Tolokuma Gold Mine by law gives 10% Royalty to the Host LLG which is Woitape Local Level Government.
From this 10% royalty from TGM, YLA – Yulai Landowners association gets 80%, Central Province Government gets 10% and Woitaple LLG, as the host LLG gets 10%.
Woitape LLG’s 10% amounts to K1.25million. This is the amounts been budgeted and accessed.
Mineral Resource Authority took custody of the monies and kept it in the Trust Account for a period of time.
[If this monies were kept in a trust account then should it be incuring interest?]
Last week, there was a meeting held by the Woitape LLG President and his councilors with the Yulai Landowners Chairman and his executives with MRA to initiate talks of leasing the funds through to Woitape LLG.
10% Royalty from MRA to Woitape LLG is amounting to K1.25million.
This K1.25mil was budgeted broken up by Woitape LLG and YLA in the following manner:
In the break up, under Infrastructure, 3 projects where identified and funded. Two airstrips and a main market building.
Under the Education sector, 8 schools were identified and funded. The largement amount in this break up was K120,000.00. Everyone else got K10,000 each.
Health had only one Community Health Post identified and funded K50,000.00
Law and Order sector was choosen to not get any funding at all, while Administration got K300,000.00 with the Landowner Support groups getting K400,000.00. Under this sector, it seems the Landowners of TGM and other affected mine areas will be considered.
With the LLG Elections coming up, it would have been a responsible thing to delay the release of these funds until after the LLG National Elections 2018.
From the Break Up and project identification and funding, Ward 8 in Woitape LLG was the only ward that did not get any project indentified and funded. All ther 8 wards directly got some funding allocated.
Just like everything else, Health Service in Goilala is pathetic, non existent, lacking and just missing.
Whose fault is it that Health service delivery in Goilala is what it is?
From the people to the District Administration who the District’s Health workers are a part off to the Goilala District political heads to the Provincial Health authorities to the National health Department.
Anyway, lets focus on Goilala and its chaos in this case.
HEALTH FACILITIES IN GOILALA.
In any normal working health service there are 3 types of health facilities:
1. Hospital 2. Health Center 3. Sub Health Center 4. Community Health Post.
In Goilala we DO NOT have a HOSPITAL but we have two Health Centers: 1. Tapini 2. Woitape.
We also have 4 Sub Health Centers: 1. Fane, 2. Yongai 3. Ononge 4. Kamulai
Take Note: 4 Sub Health Centers are managed by Catholic Agency – Bereina Dioceses.
Then we have 26 Community Health Posts. 1. Tororo/Erume 2. Suasi, 3. Guarimeipa 4. Omu 5. Guari 6. Rupila 7. Kerau 8. Koruavu 9. Maini 10. Kileipi 11. Sopu 12. Henende 13. Kase 14. Horo 15. Kambisea 16. Aikora 17. Kafano 18. Yoiribai 19. Kodige 20. Garime 21. Kone 22. Poromania 23. Belavista 24. Mondo 25. Tanipai 26. Kosipe.
NORMALLY ACCEPT PRACTICE.
In any normal and well functioning Health Service, this is how the 3 Health facilities are supposed to be staffed.
In any Health Center, there is supposed to be a Level 3, Grade 17 District Health Officer – HEO. Reporting to the HEO, is a Sister In Charge [SIC] – can be a male or a female. Since its a Health Center, there is supposed to be at least 3 Registered Nursing Officers [RNO]. There should be no Community Health Workers – CHWs] working in a Health Center.
SUB HEALTH CENTER.
In any normally functioning Sub Health Center, a Sister In Charge [SIC] heads that operation. Reporting to the SIC is at least 4 Registered Nursing Officers. A Sub Health Center is supposed to at least have a maximum of 2 CHWs posted to it.
COMMUNITY HEALTH POST.
In any normally functioning Community Health Post, depending on the populations of the surrounding villages, at Registered Nursing Officer heads the operation in a densely populated area, where as a less densely populated area should be OK to have that facility headed by a CHW.
In a Community Health Post, there should be at least 3 CHWs on site.
Assuming a Community Health Post is fully stocked with required medecines and staff, a CHWs at the Community Health Posts would normally attend to and address accidents, attend to the ill and sick and treat at least minor issues. And make an attempt to attend to major accidents and sicknesses. If they care not able to handle that at their facility, they refer that to the more senior Health worker – RNOs. Registered Nursing Officers are a level up from a CHW.
RNOs are normally expected to be at Sub Health Center.
At most cases, referrals from CHWs stationed at a Community Health Post should be attended to and treated b RNOs at a Sub Health Center. Assuming all medecines are stocked and available.
If the RNOs and Sister In Charge are not able to handle the referral from a Community Health Post, that issue is referred up to the Health Center. That is where a Health Officer who can be seen as a Doctor gets to address the issue referred.
If the referred issue is way too critical and can not be handled at the Health Center, it is referred to the HOSPITAL. which is normally located in a major Urban Center like Port Moresby.
In the next article, we will discuss the current status of the Health Service delivery in Goilala. Which will cover staffing at Tapini and Woitape Health Centers. We will also cover the Sub Health Centers and then the Community Health Posts and how they are staffed.
ADMIN NOTE: Carefully read this information and try to ponder over the current health service status in Goilala. Its sickening when you see the next article.
Central Provicial Health Division staff, District Health workers, General Public, and Google.
His daughters while in Australia were under the care of Monivae and their host family. They would deal with this matter and act accordingly. After investigating the daughter’s complaint they found little to substantiate her claim of inappropriate behavior towards her by this young man.
The daughter did speak to the Principal of Monivae and school counsellor about this matter. She was also advised of her right to report matters to the police if she wished to take matters further. I have urged Mr Ason to do this so that the matter can be dealt with independently by the proper authority competent to deal with such matters. This will clear any lingering suspicion that the host family, Monivae, Tapini Parish, or the Catholic Church conspired to shield the alleged culprit to protect their reputation at the expense of the alleged victim.
While I can understand the feelings of the family and their loyalty to one another, putting up stuff like this on FB is defamatory and prejudicial. It is defamatory to name someone like Alphonse Kaita on social media as has been done by Mr and Mrs Ason. There is no ‘criminal case’. No charges have been laid by the police for a criminal offence.
To my knowledge no one has even been reported to the police. Even if there were charges such action would be prejudicial to the case prior to a finding by the court. It is irrelevant as to whether or not Alphonse Kaita has been the beneficiary of parish sponsorship (the same can be said of four of the Ason children who have also been the beneficiaries of parish sponsorship). There is a lack of clarity between fact and belief in the content of their post. Inaccuracy in some of the details. And an apparent holding on to a fixed point of view (their daughter’s side of the story) which is reinforced by existing prejudices.
The disciplinary matter involving Alphonse Kaita who was a student at Sacred Heart in 2014 underlines this last point. I have copy of letters and documents to do with this case on file for review by the Secondary Schools Inspector if necessary to clarify the facts, and clear up any false notion of impropriety and privilege.
I will not say any more as school disciplinary matters are not supposed to be discussed on social media.
It was apparent to us that the culprit named made a calculated move to harrass her while in Hamilton (Australia).
According to our daughter, prior to the incident, Alphonse made disguised advances towards her through messenger on Facebook. The issue was trivialized and she was made to look and sound like a liar. We sought advise from AFP (Australian Federal Police) and were advised time was against us .
We therefore did not file a formal complaint and proceed with pressing charges.
Given this complication and scenario, we demanded for his repatriation through the BOG Chair who is directly responsible for the sponsorship and exchange program.
Nothing was done about it.
What was even more frustrating is the fact that the same culprit physically assaulted the Deputy Headmaster Mr Yanzinga and gave him black eye in 2014.
As this incident occurred straight after the Gr. 10 Exams, we could not take any discipline measures against him. We therefore wrote to MSD and advised them not to certify him due to the serious nature of the offence.
However I was coerced to sign a statement (written by someone else) retracting this report to MSD.
Hence he got his certificate and a golden ticket to Monivae College under the Exchange program.
Where is justice and fairness? ?
People Like him consider themselves very “special” and are led to believe that they are immune to discipline processes because of the sponsorship privileges they enjoy.
This culture is reinforced by the lack of impartial action or inaction to discipline them.
We were excited and looking forward to be part of the transition, unfortunately our family affairs takes precedence.
The BOG chair is very proactive and we are confident that the school will commence smoothly.
Mr. Ason made an 11th hour decision to leave Tapini at the end of last year for personal and family reasons, and he confirmed this decision not to return just a couple of weeks ago.
The Agency and the Board were hoping that he might reconsider, however, this was not to be and we respect his decision and his privacy.
I imagine there will be many more posts from grateful past students who will be saddened when they hear this news.
I too would like to acknowledge the fine contribution made by Mr Ason and his family to the development of Sacred Heart from the time he came to take on the position of Head Teacher in 2007 until his departure at the end of last year.
Mr. Ason stood out during his time at the school as an exemplary teacher and administrator, who was committed to fulfilling his duties as both, for the betterment of the school and to the well-being of the students and staff under his care. In all of the things, Mr. Ason showed dedication, and gave exemplary service. It can be said of Mr. Ason that he is truly an honest and humble man of gentle strength who went about doing his job and doing it well. A rare commodity amongst teachers and public servants.
I make special mention of the fact that it was during his term that the academic performance of the school made significant gains, resulting in the awarded last year from the Secretary of Education, acknowledging Sacred Heart is one of the most improved high schools throughout the country in academic achievement.
I also make special mention of the support provided by Mrs. Ason, in her work at the school as a school secretary, bursar, girls’ boarding mistress, and home economics teacher.
Mrs. Ason is a person of many talents, who has in her own right made a significant contribution to the school together with her husband.
Mr. Ason worked well with the Board, and I personally found it a great pleasure to work with him. He and his family were on very good terms with the local community, and they will be greatly missed.
On behalf of the Agency, the Board, and a very grateful school community, I take this opportunity to thank Mr and Mrs Ason for their wonderful contribution to the development of Sacred Heart, and for their family being such a large part in the life and spirit of the school over two terms of service, stretching over 14 years. I do so assuring them of our prayers and best wishes as they move on. And in doing so I express my own sadness that our long association ends like this without the opportunity to thank them properly.
With Mr. Ason’s sudden and unexpected departure, I wish to advise that Br Michael Pendekos MSC is to take on the position of Principal for 2018 at the invitation of the Board and the Agency. I thank Br Michael for accepting this offer of appointment. Br Michael is no stranger to the school, having previously been a long-serving teacher and school deputy at Sacred Heart.
He returns having gained experience at Mainohana and De La Salle Secondary-Technical College, Hohola. I am confident that Br Michael will provide stability, and sound leadership as the school now transitions with a new Principal into the next stage of its development with its first intake of Grade 11 this year.
Fr Brian Cahill msc BOG-Chair Sacred Heart Secondary School – Tapini (Vicar for Education / Diocese of Bereina)
THE ROCK AND ANCHOR – THE ASONS LEAVE TAPINI AFTER 13 YEARS OF UNSELFISH SERVICE TO GOILALA PEOPLE.
The year is 1994.
I am in Grade 8. And a young Goroka man, married to a Kerema woman gets posted to Tapini High School as a Teacher – current Tapini Sacred Heart Secondary High School with their 2 lovely children – 1 girl and 1 boy.
While in Tapini, the Asons added two other girls to the Ason Family. This couple were committed Seventh Day Adventists, I later heard, and they lived up to expectation.
The typical “Apo humbleness” was so visible that even students during my time there loved this couple with no boundaries. I am confident any student that passed through Tapini would say the same about the Asons.
Their children proudly claim to be mixed raced – Goroka-Kerema-Goilala. This young Teacher climbed the ranks from a junior teacher up to Senior Subject Master during this few years (1994-1997) at Tapini High School.
Around 1998, Mr. Ason went back for further studiesl in University of Goroka. Mrs. Ason also got employed into the School as a Typist during Mr. Opa’s time as Principal (1995 – 1996). When the Asons returned in 2009, Mrs. Ason was employed as a School Bursar and got into teaching in 2013.
I left Tapini High School, for else where after 1996.
I later heard this humble couple returned to Tapini High School in 2009 as the Head Principal of Tapini SHHS until 2017.
During this time the Ason’s played a critical role in not only bringing Tapini Sacred Hheart High School up to No.1 school in Central Province accademically and remained No.1 for a couple of years straight, the Asons directly had a hand in getting approval from NDoE to seeing Tapini Sacred Hheart High School up to a Secondary School status.
Mr. Ason under his watch as Head Principal, tireslessly worked with Fr. Brian Cahill as the BOG Chairman and Catholic Church Agency, Bereina Diocese to see Tapini High School grow from Strenght to Strenght.
2018 will see Tapini SHSHS take in its pioneer Grade 11s.
Tapini SHSHS is Mr. Ason’s baby. The Asons helped nurtured this baby up from its early stages to its maturity stage it now enjoys.
Then come the Heart Breaking News.
2018 and onwards, the Asons wont be a part of Tapini Sacred Heart Secondary High School. Imagine what it would have been like seeing the first Grade 12s pass out from Tapini Sacred Heart Secondary High School.
It must be a career move for the Asons. Or it must be a personal family decision to resettle elsewhere in preparation for life after public service.
This is not breaking news story item as it might be considered.
This is rather my peraonal appreciation and tribute to the Asons for these family has done for Goilala District and its people.
I am one of Mr. Ason’s students. Mr. Ason was my English, Social Science and part time Math Teacher between 1994 – 1996. And he was my Class Patron in 1996 when I was the Class Captain of Grade 10A.
Who I am today had Mr. Ason’s direct input. And for that I will forever be indebted to the Asons.
What hurts me dearly is “how comes the Ason’s leave Goilala so silently without saying GOODBYE?
Or how comes we never got to see the Ason’s off diplomatically as Melanesians?
PASIN BLO YUMI GOILALA GO WEH NA OL ASON’S LUSIM YUMI OLSEM?
I only hope some formal statement does come out from responsible authotities confirming this story, to help answer unanswered questions if there is any.
Silence is Golden. But also whenever there is smoke, there sure has to be a fire Burning.
ROLE OF COUNCILLORS. Councillors have a number of different roles that must incorporate the interests of the whole municipality and those of their constituents. They play a vital leadership role in creating and implementing their community’s vision, strategic direction and values.
WHAT DOES THE ACT SAY? The Local Government Act 1989 specifies that the role of a Councillor is:
to participate in the decision-making of the Council and to represent the local community in that decision making
to contribute to the strategic direction of the Council through the development and review of key strategic documents of the Council, including the Council Plan
In performing these roles, Councillors must:
consider the diversity of interests and needs of the local community
observe principles of good governance and act with integrity
provide civic leadership in relation to the exercise of the various functions and responsibilities of the Council under the LG Act and other Acts
participate in the responsible allocation of resources of Council through the annual budget
facilitate effective communication between the Council and the community
The Act also states that Councillors must adhere to particular standards of good conduct. It also states that their legal authority as councillors only exists when they are participating, as a member of the council, in a formal council meeting. Significantly, outside of the council meeting individual councillors have no such authority.
WHAT DOES A COUNCILLOR DO?
As part of the council, councillors guide the development of local policies, set service standards and priorities, and monitor the performance of the organisation.
Councillors’ responsibilities include:
strategic planning for the whole municipality and a sustainable future
determining the financial strategy and allocating resources via the council budget
representing ratepayers and residents
advocating on a broad range of issues
liaising and coordinating with other levels of government, non-government, community groups and the private sector
overseeing the management of community assets
facilitating community participation
managing the relationship with, and employment of, the chief executive officer.
COUNCILLOR ACCOUNTABILITY AND REPRESENTATION
Councillors are accountable to both the community and to their own constituents.
As members of council, where the focus is necessarily on governing in the best interests of the entire municipality, councillors are accountable in multiple ways. These include acting in their roles as legislators, policy makers, strategists and financial overseers (see financial governance).
Councillors also have to represent their constituents on a wide range of issues. In doing so, councillors must obey the law, including the principle of natural justice. Councillors must also deal with a range of requests and complaints from their constituents which they need to find ways to deal with, preferably in conjunction with the administration.
Both these types of accountability need to be accommodated.
OTHER CHALLENGES FOR COUNCILLORS
Another challenging aspect of a councillor’s role can occur when council is the Responsible Authority under the Planning and Environment Act 1987. In this instance council, and therefore councillors, are in a quasi-judicial role making planning permit decisions based on the interpretation of the relevant legislation. This not only increases pressure on councillors but can also be difficult to navigate.
For example, if council has to decide on a particular statutory planning matter, a councillor may need to meet with constituents who are concerned about the application (representative). They may also have to chair a consultation meeting about the application (mediator) and then sit as a member of the Responsible Authority which will make a decision according to the details of the application and whether it meets the requirements of the council’s planning scheme (quasi-judicial/administrative). These are administrative decisions dealing with a person’s rights. When making an administrative decision, Councillors must only take into account relevant matters.
Communities can place strong pressures on councillors to act in their representative roles – that is, to represent their constituents’ views in the decision-making process. Mediation has its own set of pressures, requirements and responsibilities, as does the administrative role as a member of the Responsible Authority. For more information see Planning & councillor roles.
THE GOOD GOVERNANCE APPROACH
Accommodating all of these complex, and at times competing, roles is ongoing and constant. So it is important, from a good governance perspective, that these pressures are recognised and managed.
It can be helpful for councillors to be aware of and very clear about the particular role they are undertaking at any point in time – for the councillors, the administration and the community. For example, when dealing with a planning decision councillors should overtly state when they are moving from a representative role (consulting over a planning issue) to a quasi-judicial one (such as being part of a determination as the Responsible Authority).
This approach not only helps to foster productive relationships, but can also reduce misunderstandings and frustration for everyone.
Fr. Jules Dubuy msc erected a cross at Mt. Albert Edwards (4000 m) in the Owen Stanley Range of Papua New Guinea in July 1938. On the 75th anniversary Bp Rochus Tatamai msc, Fr. Wlodzimierz Malota cm, Fr. John Paul, and Fr. Zdzislaw Mlak svd together with representatives of Goilala Parishes celebrated a Holy Eucharist at the foot of the Cross.
They followed for 9 days the footsteps of Fr. Dubuy and his caravan which brought the Cross to the summit of Mt. Albert Edwards.