POSITION DESCRIPTION (JOB PROFILE) DIRECTOR-GENERAL PNG National Agricultural Research Institute (Areas of Responsibility and Performance)

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1 POSITION DESCRIPTION (JOB PROFILE) DIRECTOR-GENERAL PNG National Agricultural Research Institute (Areas of Responsibility and Performance) 1. The Institute The National Agricultural Research Institute (NARI) was established by an Act of National Parliament of Papua New Guinea (PNG) in July 1996 as a public funded, statutory research organization, to conduct and foster applied and adaptive research into: i) any branch of biological, physical and natural sciences related to agriculture; ii) cultural and socioeconomic aspects of the agricultural sector, especially of the smallholder agriculture; and iii) matters relating to rural development and of relevance to Papua New Guinea. Besides, NARI is responsible for providing technical, analytical, diagnostic and advisory services and up-to-date information to the agriculture sector in PNG. The Institute s purpose (strategic objective) is to accomplish enhanced productivity, efficiency, stability and sustainability of the smallholder agriculture sector in the country so as to contribute to the improved welfare of rural families and communities who depend wholly or partly on agriculture for their livelihoods. This is intended to be accomplished through NARI s mission of promoting innovative agricultural development in Papua New Guinea through scientific research, knowledge creation and information exchange. In its vision for PNG, NARI sees Prosperous PNG Agricultural Communities. With its headquarters at Bubia, Ten Mile outside Lae, NARI s regional research and development co-ordination centres are located at Aiyura in Eastern Highlands Province, Tambul in Western Highlands Province, Laloki in Central Province, Bubia in Morobe Province, Keravat in East New Britain Province. While NARI s livestock research and development centre is at Labu in Morobe Province and its Chemistry Laboratory is located at Kilakila in Port Moresby. As an autonomous statutory organization, the Institute is governed by Institute Council. 2. The Position of Director-General is the Chief Executive and Head of the Institute; manages the Institute in accordance with the policy directions of the Institute Council and is subject to such directions; carries out and performs the duties required of him under the NARI Act 1996, and as per his/her contract of employment; is responsible for the overall management of the Institute, the direction of its senior executive team and the quality of outcomes; advises the Institute Council on any matter concerning the Institute referred to him/her by the Council; has such other functions as the Institute Council may, from time to time, determine; and 1

2 is bound by annual and medium term Performance Agreement signed with the Minister responsible (Higher Education, Research, Science and Technology and thus GoPNG) for this and the Institute performance. 3. Prime Purpose of the Position Through the Institute s programmes and activities to contribute to the achievement of the national development goals of improved welfare and prosperity through enhancement of the productivity, efficiency, stability and profitability of agriculture, in general, and of smallholder agriculture, in particular. This requires focusing on improving the living standards of rural families and communities, who depend on agriculture for their livelihood, by developing and managing an energetic programme of appropriate applied agricultural research and information sharing necessary to contribute to development in PNG. 4. Specific Purpose of Position The specific purpose of the position is to: effectively direct, co-ordinate, and contribute to the strategic and corporate planning of NARI; effectively co-ordinate the development and implementation of functional or operational programmes and plans for NARI; and manage, co-ordinate and assess NARI s corporate, research, information and technical services effectively, such that NARI s vision, mission and objectives are achieved. 5. Staff and Locations The Institute currently has 413 staff, comprising of 143 professional and 270 ancillary staff, which is multicultural and multi-racial in composition. These employees are based at 8 locations throughout the country. 6. Funding The Institute receives core funding in terms of PNG Government grant from its annual budget appropriation (Kina 9.2 million in 2013), development funds for specific periods (approximately Kina 2 million per annum), and funds from various donor and collaborative agencies for research, technical and commercial projects to the tune of Kina 4 million per annum. Thus the current level of funding is about Kina 15.0 million. This level is expected to increase in future, depending on the Institute s efforts and success. Besides, the Institute receives funds from donor agencies for a number of institutional, infrastructure and capacity building projects, some of these donors being AusAID, EU, ACIAR, PNGSDL, FAO, CTA, UNEP, Bioversity, Western Province Government and many others. 7. Main Donor and Collaborating Organisations Main donor and collaborating institutions include ACIAR, SPC, FPDA, NAQIA, DAL, CRI, CCIPNG, UNITECH, Trukai Farms, Chinese Technical Mission, Taiwanese Technical Mission, Bougainville Restoration Programme, Salvation Army, Lutheran Church, OK Tedi Mining, PNG provinces, and overseas universities. 8. Institutional Development 2

3 The Institute is fully established, well developed and effectively functioning with well designed corporate plan (NARI Strategy and Results Framework: ), strategic implementation plan (NARI Strategic Programme implementation Plan: ), and project and activity implementation plans. NARI is recognized as of high relevance to development of PNG. The institutional development is currently focussed on human resources, outreach and liaison programmes, infrastructure, building partnership and linkages, focussed new programmes, revenue raising, and overall capacity development. 9. Nature and Scope of the Position The Director-General develops, co-ordinates and manages a creative research and development environment focussed on applied and adaptive agricultural research for innovative and sustainable development. He/she is responsible for the overall management of the Institute through research, information and technical programmes co-ordinated from 8 locations in the country. 9.1 Research for Development Structure As per the recently refocused programme planning and realigned organizational structure to make NARI impact effective, the Institute has four major programmes as follows. 1. Agricultural Systems 2. Enabling Environment 3. Information and Knowledge 4. Institutional Development and Management 1. Agricultural Systems The Agricultural Systems is the core of NARI s mandate as it is vested with identifying, generating, adapting, and validating improved technologies and packages in crops and livestock production and marketing and also in developing sustainable resource and integrated management systems. This programme involving both strategic and applied areas of research, covering indigenous knowledge, creativity and innovations in resource management; sustainable & eco-friendly plant nutrition, fertilizer, soil, water & crop management; novel farming systems and enterprises; climate change, disaster and bio security risk management; drought, frost, fire management; water and land management; collection, conservation and characterization of plant genetic resources; conservation, breeding, characterization of animal genetic resources; GIS Services; and Chemistry Laboratory Services. 2. Enabling Environment The Enabling Environment Program entails various areas: research planning and programme development, socio-economics, market and market systems, policy planning and strategic research, planning, monitoring and impact assessment. 3. Information and Knowledge This programme involves accessing, acquiring, creating, processing, organizing, packaging and disseminating of information within and outside of the Institute. The key three sub-programs are 3

4 internal information management, information and knowledge sharing, and capacity building through training and other means within and outside of the Institute. 4. Institutional Development and Management This is yet another core programme involving financial planning and management with attendant financial and accounting systems; human resources management and organisational development; Development and management of assets, facilities and equipment; planning, programming and policies; result based leadership and governance; public relations; business planning and development including consultancy, marketing support services, and designing, monitoring and implementing income generating projects. 9.2 Research and Development Co-ordination The Research and development Programmes are co-ordinated and implemented on the basis of five agro-ecological zones and four national programmes: 1. Wet-lowlands (mainland) programme co-ordinated from Bubia; 2. Wet-lowlands (islands) programme co-ordinated from Keravat; 3. Dry-lowlands programme co-ordinated from Laloki; 4. Main highlands programme co-ordinated from Aiyura; 5. High-altitude highlands programme co-ordinated from Tambul; 6. Livestock programme co-ordinated from Labu. 9.3 Technical Programmes This programme is comprised of analytical, diagnostic and advisory services such as chemical analysis and testing, land use planning and advice, diagnosis of pests and diseases, tissue culture, supply of planting material, biometrics and statistics, scientific editing, research planning, and advice on economic and social issues. 9.4 Information and Outreach Programme The focus of this programme is on information exchange and dissemination among and for the researchers and farming community through various mechanisms such as libraries, internet, information centres, resource centres, field days shows, training, on-farm participatory research, information packaging and support. 9.5 Integrated Management Information System The Integrated Management Information System relies on the establishment and networking of various databases. These include eight major systems, as follows: 1. Project Management Information System 2. Administrative and Logistics Management Support System 3. Agricultural Technology Information System 4. Agricultural Research Inventory and Data Management System 5. National Agricultural Information System 6. Internal Audit Support System 7. Human Resource Information System 8. Program Budgeting and Financial Management System, and 9. Library, Documentation and Information System 4

5 10. Major Tasks Overseen by Director General 10.1 Policy, Planning and Design Effectively direct, coordinate and contribute to the strategic and adaptive planning of NARI, including setting of research and development priorities and developing comprehensive budgets and implementation plans for work programmes consistent with NARI's mission and objectives. Oversee and contribute to formulation of corporate plan, strategic plans and implementation plans of the Institute. Further contribute to national agricultural research policy and resource allocation strategies, and to national agricultural development planning and implementation strategies Scientific, Technical and Managerial Leadership Provide able, consistent and timely leadership to senior executives, divisional heads, programme leaders and managers in the areas of science, research, information, management and business Corporate Services Monitor and review the provision of effective and efficient corporate services, taking appropriate corrective action where necessary, including ensuring that annual budgets and targets are achieved, policies, procedures and standards are adhered to and cost effective and timely outcomes accomplished Organisational Management Regularly review and manage organizational effectiveness and efficiency, implement appropriate improvements and otherwise contribute to the longer-term development of NARI Resource Mobilisation Mobilise funding support from governments, development projects, aid and donor agencies, collaborative research and development partners and stakeholders, and through internal revenue raising options. The emphasis is on the planning and achievement of financial self-sufficiency for the Institute, so as to minimise reliance on National Budget funding in the longer term. This calls for effective negotiation with government non-government and private sector organisations Financial Management Lead and oversee prudent financial management so as to ensure efficiency, accountability, transparency, and self-reliance of the Institute Public Relations and Liaison Represent NARI and forcefully advocate the importance of applied agricultural research with key industry stakeholders, partners, institutions and commercial bodies to ensure that the image and reputation of NARI is enhanced and NARI's goals are accepted and supported Council Matters Take responsibility for preparing and submitting council papers, organising council meetings, deliberating on council submissions, briefing and advising council members, and implementing council resolutions and decisions. 5

6 10.9 Statutory Functions Take responsibility for all statutory functions including statutory annual reports, ministerial submissions, NEC submissions, work plans, audit reports, facilitation of council appointments, and legal and industrial matters Ministerial and State Matters Liaise with the Minister and NEC on behalf of the Council, analyse, interpret and assess ministerial and NEC decisions and directions, advise the council and the Institute on any implications and take appropriate decisions for implementation Monitoring, Evaluation and Assessment Oversee the development and implementation of monitoring and evaluation systems for all aspects of the Institute s performance, including annual programme reviews, internal and external institute reviews, impact assessments, so as to constantly remain focussed and efficient in working on NARI mission and realising its vision. 11. Key Success Factors 11.1 Government Requirements Ensuring the achievement of National Government objectives for the development of profitable and efficient food crop, livestock and emerging cash and food crop production throughout the country, with support for NARI s goals by all levels of government and aid agencies and stakeholders. Deliver on key performance indicators as agreed under the Performance Agreement signed with the Government Research Outcomes Achieving required and planned research results by the development and management of a creative, energetic research environment focussed on adaptive agricultural research, and with socio-economic development and growth opportunities for rural communities Community Satisfaction Enabling the achievement of socio-economic development through ensuring the provision of high quality, efficient and cost-effective services and information to all stakeholders. That will help communities appreciating and supporting NARI activities Support and Recognition Gaining acceptance of NARI goals by all levels of Government, the private sector, development partners and aid agencies, with an appropriate degree of cooperation and support, and with high acceptance of NARI as a leader in PNG agricultural research and innovative development Human Resource Development Assisting the longer-term development and viability of NARI through effective staff development, career path planning, succession planning and localisation achievement. 6

7 11.6 Corporate Support Enabling the achievement of annual business plans by providing high quality, efficient and costeffective corporate support services to Headquarters and all Regional units of NARI 11.7 Transparency and Accountability. NARI to be good corporate citizen by practicing, promoting and ensuring transparency and accountability at all levels of operations/ functions throughout NARI s business within or outside of the country. This will require prudency, honesty, integrity, hard work and pro-activeness and exemplary leadership. 7