules to 100% of trainees (each trainee covers minimum 2 modules).

For women we will deliver to 12,000 (60% of female trainees) in core module (Savings) and split this group across remaining core modules (Budgeting, Debt Management). This will ensure 100% of female trainees will cover the minimum 2 modules each. For secondary modules we will target delivery to 8,000 (40% of female trainees) in Bank Services and split 50% across Financial Negotiations, Mobile Money.

Our training teams will comprise equal share of females to ensure we maximize delivery to female trainees by having trainers develop and conduct female specific training groups. This is critical to ensuring the FE program is able to capitalize on the leverage and outreach impacts that female trainees are able to provide to their households and communities.

8. Training Delivery Plan

In order to determine our optimal training delivery teams we have undertaken detailed analysis based on our regional trainee/module allocations, to determine ideal training group sizes. We have used this as the basis to further define optimum numbers for trainers and corresponding metrics for total training hours, days and sessions‐see full data tables at Attachments 3 & 4. For all target groups and regions we propose to assemble an optimal training team of fifteen (15) to deliver the FE scope with both male/female trainee groups sizes to be set at twenty (20) persons each. We have allocated 5 x trainers per Phase 1 (Highlands, Momase, Islands) and will draw from this group to deliver Phase 2 (Papua) towards the latter half of the FE project time lines.

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The project timelines of twenty four (24) months allows our FE delivery program to be fully implemented within six hundred and fifty three (653) working days. To plan for implementation within the number of available working days (653) we have set one training day at seven (7) hours. Where module delivery time is more than this we have elected to split sessions. Table 4.a set below presents the results of our optimal training structure for male trainees:

Table 4a.1‐ MALES: Optimal number of groupings No. training groups

Day One (hrs) Core Modules SAVINGS 7a (no. trainee hrs) Core Modules BUDGETING 8a (no. trainee hrs) Core Modules DEBT MGT 9a (no. trainee hrs) Modules BANK SERVICES (no. trainee hrs) 10a Modules FINANCIAL NEG (no. trainee hrs) 11a FE Modules MOBILE MONEY (no. trainee hrs)12a

Day Two (hrs)

Total (hrs)

No. Days

20 per group

30 per group

40 per group

50 per group

7

4

11

2.00

900

600

450

360

7

0

7

1.00

450

300

225

180

4

4

8

2.00

450

300

225

180

7

3

10

2.00

600

400

300

240

4

0

4

1.00

300

200

150

120

6

0

6

1.00

300

200

150

120

Max. training delivery/day= 7hrs

Table 4a.2‐ MALES: Optimal number of trainee hours‐per module (20/Group@15 Trainers) Male Trainees FE Regions (60%) (no. trainee hrs) 9,234 Highlands Region Momase Region 8,208 Islands Region 6,156 Papua Region 2,052

Core Modules SAVINGS (no. trainee hrs) 3,564 3,168 2,376 792

Core Modules BUDGETING (no. trainee hrs) 1,134 1,008 756 252

Core Modules DEBT MGT (no. trainee hrs) 1,296 1,152 864 288

Modules BANK SERVICES (no. trainee hrs) 2,160 1,920 1,440 480

Modules FINANCIAL NEG (no. trainee hrs) 432 384 288 96

FE Modules MOBILE MONEY (no. trainee hrs) 648 576 432 144

25,650

9,900

3,150

3,600

6,000

1,200

1,800

Modules BANK SERVICES (no. days) 216 192 144 48

Modules FINANCIAL NEG (no. days) 108 96 72 24

FE Modules MOBILE MONEY (no. days) 108 96 72 24

Table 4a.3‐ MALES: Optimal number of trainee days‐per module (20/Group@15 Trainers) Male Trainees FE Regions (60%) (no. days) Highlands Region 1,080 Momase Region 960 Islands Region 720 Papua Region 240

Core Modules SAVINGS (no. days) 324 288 216 72

Core Modules BUDGETING (no. days) 162 144 108 36

Core Modules DEBT MGT (no. days) 162 144 108 36

We have adopted the same methodology approach to determine optimal training allocation plans for female trainees as set out below in Table 4b sets:

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Table 4b.1‐ FEMALES: Optimal number of groupings No. training groups

Day One (hrs) Core Modules SAVINGS (no. trainee hrs) Core Modules BUDGETING (no. trainee hrs) Core Modules DEBT MGT (no. trainee hrs) Other Modules BANK SERVICES (no. trainee hrs) Other Modules FINANCIAL NEG (no. trainee hrs) Other Modules MOBILE MONEY (no. trainee hrs)

Day Two (hrs)

Total (hrs)

No. Days

20 per group

30 per group

40 per group

50 per group

7

4

11

2.00

600

400

300

240

7

0

7

1.00

300

200

150

120

4

4

8

2.00

300

200

150

120

7

3

10

2.00

400

267

200

160

4

0

4

1.00

200

133

100

80

6

0

6

1.00

200

133

100

80

Max. training delivery/day= 7hrs

Table 4b.2‐ FEMALES: Optimal number of trainee hours‐per module (20/Group@15 Trainers) Women Trainees Core Modules FE Regions (40%) SAVINGS (no. trainee hrs) (no. trainee hrs) Highlands Region 6,210 2,376 Momase Region 5,520 2,112 Islands Region 4,140 1,584 Papua Region 1,380 528

17,250

6,600

Core Modules BUDGETING (no. trainee hrs) 756 672 504 168

Core Modules DEBT MGT (no. trainee hrs) 864 768 576 192

Modules BANK SERVICES (no. trainee hrs) 1,458 1,296 972 324

Modules FINANCIAL NEG (no. trainee hrs) 302 269 202 67

FE Modules MOBILE MONEY (no. trainee hrs) 454 403 302 101

2,100

2,400

4,050

840

1,260

Modules BANK SERVICES (no. days) 146 130 97 32

Modules FINANCIAL NEG (no. days) 76 67 50 17

FE Modules MOBILE MONEY (no. days) 76 67 50 17

Table 4b.3‐ FEMALES: Optimal number of trainee days‐per module (20/Group@15 Trainers) Women Trainees FE Regions (40%) (no. days) Highlands Region 729 Momase Region 648 Islands Region 486 Papua Region 162

Core Modules SAVINGS (no. days) 216 192 144 48

Core Modules BUDGETING (no. days) 108 96 72 24

Core Modules DEBT MGT (no. days) 108 96 72 24

Prior to further clarification through the Project Teams and PFI’s we have proposed to adopt an allocated sharing of 60% training delivery to be based in each provincial capital township and balance 40% outreach to rural based communities. This is to ensure that we are able to maximize recruitment opportunities to capture all three‐target groups (1. Financially excluded man, women and young adults; 2. Financially included men, women and young adults; 3.

Financially included/excluded women only). To minimize lost time labor costs we will target the outreach networks (churches, schools, NGO’s) in outer rural areas from these capital townships and this way ensure training benefits are still able to reach the rural based communities.

This strategy also will enable our female trainers to capture target three trainees in each capital township to allow maximized leverage of the FE benefits to women are good disseminators for FE learning to their households and communities. Having our female trainers based in the capital townships provides them with added security and enables the concentrated efforts to forming female focused trainee groups to encourage more female training participation.

Our election to pair 5 trainers and along with the lead trainer in a phased delivery approach (Phase1‐ Highlands, Momase, Islands) will ensure training delivery will meet the minimum 10,000 trainees each region across the twenty four (24) moth project timelines. A second staged training delivery (Phase 2‐ Papua) allows our program to ensure training is delivered to these priority regions for the balance 20,000 trainees, with a small contingent of 4,000 trainees for be delivered in the second stage.

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To support this planning logic we have undertaken direct training labor demand analysis (see Attachment 5) to inform our capacity to utilize 15 trainers across project scope and to meet with KPI’s. This analysis demonstrates sufficient time and capacity to enable us to delivery all module‐training packages across all regional and provincial level targets well within the allocated twenty four (24) month time frames.

The FE program schedules an additional six (6) months post training delivery time frame for our three Lead Regional Trainers. This ensures they are able to complete all required post‐training delivery financial inclusion reviews, with the last scheduled module delivery at February 2016, to be reviewed at August 2016 (see summary FE program Attachment 2.1).

PROJECT MANAGEMENT

9. Project Design

We will implement effective project management processes to enable our FE program to be aligned with key project objectives including service delivery and target outputs. Our project management tool will be ‘Openproj’ which is a widely used program and recommended by ADB. Table 5 set presents a broad indication of our methodology for developing the required project outputs and associated activities. This summary assumes prior development of the inception report and detailed strategy and work plan outputs. A summary set of summary level indicative project schedules has been developed and included at Attachment 2:

Table 5a: Logical framework – target group Structure of the FE project Development objectives: To improve financial inclusion by providing financial education (FE) to the general public of Papua New Guinea (PNG), particularly the poor, and women located in rural areas.

Success Indicators

Means of verification Project Coordinator:

Monitoring & Reporting (M&R) (Our mthly project reporting/reviews) (Project training reports)

Project: Project M&E visits Project co‐management

PFI’s: Our consultations Our M&R

Key assumptions

Targets: Training:

Min. 10,000 trained (3 Modules fully localized Key regions) Face‐to‐face delivery mode Total 50,000 trained Multi‐media constraints Timelines 24 mths

Delivered in Pidgin Rural‐based Language communities: Min. 2 modules per High illiteracy/low trainee education levels 40% women trainees Demographic demands 60% core module (15‐19 to 50‐54 age delivery groups) 70% take‐up (financial Macro/micro risks (e.g. services/35% women) weather)

Outputs: As above As above As above Outputs: 1. Deliver project inception report; TOT Trainers; Sub‐contractor lists Outputs: 2. Carry out and/or manage and coordinate FE delivery for communities, in particular in rural areas, using the project’s FE training module Outputs: 3. Deliver FE at community level with maximum benefit to the people trained to gain access to and effectively use financial services Outputs: 4. Ensure that sufficient numbers of women receive FE training

Outputs: a. Provide monthly M&R to project stakeholders Outputs: b. Conduct post‐training reviews on all trainees

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Activities:

Inputs (raw materials, Costs (of each input) As above equipment, human TBD resources, etc.) TBD Activities: 1.1 (a) Develop detailed FE plans ‐ modes of delivery of training and work plan; target number of participating individuals through different modes, suggested criteria for identification and sourcing of appropriate training participants, subcontracting list; geographical roll‐out plan and delivery schedule, etc. (b) TOT’s for trainers (c) List of sub‐contractors Activities: 2.1. Target FE program at financially excluded clients rural‐based peoples in Highlands, Momase and Islands regions PNG Sub‐activities: 2.1.1. Expand FE training to rural‐based peoples in Papua region PNG

Activities: a. Perform monthly M&R ‐ develop metrics, undertake operations reviews, deliver project reporting to stakeholders Activities: b. Liaise with PFI’s to perform FE take up performance‐ assess change to trainees financial inclusion through confirmed participation through PFI’s Activities: 3.1. Target FE program at financially included clients (PFI’s client base) across Highlands, Momase, Islands for rural/community‐based people Sub‐activities: 3.1.1. Expand FE training to rural‐based peoples in Papua region PNG

Activities: a. Perform monthly M&R ‐ develop metrics, undertake operations reviews, deliver project reporting to stakeholders Activities: b. Liaise with PFI’s to perform FE take up performance‐ assess change to trainees financial inclusion through confirmed participation through PFI’s Activities: 4.1. Broaden delivery of FE program to include financially excluded/included women across Highlands, Momase, Islands regions for rural/community‐based people Sub‐activities: 4.1.1. Expand FE training to rural‐based women in Papua region PNG

Activities: a. Perform monthly M&R ‐ develop metrics, undertake operations reviews, deliver project reporting to stakeholders Activities: b. Liaise with PFI’s to perform FE take up performance‐ assess change to trainees financial inclusion through confirmed participation through PFI’s

In addition to the use of target groups for basis of planning logical frameworks we have also integrated module training delivery logic into this framework (see Attachment 2.4). This planning approach ensures that our training delivery and program management allows for the integrated sequencing of strategic focus target group at the regional level, is able to be combined with the provincial level focus of the module training program content of the FE project.

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Table 5b: Indicative schedule‐ logical framework (module training) TASK/ACTIVITIES:

1.INCEPTION STAGE: 1.1 Inception report 1.2 Sub‐contractor list 1.3 TOT training

Duration Start date Finish date (working days) 3/03/14 28/04/14 41 3/03/14 28/03/14 20 3/03/14 28/04/14 41 3/03/14 28/04/14 41

Resource Project co‐ordinator Project co‐ordinator Lead Training Team

2. DELIVERY STAGE‐GROUP 1 2.1 FE Delivery ‐target group one Mobilise (Highlands;Momase;Islands) Recruiting (Highlands;Momase;Islands) Core Modules SAVINGS Core Modules BUDGETING Core Modules DEBT MGT Other Modules BANK SERVICES Other Modules FINANCIAL NEG Other Modules MOBILE MONEY a. Project M&R b. Inclusion reviews 2.1.1 Phase Two Mobilise (Papua) Recruiting (Papua) Core Modules SAVINGS Core Modules BUDGETING Core Modules DEBT MGT Other Modules BANK SERVICES Other Modules FINANCIAL NEG Other Modules MOBILE MONEY a. Project M&R b. Inclusion reviews

2/05/14 27/06/14 2/05/14 9/05/14 7/05/14 Ongoing 19/05/14 13/06/14 19/05/14 13/06/14 19/05/14 13/06/14 19/05/14 13/06/14 19/05/14 13/06/14 19/05/14 13/06/14 19/05/14 10/07/14 13/06/14 31/12/14 1/09/15 31/08/16 17/08/15 29/08/15 31/08/15 Ongoing 1/09/15 30/09/15 1/09/15 30/09/15 1/09/15 30/09/15 1/09/15 30/09/15 1/09/15 30/09/15 1/09/15 30/09/15 1/09/15 10/10/15 30/09/15 31/03/16

41 Training teams 6 20 20 20 20 20 20 39 Co‐ordination teams 144 Co‐ordination teams 262 Training teams 10 22 22 22 22 22 22 29 Co‐ordination teams 132 Co‐ordination teams

10. Implementation Planning

We have further developed our project methodologies to enable the FE programs to be structured to the annual plan of operation, target milestones and indicative program schedule.

This will provide the planning logic for developing the detailed program schedules along with activities, tasks and milestone indicators from which we will manage all progress to FE deliverables. This summary assumes prior development of the inception report and detailed strategy and work plan outputs required. Table 6 highlights the FE program overall/annual work plan and milestones:

Table 6: Overall/annual plan of operation Expected outcomes and related activities

Year or trimester Yr. 1 Yr. 2

1. Expected outcome: Develop and deliver project inception report; TOT Trainers; Sub‐contractor list 1.1 Key activity: Develop detailed FE plans ‐ modes of delivery of training and work plan; trainee targets, trainee recruitment, subcontracting list; rollout plan and delivery schedule.

2. Expected outcome: Carry out and/or manage and coordinate FE delivery for communities, in particular in rural areas, using the project’s FE training module 2.1 Key activity: Target FE program at financially excluded clients rural‐based peoples in Highlands, Momase and

Main milestone per expected outcome/key activity Project FE inception report within first four weeks commencement; TOT & List within two mths Detailed implementation strategy demonstrating delivery methodologies work plan and schedule.

40% females 60% males Min. 2 modules per trainee 60% core modules 40% other modules (Phase One‐portion TBD) Highlands Region‐18, 000 trainees Islands Region‐12, 000 trainees

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Expected outcomes and related activities

Year or trimester Yr. 1 Yr. 2

Islands regions PNG 2.1.1 Sub‐activity: Expand FE training to rural‐based peoples in Papua region PNG

a. Key activity: Perform monthly M&R ‐ develop metrics, undertake operations reviews, deliver project reporting to stakeholders b. Key activity: Liaise with PFI’s to perform FE take up performance‐ assess change to trainees financial inclusion through confirmed participation through PFI’s 3. Expected outcome: Deliver FE at community level with maximum benefit to the people trained to gain access to and effectively use financial services 3.1 Key activity: Target FE program at financially included clients (PFI’s client base) across Highlands, Momase, Islands 3.1.1 Sub‐activity: Expand FE training to rural‐based peoples in Papua region PNG

a. Key activity: Perform monthly M&R ‐ develop metrics, undertake operations reviews, deliver project reporting to stakeholders b. Key activity: Liaise with PFI’s to perform FE take up performance‐ assess change to trainees financial inclusion through confirmed participation through PFI’s 4. Expected outcome: Ensure that sufficient numbers of women receive FE training 4.1 Key activity: Broaden delivery of FE program to include financially excluded/included women across Highlands, Momase, Islands regions for rural/community‐based people 4.1.1 Sub‐activity: Expand FE training to rural‐based women in Papua region PNG a. Key activity: Perform monthly M&R ‐ develop metrics, undertake operations reviews, deliver project reporting to stakeholders b. Key activity: Liaise with PFI’s to perform FE take up performance‐ assess change to trainees financial inclusion through confirmed participation through PFI’s

Main milestone per expected outcome/key activity Momase Region‐ 16,000 trainees (Phase Two‐portion TBD) Papua Region‐4, 000 trainees Males – 2,400 Females – 1,600 Project reporting by 10th each month

Follow up monitoring at six months post‐delivery Ensure 70% conversion rate (35% to be females) 40% females 60% males Male trainees‐ 30,000 Female trainees‐20, 000 (Phase One‐portion TBD) Highlands Region‐18, 000 trainees Islands Region‐12, 000 trainees Momase Region‐ 16,000 trainees (Phase Two‐portion TBD) Papua Region‐4, 000 trainees Males – 2,400 Females – 1,600 Project reporting by 10th each month

Follow up monitoring at six months post‐delivery Ensure 70% conversion rate (35% to be females) 40% women trainees 70% conversion rate (financial services)‐ within 6‐12 mths ‐35% women Female trainees: Highlands Region‐7, 200 Islands Region‐4, 800 Momase Region ‐ 6,400 Female trainees: Papua Region‐ 1,600

Project reporting by 10th each month

Follow up monitoring at six months post‐delivery Ensure 70% conversion rate (35% to be females)

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Prior to consultations for further detailed planning through PFI’s and the project, we have adopted a phased approach to FE program delivery across the four regions. This phased planning ensures that the three key regions (Highlands, Momase, Islands regions) are prioritized in our delivery plan, to ensure the 46,000/50,000 participants will be sufficiently covered in the FE program.

The key regions including Highlands, Momase and Islands will be the first delivery phase, as these regions will include 46,000/50,000 target clients (minimum 10,000 each). We have scheduled delivery to commence calendar year 2014 and continue across 2015 project timelines for these priority regions. The expansion phase to include Papua region will target the balance 4,000/50,000 trainees and will be scheduled to commence calendar year 2015 to the end of 2015.

Another component will be the post‐project time line (25 months) handover from the Project Coordinator to the Training Manager (Lead Trainer Mr. John Jambert), to best prepare for FE project continuity as per scope. Project Coordinator (Mr. Chris Marshall) has designed the overall Lead Trainer roles for Mr. Jambert to be in close liaison with Mr. Marshall and the Project Teams so that this transition can be facilitated.

REGIONAL DELIVERY PLAN

11. Regional Implementation Priorities

Our regional delivery strategy will target the four regions (see full listing at Attachment 4) with the project management process being informed by the project regional targets. In accordance with the project scope our FE program will prioritize delivery across three regions (Highlands, Momase, Islands) to meet minimum targets 10,000 trainees per region. Prior to consultations with PFI’s and the project, we have adopted this prioritized approach to regional delivery to facilitate the additional regional targets 46,000/50,000. With the exception of the Islands region, both Highlands and Momase include concentrated rural poverty indicators (higher levels of illiteracy, lower education and higher village‐based communities). Table 7 set summarizes these key regional indicators:

Table 7a: PNG Rural poverty indicators FE Regions1 Highlands Region Momase Region Papua Region Islands Region

Population2 3,001,598 1,795,474 1,302,887 959,692

Density Iliteracy (%.pop) 3 (Av.pop/km²)1 46 48 13 41 7 25 17 20

Nil Education Village‐dwellings 3 (%.pop) (%.pop)3 41 81 36 77 21 48 18 44

1. (Source: http://en.wikipedia.org/wiki/Provinces_of_Papua_New_Guinea, Retrieved 16.10.2013 ) 2. (Updated with 2011 census data‐http://www.geohive.com/cntry/papuang.aspx) 3. (Updated with 2009/2010 NEIS data‐National Statistical Office )

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Table 7b: Rural delivery priorities FE Regions Highlands Region Momase Region Islands Region Papua Region

Minimum Target (no. trainees) 10,000 10,000 10,000 ‐

Additional Training (no. trainees) 4 8,000 6,000 2,000 4,000

30,000

20,000

Target Trainees (no. trainees) 18,000 16,000 12,000 4,000

50,000

Female Trainees (40%) (no. trainees) 7,200 6,400 4,800 1,600 20,000

Male Trainees (60%) (no. trainees) 10,800 9,600 7,200 2,400 30000

4. Highlands & Momase Regions ‐ higher concentrations of rural poverty indicators: Greater Population; Higher illiteracy rates; Lower education levels; More village dwellers; Allocation ‐additional 20,000 trainee targets: Highlands:

40%

8,000

Momase:

30%

6,000

Papua:

20%

4,000

Islands:

10%

2,000

We have adopted a prioritized method to allocate the additional 20,000 trainee deliveries required per project scope targets. This is based on rural poverty weightings, which we have applied to prioritize the allocations over the four regions (Table 6b). Both the Highlands and Momase deserve particular concentrated delivery focus due to higher rural poverty impacts (higher illiteracy and nil education indicators and have been deliberately targeted for increased FE program trainee deliveries (Highlands 18,000, Momase 16,000).

Our proposed broad project approach to the regional delivery plan is for a two‐staged delivery to include the high priority regions to be targeted throughout the twenty four (24) months FE project (Phase 1‐ Highlands, Momase, Islands). This phased approach ensures we provide adequate time to fully implement FE training to a minimum 10,000 trainees per each of these regions. Phase one will then be extended to the additional 16,000/ 20,000 trainees required for FE module delivery for these three regions during the life of the project.

In a second stage delivery we then plan to commence targeting for the balance 4,000/20,000 FE trainees (Phase 2‐ Papua) to commence in the last half (2nd year) of the FE project time lines.

This approach will allow concentration of training effort to ensuring all KPI’s in relation to the high priority regions are fulfilled in our regional delivery plan‐ see Attachment 2.1. It should be noted that this summary level schedule demonstrates our work program activity lines for our three Lead Regional Trainers who are engaged in the program for a total thirty (30) months.

This additional time line is for the adequate post‐training delivery financial inclusion reviews, which are scheduled to occur at six monthly post‐delivery intervals.

12. Provincial Implementation

Prior to final project reviews/approvals we have developed further detailed provincial level delivery targets to guide the overall FE program. Within each region we have further allocated training delivery targets consistent to the project performance requirements (male/female ratios and module priorities). We have allocated weightings for each provincial township within each province per region, as the basis for distributing male/females and module delivery shares as illustrated below in Table 8 set: (see full listing Attachment 4).

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Table 8a‐1: Highlands – Provincial delivery allocations FE Region1 Highlands Region Highlands Region Highlands Region Highlands Region Highlands Region Highlands Region Highlands Region

Province1

Female Trainee Targets Male Trainees (no. trainees) 3 Trainees (40%) (60%)

Capital1

Eastern Highlands Hela Enga Simbu (Chimbu) Jiwaka Southern Highlands Western Highlands

3,491 3,091 2,714 2,421 2,116 2,115 2,050

Goroka Tari Wabag Kundiawa Minj Mendi Mount Hagen

1,396 1,237 1,086 969 847 846 820

Table 8b‐1: Highlands ‐ Module training allocations Province1 Eastern Highlands Hela Enga Simbu (Chimbu) Jiwaka Southern Highlands Western Highlands

Core Modules SAVINGS (no. trainees)

Core Modules BUDGETING (no. trainees)

2,095 1,855 1,628 1,453 1,270 1,269 1,230

1,047 927 814 726 635 635 615

Core Modules DEBT MGT (no. trainees)

Modules BANK SERVICES (no. trainees)

1,047 927 814 726 635 635 615

1,396 1,237 1,086 969 847 846 820

2,095 1,855 1,628 1,453 1,270 1,269 1,230

Modules FINANCIAL NEG (no. trainees)

698 618 543 484 423 423 410

FE Modules MOBILE MONEY (no. trainees)

698 618 543 484 423 423 410

We have sequenced further the module training days allocated to each provincial area to determine both the training demands for each, based on total training days required and used this analysis to manage our trainer allocations as illustrated in Attachment 5. To ensure we fully engage with female trainees as stated in our strategy for this target group, each provincial are training team will have equal share of both males and females.

Momase and Highlands according to our analysis will demand the greatest concentration of direct training labor days and therefore have been allocated equal numbers of mixed trainers (10 each), with Islands to be covered using 5 trainers. In accordance with our project program we will implement training for Papua in phase two towards the later part of our program timelines.

Central to our provincial delivery plan is the proposed approach to allocation between capital townships and outer rural areas. Prior to full consultations and approvals with the Project team and PFI’s we have adopted to further split our provincial training targets at 60% total trainees to be recruited from within each provincial township. This will allow us improved recruitment performance to avoid risks of reduced/delayed delivery progress, as the higher population base in each township provides easier sources of trainee recruitment. Another benefit is the ability to locate all our female trainees in these townships (safety) and through them, capture and leverage through female trainee groups.

STAKEHOLDER MANAGEMENT

13. Client Relationship Approach

We will manage our client and other stakeholder relationships through some key processes including monitoring and reporting to the project teams per scope requirements, implementing quality management to our program management and adopting other procedures for ensuring project coordination.

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• Our project coordinator will actively manage all stakeholder relationship responsibilities including being the prime source for engaging all project teams, PFI’s and training partners (if any), in all aspects of FE program planning and execution. This will extend to identifying all key points of contacts with each group of stakeholders and its’ people at the respective organizations. This process will ensure the coordinator will have a structure and reference map for engagement on planning and operational management tasks and this will simplify the client engagements and limit the risks of mixed messages.

• A large feature of our quality management processes will be for the coordinator to put in place proper planning and coordination procedures with all key stakeholders involved in the FE project. In addition to the project targets for monthly project reviews, the coordinator will also ensure that regular project stakeholder meetings are facilitated to proactively address issues arising and for normal operations control. This also extends to following of normal project protocols to ensure the coordinator is able to effectively strike a balance between being forceful and getting things done.

• Another key role for the project coordinator will be to manage the implementation teams through daily consultations with the regional team leadership, in order to foster team effort in achieving the FE program results and targets. We will implement ISO9000 quality management principles to project management assurance, manage the teams and to facilitate effective HRM responsibilities. An essential element of our internal policies will be the addressing of our obligations toward gender promotion/protection measures. Through our ISO9000 framework we will develop a culture that is female‐friendly and empowering and this will inform our methods for trainer recruitment, promotion and sexual harassment policies.

• To manage our obligations for OHS we will include policies and develop safety procedures to manage the safety and well being of all our stakeholders and partners during their training engagements. This includes the proper induction and toolbox meetings at regular intervals through the coordinator and our networks through the regional team leaders. To provide our teams with adequate protection from the variety of regional safety risks (disease and violence) our policies will provide adequate measures for identifying potential regions and districts in our project territories, where risks may be higher rated. This assessment method will provide the coordinator with appropriate mitigation measures (vaccination, precautionary policies, alerts to the project etc.).

Stakeholder Management Model: Project/PFI's: ISO:9000 QA processes Structured consultations Clear engagement plan

FE Teams: HRM approach OHS provisions Active management

Partners/clien ts: ISO:9000 QA processes OHS provisions Active management

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PROJECT MONITORING & REPORTING

The project management tools including work plan and detailed schedules will provide the baseline controls and framework for enabling the establishment of effective reporting and analysis of our progress. This is essential to enable the coordinator to implement a system and process for performing ongoing M & R activities as required under the project scope and targets.

Essential to our trainee M&R obligations will be to establish baseline data in consultations with project teams/PFI’s to establish pre‐and post FE uptake of financial services from trainee participants. In consultations with PFI’s it will be an important element of our M& R regimes, to establish baseline indicators for rural‐based trainees knowledge on products, product ownership and other vital participation indicators. We will then measure post‐FE client outcomes through financial product take up, increased customer accounts and enquiries through the PFI’s.

The main focus for our project M&R obligations will be through the coordinator’s monthly and regular reporting and FE program reviews with the project teams. This component will be an essential part to our project management operations and we will develop further tools to assist in these outputs including detailed work plans, schedule of tasks and activities and detailed budget to support the program and to enable the monitoring of progress.

We will establish output milestones and will manage progress against the timelines through ongoing schedule reviews, team review sessions and through close consultations with the project. If required we will monitor progress through adoption of earned value reporting and will use the project budget as an essential component to measure and report on progress and performance. We will adopt (through consultations with the project) other key M&R outputs to provide improved and advanced FE program management including qualitative/quantitative metrics (dash boards‐see Attachment 6), risk and issues registers, conduct regular briefs to inform project stakeholders on progress and to seek their inputs and solutions. Table sets seven demonstrates some developed metrics as part of our M&R outputs:

(Indicative only) Table 9a: Regional ‐ Module delivery targets‐ Women: No. Planned Trainees REGIONAL‐WOMEN: No. Planned Trainees 14,000 12,000 12,000 10,000 8,000 8,000 6,000

6,000

6,000 4,000

4,000

FINANCIAL NEG

MOBILE MONEY

4,000 2,000 ‐ SAVINGS

BUDGETING

DEBT MGT

BANK SERVICES

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(20/Group@15 Trainers) Women Trainees FE Regions (40%) (no. trainees) Highlands Region 7,200 Momase Region 6,400 Islands Region 4,800 Papua Region 1,600

Core Modules SAVINGS (no. trainees) 4,320 3,840 2,880 960

Core Modules BUDGETING (no. trainees) 2,160 1,920 1,440 480

Core Modules DEBT MGT (no. trainees) 2,160 1,920 1,440 480

Modules BANK SERVICES (no. trainees) 2,880 2,560 1,920 640

Modules FINANCIAL NEG (no. trainees) 1,440 1,280 960 320

FE Modules MOBILE MONEY (no. trainees) 1,440 1,280 960 320

20,000

12,000

6,000

6,000

8,000

4,000

4,000

5. Targets: 60% Core Module delivery

6. Targets: 40% Balance Module delivery

Table 9b: Regional ‐ Module training targets –Women: No. Planned Training Hrs. REGIONAL ‐WOMEN: No. Planned Training Hrs 6,600

7,000 6,000 5,000

4,050 4,000 3,000

2,400

2,100 2,000

1,260 840

1,000 ‐ SAVINGS

BUDGETING

DEBT MGT

BANK SERVICES

FINANCIAL NEG

MOBILE MONEY

(20/Group@15 Trainers) Women Trainees Core Modules (40%) SAVINGS FE Regions (no. trainee hrs) (no. trainee hrs) 6,210 2,376 Highlands Region Momase Region 5,520 2,112 Islands Region 4,140 1,584 Papua Region 1,380 528

17,250

6,600

Core Modules BUDGETING (no. trainee hrs) 756 672 504 168

Core Modules DEBT MGT (no. trainee hrs) 864 768 576 192

Modules BANK SERVICES (no. trainee hrs) 1,458 1,296 972 324

Modules FINANCIAL NEG (no. trainee hrs) 302 269 202 67

FE Modules MOBILE MONEY (no. trainee hrs) 454 403 302 101

2,100

2,400

4,050

840

1,260

Table 9c: Provincial ‐ Module delivery targets‐ Women: No. Planned Trainees

HIGHLANDS‐WOMEN: No. Planned Trainees 5,000 4,320

4,500 4,000 3,500

2,880

3,000 2,500

2,160

2,160

2,000 1,500

1,440

1,440

FINANCIAL NEG

MOBILE MONEY

1,000 500 ‐ SAVINGS

BUDGETING

DEBT MGT

BANK SERVICES

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(20/Group@15 Trainers) Province

Capital

Eastern Highlands Hela Enga Simbu (Chimbu) Jiwaka Southern Highlands Western Highlands

SAVINGS

Goroka Tari Wabag Kundiawa Minj Mendi Mount Hagen

BUDGETING

838 742 651 581 508 508 492 4,320

DEBT MGT

419 371 326 291 254 254 246 2,160

BANK SERVICES

FINANCIAL NEG

MOBILE MONEY

559 495 434 387 339 338 328 2,880

279 247 217 194 169 169 164 1,440

279 247 217 194 169 169 164 1,440

419 371 326 291 254 254 246 2,160

Table 9d: Provincial ‐ Module delivery targets‐ Women: No. Planned Trainees HIGHLANDS‐WOMEN: No. Planned Trainees 1,600 1,396 1,400

1,237

1,200

1,086 969

1,000

847

846

820

Jiwaka

Southern Highlands

Western Highlands

800 600 400 200 ‐ Eastern Highlands

Hela

Enga

Simbu (Chimbu)

(20/Group@15 Trainerss) Province

Total

Eastern Highlands Hela Enga Simbu (Chimbu) Jiwaka Southern Highlands Western Highlands

1,396 1,237 1,086 969 847 846 820

7,200

SAVINGS

BUDGETING

838 742 651 581 508 508 492 4,320

419 371 326 291 254 254 246 2,160

DEBT MGT

BANK SERVICES

FINANCIAL NEG

559 495 434 387 339 338 328 2,880

279 247 217 194 169 169 164 1,440

419 371 326 291 254 254 246 2,160

MOBILE MONEY

279 247 217 194 169 169 164 1,440

A proposal is to maintain an inventory of trainee session photos, videos and other capture modes for documentation of FE program progress and to include these in project briefing newsletters for regular broadcast to all key stakeholders. This will provide the coordinator with opportunities to communicate to a wider audience (rural trainees) and others in the network, of the progress, challenges and triumphs during the FE program implementation.

RISK MANAGEMENT

Prior to consultations through the project and PFI’s we have conducted a summary SWOT analysis to inform the RFP of our current understandings regards our level and nature of risks.

The purpose of this assessment is to indicate potential risk areas for us to build mitigation measures in our quality management systems, project controls, HRM and associated systems.

Table 8 highlights our current level of risks as measured against known threats and weaknesses, as well as some key strengths we can apply to leverage on FE program opportunities.

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Table 10: SWOT analysis Strengths (internal factors)  Excellent PNG cultural knowledge and rural training experience  PNG Master Trainer and RTO through our Lead Regional Trainers  Strong existing networks of sub‐consultant/partner trainers in PNG  Proven financial and business advisory experience in our Lead Regional Trainers  Project management industry experience through our Project Coordinator Weaknesses (internal factors)  Regional Leads may be overwhelmed with multiple responsibilities  Team members may face challenges engaging with large numbers of rural training recipients  Team turnover may impact on progress of FE program delivery  Communication processes may cause errors and confusions between team  Team coordination can pose a significant challenge to progress and management Opportunities (external factors)  Contribute towards real change for rural poverty throughout PNG  To establishment effective systems and procedures for quality management  Form effective outreach networks throug existing NPO’s, NGO’s and industry sectors  Reach groups of young people to provide opportunities for inclusion and future prospects  Implement innovation through localised recruitment and marketing processes Threats (external factors)  Macro constraints –communication, infrastructure, transport, geography  Safety concerns for teams and particularly for women, disease and weather  Smaller market base for business opportunities for rural population  Lack of facilities available, electricity, water, accommodation for teams  Costs for FE delivery may impact on progress and outreach to rural communities

SWOT analysis and brainstorming How will our strengths help us take advantage of the opportunities?   

Rural training experiences through an RTO will ensure we provide positive impacts Our key leaders management experiences ensures quality systems and controls Existing sector wide programs through consortium adds innovation capabilities

How will our strengths help us address any threats?   

PNG team members provide localized knowledge to ensure we mitigate rural constraints Quality management approach provides us with real measure to deliver to targets Project management capabilities will provide required progress and performance controls

How will our weaknesses restrict us from taking advantage of opportunities?   

Team may not manage delivery to targets due to mismanagement or lack of capability Trainees may not receive adequate services due to team’s lack of coping abilities Lack of adequate communication may weaken our networking objectives

How will our weaknesses expose us to threats?   

High turnover may increase delivery costs and impact on progress Lack of communication protocols may cause disruptions and conflicts Team management and coordination may cause errors and delays to progress

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CONSORTIUM PROFILES

Our firm has the required core technical capability and competencies to undertake the FE scope due to our combined professional experience in delivering rural and community‐based training and enterprise development programs, extensive PNG cultural and commercial level of knowledge.

Our consortium includes a PNG qualified Master Trainer who through his RTO (Integrated Training and Development Consultancy), has extensive industry experience and strength of Cert IV sub‐contractor trainers, in development and implementation of corporate development programs for clients including mining (Lihir), government (NIPG) and large manufacturers (Mainland Holdings). This level of expertise in development and delivery of training programs through established sub‐consultant trainers provides our bid with the capability to align with your project to co‐ordinate Master Training to our Regional Leaders, as required under the project TOR.

We also have professionally qualified accountants and auditors who both have current businesses providing the full range of services to their clients (James Gore Accountants & Business Advisors / Brikam Business Consulting), with both principles supporting their clients across accounting, taxation, auditing/risk management, business planning/strategy and corporate governance including for micro‐finance providers. Both these Associates have successfully delivered professional services across multi‐sectors including government (DPM, NEC), NGO's (AusAid, WWF, World Vision) and large businesses (Steamships), banking (ANZ, BSP) and other Financial Institutes (training in Risks for 30 Management and Staff of Teachers Savings and Loans Society). This capability provides strong support for our bid to deliver FE scope across the three primary regions in TOR.

Our consortium also includes a business management consultant (Kaltane Pty Ltd) who is of PNG heritage and currently is managing the implementation of community‐based economic and social development initiatives as one of the elected representatives for the Dalim community located in New Ireland province, PNG. He also has extensive project development experience working in large scale infrastructure and resource‐based projects for clients including Rio and BMA (BHP) and Airport Link Tunneling development (Brisbane, Australia). He provided specialist project cost control services as part of the project controls functional units where has supported the project teams on budget developments (including work‐task/breakdown alignments), cost and forecast performance monitoring and reporting. Currently as a business consultant his has delivered client assignments in PNG for mining (Workforce South Pacific), construction (Patana) and current program/project management for the consortium (GOPNG Leadership/Management, GOPNG Innovation, GOPNG SME). This program/project management capability provides our bid with the required nominated resource for TMF Co‐Coordinator as required for the project under the TOR.

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ITDCKaltane‐Financial Inclusion RFP

PROPOSED TEAM STRUCTURE

Main discipline:

Position:

FE program implementation and performance

Project Coordinator

FE module training program delivery/performa nce

Lead Regional Trainer & Training Program Manager

Responsibility:

Chris Marshall (Kaltane Pty Ltd‐ International) – Manage the liaison between the TMF and all project stakeholders (Project/PFI’s/BPNG/Other stakeholders):

 Provide regular project coordination through Lead Regional Trainers and Project via reviews/monitoring activities

 Represent the TMF to project stakeholder on performance/progress/risk/OHS/ HR issues

 Responsible for all project management tasks/activities including mobilization, ongoing recruitment, labor/cost performance and controls; undertaking progress reviews directly with Project teams; controlling FE delivery through Lead Regional Trainers

 Provide post‐project time line (15 mths) handover training/preparation to Training Manager (Mr. John Jambert)

John Jambert (ITDC‐PNG) – Manage all quality aspects of the FE training delivery:

 Actively manage in consultations/liaison with the Project Coordinator/Lead Trainers and targeted outreach networks, all trainee recruitment activities

 Provide advice and guidance to Project Coordinator and Lead Trainers on module delivery methods to enhance learning outcomes & directly assist Project Coordinator in Financial Inclusion reviews;

 Direct the progress and performance standards for FE training delivery program

PNG Microfinance Expansion Project

Reporting structure:

Reports directly through Project teams on daily/weekly basis

Reports through the Project Coordinator on weekly basis for program quality and progress reviews/ liaise with the Coordinator and Project Team on monthly basis for reviews

23

ITDCKaltane‐Financial Inclusion RFP

FE module regional/provincia l delivery

Lead Regional Trainer

FE module content delivery

Trainers

James Gore (Gore Accountants & Business Advisors‐PNG)

Russel Tato (Brikham Business Consultants‐PNG)

 Provide direct support to Training Program Manager and Project Coordinator on all trainee recruitment activities

 Responsible for the FE module delivery program for each allocated Regional/Provincial areas

 Directly manages the scope delivery through training sub‐contactors

Listed at Attachment 6.

Reports through the Lead Regional Training Program Manager / Project Coordinator on weekly basis for performance and progress reviews

Reports directly through allocated Lead Regional Trainers on a daily basis for performance and progress reviews

This consortium is an Association (Unincorporated) for the commercial purposes of managing and delivering the FE program scope, formed between Kaltane Pty Ltd (Australian registered business‐International), Integrated Training and Development Consultancy (ITDC‐PNG registered RTO), Gore Accountants & Business Advisors (GA&BA‐PNG registered CPA) and Brikham Business Consulting (BBC‐ PNG registered CPA).

Through an internal Management Services Agreement (MSA), the Association has appointed GA&BA to manage direct billing of the Management and Training team’s fees to the Project on an agreed basis (monthly etc.). GA&BA will also provide ongoing support to the Management team on budget and cost acquittals and reporting to the Project, through the Coordinator.

FE TMF structure: Project PFI's

Project teams

Project Coordinator Chris Marshall (Kaltane Pty Ltd‐International) Lead Regional Trainer/ Program Mgr John Jambert (ITDC‐PNG)

Lead Regional Trainer James Gore (GA&BA‐PNG) Regional Trainers Sub‐contractors

Regional Trainers Sub‐contractors

Lead Regional Trainer Russel Tato (BBC‐PNG) Regional Trainers Sub‐contractors

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ITDCKaltane‐Financial Inclusion RFP

14. Professional Profiles

Lead Regional Trainer: John Jambert (B.EcB, MBA, M.Com, M.SL) Company: Integrated Training & Development Consultancy Limited (RTO) Relevant Accreditations: Training ‐ Certified Master Trainer / Certificate IV in Workplace Training & Assessment (TAA40104) Other accreditations ‐ Master of Commerce in International Business ‐ (M.Com, IB), Master of Science in Global Leadership (MSGL), & MBA, Technology Management (MBA, TM).

Industry Experience: 15 years in PNG professional business and training environment with enhanced capabilities across International Business, Strategic Management, Leadership, Change Management / Managing Change, Team Building, Management & Supervision, Personal Development and Business Computing.

Program Coordinator: Chris Marshall (B.Com, MBA) Company: Kaltane Pty Ltd Relevant Accreditations: Master of Business Administration‐ International Business & Trade (MBA, IBT) PNG Heritage: Fifth generation Dalim Clan‐ New Ireland and recently anointed joint‐chief, currently managing economic development initiatives for these people Industry Experience: Business consultant and specialist provider of international business support to PNG SME’s, rural

based enterprises and entrepreneurs.

Lead Regional Trainer: James Gore (B.Com, CPAPNG) Company: Gore Accountants & Business Advisors Relevant Accreditations: Certified Practicing Accountant (CPAPNG) Industry Experience: 14 years professional financial management with extensive business advisory, auditing and accounting support to all industry sectors in PNG. He has a deep knowledge and experience of financial reporting under the International Financial Reporting Standards from years of providing professional services to entities of various types and

sizes (SMEs, government, NGO’s, NPO’s and entrepreneurs).

Lead Regional Trainer: Russel Tato (IIA, A.Fin, CPAPNG) Company: Brikam Business Consulting Relevant Accreditations: Certified Practicing Accountant (CPAPNG) Industry Experience: 12 years professional financial management with extensive business advisory, auditing and accounting support to all industry sectors in PNG. He has provided training in risks for 30 management and staff of Teachers Savings and Loans Society, provided financial, capital management, investment management, systems and processes documentation for all staff of East New Britain Savings and Loans Society and internal control systems review for IGAT Hope PNG.

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ITDCKaltane‐Financial Inclusion RFP

CONTACT DETAILS

Our consortium personnel can be contacted at the following:

Designated consortium address: ANG House, Level 2, Suite 3 Hunter Road Port Moresby National Capital District Papua New Guinea

Designated primary contact person ‐ Mr. Chris Marshall M: +61 427 892 465 E: chrism@kaltanepl.com W: http://www.kaltanepl.com

Designated secondary contact person ‐ Mr. John Jambert Mobile: +675 7315 0555 E‐mail: johnjambert@gmail.com

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ITDCKaltane‐Financial Inclusion RFP

ATTACHMENTS ATTACHMENT 1. PROJECT PLANNING MATRIX (LOGICAL FRAMEWORK)

Objectives, expected outcomes and key activities 1. Overall objective(s) To improve financial inclusion by strengthening the microfinance sector in Papua New Guinea (PNG)

2. Project purpose To provide financial education (FE) to the general public of PNG, particularly the poor, and women located in rural areas 3. Expected outcomes 1. Develop and deliver the project inception strategy; TOT Trainers; Sub‐ contractor list 2. Carry out and/or manage and coordinate FE delivery for communities, in particular in rural areas, using the project’s FE training module 3. Deliver FE at community level with maximum benefit to the people trained to gain access to and effectively use financial services 4. Ensure that sufficient numbers of women receive FE training

Indicators

Means of verification

External factors: risks, opportunities and assumptions

Min. 10,000 trained (Key regions) Total 50,000 trained 40% female trainees 60% male trainees 70% inclusion success rates (35% females) 24 month timeframe

Our project management controls Our M & R monthly outputs Project reviews Project‐specific M&E visits

Assumptions: Modules fully localized Face‐to‐face delivery mode Multi‐media constraints

Existing macro risks (safety, geography, communications, diseases, wet season etc.)

Timelines 24 months

As above

As above

Detailed plans for trainee recruitment, project implementation plan, work and action plans and key controls Delivered in Pidgin Language

As above

As above

As above

As above

Min. 2 modules per trainee As above 60% core modules 70% conversion rate (financial services)‐ within 6‐12 months post training 40% women trainees As above 70% conversion rate (financial services)‐ within

As above

As above

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ITDCKaltane‐Financial Inclusion RFP

Objectives, expected outcomes and key activities

Indicators

Means of verification

External factors: risks, opportunities and assumptions

Project reporting on monthly KPI performance and progress reviews to stakeholders before 10th each successive month Measure and report on financial take‐up through PFI’s and trainees to demonstrate FE success rates, at six month post‐delivery intervals

As above

As above

As above

As above

Develop detailed FE plans ‐ modes of delivery of training and work plan; target number of participating individuals through different modes, suggested criteria for identification and sourcing of appropriate training participants, subcontracting list; geographical roll‐out plan and delivery schedule, etc.

Highlands Region‐18, 000 trainees Islands Region‐12, 000 trainees Momase Region‐ 16,000 trainees

As above

As above

As above

As above

Papua Region‐4, 000 trainees

As above

As above

Project reporting on monthly KPI performance and progress reviews to stakeholders before 10th each successive month Measure and report on financial take‐up through PFI’s and trainees to demonstrate FE success rates, at six month post‐delivery intervals

As above

As above

As above

As above

Male trainees‐ 30,000 Female trainees‐20, 000 Male trainees:

As above

As above

6‐12 months ‐35% women a. Provide monthly ongoing M&R support services to stakeholders b. Perform financial inclusion reviews on all trainees each six month intervals

Key activities 1.1 Deliver within the first month, the project inception strategy and plan

2.1 Deliver FE training to financially excluded rural‐based peoples in Highlands, Momase and Islands regions PNG 2.1.1 Expand FE training to rural‐based peoples in Papua region PNG/ Target delivery of FE modules a. Provide monthly ongoing M&R support services to stakeholders b. Perform financial inclusion reviews on all trainees each six month intervals

Key activities 3.1 Target FE program at financially included clients (PFI’s client base) across Highlands, Momase, Islands

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ITDCKaltane‐Financial Inclusion RFP

Objectives, expected outcomes and key activities regions for rural/community‐based people 3.1.1 Expand FE training to rural‐based peoples in Papua region PNG/ Target delivery of FE modules a. Provide monthly ongoing M&R support services to stakeholders b. Perform financial inclusion reviews on all trainees each six month intervals

Key activities 4.1 Broaden delivery of FE program to include financially/excluded women across Highlands, Momase, Islands regions for rural/community‐based people 4.1.1 Expand FE training to rural‐based women in Papua region PNG/ Target delivery of FE modules a. Provide monthly ongoing M&R support services to stakeholders b. Perform financial inclusion reviews on all trainees each six month intervals

Indicators Papua Region‐ 2,400 Highlands Region‐10, 800 Islands Region‐7, 200 Momase Region ‐ 9,600 Core modules‐30, 000 trainees Secondary modules – 20,000 trainees Male trainees: Core modules ‐18,000 Secondary modules – 12,000 Project reporting on monthly KPI performance and progress reviews to stakeholders before 10th each successive month Measure and report on financial take‐up through PFI’s and trainees to demonstrate FE success rates, at six month post‐delivery intervals Female trainees: Papua Region‐ 1,600 Highlands Region‐7, 200 Islands Region‐4, 800 Momase Region ‐ 6,400 Female trainees: Core modules ‐12,000 Secondary modules – 8,000 Project reporting on monthly KPI performance and progress reviews to stakeholders before 10th each successive month Measure and report on financial take‐up through PFI’s and trainees to demonstrate FE success rates, at six month post‐delivery intervals

Means of verification

External factors: risks, opportunities and assumptions

As above

As above

As above

As above

As above

As above

As above

As above

As above

As above

As above

As above

As above

As above

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ATTACHMENT 2. PROJECT SCHEDULE (SUMMARY‐LEVEL)

2.1 Indicative FE program schedule‐ Target Group log/frame TASK/ACTIVITIES:

Start date

No. mths No. yrs Duration Finish date (working days) Resource

30 2.5

1

Mar‐14

3 Year 1 Apr‐14

Jun‐14

3

3

2

1

2

3

3

3

1

Year 2 Sep‐14

Dec‐14

Feb‐15

Mar‐15

May‐15

3

2

Jun‐16

Aug‐16

Year 3

Aug‐15

Nov‐15

Feb‐16

Mar‐16

1.INCEPTION STAGE: 1.1 Inception report 1.2 Sub‐contractor list 1.3 TOT training

3/03/14 3/03/14 3/03/14

28/03/14 28/04/14 28/04/14

2/05/14

31/08/16

1/09/15

31/08/16

2/05/14

31/08/16

1/09/15

31/08/16

2/05/14

31/08/16

1/09/15

31/08/16

20 Project co‐ordinator 41 41

  

2. DELIVERY STAGE‐GROUP 1 2.1 FE Delivery ‐target group one a. Project M&R b. Inclusion reviews 2.1.1 Phase Two a. Project M&R b. Inclusion reviews

609 Training teams Monthly KPI milestones Co‐ordination teams Monthly milestones Co‐ordination teams Six‐monthly milestones 262 Training teams Co‐ordination teams Co‐ordination teams

Monthly KPI milestones Monthly milestones Six‐monthly milestones

609 Training teams Monthly KPI milestones Co‐ordination teams Monthly milestones Co‐ordination teams Six‐monthly milestones 262 Training teams Co‐ordination teams Co‐ordination teams

Monthly KPI milestones Monthly milestones Six‐monthly milestones

609 Training teams Monthly KPI milestones Co‐ordination teams Monthly milestones Co‐ordination teams Six‐monthly milestones 262 Training teams Co‐ordination teams Co‐ordination teams

Monthly KPI milestones Monthly milestones Six‐monthly milestones

3. DELIVERY STAGE‐GROUP 2 3.1 FE Delivery‐target group two a. Project M&R b. Inclusion reviews 3.1.1 Phase Two a. Project M&R b. Inclusion reviews

4. DELIVERY STAGE‐ GROUP 3 4.1 FE Delivery‐target group three a. Project M&R b. Inclusion reviews 4.1.1 Phase Two a. Project M&R b. Inclusion reviews

2.2 Indicative sequencing of Inception‐phase milestones

TASK/ACTIVITIES:

1.INCEPTION STAGE: 1.1 Inception report 1.2 Sub‐contractor list 1.3 TOT training

Start date Finish date 3/03/14 28/04/14 3/03/14 28/03/14 3/03/14 28/04/14 3/03/14 28/04/14

No. mths No. yrs Duration (working days) 41 20 41 41

30 2.5 Monday Resource

Friday 3/03/14

Monday 7/03/14

Friday 24/03/14

Monday 28/03/14

Friday 14/04/14

Monday 18/04/14

28/04/14



Project co‐ordinator Project co‐ordinator Lead Training Team

 

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2.3 Indicative sequencing of Delivery‐phase milestones (Daily)‐Target Group log/frame

TASK/ACTIVITIES:

No. mths No. yrs Duration Finish date (working days) Resource

Start date

30 2.5 Friday

Monday 2/05/14

Friday

Monday

5/05/14

9/05/14

Friday

Monday

12/05/14

Friday

16/05/14

2/06/14

Monday 6/06/14

Friday 23/06/14

27/06/14

2. DELIVERY STAGE‐GROUP 1 2.1 FE Delivery ‐target group one Mobilise (Highlands;Momase;Islands) Recruiting (Highlands;Momase;Islands) Core Modules SAVINGS Core Modules BUDGETING Core Modules DEBT MGT Other Modules BANK SERVICES Other Modules FINANCIAL NEG Other Modules MOBILE MONEY a. Project M&R b. Inclusion reviews 2.1.1 Phase Two Mobilise (Papua) Recruiting (Papua) Core Modules SAVINGS Core Modules BUDGETING Core Modules DEBT MGT Other Modules BANK SERVICES Other Modules FINANCIAL NEG Other Modules MOBILE MONEY a. Project M&R b. Inclusion reviews

2/05/14 27/06/14 2/05/14 9/05/14 12/05/14 Ongoing 2/06/14 27/06/14 2/06/14 27/06/14 2/06/14 27/06/14 2/06/14 27/06/14 2/06/14 27/06/14 2/06/14 27/06/14 2/06/14 10/07/14 27/06/14 31/12/14 1/09/15 31/08/16 17/08/15 29/08/15 31/08/15 Ongoing 1/09/15 30/09/15 1/09/15 30/09/15 1/09/15 30/09/15 1/09/15 30/09/15 1/09/15 30/09/15 1/09/15 30/09/15 1/09/15 10/10/15 30/09/15 31/03/16

41 Training teams 6      

20 20 20 20 20 20 29 Co‐ordination teams 134 Co‐ordination teams 262 Training teams 10 22 22 22 22 22 22 29 Co‐ordination teams 132 Co‐ordination teams

2.4 Indicative schedule of Provincial‐level sequencing (Daily) – Module Delivery log/frame

FE Region

Indirect OH

Direct Labor

(20/Group@25 Trainers) Province

Highlands Region Eastern Highlands Core Module SAVINGS Core Module BUDGETING Core Moduls DEBT MGT Module BANK SERVICES Module FINANCIAL NEG FE Module MOBILE MONEY

Capital Goroka

Total Training Days (no. training days)

Travel Time (hrs/day)

Monday

Admin time (hrs/day)

Start date

Finish date

Duration (person‐ months)

Resource

3/03/14

Friday

7/03/14

Monday

28/04/14

Friday

Monday

2/05/14

Friday

5/05/14

9/05/14

Monday

Friday

12/05/14

16/05/14

Monday

19/05/14

Friday

23/05/14

Monday

Friday

26/05/14

30/05/14

19

349 105

3/03/14

9/10/14

5 LEADS / TRAINERS

52

3/03/14

31/07/14

3 LEADS / TRAINERS

INCEPTION PHASE: 1. Draftt Report (1 mth); 2. TOT's MOBILISATION

CORE MODULE DELIVERY: BUDGETING

52

3/03/14

31/07/14

3 LEADS / TRAINERS

CORE MODULE DELIVERY: DEBT MANAGEMENT

70

3/03/14

21/08/14

4 LEADS / TRAINERS

CORE MODULE DELIVERY: BANK SERVICES

35

3/03/14

3/07/14

2 LEADS / TRAINERS

CORE MODULE DELIVERY: FINANCIAL NEGOTIATION

35

3/03/14

3/07/14

2 LEADS / TRAINERS

CORE MODULE DELIVERY: MOBILE MONEY

RECRUITMENT

CORE MODULE DELIVERY: SAVINGS

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Monday

29/06/14

Friday

3/07/14

Monday

6/07/14

Friday

10/07/14

Monday

27/07/14

Friday

31/07/14

Monday

3/08/14

Friday

7/08/14

Monday

17/08/14

Friday

21/08/14

Monday

5/10/14

Friday

9/10/14

Monday

12/10/14

ITDCKaltane‐Financial Inclusion RFP

ATTACHMENT 3. REGIONAL–LEVEL TRAINING TARGETS

(INDICATIVE ONLY)

Regional delivery targets: FE Priority targets FE Regions Highlands Region Momase Region Islands Region Papua Region

Minimum Target (no. trainees) 10,000 10,000 10,000 ‐

Additional Training (no. trainees) 4 8,000 6,000 2,000 4,000

30,000

20,000

Target Trainees (no. trainees) 18,000 16,000 12,000 4,000

50,000

Female Trainees (40%) (no. trainees) 7,200 6,400 4,800 1,600 20,000

Male Trainees (60%) (no. trainees) 10,800 9,600 7,200 2,400 30000

4. Highlands & Momase Regions ‐ higher concentrations of rural poverty indicators: Greater Population; Higher illiteracy rates; Lower education levels; More village dwellers; Allocation ‐additional 20,000 trainee targets: Highlands:

40%

8,000

Momase:

30%

6,000

Papua:

20%

4,000

Islands:

10%

2,000

Table 7a ‐ Regional delivery targets:

Village‐ dwellings (%.pop)3 Highlands Region 64,800 3,001,598 45 48 41 81 Momase Region 142,600 1,795,474 13 41 36 77 57,500 959,692 19 20 18 44 Islands Region Papua Region 200,340 1,302,887 133 25 21 48 1. (Source: http://en.wikipedia.org/wiki/Provinces_of_Papua_New_Guinea, Retrieved 16.10.2013 ) 2. (Updated with 2011 census data‐http://www.geohive.com/cntry/papuang.aspx) 3. (Updated with 2009/2010 NEIS data‐National Statistical Office )

FE Regions1

Area (km²)1

Population2

Density 1 (Av.pop/km²)

Iliteracy (%.pop)3

Nil Education (%.pop)3

Regional FE module delivery targets: All No. Trainees REGIONAL: OVERALL (INC. Men/Women) FE Regions

18,000 16,000 12,000 4,000

Core Modules SAVINGS5 (no. trainees) 10,800 9,600 7,200 2,400

Core Modules BUDGETING 5 (no. trainees) 5,400 4,800 3,600 1,200

Core Modules DEBT MGT 5 (no. trainees) 5,400 4,800 3,600 1,200

Modules BANK SERVICES (no. trainees)6 7,200 6,400 4,800 1,600

Modules FINANCIAL NEG (no. trainees)6 3,600 3,200 2,400 800

FE Modules MOBILE MONEY (no. trainees)6 3,600 3,200 2,400 800

50,000

30,000

15,000

15,000

20,000

10,000

10,000

Total Trainees (no. trainees)

Highlands Region Momase Region Islands Region Papua Region 5. Targets: 60% Core Module delivery

6. Targets: 40% Balance Module delivery

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Regional FE module delivery targets: All No. Trainee Hrs. REGIONAL: OVER RALL (INC. Men/Women) FE Regions Highlands Region Momase Region Islands Region Papua Region

Total Trainees (no. trainee hrs) 15,444 13,728 10,296 3,432

Core Modules SAVINGS (no. trainee hrs) 5,940 5,280 3,960 1,320

Core Modules BUDGETING (no. trainee hrs) 1,890 1,680 1,260 420

Core Modules DEBT MGT (no. trainee hrs) 2,160 1,920 1,440 480

Modules BANK SERVICES (no. trainee hrs) 3,618 3,216 2,412 804

Modules FINANCIAL NEG (no. trainee hrs) 734 653 490 163

FE Modules MOBILE MONEY (no. trainee hrs) 1,102 979 734 245

Modules BANK SERVICES (no. days)

Modules FINANCIAL NEG (no. days)

FE Modules MOBILE MONEY (no. days)

Regional FE module delivery targets: All No. Trainee Days FE Regions Highlands Region Momase Region Islands Region Papua Region

Total Trainees (no. days)

Core Modules SAVINGS (no. days)

1,809 1,608 1,206 402

540 480 360 120

Core Modules BUDGETING (no. days)

Core Modules DEBT MGT (no. days)

270 240 180 60

270 240 180 60

362 322 241 80

184 163 122 41

Table 3b; 9a ‐ Regional FE module delivery targets: Women No. Trainees (allocated) Women Trainees (40%) (no. trainees) Highlands Region 7,200 Momase Region 6,400 Islands Region 4,800 Papua Region 1,600 FE Regions

Core Modules SAVINGS (no. trainees) 4,320 3,840 2,880 960

Core Modules BUDGETING (no. trainees) 2,160 1,920 1,440 480

Core Modules DEBT MGT (no. trainees) 2,160 1,920 1,440 480

Modules BANK SERVICES (no. trainees) 2,880 2,560 1,920 640

Modules FINANCIAL NEG (no. trainees) 1,440 1,280 960 320

184 163 122 41

FE Modules MOBILE MONEY (no. trainees) 1,440 1,280 960 320

5. Targets: 60% Core Module delivery

6. Targets: 40% Balance Module delivery

Regional FE module delivery targets: Women No. Trainee Hours (20/Group@15 Trainers) Women Trainees Core Modules FE Regions (40%) SAVINGS (no. trainee hrs) (no. trainee hrs) Highlands Region 6,210 2,376 Momase Region 5,520 2,112 Islands Region 4,140 1,584 Papua Region 1,380 528

17,250

6,600

Core Modules BUDGETING (no. trainee hrs) 756 672 504 168

Core Modules DEBT MGT (no. trainee hrs) 864 768 576 192

Modules BANK SERVICES (no. trainee hrs) 1,458 1,296 972 324

Modules FINANCIAL NEG (no. trainee hrs) 302 269 202 67

FE Modules MOBILE MONEY (no. trainee hrs) 454 403 302 101

2,100

2,400

4,050

840

1,260

Modules BANK SERVICES (no. days) 146 130 97 32

Modules FINANCIAL NEG (no. days) 76 67 50 17

FE Modules MOBILE MONEY (no. days) 76 67 50 17

Regional FE module delivery targets: Women No. Training Days (20/Group@15 Trainers) Women Trainees FE Regions (40%) (no. days) Highlands Region 729 Momase Region 648 Islands Region 486 Papua Region 162

Core Modules SAVINGS (no. days) 216 192 144 48

Core Modules BUDGETING (no. days) 108 96 72 24

Core Modules DEBT MGT (no. days) 108 96 72 24

Regional FE module delivery targets: Men No. Trainees (20/Group@15 Trainers) Male Trainees (60%) FE Regions (no. trainees) Highlands Region 10,800 Momase Region 9,600 Islands Region 7,200 Papua Region 2,400

Core Modules SAVINGS 5 (no. trainees) 6,480 5,760 4,320 1,440

Core Modules BUDGETING 5 (no. trainees) 3,240 2,880 2,160 720

Core Modules DEBT MGT 5 (no. trainees) 3,240 2,880 2,160 720

Modules BANK SERVICES (no. trainees)6 4,320 3,840 2,880 960

Modules FINANCIAL NEG (no. trainees)6 2,160 1,920 1,440 480

FE Modules MOBILE MONEY (no. trainees)6 2,160 1,920 1,440 480

30,000

18,000

9,000

9,000

12,000

6,000

6,000

5. Targets: 60% Core Module delivery

6. Targets: 40% Balance Module delivery

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Regional FE module delivery targets: Men No. Trainee Hours (20/Group@15 Trainers) Male Trainees (60%) FE Regions (no. trainee hrs) Highlands Region 9,234 Momase Region 8,208 Islands Region 6,156 Papua Region 2,052

Core Modules SAVINGS (no. trainee hrs) 3,564 3,168 2,376 792

Core Modules BUDGETING (no. trainee hrs) 1,134 1,008 756 252

Core Modules DEBT MGT (no. trainee hrs) 1,296 1,152 864 288

Modules BANK SERVICES (no. trainee hrs) 2,160 1,920 1,440 480

Modules FINANCIAL NEG (no. trainee hrs) 432 384 288 96

FE Modules MOBILE MONEY (no. trainee hrs) 648 576 432 144

25,650

9,900

3,150

3,600

6,000

1,200

1,800

Modules BANK SERVICES (no. days) 216 192 144 48

Modules FINANCIAL NEG (no. days) 108 96 72 24

FE Modules MOBILE MONEY (no. days) 108 96 72 24

Regional FE module delivery targets: Men No. Training Days (20/Group@15 Trainers) Male Trainees FE Regions (60%) (no. days) 1,080 Highlands Region Momase Region 960 Islands Region 720 Papua Region 240

Core Modules SAVINGS (no. days) 324 288 216 72

Core Modules BUDGETING (no. days) 162 144 108 36

Core Modules DEBT MGT (no. days) 162 144 108 36

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ITDCKaltane‐Financial Inclusion RFP

ATTACHMENT 4: PROVINCIAL‐LEVEL TRAINING TARGETS

PNG – Regional Map

Map Ref# 1

Region1 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22

Papua Region Highlands Region Highlands Region Islands Region Momase Region Highlands Region Papua Region Momase Region Islands Region Papua Region Momase Region Islands Region Papua Region Islands Region Highlands Region Papua Region Highlands Region Islands Region Momase Region Papua Region Highlands Region Highlands Region

FE Regions Papua Region Highlands Region Islands Region Momase Region

Area (km²)1 200,340 64,800 57,500 142,600

Province1

Capital1

Central Simbu (Chimbu) Eastern Highlands East New Britain East Sepik Enga Gulf Madang Manus Milne Bay Morobe New Ireland Oro (Northern) Bougainville Southern Highlands Western (Fly) Western Highlands West New Britain Sandaun (West Sepik) National Capital District Hela Jiwaka Population 2 1,302,887 3,001,598 959,692 1,795,474

Area (km²)1

Port Moresby Kundiawa Goroka Kokopo Wewak Wabag Kerema Madang Lorengau Alotau Lae Kavieng Popondetta Arawa Mendi Daru Mount Hagen Kimbe Vanimo Port Moresby Tari Minj Density (Av.pop/km²)1 133 45 19 13

29,500 6,100 11,200 15,500 42,800 12,800 34,500 29,000 2,100 14,000 34,500 9,600 22,800 9,300 15,100 99,300 4,300 21,000 36,300 240 10,500 4,800 Iliteracy (%.pop)3 25 48 20 41

1. (Source: http://en.wikipedia.org/wiki/Provinces_of_Papua_New_Guinea, Retrieved 16.10.2013 ) 2. (Updated with 2011 census data‐http://www.geohive.com/cntry/papuang.aspx) 3. (Updated with 2009/2010 NEIS data‐National Statistical Office )

PNG Microfinance Expansion Project

237,016 403,772 582,159 271,250 433,481 452,596 121,128 487,460 50,321 269,954 646,876 161,165 318,128 234,280 352,698 176,206 341,928 242,676 227,657 180,455 515,511 352,934

Density (pop/km²)2 8.0 66.2 52.0 17.5 10.1 35.4 3.5 16.8 24.0 19.3 18.8 16.8 14.0 25.2 23.4 1.8 79.5 11.6 6.3 751.9 17.71 38.68

Nil Education (%.pop)3 21 41 18 36

Village‐ dwellings (%.pop)3 48 81 44 77

Population2

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ITDCKaltane窶色inancial Inclusion RFP

Phase 1: Priority Region (Highlands)

FE Region

Province

1

Highlands Region Highlands Region Highlands Region Highlands Region Highlands Region Highlands Region Highlands Region

Capital

1

Eastern Highlands Hela Enga Simbu (Chimbu) Jiwaka Southern Highlands Western Highlands

Female Trainee Targets Male Trainees (no. trainees) 3 Trainees (40%) (60%)

1

3,491 3,091 2,714 2,421 2,116 2,115 2,050

Goroka Tari Wabag Kundiawa Minj Mendi Mount Hagen

1,396 1,237 1,086 969 847 846 820

2,095 1,855 1,628 1,453 1,270 1,269 1,230

Province

Capital

Eastern Highlands Goroka Hela Tari Enga Wabag Simbu (Chimbu) Kundiawa Jiwaka Minj Southern Highland Mendi Western HighlandsMount Hagen

Core Modules Core Modules Core Modules Modules Modules FE Modules Total Training Hrs SAVINGS BUDGETING DEBT MGT BANK SERVICES FINANCIAL NEG MOBILE MONEY (no. training hrs) (no. training hrs) (no. training hrs) (no. training hrs) (no. training hrs) (no. training hrs) (no. training hrs)

2,985 2,643 2,321 2,070 1,810 1,808 1,753 15,390

1,152 1,020 896 799 698 698 677 5,940

367 325 285 254 222 222 215 1,890

419 371 326 291 254 254 246 2,160

698 618 543 484 423 423 410 3,600

140 124 109 97 85 85 82 720

209 185 163 145 127 127 123 1,080

Modules BANK SERVICES (no. training days)

Modules FINANCIAL NEG (no. training days)

FE Modules MOBILE MONEY (no. training days)

70 62 54 48 42 42 41 360

35 31 27 24 21 21 21 180

35 31 27 24 21 21 21 180

Province

Capital

Eastern Highlands Goroka Hela Tari Enga Wabag Simbu (Chimbu) Kundiawa Jiwaka Minj Southern Highland Mendi Western HighlandsMount Hagen

Total Training Days (no. training days)

349 309 271 242 212 212 205

Core Modules SAVINGS (no. training days)

105 93 81 73 63 63 62 540

Core Modules BUDGETING (no. training days)

52 46 41 36 32 32 31 270

Core Modules DEBT MGT (no. training days)

52 46 41 36 32 32 31 270

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ITDCKaltane窶色inancial Inclusion RFP

Phase 1: Priority Region (Momase)

FE Region 1

Province1

Momase Region Momase Region Momase Region Momase Region

East Sepik Madang Morobe Sandaun (West Sepik)

Capital1

Male Trainees Trainee Targets Female (no. trainees) 3 Trainees (40%) (60%)

3,863 4,344 5,765 2,029

Wewak Madang Lae Vanimo

1,545 1,738 2,306 811

2,318 2,606 3,459 1,217

Province

Capital

East Sepik Wewak Madang Madang Morobe Lae Sandaun (West SepVanimo

Total Training Core Modules Core Modules Modules Modules FE Modules Core Modules Hrs SAVINGS BUDGETING DEBT MGT BANK SERVICES FINANCIAL NEG MOBILE MONEY (no. training hrs) (no. training hrs) (no. training hrs) (no. training hrs) (no. training hrs) (no. training hrs) (no. training hrs)

3,303 3,714 4,929 1,735 13,680

1,275 1,433 1,902 669 5,280

406 456 605 213 1,680

464 521 692 243 1,920

773 869 1,153 406 3,200

155 174 231 81 640

232 261 346 122 960

Modules BANK SERVICES (no. training days)

Modules FINANCIAL NEG (no. training days)

FE Modules MOBILE MONEY (no. training days)

77 87 115 41 320

39 43 58 20 160

39 43 58 20 160

Province

Capital

East Sepik Wewak Madang Madang Morobe Lae Sandaun (West SepVanimo

Total Training Days (no. training days)

386 434 576 203

Core Modules SAVINGS (no. training days)

116 130 173 61 480

Core Modules BUDGETING (no. training days)

58 65 86 30 240

Core Modules DEBT MGT (no. training days)

58 65 86 30 240

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ITDCKaltane窶色inancial Inclusion RFP

Phase 1: Priority Region (Islands)

FE Region 1 Islands Region Islands Region Islands Region Islands Region Islands Region

Province1 East New Britain Manus New Ireland Bougainville West New Britain

Capital1

Male Trainees Trainee Targets Female (no. trainees) 3 Trainees (40%) (60%)

3,392 629 2,015 2,929 3,034

Kokopo Lorengau Kavieng Arawa Kimbe

1,357 252 806 1,172 1,214

2,035 378 1,209 1,758 1,821

Province

East New Britain Manus New Ireland Bougainville West New Britain

Capital

Kokopo Lorengau Kavieng Arawa Kimbe

Total Training Core Modules Core Modules Core Modules Modules Modules FE Modules Hrs SAVINGS BUDGETING DEBT MGT BANK SERVICES FINANCIAL NEG MOBILE MONEY (no. training hrs) (no. training hrs) (no. training hrs) (no. training hrs) (no. training hrs) (no. training hrs) (no. training hrs)

2,900 538 1,723 2,505 2,594 10,260

1,119 208 665 967 1,001 3,960

356 66 212 308 319 1,260

407 76 242 352 364 1,440

678 126 403 586 607 2,400

136 25 81 117 121 480

204 38 121 176 182 720

Modules BANK SERVICES (no. training days)

Modules FINANCIAL NEG (no. training days)

FE Modules MOBILE MONEY (no. training days)

41 8 24 35 36 144

20 4 12 18 18 72

20 4 12 18 18 72

Province

East New Britain Manus New Ireland Bougainville West New Britain

Capital

Kokopo Lorengau Kavieng Arawa Kimbe

Total Training Days (no. training days)

204 38 121 176 182

Core Modules SAVINGS (no. training days)

61 11 36 53 55 216

Core Modules BUDGETING (no. training days)

31 6 18 26 27 108

Core Modules DEBT MGT (no. training days)

31 6 18 26 27 108

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ITDCKaltane‐Financial Inclusion RFP

Phase 2: Secondary Region (Southern / Papua)

FE Region 1 Papua Region Papua Region Papua Region Papua Region Papua Region Papua Region

Province1 Central Gulf Milne Bay Oro (Northern) Western (Fly) National Capital District

Capital1

Male Trainees Trainee Targets Female (no. trainees) 3 Trainees (40%) (60%)

728 372 829 977 541 554

Port Moresby Kerema Alotau Popondetta Daru Port Moresby

291 149 332 391 216 222

437 223 497 586 325 332

Province

Capital

Central Port Moresby Gulf Kerema Milne Bay Alotau Oro (Northern) Popondetta Daru Western (Fly) National Capital Di Port Moresby

Total Training Core Modules Core Modules Core Modules Modules FE Modules Modules Hrs SAVINGS BUDGETING DEBT MGT BANK SERVICES FINANCIAL NEG MOBILE MONEY (no. training hrs) (no. training hrs) (no. training hrs) (no. training hrs) (no. training hrs) (no. training hrs) (no. training hrs)

622 318 709 835 463 474 3,420

240 123 273 322 179 183 1,320

76 39 87 103 57 58 420

87 45 99 117 65 66 480

146 74 166 195 108 111 800

29 15 33 39 22 22 160

44 22 50 59 32 33 240

Modules BANK SERVICES (no. training days)

Modules FINANCIAL NEG (no. training days)

FE Modules MOBILE MONEY (no. training days)

15 7 17 20 11 11 80

7 4 8 10 5 6 40

7 4 8 10 5 6 40

Province

Capital

Central Port Moresby Gulf Kerema Milne Bay Alotau Oro (Northern) Popondetta Daru Western (Fly) National Capital Di Port Moresby

Total Training Days (no. training days)

73 37 83 98 54 55

Core Modules SAVINGS (no. training days)

22 11 25 29 16 17 120

Core Modules BUDGETING (no. training days)

11 6 12 15 8 8 60

Core Modules DEBT MGT (no. training days)

11 6 12 15 8 8 60

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ITDCKaltane‐Financial Inclusion RFP

ATTACHMENT 5: PROVINCIAL TRAINING DIRECT LABOR ANALYSIS 5.1 Training direct labor demand analysis (Cumulative‐total. no. months per province) MEP‐FE PROVINCIAL: DIRECT LABOR DEMAND ANALYSIS PHASE 1: Momase Region Morobe Madang East Sepik Sandaun (West Sepik)

Capital Lae Madang Wewak Vanimo

(Mths) Labor ‐ PM's 27 22 20 12

Highlands Region Eastern Highlands Hela Enga Simbu (Chimbu) Jiwaka Southern Highlands Western Highlands

Capital Goroka Tari Wabag Kundiawa Minj Mendi Mount Hagen

PM's 19 16 13 12 11 11 11

Islands Region East New Britain West New Britain Bougainville New Ireland Manus

Capital Kokopo Kimbe Arawa Kavieng Lorengau

PM's 18 16 13 10 3.1

2

4

6

8

10

12

14

PHASE 2: PM's Papua Region Oro (Northern) Popondetta 4.4 Milne Bay Alotau 3.8 3.5 Central Port Moresby National Capital District Port Moresby 2.8 Western (Fly) Daru 2.7 Gulf Kerema 2 (Based on CUMULATIVE sum of total no. PM's per module across each Province) (N.B‐ delivery is CONCURRENT)

16

18

20

22

24

26

28

30

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ITDCKaltane‐Financial Inclusion RFP

5.2 Training direct labor demand analysis (Concurrent‐max. no. months per province)

MEP‐FE PROVINCIAL: DIRECT LABOR DEMAND ANALYSIS PHASE 1: Momase Region Morobe Madang East Sepik Sandaun (West Sepik)

Capital Lae Madang Wewak Vanimo

(Mths) Labor ‐ PM's 9 7 6 3

Highlands Region Eastern Highlands Hela Enga Simbu (Chimbu) Jiwaka Southern Highlands Western Highlands

Capital Goroka Tari Wabag Kundiawa Minj Mendi Mount Hagen

PM's 5 5 4 4 3 3 3

Islands Region East New Britain West New Britain Bougainville New Ireland Manus

Capital Kokopo Kimbe Arawa Kavieng Lorengau

PM's 5 5 4 3 0.9

1

2

3

4

5

PHASE 2: PM's Papua Region Oro (Northern) Popondetta 1 Alotau 1 Milne Bay 1 Central Port Moresby National Capital District Port Moresby 0.8 Daru 0.8 Western (Fly) Gulf Kerema 0.6 (Based on CONCURRENT MAX. no. PM's across modules per Province) (N.B‐ delivery is CONCURRENT)

6

7

8

9

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ITDCKaltane‐Financial Inclusion RFP

5.3 Provincial delivery (concurrent ‐max. no. months) per module Core Module SAVINGS

Core Module BUDGETING

Core Moduls DEBT MGT

Module BANK SERVICES

Module FINANCIAL NEG

Module MOBILE MONEY

MAX. Duration PM's (person‐months)

MAX. Duration PM's (person‐months)

MAX. Duration PM's (person‐months)

MAX. Duration PM's (person‐months)

MAX. Duration PM's (person‐months)

MAX. Duration PM's (person‐months)

Highlands Region Momase Region

Papua Region

Islands Region

Highlands Region

Momase Region

Islands Region

Highlands Region

Papua Region

Momase Region

Islands Region

Papua Region

Highlands Region

Momase Region

Islands Region

Papua Region

Highlands Region

Momase Region

Islands Region

Papua Region

Highlands Region

Momase Region

Islands Region

Papua Region

5

6

5

1

3

3

3

0.5

3

3

3

0.5

4

4

3

0.7

2

2

2

0.4

2

2

2

0.4

5

7

1

0.6

2

3

0.5

0.3

2

3

0.5

0.3

3

5

0.6

0.4

2

2

0.3

0.2

2

2

0.3

0.2

4

9

3

1

2

4

1.5

0.6

2

4

1.5

0.6

3

4

2

0.8

1

3

1

0.4

1

3

1

0.4

4

3

4

1

2

2

2

3

1

1

5

0.8

2

0.8

2 2 3

3 3 3 5

9

5

1

4

2

0.7

2

2

0.4

2

0.4

2 2 3

3

1

4

2

0.7

2

2

0.4

2

0.4

2 2 4

3

1

5

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3

1

1

3

0.5

1

0.6

1 1 2

3

1

3

1

0.5

1

2

0.3

1

0.3

1 1 2

2

1

1

0.5

2

0.3 0.3

3

2

1

ITDCKaltane‐Financial Inclusion RFP

ATTACHMENT 6: PROVINCIAL‐LEVEL DETAILED TARGETS

Full detailed provincial level delivery targets for each area including allocations across capital/rural per province will be available for reviews on request.

HIGHLANDS‐WOMEN: No. Planned Trainees 5,000 4,320

4,500 4,000 3,500

2,880

3,000 2,500

2,160

2,160

2,000 1,500

1,440

1,440

FINANCIAL NEG

MOBILE MONEY

1,000 500 ‐ SAVINGS

BUDGETING

DEBT MGT

BANK SERVICES

(20/Group@25 Trainers) Province

Capital

Eastern Highlands Hela Enga Simbu (Chimbu) Jiwaka Southern Highlands Western Highlands

SAVINGS

Goroka Tari Wabag Kundiawa Minj Mendi Mount Hagen

BUDGETING

838 742 651 581 508 508 492 4,320

DEBT MGT

419 371 326 291 254 254 246 2,160

BANK SERVICES

FINANCIAL NEG

MOBILE MONEY

559 495 434 387 339 338 328 2,880

279 247 217 194 169 169 164 1,440

279 247 217 194 169 169 164 1,440

419 371 326 291 254 254 246 2,160

HIGHLANDS‐WOMEN: No. Planned Trainees 1,600 1,396 1,400

1,237

1,200

1,086 969

1,000

847

846

820

800 600 400 200 ‐ Eastern Highlands

Hela

Enga

Simbu (Chimbu)

Jiwaka

Southern Highlands Western Highlands

(20/Group@25 Trainerss) Province Eastern Highlands Hela Enga Simbu (Chimbu) Jiwaka Southern Highlands Western Highlands

Total 1,396 1,237 1,086 969 847 846 820

7,200

SAVINGS

BUDGETING

838 742 651 581 508 508 492 4,320

419 371 326 291 254 254 246 2,160

DEBT MGT

BANK SERVICES

FINANCIAL NEG

559 495 434 387 339 338 328 2,880

279 247 217 194 169 169 164 1,440

419 371 326 291 254 254 246 2,160

PNG Microfinance Expansion Project

MOBILE MONEY

279 247 217 194 169 169 164 1,440

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ITDCKaltane‐Financial Inclusion RFP

EASTERN HIGHLANDS‐WOMEN: No. Planned Trainees 900

838

800 700 559

600 500

419

419

400 279

279

FINANCIAL NEG

MOBILE MONEY

300 200 100 ‐ SAVINGS

BUDGETING

DEBT MGT

BANK SERVICES

Province Eastern Highlands Hela Enga Simbu (Chimbu) Jiwaka Southern Highlands Western Highlands

SAVINGS

BUDGETING

838 742 651 581 508 508 492 4,320

419 371 326 291 254 254 246 2,160

DEBT MGT

419 371 326 291 254 254 246 2,160

BANK SERVICES

FINANCIAL NEG

MOBILE MONEY

559 495 434 387 339 338 328 2,880

279 247 217 194 169 169 164 1,440

279 247 217 194 169 169 164 1,440

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ITDCKaltane‐Financial Inclusion RFP

ATTACHMENT 7: LIST OF TRAINERS

No. Name

Nationality Position

Firm

Province

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41

PNG PNG PNG PNG PNG PNG PNG PNG PNG PNG PNG PNG PNG PNG PNG PNG PNG PNG PNG PNG PNG PNG PNG PNG PNG PNG PNG PNG PNG PNG PNG PNG PNG PNG PNG PNG PNG PNG PNG PNG PNG

ITDC ITDC ITDC ITDC ITDC ITDC ITDC ITDC ITDC ITDC ITDC ITDC ITDC ITDC ITDC ITDC ITDC ITDC ITDC ITDC GABA GABA GABA GABA GABA GABA GABA GABA GABA GABA BBC BBC BBC BBC BBC BBC BBC BBC BBC BBC ITDC

WHP EHP WHP WHP WHP SHP Milne Bay ENBP WHP EHP SHP East Sepik EHP Oro Oro Milne Bay Milne Bay Milne Bay Morobe WHP Simbu Western Western Gulf Simbu Gulf‐EHP ENBP ESP Enga Madang EHP EHP Central Enga EHP ENBP Simbu EHP EHP EHP Oro

Mr. John Jambert Mr. Ameke Hongenare Mr. Paul Kumbamong Mr. Tais Mell Mr. Samson Phil Mrs. Lina N. Mangi Ms. Francister Vailala Mr. Bernard ToKuau Mr. Peandui Koyati Mr. Petrus Maura Mr. Orawi Komi Ms. Menser Wangun Ms. Jippora Minne Mrs. Elsie Doyore Mr. Keleigh Kairembora Ms. Dorothy Tanele Mr. Gilbert Didiwana Mr. David Tiki Mr. Michael Angi Ms. Rachel M. Philip Mr. James Gore Mr. Wasa Malu Mr. Saliki Gaga Mr. Paul Joseph Ms. Elizabeth Dulume Ms. Gennie James Ms. Trish Chee Ms. Linda Salala Ms. Joylene Kendekali Mr. Allen Monyomb Mr. Russell Tato Mr. Asa Mati Mr. Raymond Hegoi Mr. Jafferey Levongo Mr. Raymond Unasi Mr. Luke Kaul Ms .Rossie Ronnie Kambue Ms. Mokra Simon Ms. Jaylo Kapi Mr. Abba Sorame Ms. Carol Malas

M‐Trainer/Assessor Trainer Trainer Trainer Trainer Trainer Trainer Trainer Trainer Trainer Trainer Trainer Trainer Trainer Trainer Trainer Trainer Trainer Trainer Trainer Trainer/Assessor Trainer Trainer Trainer Trainer Trainer Trainer Trainer Trainer Trainer Trainer/Assessor Trainer Trainer Trainer Trainer Trainer Trainer Trainer Trainer Trainer Trainer

Note: * Nominated trainers will be redeployed from one region to the next. * Additional trainers will be sourced if the need arises.

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