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The situation that has evolved over the first five decades since independence should come as little surprise. I am somewhat bemused by maps that show PNG as a collection of provinces that comprise a nation state. In my view, a more accurate rendition would be a map that delineates every clan boundary – a nation comprised of 6-7 thousand separate subunits each defined by its own land/sea boundaries, culture, linguistic dialect, language, recognised authorities and people. Given that the structure of PNG society comes with hyper-localised loyalties, rather than towards the greater good, it is difficult to foresee a how widespread cry could emerge for change to the present system. Prime ministers that have acted more like mafia dons have been more successful at maintaining their power and positions than those who acted with a focus upon the common good. Two notable examples of the latter approach, Sir Mekere Mourata and Sir Rabbie Namaliu, both pursued policies directed towards the common good of citizens and the nation state. Both failed to hold their coalitions together despite the acknowledged quality of their vision and policies. So, as we like to say in PNG - How? What pathway if any might hold a promise for rectifying the inequities, nepotism and corruption of the present. My first thought is that the next generation of national policy thinkers, planners and implementers should be thrown this challenge to discuss among their peers in a space such as ANU that will nurture it. My second thought is to suggest that answers may lie in envisioning a system that connects the wants, needs, demands, contributions and aspirations of those 6-7 thousand culturally important subunits into the present system in a way that make it respond collectively to their voices. Let’s face it, the system as it stands, utterly fails to do so. The multi-tiered public administrative system stops at the level of local level government (LLG) services. It is staffed by people who are generally regarded by their superiors as “little fish” in a system that is almost exclusively top down. A system that is big on protecting one’s derriere, backstabbing and a finely honed management style of “no can do” and “please come tomorrow.” Accordingly, they are rarely respected by the clans in whose areas they work and upon whose decisions they rely upon. Viewed from a cultural perspective, public servants make decisions about community health, education, law & order, infrastructure and economic development for people who very rarely have any say in the process and when services are not forthcoming, are also considered to be worse than useless. I shudder to type the reception some district and LLG public servants would have received had they ever deemed to grace communities, that were nominally under their jurisdiction with their presence. Change might come if a major realignment of priorities was undertaken. Firstly, that the criteria for the allocation of district development funds be allocated strictly on the basis of catchment population verified on a minumum 5 yearly basis. This would involve Village Recorders who presently operate in name only. Secondly, that district development priorities be discussed and formulated not by a joint district planning and budgetary priorities committee (JDPPC) or provincial counterpart, but rather by derived by a process of discussion with all communities and clans within a LLG and costed plans for implementation be signed by traditional community leaders with government representatives in front of the local member and their community. The point being, unless and until the communities and the clans, that own the land, the land that collectively makes up the nation state that purports to be PNG. Until they are party to the decisions that affects them on their Place/rivers/seas as part of the nation building process – there is unlikely to be one. And until every community feels that the process is accountable to them, that each and every member’s derriere is a sling for non-delivery of basic health, education, economic empowerment and law and order it is hard to imagine how pressure could also be applied to a moribund, unaccountable and broken PNGPS to perform.

Thanks Peter, That auditor general's report is very useful to know about. Thank you for sharing. Kind regards Terence

Thanks Terence - a thoughtful traversing of the current and potential political issues associated with "government" in PNG. Let me extend your discussions by linking the political aspects of that governance with the administrative. Any government - especially PNG, in your example - needs its public service to deliver demonstrably on its priorities and the services that are derived from them. For Australia, this is made quite explicit up front in Section 3 of the (Australian) Public Service Act: "3 Objects of this Act The main objects of this Act are: (a) to establish an apolitical public service that is efficient and effective in serving the Government, the Parliament and the Australian public; " The APS thus has three clients and the Australian Centre for Evaluation has just been established in The Treasury to measure how well the "Australian public" receive those services. In my previous UPNG lectures on "Policy Monitoring and Evaluation", my students have educated me very well on what may hinder or prevent those PNG services being received by them. I have been disappointed not to be able to find evidence from within PNG government sources of those programs and services being delivered effectively to the people of PNG. Conjointly, in July 2020, the PNG Auditor-General presented a revealing report on PNG finances: "On the control of and on transactions with or concerning the public monies and property of Papua New Guinea" - https://ago.gov.pg/wp-content/uploads/2023/06/Part_II_Report_-2015_2016.pdf On page 6 was this disturbing finding about the lack of corporate planning and accountability in PNG public sector agencies: "However, the result of the audits indicated that out of the 28 entities reviewed in 2016 and 2015, I found that 14 departments [ = 50% = my calculation] did not have in place Corporate Plans. Furthermore, 5 out of 7 and 13 out of 21 audited entities did not prepare Annual Plans respectively in 2016 and 2015. Corporate and Business Plans are important as they set the targets and performance indicators to assist with monitoring of achievements and taking corrective actions. Departments without these plans have difficulty in measuring performance which in turn leads to ineffective and inefficient service delivery. " This is a significant and objective conclusion about the lack of professional public sector management and demonstrable performance in PNG. It highlights the next steps in developing PNG "governance" beyond the political, to ensure the citizens of PNG receive the services funded by the Parliament.

Hi my name is Patrick Topital TOLIAS from the Weitin Valley area of Namatanai District. I have witnessed the exploration of our indigenous peoples by carbon companies like NHIT and Chinese loggers. All of them are just crooks that prey on vulnerable people from remote under developed areas. Sir, are there any genuine opportunities for our people?

Thanks, Jonathan for expressing your two (2) concerns. It goes back to the employees (the seasonal workers). They must be honest in their placements and gain the trust of their respective employers and labor hirers. A person of integrity, I think he or she can not do such a thing. Royalty is paramount important. The workers should not jump for money, instead, they should remain committed to their primary sponsors in spite of whatever situations. God will bless them in the long run. Finally, I am also interested in the PALM scheme. Kindly advise. Kind regards. MATHIAS WAINGI KEPSON

Useful suggestions.

Agree with your comment.

The issue lies between the fragile of failure to provide inform awareness and have proper way of accountability and transparency.

Many mining development operating around the country have their own perspective of political, social and economic activities surrounding them. In any situation in life there are good and bad in it. Porgera mining development and case is an interesting one. When Panguna Mine in early 1987, 1988 and 1989 going into civil unrest and eventual closure had challenged the political, social and economy of Papua New Guinea. When Porgera and Ok Tedi Mine were operating in their inception stage, the government had to approve all their mining contract and environmental requirement to assist the kina flotation and devaluation. The government needed money to assist the population growth rate of 3 million at that time as our economy was very fragile. However, all mining issue from affected relevant stakeholders were planned, drafted and integrated into benefit sharing agreement emnated from specific development forum. If agreement was implemented diligently we can't find such result to speak now. Secondly, our attitude, manipulation and personal interest had to cease. Thirdly, all stakeholder had to work together honestly and prudently. Fourthly, the closure aspect is in the Mine Closure Policy and Guideline and integrated into the Mining Act. Fifthly, lesson to be drawn from OK Tedi Detail Mine Closure Plan and current sustainable program and activities carried out. Lastly, beneficiaries from the Porgera mine should stand tall to provide professional advice and assistance.

Very good article, been there for some time. Yes it's going to change but we need to change our mindsets too. There are no permanent residents, there are mining employees. FIFO only township built by the mine was empty, only suyan camp mostly are kandeps and Taris settlement all over from kairik to Paiam all the way Suyan, Pogera station, Alipis and everywhere causing lots of problems. We need to change our attitude and better change will happen.

Thanks Ashlee. Points noted! The Report does largely focus attention on "what works" in terms of country level preparedness to respond to the rise of obesity and associated NCDs. For each country it first provides quite detailed and useful projections for the rise of obesity among male and female adults, and children, through to 2035 and, for those countries with sufficient data, estimates of the economic impact if existing trends continue. As mentioned in the blog, the report then draws on four separate sources of (mainly WHO) data and a total of 48 separate indicators capturing aspects of "what works" in terms of access to health care, availability of services; and policies. The specific indicators are set out on pages 230 and 231 of the report. Any country can therefore use all this to assess for itself how well it is providing known policies, services, and programs that "work". The country rankings can also shed light on how well a particular country is implementing "what works" in relation to neighbouring and comparable countries. Identifying in even more detail the positive lessons from countries that do rate well in terms of their readiness and preparedness to respond to increases in obesity and NCD is recommended in the last paragraph of the blog for the future. Thanks for your continued interest in these important development issues and contributing to the debate. Ian

This was a time of poor economic performance in PNG. Since so much travel is business related, total travel to PNG fell.