Specification: DFAT Adviser Remuneration Framework level B4; for further information please refer here.

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1 Terms of Reference Team Leader Pacific Leadership Program Phase 3 Position: Reports to: Location: Duration: Team Leader Cardno Contractor Representative and DFAT (Aid) Suva PLP Office Suva with regional travel Full-time to 30 June 2017, with possibility of extension Specification: DFAT Adviser Remuneration Framework level B4; for further information please refer here. Background to the Program PLP is a regional governance initiative of the Australian Department of Foreign Affairs and Trade (DFAT) that recognises the pivotal role of leadership in development. PLP builds, applies and shares knowledge on developmental leadership, i.e. leadership involving collective action towards locally owned, inclusive policy and institutional change for the public good. PLP considers leadership and coalitions as key factors in building effective states, promoting economic growth and consolidating patterns of good governance. PLP works with influential individuals, organisations and coalitions to learn from and support them in the exercise of developmental leadership. It works regionally, and at national and sub-national levels in Samoa, Solomon Islands, Tonga and Vanuatu. The Program s high level development outcome is defined as: developmental leadership that achieves transformational changes to promote stability, effective governance and economic growth. The Program is structured around four interrelated objectives or results streams, as follows: > High quality and ongoing knowledge of developmental leadership across the Pacific. > Collective action by Pacific Island leaders in pursuit of policy and institutional changes and reforms to promote stability, effective governance and economic growth at the regional, national and sub-national level. > Identifiable policy and institutional changes across the Pacific for the public good. > High quality and influential communication within DFAT, across the Pacific and internationally on the nature of developmental leadership in addressing development issues and challenges in the Pacific. PLP s secretariat office is in Suva, Fiji, with Country Representatives in each of the Program s four focus countries. The PLP team consists of 14 full-time staff members and a number of short-term advisers. Further information about PLP can be found at the Program s website: Position Purpose The Team Leader will assume overall responsibility for the strategic direction and management of the program and oversight of planning, implementation and monitoring of program activities and outcomes, in accordance with the overall requirements of the PLP Services Order and Cardno s corporate requirements. As the technical leader of the program, the Team Leader will undertake the Pacific representational functions and contribute to achieving program objectives by leading the establishment and management of strategic relationships with program partners, particularly regional organisations, key national and regional leaders and coalitions, Advisory Panel members, and research / knowledge institutions, as well as identifying and driving new program initiatives. Page 1

2 The Team Leader will focus on: > Strategic leadership of PLP, including fostering the program s thought leadership and learning culture. > Building relationships with Pacific leaders and key regional and national stakeholders. > Facilitating linkages between and support for leaders working on policy and institutional reforms. > Representing the program at regional and international fora, including conferences. > Engaging with the Advisory Panel, DFAT, research partners and other stakeholders. > Supporting the continued professional development of the PLP team to deliver results. The Team Leader will work in a team with PLP colleagues and key stakeholders from various organisations throughout the region. This will require the Team Leader to establish and maintain productive working relationships with PLP stakeholders and undertake all duties to a high professional standard. Duties and Responsibilities The Team Leader will undertake the specific responsibilities described below. Duties may be varied from time to time to meet changing program needs. The Team Leader will: > Provide high level, strategic guidance and leadership to the program and program staff, including overseeing work planning, monitoring of program achievements and planning future directions. > Facilitate program engagement with relevant leadership and other organisations across the Pacific. > Represent and promote the program throughout the region, including sharing lessons learned. > Build and maintain effective relationships with program stakeholders, including regional and national partner organisations, DFAT and other stakeholders, including liaising closely with DFAT officers in Suva and at Posts, especially in relation to program progress. > Liaise closely with DFAT (aid) officers in Suva and other Posts in relation to Program progress. > Deliver training and coaching support to staff, partners and other stakeholders in adaptive leadership, stakeholder analysis and other tools to support the exercise of leadership for policy and institutional change. > In consultation with direct line managers, oversee the work of the PLP team, providing advice, guidance, leadership and performance management. > Oversee and review program activities including progress towards objectives, funds expenditure and commitments and overall program impact, including documenting progress in annual reports. > In consultation with the Deputy Team Leader, oversee operational systems to ensure sound financial management, administration and logistics support for the program. > Lead the PLP annual planning process and development of annual program work plans, including facilitating six monthly reflection and refocus planning sessions, and report writing. > Routinely review risks and update program Risk Management Plan, in consultation with DFAT, as required. Selection Criteria > Outstanding representational skills, with experience brokering partnerships and facilitating structured relationships with a diverse range of individuals and organisations. > Demonstrated in-depth knowledge of Pacific geopolitical context and regional architecture (organisations, priorities, leaders, and operational mechanisms). Page 2

3 > Active professional and personal networks in the Pacific, including with key leaders, regional and academic organisations, and understanding of the policy and developmental and challenges faced by Pacific leaders. > Understanding of the concepts of developmental leadership, and how these can be applied in the Pacific. > Senior management / Team Leader experience in an NGO or donor program, with experience in strategic planning, program management and M&E. > Demonstrated ability to identify new opportunities or activities, and oversee these from concept through to full implementation. > Demonstrated skills in staff supervision, capacity building and mentoring, and ability to motivate a team to achieve results. > Expert facilitation skills and strong research and analytical skills. > Fluency in spoken and written English is essential, and fluency in at least one other Pacific Island language is highly desirable. Nationals of Pacific Islands countries and territories are strongly encouraged to apply. Page 3

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5 PACIFIC LEADERSHIP PROGRAM FACT SHEET HOW WE WORK PLP works with influential individuals, organisations and coalitions to learn from and support them as they work to pursue an identified policy reform or behaviour change. We recognise that exercising developmental leadership can be complex and unpredictable, and provide flexible support that is tailored to the specific needs of each partner. This includes: funding, mentoring, capacity development, targeted research and knowledge initiatives, monitoring and evaluation, training (including training on adaptive leadership), networking and information sharing. PLP also facilitates and supports collective action by bringing stakeholders together to share information and resources, and linking these groups of people working together (i.e. coalitions) to other reform initiatives occurring nationally, regionally and internationally. In Phase 3, PLP support will be focused under the following broad priority areas: ABOUT THE PROGRAM The Pacific Leadership Program (PLP) is a regional initiative of the Australian Department of Foreign Affairs and Trade that recognises the pivotal role of leadership in development. PLP builds, applies and shares knowledge on developmental leadership i.e. individuals, organisations and other stakeholders working together on inclusive policy and institutional change for the public good. Women s Leadership Future Development Leadership The interface between Political and Bureaucratic leadership spheres Community Leadership Private Sector Leadership Melanesian Leadership DEVELOPMENTAL CHANGE AND COALITIONS PLP views coalitions as a strong mechanism for overcoming the deeply entrenched and complex problems that define most development challenges. Coalitions are groupings of individuals and/or organisations working together on a common development problem. Coalition members bring different capabilities, resources, and social and political capital to the coalition, contributing to the achievement of shared objectives. PLP s work is structured around the following Results Streams: Results Stream 1: Building a body of knowledge on developmental leadership in the Pacific; Results Stream 2: Supporting collective action by Pacific Islands leaders; Results Stream 3: Enabling and achieving policy and institutional change; Results Stream 4: Delivering high quality and influential communication to inform policy and practice. PLP commenced in Phase 3 of the program commenced in July 2014 and is expected to run for another three to five years. Guided by an Advisory Panel of influential Pacific Islanders, PLP works at the regional level, including with regional organisations; and nationally and sub-nationally in four countries Solomon Islands, Vanuatu, Samoa and Tonga.

6 KNOWLEDGE AND DEVELOPMENTAL LEADERSHIP A key priority for PLP Phase 3 is to build a body of robust, contestable knowledge on developmental leadership in the Pacific. Our research and knowledge work is hard wired into all PLP activities, and encompasses a range of tools and approaches, including action research, political economy analysis and case studies. PLP s practice based research helps inform the Program s and our partners own work, and that of other stakeholders, including donors, policy makers and the wider development community. Through strategic partnerships with La Trobe University s Institute for Human Security and Social Change, the Developmental Leadership Program, and the Australian National University s State, Society and Governance in Melanesia program, PLP will also contribute to the growing body of international literature on developmental leadership and coalitions for change. WHO WE WORK WITH PLP works through robust relationships with Government and non-government stakeholders to support their pursuit of developmental reforms. We assist our partners to develop and implement leadership initiatives, undertake key research and policy analysis to inform their work, and facilitate partners participation in broader, cross-sectoral coalitions for change. Current PLP-supported initiatives include: PLP AND ADAPTIVE LEADERSHIP One of PLP s key offerings for Pacific leaders of change is training, coaching and other support in Adaptive Leadership. Adaptive Leadership is the practice of mobilising people to successfully tackle tough challenges in their organisations, communities and countries. In contrast with more traditional leadership training, Adaptive Leadership training focuses less on general characteristics of leadership, and more on the practical exercise of leadership for change. The Adaptive Leadership framework is an appropriate approach to analyse and address leadership challenges in the Pacific, where diverse cultures, large distances, competing national and regional priorities and agendas, and constrained resources all make the process of change complex, difficult and often unpredictable. It doesn t offer textbook approaches or solutions, but rather a range of diagnostic and management tools that leaders can draw on when leading change within an organisation, or by working in coalition with others. It encourages leaders to think creatively, take informed risks, and to work with others (including their opponents ) to bring about real and lasting change. PLP s Adaptive Leadership training tools and resources have been developed over the past three years in collaboration with the internationally renowned Cambridge Leadership Associates (CLA), which delivers leadership workshops for the Harvard Kennedy School. These provide individuals currently engaged in the leadership of change with new skills, perspectives and insights to help them progress their work, build a support base, and overcome barriers or opposition. Adaptive Leadership training and coaching for CROP and other agencies/ organisations, Regional Greg Urwin Awards for emerging Pacific leaders, Regional Green Growth Leaders Coalition, facilitated by the International Union for the Conservation of Nature (IUCN), Regional and National (Tonga, Vanuatu and Solomon Islands) Women in Shared Decision Making (WIDSM) coalition, Vanuatu Tonga National Leadership Development Forum (TNLDF), Tonga Samoa National Leadership Development Forum (SNLDF), Samoa Leadership Samoa and Leadership Vanuatu, Samoa and Vanuatu Simbo for Change Women s Economic Empowerment pilot, Solomon Islands Support for private sector policy reform programs in Samoa, Tonga and Solomon Islands For Further Information Visit: info@plp.org.fj

7 May 2014 PHASE THREE SUMMARY BRIEF

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9 PACIFIC LEADERSHIP PROGRAM PHASE THREE The Pacific Leadership Program Phase Three (PLP3) will focus on supporting developmental leadership that promotes stability, effective governance and economic growth. It will also prudently identify, support and, where appropriate, facilitate collective action by leaders who are committed to resolving institutional constraints and promoting policies that support development. The Program will bring influential leaders (organisations and individuals) together and encourage them to have an open and frank discussion about development issues they face. It will provide tailored support for such leaders to develop relevant strategies and actions, which may include analysis, mentoring and coaching. PLP3 will ensure a process of monitoring and assessment through action research, and institutionalised learning to continuously assess results and adapt approaches used. The Program will build a high quality body of knowledge and communicate this knowledge with influence to Pacific and international stakeholders, including DFAT. Through these efforts, PLP3 aims to make a unique and definitive contribution to development, improving governance, and reducing poverty in the Pacific. What is the Pacific Leadership Program? PLP is a regional governance initiative of Australia s Department of Foreign Affairs and Trade, based in Suva, Fiji. PLP is particularly focused on transformational leadership that promotes inclusive, legitimate and durable Pacific institutional and policy changes addressing priority developmental problems and issues. PLP is always looking to better understand how, where and why local developmental leadership emerges and to identify the most appropriate support that can be provided by donors. PLP s particular approach includes supporting the collective efforts and actions of Pacific Island leaders at the regional, national and sub-national levels. Case Study: Tonga National Leadership Development Forum PLP supports a coalition of eminent Tongans in the Tonga National Leadership Development Forum (TNLDF). This group identified that within Tonga s hierarchical society holding elected leaders to account was culturally difficult, thereby creating an obstacle for the emerging democracy. To address this, TNLDF held public consultations on a Leadership Code which provided the nonthreatening opportunity for members of the community to articulate their expectations of leaders. The TNLDF brought Tongan MPs back to their own constituencies for the consultations which enabled the public to exercise leadership themselves by asking questions of their MPs. An outcome directly related to this process is that some MPs have adopted more transparent and consultative processes around how they spend their constituency allocations. Previously, constituents did not know how the allocations were spent and felt culturally constrained in asking the questions. The Leadership Code that has been developed by the TNLDF defines the role and responsibilities of leaders, and provides a basis for the population to hold their leaders to account. Phase 3 Outcomes As a partnership between Australia and multiple Pacific partners, PLP3 will contribute to the high level development outcome: Developmental leadership that achieves transformational changes to promote stability, effective governance and economic growth. As a program, PLP and its partners will aim to achieve the following results: 1. High quality and on-going knowledge of developmental leadership across the Pacific; 2. Collective action by Pacific Island leaders in pursuit of policy and institutional changes and reforms to promote stability, effective governance and economic growth at the regional, national and sub-national level; 3. Identifiable policy and institutional changes across the Pacific for the public good; 4. High quality and influential communication within DFAT, across the Pacific and internationally on the nature of developmental leadership in addressing development issues and challenges in the Pacific. 1

10 PACIFIC LEADERSHIP PROGRAM PHASE THREE Priority Areas Work under PLP3 will focus on six priority areas which align with the priorities of Australia s foreign policy in the Pacific: Women s leadership Private Sector Leadership Future developmental leadership Political Bureaucratic Leadership Interface Community Leadership Melanesian Leadership Across all of its programming, PLP will always be on the lookout for developmental leadership coalitions. As PLP continues to strengthen and deepen its knowledge of developmental leadership and governance across the Pacific, it has a set of evolving criteria to assess which leadership processes and issues to support. The criteria for all issues to be considered by PLP are: 1. Relevance to Australia s foreign policy objectives and at a sufficient scale for reasonable impact 2. Politically possible - including genuine ownership by committed Pacific leaders, a timely political context, coalition or juncture and appropriate for DFAT 3. Technically sound and inclusive - likely to lead to better development outcomes including durable institutional change 4. Opportunity for role for PLP including building expertise and learning - sufficiently robust relationship between some critical actors and PLP with, where possible, relations to other similar reforms PLP has supported enabling cross learning 5. Measurable and promotable milestones of progress - some shorter measurable milestones enabling PLP to track progress and readily communicate impact Priority Results Streams PLP3 will focus on four priority results streams. 1. High quality and on-going knowledge of developmental leadership across the Pacific. PLP s success will largely be determined by the quality and robustness of its knowledge of developmental leadership across the Pacific. This knowledge will be influenced by its workforce and partnerships, developed over time, and communicated with influence to international and Pacific stakeholders, and DFAT. PLP will collaborate with various partners, and use various methodologies and tools in the generation of this knowledge. The knowledge will be generated and maintained through specific analytical work, including Action Research and case studies of coalitions and leadership initiatives supported by PLP. PLP will also draw on the analysis and research of others, and targeted partnerships with selected international, regional and country partners building on partnerships established in Phase Two such as the Developmental Leadership Program, La Trobe University Institute for Human Security and Social Change; and the Australian National University (State, Society & Governance in Melanesia Program). Knowledge methodologies and tools: PLP will identify and utilise a discrete number of methodologies and tools for developing leadership and governance knowledge. These methodologies and tools will be identified and agreed through a process of consultation with the DFAT Program Manager and Principal Sector Specialist, Governance. Methodologies and tools to consider include: National level governance assessments such as the State Building Assessment Tool ; and DFID s Drivers of Change ; Problem, issue or sector focused Political Economy Analysis (PEA); DLP s Political Analytical Tool (PAT); Leadership coalition regional, national and subnational case studies; Leadership coalition and partnership action research; Individual leadership case studies. 2

11 PACIFIC LEADERSHIP PROGRAM PHASE THREE The development of a high quality body of knowledge and various knowledge components will be assessed, monitored and reported as output level results for the Program. 2. Collective action by Pacific Island leaders in pursuit of policy and institutional changes and reforms to promote stability, effective governance and economic growth at the regional, national and sub-national level. To complement and enhance the knowledge component, PLP3 will continue to focus on identifying and facilitating collective action and developmental leadership. In Phase Three, PLP will utilize information gathered through analysis conducted in Phase Two to identify existing or emerging developmental leadership, and continue or expand on this analysis as appropriate. PLP s efforts to support developmental leadership will focus at the regional, national and sub-national levels depending on its assessment of the governance context. PLP will ensure that these judiciously identified opportunities are carefully monitored and reported and contribute to the overall body of knowledge. The support and facilitation of selected coalitions or developmental leadership processes will be assessed, monitored and reported as process level results for the Program. 3. Identifiable policy and institutional changes across the Pacific for the public good. PLP will aim to support achievement of one or two transformational institutional and/or policy level reforms each year. Transformational institutional and policy level reforms are extremely difficult to identify and achieve. PLP should not set unrealistic targets in regard to the level of results and there may be long periods of time where little progress is made. The support and facilitation of transformational leadership to achieve institutional and policy reforms will be assessed, monitored and reported as outcome level results for the Program. 4. High quality and influential communication within DFAT, across the Pacific and internationally on the nature of developmental leadership in addressing development issues and challenges in the Pacific. Strategic and practical communication will contribute to raising the profile of the Pacific Leadership Program (PLP) within DFAT, the Pacific and with the international academic and development community more broadly. PLP will place considerable emphasis on communicating its knowledge, both of the developmental leadership and governance contexts in which it works, and of the lessons learned through experience of facilitating and supporting developmental change. PLP s communication and engagement will be assessed, monitored and reported as both output and process level results for the Program. Where will PLP Work? In Phase Three, PLP will focus and prioritise its engagement at three governance levels: Regionally: As the Pacific region undergoes significant geo-political changes, governance and leadership at the Pacific regional level is receiving much attention, particularly in the context of the review of the Pacific Plan. PLP will focus on better understanding the complex governance (political, power, institutional, leadership) processes at play between regional institutions and organisations that are shaping regional cooperation, regional integration, regional service delivery and subregionalism. Nationally: PLP will continue to have a major focus on Pacific island national level developmental leadership contexts and processes. Under PLP2, the Program established operational offices in Tonga, Samoa, Vanuatu and Solomon Islands. In PLP3 these will be continued. Funding for any additional expansion to other Pacific countries will be dependent on sourcing additional funding from DFAT bilateral aid programs. PNG would be a first priority, and activities may also be extended to Kiribati, Fiji or other Pacific Island countries where bilateral programming and policies align and funding is available. 3

12 PACIFIC LEADERSHIP PROGRAM PHASE THREE National level programming will focus on the priority areas identified above, with each national level program focused on two to three priority areas at any one time. Additional or expanded PLP3 activities would be sourced through additional separate Service Orders under the PLP3 Head Agreement and within the terms and conditions as agreed with the Managing Contractor. Sub-nationally: In some cases, particularly Melanesian countries, PLP will focus its attention on developmental leadership and governance at the sub-national and community level. Subnational level focus on leadership will again focus on the priority areas identified above with each subnational program focused on two to three priority areas at any one time. Wherever it is engaged (regionally, nationally, and sub-nationally) PLP will always focus on identifying, building relations and exploring the nature and characteristics of individual developmental leaders. While PLP is focused on developmental leadership as a process of collective action, it recognises that individual leaders are also important and understanding their origins, motivations, values and roles in coalitions can be vitally important to add to the growing body of knowledge and to inform future development policies and programs. How will PLP Work? PLP will identify, facilitate and support: Influential leadership groups, coalitions and individuals (i.e. actors involved) that act collectively to provide benefits for the public good; Leaders that have the ability and willingness to exercise adaptive leadership; and Leaders to shape their attitudes and influence attitudes of others to foster acceptance of change. PLP will do this by: 1. Undertaking tailored and comparative studies to better understand the context and opportunities to support developmental leadership; 2. Using tools and assistance in governance and political analysis to understand how leaders may influence change; 3. Undertaking action research to understand the impact of leadership interventions 4. Convening broad leadership groups to identify developmental priorities and craft strategies to address them 5. Supporting coalitions of influential leaders to shape and lead change 6. Creating space and building skills, incentives and interest of leaders to focus on driving reforms including through mentoring and coaching of Pacific leaders involved in developmental change PLP s facilitation of developmental leadership will include utilization of adaptive leadership techniques. PLP recognises that leadership for development change requires abilities or resources which may otherwise not be available in some contexts. PLP will focus on strategic contributions for those involved in the potential exercise of adaptive leadership. Rather than roll out generic leadership or management skills training, PLP will encourage and support coalitions and partner organisations to develop relevant leadership skills by imbedding skills development within the exercise of leadership around an issue. Specific training on adaptive leadership techniques will be part of the suite of support that PLP can provide to individual leaders and groups. What will success look like? PLP aims to contribute to developmental leadership and durable policy and institutional changes that promote stability, effective governance and economic growth. Success will emerge when PLP establishes the knowledge and experience to identify and support developmental leadership that promotes changes to benefit the wider community. As a measure of success, PLP will identify at least two or three policy and institutional results that have been devised by local leaders at the regional level and in each country in which it works. While PLP will work on many more issues and reforms than this, only some will succeed and it s not possible to determine beforehand which these will be. Example: Youth Employment opportunities increasing in targeted Pacific islands, driven by policy change and practical implementation processes PLP has supported. These processes are then recognised by youth councils, government and employers as significant contributors to the increase in youth employment. 4

13 PACIFIC LEADERSHIP PROGRAM PHASE THREE Will PLP support other work apart from supporting local leaders to resolve local problems, issues and reforms? In Phase Two, PLP learned that engaging in local governance and leadership contexts to promote and support reforms requires deep understanding of the political context and building strong influential relationships with the key stakeholders and networks. PLP will continue to make judicious decisions to engage with selected leadership support work in the region. These two requirements can be complementary and could include: PLP s Regional and Multi Country work, in addition to the issues-focused work: 1. To undertake regional governance, political economy and leadership analysis. 2. To look for ways to complement DFAT s support for leadership groups of the most influential Pacific regional development organisations to lead and adapt their organisations and prioritise activities to achieve their development agendas. This includes selected agency members of the Council of Regional Organisations of the Pacific (CROP). 3. To build relations and better understand the efficacy of other regional governance and leadership programs that are adopting a similar approach to PLP to enable PLP and the organisations receiving PLP s support to learn from each other. PLP s Country work, in addition to the issuesfocused work: 1. Undertake governance, political economy and leadership analysis. 2. Support a limited number (around 2-3 per country) of influential organisations to engage in priority development issues and reforms where this support will assist them to have more time and resources to devote to resolve the issue, implement the reform and sometimes adopt the role of a Development Entrepreneur around the issue. 3. Where appropriate, enable a group of eminent nationals to initiate or engage in National Leadership Development Forums to assist in identifying and prioritising issues and reforms and in shaping strategy to address them. 4. Support, where relevant, national emerging leadership organisations such as Leadership Samoa, Leadership PNG etc and assist them to learn from each other and improve the effectiveness of their offerings. How will PLP3 ensure Gender and Disability are addressed in its work? Women s leadership is one of PLP3 s six priority focus areas. PLP3 will work closely with DFAT s Pacific Women Shaping Pacific Development Program to support coalitions and networks of Pacific women, specifically to increase women s access to decision making and improve women s economic empowerment. Through its support for coalitions PLP may support issues with a strong focus on women s livelihoods such as: access to credit in the Solomon Islands; land inheritance legislation in Tonga; and reducing the barriers for women to start-up businesses (regional). PLP3 will align with DFAT s Pacific Regional Disability Delivery Strategy to both mainstream disability and support targeted interventions that support policy and institutional reform by and for people with disabilities, including through the Pacific Disability Forum. In all of its work, PLP will support Pacific Islanders to work in inclusive and equitable ways. PLP3 will mainstream an inclusive development approach across its four priority work streams. The Monitoring and Evaluation framework for PLP3 strongly emphasizes the collection and analysis of data disaggregated by gender and disability. 5

14 PACIFIC LEADERSHIP PROGRAM PHASE THREE How will PLP learn and how will it adapt its approach? PLP3 will expand and adapt the model of learning developed in PLP2. Central to this learning approach will be a greater emphasis on analysis of the context and knowledge generation. PLP will also continue to collect and analyse data from the Program (monitoring) and proactively reaching beyond the Program (e.g. with the Developmental Leadership Program, The Asia Foundation, Harvard University) to find practices that may be adaptable to the Pacific context. The structure of learning and adaptation is based on a rolling six monthly Reflection and Refocus workshop. Using data collected and stimulus during the workshop the workshop outcome is a revised work-plan for the next six to twelve months. Supporting this six monthly process is a shorter quarterly one day workshop and monthly learning events. In PLP2, PLP aligned all processes including budgeting, pipeline planning for issues, travel planning, monitoring and evaluation, learning events, communication products and Advisory Panel correspondence with this six monthly process. It is anticipated this will be further developed and refined in PLP3 to enable more clarity around the application of learning to the Program s development. PLP3 will feed into DFAT s results reporting for the Pacific Region and for the Pacific bilateral programs where PLP works. How will PLP be managed? PLP3 will be managed by a Managing Contractor with an internationally recruited Team Leader overseeing strategic programming and operations who will report to a DFAT program manager at the DFAT Suva Post Hub. PLP3 will also have a Deputy Director recruited from the region and a team of locally recruited program and support staff to implement the program. PLP3 will include country representatives in Port Vila, Honiara, Nuku alofa and Apia and, if the program is expanded to PNG, it is expected that an office would be established in Port Moresby. An Advisory Panel, comprised of eminent Pacific Islanders and other key stakeholders, will continue to provide strategic advice and guidance to the Program. The Managing Contractor will provide Secretariat support to the Advisory Panel. How will PLP work with the wider DFAT program? PLP3 will invest more time and resources in engaging with, supporting and influencing DFAT s Pacific regional and bilateral programs. Specifically PLP3 will help leverage knowledge across DFAT governance programs and other Pacific programs on effective practice to improve governance, with strong developmental outcomes. Through its work, PLP3 may also support development issues or reforms highlighted by DFAT programs. On a practical level, PLP3 will provide to DFAT regional and country programs robust high quality governance, political and social analysis with a developmental leadership focus; and advice and support on thinking and working politically in governance programming, including through tailored learning resources and contributing as requested to governance program designs. 6

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16 For Further Information Visit: