PNG Highlands Joint Programme 2020-2022

Converging Toward Peace & Development

Country: Papua New Guinea Geographic focus: The provinces of Hela and Southern Highlands in Papua New Guinea (henceforth referred to as “Highlands”.) Title: PNG Highlands Joint Programme for Peace and Development (“Highlands Joint Programme”/HJP) Outcomes: By 2022: • Communities affected by conflict in the Highlands have increased capacity to promote and demand for peace and social cohesion • Highlands’ communities and households have improved resilience to manage risks and mitigate shocks from conflict and man-made/natural disasters • Traditional/non-traditional leaders and service providers have enhanced knowledge and skills to integrate peacebuilding and human rights strategies into service delivery in conflict affected areas in the highlands • Public institutions in the Highlands have people-centred, proactive and transparent/accountable systems to support effective leadership that promotes peace, security and human rights

Duration: 3 years Total estimated US$30 million budget*

Anticipated Jan 2020 to Dec 2022 Out of which: start/end dates: 1. Funded Budget US$6.2million

Fund Management Pass-Through and Parallel 2. Unfunded budget US$23.8million Options:

Administrative Multi-Partner Trust Fund * Total estimated budget includes both programme costs Agent: Office and indirect support costs

Sources of funded Government of PNG budget: European Union

USAID FAO UNICEF UNDP UN Peacebuilding Fund

United Nations National Coordinating Authorities

(signature/date) (signature/date)

Gianluca Rampolla Koney Samuel UN Resident Coordinator (PNG) Department of National Planning and Monitoring

Participating UN Organizations

(signature/date) (signature/date) Dirk Wagener Ken Shimizu United Nations Development Programme Food and Agricultural Organization

(signature/date) (signature/date) Lance Bonneau Rabbi Royan International Organization for Migration United Nations Population Fund

(signature/date) (signature/date) David McLoughlin Susan Ferguson UNICEF UN Women

(signature/date) Judith Carl UNCDF

Table of Contents

Rationale ...... 5

Thematic and Geographic Focus ...... 6

Cross-Cutting Principles ...... 10

Situational Analysis ...... 12

Pathways for Peace ...... 23

Results Framework ...... 34

Management and Coordination Arrangements ...... 39

UN’s Comparative Advantages for this Programme ...... 43

Sustainability and Replication ...... 43

Partnership Principles ...... 44

Communication Strategy ...... 45

Risk Matrix ...... 48

Monitoring and Evaluation ...... 52

4 Rationale

On 26 February 2018, a M7.5 earthquake hit the Highlands Region of Papua New Guinea (PNG), with its epicentre located 30km south of Tari in Hela Province. Based on assessments, Enga, Gulf, Hela, Southern Highlands and Western provinces were impacted, with the Southern Highlands and Hela provinces the worst affected. Many aftershocks, measuring between M4.5 and M6.5, occurred since the initial earthquake, causing widespread panic amongst the local population, and forced many to displaced themselves or remain outside. Figure 1. Impact map from M7.5 earthquake affecting Southern Highlands and Hela Provinces on 26 Feb 2018. According to initial estimates, more than 270,000 people were from the most affected Local Level Government (LLG) areas in Hela and Southern Highlands were in immediate need of life-saving assistance. Underpinning the immediate needs were pre-existing vulnerabilities due to chronic underdevelopment and having been historically under-prioritised by international development actors including the UN. In response, the UN led the humanitarian effort and reached close to 300,000 people in both Hela and Southern Highlands provinces while mobilising more than $15 million to implement multi-sectoral response activities. Throughout the humanitarian response, the UN experienced challenges in terms of humanitarian access. While access to communities was severely constrained by physical remoteness of affected communities, this was significant compounded by ongoing widespread armed tribal/communal conflicts and general lawlessness in Southern Highlands and Hela Provinces.

While the earthquake initiated the UN’s engagement in both provinces, it was apparent from assessments as well as on-site observations during implementation that a majority of the urgent needs experienced by the affected people were pre-existing and chronic in nature with many issues rooted in poor rule of law, human rights violations and the lack of access to basic services and justice. Following the UN’s extended presence in both provinces, local stakeholders including sub-national governments and communities came to recognise and accept the UN’s neutral role and demand for the UN’s continued presence was repeatedly echoed in post-assistance consultations.

Conceived by the UN Resident Coordinator (UN RC) and supported by the UN Country Team (UNCT) as a means to sustain the incidental development gains achieved to date through the UN’s humanitarian response and recovery efforts and support the PNG Government in addressing long overdue development needs of both Hela and Southern Highlands in the spirit of leaving no one behind, the Highlands Joint Programme (HJP) has identified three objectives that will form the basis for the UN’s work. The HJP also serves to embody the UN’s intent to work across the humanitarian-development-peace nexus.

1. Support creation of peaceful and enabling conditions for achieving the Sustainable Development Goals in Hela and Southern Highlands Provinces.

2. Catalyse greater investments in equitable and sustainable human development activities both by the PNG government, development partners and the private sector.

3. Support local aspirations for inclusive peace and sustainable development.

It is with these in mind that the UN system in PNG is entering into area-based joint programming, to focus upon the challenges of specific provinces, where the degree of vulnerability and disadvantage distinguishes them in real and relative terms from the rest of the country.

To enable greater impact and effectiveness, HJP undertakes to facilitate joint planning of work plan activities in time and space to optimise the potential for cooperation, co-creation, mutual support, economies of scale and complementarity of joint action (including site selection, phasing of activities) based on the comparative advantages of the various UN agencies for maximum impact.

The UN’s work across PNG has traditionally been staunchly supported by a small group of traditional bilateral development partners including the Australian Government, the European Union, the Japanese Government, the United States Government and the New Zealand Government. With the HJP and its focus on conflict-prevention and peacebuilding, the UNCT led by the UN RC will work to diversify the HJP’s donor base. To date we have committed funding for UN programming in the Highlands from the European Union (EU) for SPOTLIGHT activities (addressing Gender Based Violence), from the United Nations Peacebuilding Fund (PBF) to support women and youth in peace building activities and from USAID to support Disaster Risk Management activities. The Governor of Hela Province has pledged part of the World Bank loan earmarked for post-earthquake recovery to be used for the HJP and there is also keen interest from the New Zealand Government and the private sector actors active in the Highlands. The UN is also concurrently developing a joint Disaster Risk Management programme which will also include Hela and Southern Highlands in its geographical targeting. These respective provincial level activities will be designed to contribute to the HJP’s peacebuilding objectives and be aligned to the HJP’s theory of change while also being integrated into the HJP’s results framework.

Critically, the UN will implement the HJP over a period of 3 years in two broad phases as follows:

 Phase 1 (2020) – The range of HJP activities will be targeted towards demonstrating immediate impacts to build trust of stakeholders while establishing the UN’s presence in both provinces. Ongoing peacebuilding activities such as the Gender and Youth Promotion Initiative project for the highlands will also be implemented in this phase.

 Phase 2 (2021-2022) – Having gained a foothold, the HJP will be expanded to reinforce results from Phase 1, replicate and upscale existing interventions while also leveraging on increased ground experience to implement innovative peacebuilding initiatives.

Thematic and Geographic Focus

The HJP builds on growing consensus and evidence globally but also borne out through the UN’s recent experiences in the Highlands that humanitarian, development, and peacebuilding efforts are complementary and need to reinforce each other, to respond to the state of volatility and fragility in Hela and Southern Highlands provinces by engaging earlier to prevent violent conflict and reduce humanitarian need. Not doing so risks the threat of significant civil unrest escalating to the extent of undermining the integrity of the country. Across stakeholders, there is a growing fear that the fragility being experienced in Hela and Southern Highlands provinces could have national security implications.1

Analysis of the context concluded that to succeed in achieving lasting peace and sustainable development a holistic, multi-programmatic response based on context and comparative strengths is required. To achieve the objectives outlined, the HJP is designed around three specific approaches that 1) shape the incentives of actors for peace, 2) strengthen institutions to foster inclusion, and 3) address structural factors that feed into grievances. Drawing on UN-World Bank Pathways for Peace framework, there are seven ‘pathways for peace’ in the HJP presented below that capture the overall trajectory towards sustainable peace and development in the Highlands. The suggested pathways to peace are inextricably

1 http://www.devpolicy.org/will-hela-be-the-next-bougainville-20180524/

interlinked and will see outcomes optimised if all complementary components are implemented and brought together.

Community 1. Women and Youth Development 2. Resilient Communities

3. Disaster Risk Management

Building Bridges for 4. Rule of Law Peace 5. Social Cohesion

Accountable 6. Government Services Government 7. Leadership

Through these approaches, communities affected by conflict will receive support from civil society and faith-based organizations (including churches) to mediate conflicts and move towards supporting peaceful outcomes. The UN will provide the technical and material support to strengthen existing peacebuilding mechanisms at the provincial, district and local levels. Communities that have achieved peaceful outcomes will be supported to develop community-led peace and development plans through inclusive processes which identify assessed community needs and priorities in order to create conducive and enabling environments to sustain peace. The creation of holistic peace and development plans within each community will inform customized evidence-based interventions that are relevant and sustainable for respective local contexts. At the same time, UN agencies will ensure that community engagement and planning is closely coordinated with provincial and national authorities and priorities. Provincial and district authorities will be supported to deliver better services to communities, cope, plan and respond better to future shocks and crises, and provide formal and informal justice systems to prevent disputes from turning into violent conflict.

Community Development

Communities in Hela and Southern Highlands provinces are increasingly experiencing heightened external and internal pressures such as climate-induced hazards, population growth, weakening of traditional leadership and coping mechanisms, physical insecurity and increased demands for and lack of services and employment opportunities, leading to erosion of trust in institutions and the level of the resilience of communities and institutions to adapt to these challenges. The UN will build upon current success in promoting women and youth engagement within community-led peace and development planning processes and interventions within both provinces. This people-centred approach that places communities and their underrepresented groups such as women and youth at the heart of local development efforts seeks to support communities to bolster local resilience by mobilising and strengthening their cultural, environmental, human, social and financial capital.

This includes mainstreaming community engagement in development programs and local conflict resolution. By empowering women and youth, they are able to contribute to local community development initiatives and conflict prevention/peacebuilding efforts while positively transforming gender roles and norms, with a behavioural change perspective. This will in turn strengthen communities’ inherent social cohesion and resilience to future shock and crises and reduce their propensity for violence to resolve conflicts.

Building Bridges for Peace

In the current environment of fragility, security and justice institutions that operate fairly and in line with the rule of law are essential to preventing violence, ensuring access to justice, addressing human rights violations, and sustaining peace by building trust. Accountability of security forces to local communities, cooperation and coordination across state institutions, and improved transparency, efficiency and effectiveness of redress mechanisms are among the responses often needed.

Given the tribal and communal nature of the conflicts in Hela and Southern Highlands provinces, many actors involved are not directly engaged by state institutions or agents. Inclusive conflict prevention and peacemaking/peacebuilding also entails a ground-up focus on strengthening the capacity of local community, not just the state institutions. This inclusive process will involve the participation of youth, women, private sector, civil society organizations and faith-based organisation engaged in meaningful interaction with state institutions to create an environment of mutual trust anchored by neutral stakeholders such as the UN.

Accountable Government

Lack of service delivery affects state legitimacy and the ability of the state to prevent and mediate conflicts. Basic needs unmet by poor service delivery and underdevelopment at the community level has been found to trigger many conflicts in Hela and Southern Highlands provinces due to the intense competition over extremely scarce resources within physical spaces restricted by tribal and clan boundaries and constrained by terrain. Noting common perceptions of bias in the provision of provincial/district services to certain tribes or ethnic groups in both provinces, the way in which services are delivered and the inclusiveness and perceptions of fairness in service delivery matter as much as the quality of services delivered. In locations where specific peacemaking interventions are warranted, the provision of basic social services can be seen as both an incentive to forge peace, as well as an incentive to maintain peace. In this way, the incentives for peace are reinforced and security forces are not the only interface between the state and communities. This is also critical for building better trust and relationships between the government and communities.

From the perspective of local communities, the legitimacy of the state has been consistently undermined by poor quality of leadership at the political and administrative levels both in terms of values and capacity as well as representativity, accountability and responsiveness. It is therefore imperative that the capacities of state institutions are also strengthened to deliver an environment of inclusive governance.

Geographic Focus

The HJP will target priority geographical locations in Hela and Southern Highlands provinces in the first phase and where inter-group conflicts emerge in Enga and are assessed to directly impact on Hela and Southern Highlands, the HJP may implement activities in Enga subsequent to available resources.2 Adopting a twin approach of building on existing successes and expanding to locations with pressing needs, the HJP will aim to continue supporting conflict-prone communities targeted during the 2018 Figure 2. General reference map of Southern Highlands and Hela Provinces. humanitarian response and subsequent initiatives such as support to facilitate peace negotiations between warring tribes respectively and promotion of women and youth as agents of peacebuilding. The HJP will also expand into additional locations across both provinces which have the potential to enter into peace agreements and those vulnerable to disasters, in need of post-conflict reconstruction and recovery support, and requiring conflict resolution and community development interventions.

Within Hela province, in line with the priority locations identified in Hela Peace and Development Roadmap developed at the first- ever Hela Peace and Development workshop that took place in Tari in October 2019, the first phase of the HJP will work primarily in Tari-Pori and Komo-Magarima districts (as well as one location in Koroba) focusing on hotspots in the following five LLGs:

Tari-Pori District:  Tagali Rural LLG  Hayapuga Rural LLG

Komo-Magarima District:  Komo Rural LLG  Hulia Rural LLG

Koroba-Kopiago District:  South Koroba Rural LLG

2 Where drivers of inter-group conflicts in adjacent Enga province are assessed to directly impact on border communities or districts in Hela or Southern Highlands provinces, the HJP may implement selected activities in Enga province subject to considerations of available resources, programmatic relevance and programme steering committee approval. Exogenous factors may include cross-border inter-group disputes, spread of human or animal diseases, trafficking of illegal substances and firearms, hosting of displaced persons, and local anti-extractives sentiments at Pogera Mine.

Within Southern Highlands province, the districts of Kagua- Erave, Nipa-Kutubu, and Mendi- Munihu have been prioritised based on initial scoping with key informants including provincial authorities. Further detailed identification will take place at the anticipated Southern Highlands Peace and Development workshop.

Identification of target communities will be conducted through an assessment of communities based on a set of well-defined selection criteria (e.g. post-conflict recovery, community commitment etc.). While many activities will be implemented at the community level and be highly visible as clear dividends for peace, the HJP will also work at the policy and planning levels at the provincial and district levels as well as key service delivery facilities. The main types of facilities targeted will be government and church-run health and education facilities complemented with the establishment of neutral peacebuilding spaces. These will invariably connect with community-based activities. Conversely, where many ongoing issues around rule of law and service delivery in both provinces pertain to systemic and structural weaknesses, the HJP will enable the UN to work with national, provincial and identified sub-provincial authorities (districts as indicated above) to address them through capacity building and institutional strengthening.

Cross-Cutting Principles

To ensure success of the HJP, the following principles guiding programming and field implementation will be adopted by all participating UN agencies to the HJP:

Joint Targeting and Implementation

The HJP’s success will be underpinned by a joint targeting approach that identifies specific communities based on agreed selection criteria (e.g. communities undergoing post-conflict recovery, community commitment). A collective UN approach will be taken to the facilitation and development of community plans which will then inform the implementation of multi-sectoral activities in selected communities in a phased and coordinated manner. The joint implementation approach will be underpinned by a set of common standard operating procedures including common community engagement practices closely facilitated by a field-level programme coordination team.

Human Rights-Based Approach and Gender Mainstreaming

The HJP is based on a human rights-based and people-centred approach to human development that seeks to reach the most vulnerable to address inequalities, promote rightsholders’ participation and enhance accountability, which lie at the heart of underdevelopment and insecurity in both provinces. A human rights-based approach to development and gender mainstreaming are complementary and mutually reinforcing. Gender equality and women’s empowerment permeates all the themes in the HJP, in addition to the obvious examples of women’s and youth empowerment. The situation of women and youth, and the structural causes of conflict, exclusion and poverty, cannot be addressed without providing those people with a voice and space to participate in decisions affecting them.

Alignment with National and Provincial Plans

Each pathway will link up closely with the Medium-Term Development Plan III being reflective of PNG’s national SDG priorities and respective provincial and community development plans including the recently developed Hela Peace and Development Road Map.

Coordinating with Local Authorities

The Programme Coordinator and respective UN agency focal points will work closely with and regularly update and involve the local authorities.

Interagency Coordination

Agencies will coordinate closely with the Programme Coordination and Management Team and plan jointly in practice to avoid overlaps and ensure appropriate phased implementation. Nominated lead agencies for specific locations/communities will lead coordination with other implementing agencies in the multi-sectoral implementation of activities.

Neutrality and Impartiality

In such delicately poised operating environments lacking in mutual trust, all UN personnel unwavering adherence to neutrality and impartiality is of paramount importance in relation to specific tribes/communities, political figures and private sector actors. This could range from balanced site selection (based on needs assessment) to being observed travelling together with non-neutral actors and individual UN personnel conduct. To be perceived as biased or partial seriously compromises the entire UN’s operational space (and not just the agency), risks damaging community access and acceptance and completely undermines the HJP.

Delivering as One

The HJP is a demonstration of the UN’s continued commitment to Deliver as One (DaO). As such, all HJP activities implemented by UN agencies will be presented as such to all stakeholders from communities to government officials and donors.

Do No Harm

Operating in a highly complex and delicate operating environment requires a good appreciation of conflict triggers and dynamics to prevent causing more harm to beneficiaries. Consciousness of sensitivities such as customary nature of land ownership and risks of jealousy triggering additional conflict would shape the programme’s targeting strategy coupled with conflict-sensitive approaches such as building common ownership of services and community mobilisation. More broadly the HJP will consciously implement interventions that accounts for a recent do-no-harm research in PNG which suggests that contrary to intentions, empowerment of a group within a community can potentially cause more harm than good3. Any change programming needs to be integrated fully with community-based approaches as part of social and behavioural change and not just as a singular intervention.

3 Research found that there are links between women’s income generating activities and an increased incidence of violence against them arguing that whilst women’s economic empowerment is an essential component of economic development programming, without full consideration and appropriate holistic programming, women’s economic empowerment can come at a heavy cost to women. However, an important implication of the research is that women’s economic empowerment programs should avoid minimalist initiatives — that is, they should not aim simply to give women access to economic opportunities without any consideration of gender and gender relations, especially the role of gender norms in marital relationships.

Situational Analysis

Lying at the end of the Highlands Highway, Southern Highlands Province and Hela Province (until 2012 both were governed as one province) form two of the country’s twenty-two provinces, with a combined total population of 759,694 (510,245 in Southern Highlands; 249,449 in Hela Province)4, both with large youth populations under the age of 18, 63% (in Southern Highlands) and 68% (in Hela Province)5. Following the creation of Hela Province, Southern Highlands dropped in ranking from the largest province, by population, in the nation to the third largest. The topography of the land is extremely mountainous and rugged with two thirds comprising mainly mountains, foothills and deep isolating valleys. A third of the land is of volcanic origin with large extinct volcanoes such Mounts Bosavi and Sisa. The unique topography Figure 3. Ethno-linguistic Diversification across Southern Highlands and Hela germinated a highly rich Provinces (extracted from Conflict and Resource Development in the Southern ethnolinguistic evolution, with 16+ Highlands of Papua New Guinea, 2007) distinctly different languages used in the two provinces combined.

With Australian contact gathering momentum in the 1950s and 1960s and with the last groups accessed in the 1970s, Southern Highlands (and Hela) was one of the last provinces in the country to receive an Australian administration. The first primary school was opened in 1953 in Lake Kutubu and the first secondary school was opened in the 1967. Prior to foreign systems there was no overarching governance structure in the two provinces with people living in small low-level societies with occasional interaction with adjacent tribes.

Since the early 1980s, the Huli people (the main ethnic/linguistic group in the Hela Province area) actively campaigned for an independent province based on belief in a common ancestry. In 2012, Southern Highlands Province was divided into two provinces - Southern Highlands Province and Hela Province, with Mendi and Tari becoming the respective provincial capitals. Of the 89 Open Members and 22 Governors that make up the 111 parliamentary seats, Southern Highlands and Hela Province have 10 seats (8 open members and 2 governors) in the National Parliament. Prior to a series of political realignments since April 2019, all the open members from both provinces held significant ministerial portfolios. Subsequently, the member for Tari-Pori district and former finance minister, Hon. James Marape MP, was elected as the eighth and current Prime Minister of PNG.

Conflict and Social Dynamics

The people of Southern Highlands Province and Hela Province continue to live largely traditional lives, through clan and tribal affiliations. Unlike the more nucleated villages of the coast, households are geographically dispersed with each clan/sub-clan/household living on well-defined hereditary land parcels. Land ownership is customary and patrilineal with land passed through the male lineage. Land provides for very strong tribal and clan identities. Clan names are based on references to area and geographic place,

4 Sex disaggregated population: Southern Highlands (M: 263,523; F: 246,722); Hela (M: 128,895; F: 120,554) https://data.humdata.org/dataset/papua-new-guinea-administrative-level-0-1-2-and-3-population-statistics. 5 http://actnowpng.org/sites/default/files/2011%20Census%20National%20Report.pdf

for instance flora and geological structures (rivers, creeks and mountains); with people, therefore, identified by their place of origin. Social gatherings and ceremonies continue to be zealously practiced to maintain, reinforce and strengthen tribal affiliations and kinship ties. Ceremonial activities include key social events such as: compensation exchanges, pig killings, Sing Sing ceremonies, Bride Price, Funerals and Tribal fighting.

The Tribe is commonly understood to be the largest umbrella social grouping and is made up of multiple clans. Tribal ties are based primarily on several factors including sharing ethnic-linguistic and geographical commonalities while clans are based primarily on familial ties. Tribes are led by the “big-men”, largely non- hereditary, non-fixed positions that are recognised by the group and who are elevated to positions of leadership due to their ability to provide for the group coupled with perceived wisdom and experience. ‘Wantok-ism’ (‘One Talk’) is the system of social kinship, welfare and mutual obligation. Many tribes consider themselves as autonomous, as they recognise no higher authority. This in many incidences can be extended to the clan as well as clans have certain autonomy to decide if to ally with the “parent” tribe during times of conflict.

For the tribe, the overall welfare of the tribe and its members is paramount; wantok-ism is the vehicle to provide for this, through an intricate system of exchanging social capital (food, money, shelter, security, access to services, adoption, and employment). Wantok-ism functions as the social safety net that protects members of a tribe. It is reinforced through face-to-face relationships, inter-marriage, kinship and reciprocal exchange. Its nature is dynamic and can grow to include non-direct tribal relationships such as those from the same province, region or country although this weakens significantly as one moves further from their source of origin. Tribal members that assume positions of power are obliged to extend that power to supporting their wantoks; this is especially the case during cultural exchanges and compensation obligations where significant contributions are required to be made. There is an interconnected three-way correlation between the level of power an individual holds, their contribution to cultural exchange and their reciprocal standing in the community; whereby giving more brings greater prestige to the giver. This can cause conflicts of interest and blurring of lines between individual professional/public obligations and their tribal obligations.

Social roles within a traditional household and community are assigned by gender. Women have socially ascribed roles as carers of the family, tending to food gardens and providers of food and water. Men in return fulfil what they consider “higher value” activities including hunting, protection, construction, and ploughing of the land, with decision making and politics high on the list. Intra-tribal marriage between clans is common, but most marriages are between tribes. The marrying of women into tribes opens up opportunities for establishing important channels of exchange in information, food, security, land and contributions to cultural obligations. As many women in a community have been married into that community, they can play a pivotal role as independent participants during peace negotiations.

The differential gap between women that are married and men that are married in Southern Highlands and Hela Province is the highest in the highlands. In Southern Highlands there is almost a 10-percentage point spread gap of women married compared with men6; in Hela the difference is 9 percentage points. In addition, the percentage of never married males in Southern Highlands Province is the highest of any province in the country at 48.4%7. Polygamy is endemic in the two provinces, with some men having more then 20 wives.

Both Provinces have a large youth bulge: with 63% (in Southern Highlands) and 68% (in Hela Province) under the age of 188. International research has identified that when other variables have been controlled a “youth bulge” in particular where 15-24-year-olds made up more than 35% of the adult population, the

6 With 56.9% of women married compared with 47.5% men that are married. 7 http://actnowpng.org/sites/default/files/2011%20Census%20National%20Report.pdf 8 http://actnowpng.org/sites/default/files/2011%20Census%20National%20Report.pdf

risk of conflict was 150% higher than with a rich-country age profile.9 This is reinforced in the finding that “(i)n all cultures, the appetite for mayhem peaks in the late teens or early 20s”.10

Conflicts and disputes accompanied by an elaborate system of compensations and retributions have been common to community life in PNG. However, local social dynamics are changing, and conflicts are intensifying, exacerbated in certain areas by resource extraction projects. The region of Hela and Southern Highlands provinces has been affected by armed conflict both between and within communal groups (often referred to as ‘tribal’ or ‘clan’ conflicts), gangs of mercenaries and politically motivated violence. A 2005 small arms survey11 found that around 50 per cent of households in the Southern Highlands Province were victims of violent crime – higher than the national average. Conflicts have particularly serious consequences for safety and mobility of women.

The escalating and intensifying conflicts and tribal violence are due to many factors including:

 increased disparities and resulting grievances between those who have and have not benefited from resource projects;

 presence of young men in numbers surpassing available jobs and business opportunities coupled with heightened expectations and pressure to contribute to the family, clan and tribe;

 youth have limited educational and employment opportunities leading to severe disenfranchisement;

 increase in cash circulating in communities coupled with the lack of alternative investment and saving opportunities;

 increased proliferation of factory-made firearms causing significantly more death and injury relative to traditional weapons;

 spread of mobile phone connectivity and greater mobility, which has meant that the fights spread out faster and on a larger area,

 declining influence of traditional leaders and traditional dispute resolution mechanisms coupled with intergenerational struggle where youth seek to elevate their social status.

There is also violence directed at the resource companies. For example, communities not recognized in the distribution of benefits from the PNG LNG project took up arms attacking the project facilities or local government representative in Hela, on several occasions – in August and November 2016 and most recently in June 2018.12 With inter-communal warfare becoming more deadly and destructive, it is vital that young people be given opportunities to build meaningful, secure lives, rather than resort to violence fuelled by drug and alcohol abuse. In this context, the increase of livelihoods opportunities and youth empowerment are essential to address the endemic youth unemployment to avoid further inflow of youth into warfare activities and address repatriation of militant men and youth.

Compensation is at the heart of social and political affairs in both provinces. Compensation is the mechanism of traditional justice and conflict resolution conducted through exchange practiced between two opposing groups and is used to settle disputes and bring peace. Negotiations occur between village

9 Urdal H., A Clash Of Generations? Youth Bulges and Political Violence, Expert Paper No. 2012/1, UN Department of Economic and Social Affairs, 2012. 10 Ridley M., The Evolution of Everything: How New Ideas Emerge, 2015. 11 Haley, N. & R. Muggah, 2006. “Jumping the Gun? Reflections on armed violence in Papua New Guinea.” African Security Review, 15.2:38–56. 12 https://theconversation.com/papua-new-guinea-gets-a-dose-of-the-resource-curse-as-exxonmobils-natural-gas-project- foments-unrest-70780; https://news.mongabay.com/2018/08/deal-in-sight-for-png-landowners-protesting-exxon-led-gas- project/

elders of the groups’ involved and usually a trusted mediator from outside the two tribes. Traditionally, compensation involves the exchange of high worth goods; pigs, women, kina shells etc. Compensation once agreed and finalised produces immediate benefits and ceases an escalation (or continuation) of ‘tit- for-tat’ conflict.

The economic nature of compensation can cause a conflict of interest within the community. Victims of violence (and other crimes) can be deterred by their community from seeking formal justice as the whole community can benefit from an agreed compensation arrangement. Traditional compensation via payback is often preferred because it produces immediate benefits for the community (but often not the aggrieved individual) and prevents a cycle of escalating retaliatory acts of violence. However, practice of traditional justice outside of the formal justice system allows for individual impunity from formal justice proceedings as crimes are not reported. Conversely, if a perpetrator faces punishment through the formal justice system, the individual and his community are not absolved from traditional liability which points to the inherent tension between two parallel systems of justice.

An emerging trend in recent years is the interconnection between compensation and the growth of conflict as an industry. Economic motives are catalysing the scaling up of violent conflict, as alliances with clans and tribes are formed on the basis of anticipated revenue from compensation arrangements. This has been made possible by the adoption of cash in compensation claims, the scalability of cash as a means of compensation and the inflation of compensation claims. In the context of increased access to money, through resource development and the state, exchange expectations have been inflated making the management of exchange relations more difficult and the threat of bankrupting whole communities with compensation and cultural exchanges rising exponentially across the region.

Christianity is widely practised in the two provinces, as across the country of Papua New Guinea, with a large diversity of faiths within the denominations. Lutheran, Catholic, Seventh Day Adventist, United and Anglican are the predominant denominations. However, there has been a strong growth in 'born again' evangelical, charismatic and Pentecostal churches13. In addition, local beliefs remain strong in custom and very relevant to many people in the two provinces. Many of the faiths practices at the local level reflect a fusion of local/ traditional beliefs and that of the church. It is very common for communities to be religiously diverse, with many denominations represented at the community level through a pastor or priest. In some communities this can run into the tens.

13 Eves R., ‘Religion politics and the Election in Southern Highlands’, Election 2007: The Shift to Limited Preferential Voting in Papua New Guinea, May, R., Anere R., Haley, N., and Wheen K (eds.), National Research Institute PNG, Papua New Guinea, 2011.

Financial Resources

The formal economy of Southern Highlands Province and Hela Province is dominated by resource extractive industries, including a multi- billion-dollar LNG project14. These industries have generated significant revenues for the state (both the national government and provincial government) with royalties combining to provide one of the highest provincial revenues in the country for Southern Highlands Province. In PNG, provincial governments (as opposed to the national government) receive a significant share of financial resources.

In the case of the PNG LNG project, as per the Benefit Sharing Agreement (BSA) made in 2009, taxes and dues paid by the company to the national government accrue to local Figure 4. Provincial Fiscal Balances and Fiscal Capacity governments or landowners.15 On average (National Economic & Fiscal Commission) between 2012 and 2015 the province received K52.6 million per year, making it the fifth highest grossing revenue province in the country (after the National Capital District, Morobe, East Sepik and Eastern Highlands). Southern Highlands is also considered to have the highest fiscal capacity (revenue divided by total estimated costs for a province to deliver basic services) of all provinces. Yet in terms of development performance Southern Highlands Province was ranked last in 2014 due to a lack of prioritisation of the required Minimum Priority Activities (which includes indicators in education, health and village courts, among others). Hela Province, in contrast, receives the lowest provincial revenue of K9.2 million and has the lowest fiscal capacity of all provinces. As a new province it is yet to generate its own source of revenues and collect mining and petroleum royalties. This will likely change when the LNG project commences payments16.

However, allocation and disbursement of these funds to local communities has been derailed due to inability to identify eligible beneficiaries and by February 2019, people in only the last of these areas had received royalties. By law (the Oil and Gas Act 1998), studies are supposed to identify beneficiaries and gazetted in the Ministerial Declaration. A more stringent Clan Vetting process had been initiated but has still not been completed to this day.17 The difficulty is that the complex and fluid nature of people-to-land and people-to-people relations in Papua New Guinea defies a technical binary approach to delineating affected and non-affected areas and people. Moreover, given the complexity of the project’s social and environmental impacts, a simplistic delineation of beneficiaries leads to unfair distribution of costs and benefits.18 This situation risks fomenting within-communities, community-company and community-

14 https://uk.reuters.com/article/us-oil-search-results/papua-new-guinea-lng-partners-set-plans-for-big-expansion- idUKKCN1G40FW 15 The 2009 Benefit Sharing Agreement includes: 1) royalty of 2% to landowners, affected provincial and local level governments; 2) 2.8% free equity to project area landowners and local level governments; 3) development levy of 2% available to provincial governments and LLGs; 4) Infrastructure Development Grants (IDG) funds since 2010 for infrastructure development and maintenance in the affected project areas and provinces; 5) Business Development Grants (BDG) to assist landowner companies in business development activities under the project (Ernst & Young, Papua New Guinea Extractive Industries Transparency Initiative (PNG EITI) Report for 2017, EITI, 2018.) 16 http://www.nefc.gov.pg/documents/publications/RPR/2013-2015_Revenue_Report.pdf 17 https://devpolicy.org/landowner-identification-in-png-20190321/ 18 Bainton, N.A., 2017.

government conflicts, as has occurred in previous mining project in PNG. The processes of identification and funds transfer are also not transparent and there are allegations of fraud.19

Unsurprisingly, the process of identification of affected people-beneficiaries gave rise to several disputes, with courts and Alternative Dispute Resolution (ADR) mechanisms being largely unable to address them.20 Disgruntled groups that were left out resorted to violence, with several attacks on the gas conditioning plant and on the local government. Experiences with large mining projects in PNG show that the process of funds disbursement is also faced with problems. Surveys show that benefits are highly unequally distributed, with women and youth benefitting the least. Whereas earlier practices distributed funds to landowner clan accounts, increasing disparities and conflicts within clans, more recent practices in PNG use family accounts to distribute funds, proving more effective. There is scope to introduce schemes akin to conditional cash transfers, where cash benefits are expressly intended for women. Experience internationally has shown that when cash benefits are given to women, it is more likely that it is spent on schooling and health. In PNG, there is a precedent whereby women in Ok Tedi mining areas have been able to negotiate and secure ring-fenced benefits for women as part of the umbrella agreement with landowner communities.21 Although benefits of this arrangement have not fully materialized, it has increased the status of women in the community.

Employment, Livelihoods and Business Opportunities

Development of large-scale resource projects such as the PNG LNG brings benefits in the form of jobs and business opportunities to supply goods and services such as transportation, construction, electrical and maintenance work, catering, etc. During its construction phase, the PNG LNG project employed an estimated 6,000 people from Papua New Guinea at its peak in 201222. However, with the project now in the operational phase, there are few economic linkages and inclusive opportunities between the resource sector and the people in the two provinces given the significant reduction of jobs and business opportunities within the project.

Due to relatively strong land claims of indigenous landowners in PNG and thus their strong negotiating position with respect to resource projects, extractive companies in PNG provide preferential access to employment and business opportunities. However, there had been only isolated cases of where such indigenous businesses have succeeded in becoming sustainable, securing business opportunities not only from resource companies in their vicinity, but also been able to diversify beyond their area or beyond the resource sector. A local successful example would be the landowner company, Anitua. Established based on the Lihir mining operation (New Ireland province) and has grown into a major company offering security, drilling, retail, catering and mining services, employing 1,500 at Lihir and 2,000 people elsewhere in the PNG.23 But most landowner companies getting preferential treatment have been unable to acquire the necessary skills and expertise to “stand on their feet” by themselves.

Over time, the arrangement of preferential treatment in provision of jobs and business opportunities by the resource companies results in significant disparities between communities within the project impact area and those outside. To enable both communities within and outside the project impact area to benefit more from employment and business opportunities from PNG LNG, targeted training and skills development is needed in close partnership between the extractive industry, local communities, educational institutions and the Government.

19 https://devpolicy.org/landowners-png-lng-project-20180704/; https://devpolicy.org/identity-fraud-in-papua-new-guinea- 20180208/ 20 https://devpolicy.org/png-lng-landowner-royalties-long-20161216/ 21 Menzies, N. and G. Harley, “We Want What the Ok Tedi Women Have!” Guidance from Papua New Guinea on Women’s Engagement in Mining Deals, World Bank Briefing Note, Vol. 7, Issue 2, 2012. 22 Filer, C. et al, “The Social and Economic Impact on the Resource Sector Job Stream in Papua New Guinea”, Australian National University, 2012. 23 UNDP, “2014 National Human Development Report. From Wealth to Wellbeing: Translating Resource Revenue into Sustainable Human Development”, UNDP Papua New Guinea, 2014.

Beyond relying on the PNG LNG or other resource projects, developing other livelihood opportunities is critical for more broad-based sustainable development of Hela and Southern Highlands. Since the 1980s, many local businesses including agricultural cooperatives, have ceased operating. Wage job employment in the two provinces is half the national average (12.6%) at 6.3% and 6.1% respectively which are 2nd and 4th lowest levels of wage job employment respectively24. Most educated people work outside of the two provinces and remit money to their families and clans. There is significant urban drift amongst youth who move to Mt. Hagen, Lae, Madang and Port Moresby in search of work. However, due to low educational attainment and the low number of available jobs, many migrants do not make it into the formal economy; exposing them to risk of entering illicit work to earn an income and being vulnerable to exploitation.

Informal subsistence employment in Southern Highlands and Hela is significantly higher than the national average of 59.1%: 72.6% in Southern Highlands Province and 71% in Hela Province. Southern Highlands is joint second of all provinces with the highest percentage of the population dependent on subsidence employment and Hela Province has the highest number of households engaged in growing food crops in the country. The level of disposable income to families in the two provinces is evident by the materials used for their housing. 94% of families in Southern Highlands and 96% in Hela live in traditional dwellings. This is approximately 20 percentage points higher than the national average. This makes Hela Province and Southern Highlands Province first and second for the highest percentage of households living in traditional dwellings across the country.

However, much of the area is poorly suited to agriculture. 72% of the land is not fit for agriculture. It suffers from either altitude (too high); cloud coverage (insufficient sunlight); too steep; or too much precipitation. This means that approximately 80% of the two provinces is of very low or low quality for the production of sweet potato – the main staple for food and fodder. And only 2% of the land is high quality.25 Combined with the demographic pressure of a rapidly growing population, and high intensity agriculture, this is putting pressure on the land, the people who farm it (predominantly women) and the nutrition of those who are sustained by it. This has led to displacement and migration of groups into ever-closer proximity, increasing the possibility of tension, possible land degradation in the future.

Additionally, with the current situation where the country has declared a State of Emergency (SOE) due to the COVID-19 global pandemic, it is imperative to take into consideration the vast impact of COVID-19, and compounding impacts of the African Swine Fever (ASF) and Fall Armyworm (FAW), which threatens food, nutrition and income security and agriculture production in the Highlands. An outbreak of COVID-19 in the Highlands, has the potential to have a significant deleterious effect on food supply and human nutrition for rural villagers, as well as those living in urban and rural non-village locations. With pig populations kept in semi-commercial, smallholder and village-based farming systems with free-range foraging husbandry practices with low negligible biosecurity measures including an estimated 1 million pigs being raised in the highlands villages26, the risk of spread is high and the impact of ASF may reduce the number of pigs by about 50 per cent. Pigs, being the most important local protein food source, are considered to be high in value in terms of nutrition and food security especially in the remote and inaccessible rural areas.27 The risk to nutrition and food security is further exacerbated by the declaration of Southern Highlands, Hela and Enga provinces as a diseased/quarantined zone to contain an eventual incursion along the Highlands region given the high resilient nature of the ASF virus, when one pig tested positive, the whole herd including the healthy pigs have to be euthanized, and whole area disinfected. This translates to prohibition of movements of live pigs and pig products in order to contain ASF spreading to other adjacent Highlands Provinces (e.g. Western Highlands, Jiwaka, Chimbu and Eastern Highlands). Critical to this strategy is a surveillance and response system that will enable early detection and timely response to deadly animal diseases.

24 http://actnowpng.org/sites/default/files/2011%20Census%20National%20Report.pdf 25 Allen, B., ‘The setting: land, economics and development in the Southern Highlands’, Conflict and Resource Development in the Southern Highlands of Papua New Guinea, Haley and May (eds.), Canberra, 2007. 26 Food and Agriculture in Papua New Guinea ‘ http://doi.org/10.22459/FAPNG.08.2009 ’ 27 EMC-AH ‘Rapid preparedness assessment for African Swine Fever’ Mission Report, October 2019

Another biosecurity concern with risk implications to food security is the FAW28, which has invaded the country and has to date been detected in the Western and Sandaun (West Sepik) Province. If left unmanaged, or in the absence of natural biological control, the FAW can cause significant yield and economic loss in maize and other crops impacting local food security. The extent of its spread is yet to be determined by the National Agriculture Quarantine Inspection Authority (NAQIA), however, it is a pest with severe risk on vegetable crops and need to be monitored closely.

The raising of pigs is one of the main income streams for families – with large pigs selling for upwards of PGK5,000 (and as high as PGK20,000 in politically central locations). Fruit and vegetables are predominantly cultivated for household subsistence with small portions for local sales. A World Bank sponsored project in the 1970s introduced cash crops, including coffee and tea, to the province, as part of a multifaceted area development project. The project which ended in 1985 included road, cash crops, food crops, nutrition, health and education activities with the objective to satisfy basic needs, increase participation in the cash economy and strengthening the provincial government29. However, food crops, agricultural extension services did not proceed well, and the development of cash crops such as coffee and tea were considered largely a failure30. To date, coffee and tea cultivation have largely declined across the two provinces. Reasons cited by communities for this include the high cost of transportation, price volatility, low access to markets (and factories) and law and order issues. The World Bank has since returned with a coffee project in the Southern Highlands with an announcement in 201631.

“Hand-outs” - the handing out of money from political sources - is both a growing trend and growing dependence as a source of income. This is potentially skewing incentives from traditional income streams into political allegiances; intensifying zero-sum resource competition. This trend risks polarising community-based politics further; “incentivising labour to move away from traditional livelihood practices to an industry of looking for “hand-outs” as reported by key informants. Coupled with the limited economic opportunities a recent trend is the evolution of conflict as an industry; including the spawning of “warlordism”, increase in number of mercenaries and the rounding up of unemployed youths to become hired fighters for political aspirants (with proceeds divided between the community fixer and divided amongst fighters). The President of the Southern Highlands Chamber of Commerce said ‘not many people get involved in farming here; they depend so much on royalties and on government activities... People rely pretty much on those two activities”32.

Improving alternative livelihood opportunities can include upgrading agricultural value chains and helping make them more climate-resilient, construction of more disaster-resilient housing, development of agro- processing and tourism development, public works such as construction of roads or other public assets, off-grid energy generation and much more.

A key impediment to investment and business development is the issue of land tenure. Land is jealously guarded within the tribe or clan since it possesses both economic (a communal asset held in posterity which provides traditional subsistence) and deep symbolic values (which groups and individuals both draw deep personal identities from. Additionally, in the vicinity of large resource projects, since it gives birth to a stream of benefits to landowners from large extractive projects. Worried about land alienation, traditional landowners only make informal arrangements that provide insecure, temporary land tenure.33 Thus, the

28 The Fall Armyworm is an insect native to the tropical and sub-tropical regions in the Americas’. In its larval stage, it can feed on more than 80 plant species, specifically maize, sorghum, sugarcane and wheat, including vegetable crops and cotton. 29 http://projects.worldbank.org/P004359/southern-highlands-rural-development-project?lang=en&tab=overview 30 http://documents.worldbank.org/curated/en/852741468915252568/pdf/multi0page.pdf 31 http://www.looppng.com/content/villagers-praise-world-bank-and-partners-coffee-rehab-work 32 https://www.businessadvantagepng.com/security-situation-a-setback-for-business-in-southern-highlands-province-says- chamber-of-commerce-president/ 33 Bainton, N. A., “Migrants, labourers and landowners at the Lihir Gold Mine”. In Filer, Co. and Le Meur, P.-Y. (Eds.), Large- scale mines and local-level politics: Between New Caledonia and Papua New Guinea (pp. 313-351), Canberra, ACT, Australia: ANU Press, 2017.

lack of available land inhibits the development of agriculture, as well as more durable investments on the land, such as housing construction or small infrastructure facilities.

The roll out of government services face manifold challenges in the two provinces. These include financial challenges (the cost of providing services over a highly dispersed population spread over vast and disconnected terrain), capacity challenges of those administering and implementing the services, and governance challenges including the misuse of funds/ and non-achievement of value for money. This has resulted in government infrastructure including offices, housing and supplies (medical, educational etc.) falling into disrepair, with additional erosion from natural disasters (such as the February earthquake) and acts of vandalism. In addition, “big man” patron-client governance has created an environment of favouritism, cronyism and nepotism. With reduced accountability and transparency and increasing accusations of cronyism, nepotism and corruption, these have combined to contribute to a downward trend in government service delivery.

The lack of banking penetration in PNG (20 percent of people have access to banking accounts), and remote location of many communities means that people face very high transaction costs, estimated to amount to about 15 percent of funds allocated. Nevertheless, the presence of banks and the reach of cellular networks is rapidly increasing with the support of local governments. With three mobile phone operators, the mobile penetration rate was 41 percent in 2014. The cost of making phone calls has been falling rapidly, and the number of smart phone users and data users is also growing, albeit from a low base. The mobile money market opened in 2011 and there are 5 mobile money operators, with about 300 thousand registered subscribers.34 This trend is likely to continue and will likely help reduce transaction costs and increase access to finance by indigenous households.

A broader problem is that in remote rural areas with very limited saving and investment opportunities, much of the financial resources coming from extractive projects, remittances or informal employment are used for consumption.35 Thus, there is a need to increase saving and investment opportunities and improve financial literacy. More worryingly, there are accounts that money is being re-invested in weapons, paving the way for more intense and deadly conflicts.

The two provinces receive little support from development partners; with very few local or international non-governmental organisations operating in either province. Faith Based Organisations provide a critically important source of service delivery playing a key role in filling the gap left by government, however, they are constrained by their own resourcing needs as well as operating within their policies and modus operandi. During periods of conflict, Faith Based Organisations can play key roles as connectors and mediators within and between communities, assuming they are not perceived as being partial to one group over another.

Governance and Human Development

As is the case in many resource rich contexts, the extent to which that wealth is distributed or shared among its population is meagre with both provinces experiencing very low levels of human and economic development. Southern Highlands Province and Hela Province are considered to have some of the lowest performing human development indicators in the country. The chart below shows that the highlands region as a whole has the highest percentage of all households living below the Upper Poverty Line36. Figure 5. Percentage of households living in below Upper Poverty Line across PNG in 2010, by region (PNG Regional Poverty Profile)

34 Grice, T. A., Mobile Transparency? Financial inclusion, mobile money and Papua New Guinea’s resources sector. The University of Queensland (CSRM) and the International Mining for Development Centre (IM4DC), 2015. 35 UNDP, 2014. 36 Gibson J., Two Decades of Poverty in Papua New Guinea, 2013.

Based on a snapshot of key human development indicators, both provinces experiences some of the lowest rates of access to clean water, sanitation, child vaccinations, literacy as well as ownership and use of bank accounts and mobile phones within PNG.37

In terms of improved sources of drinking water, only 39% of the population in Highlands region has access to such sources. This is significantly lower relative to other regions with Southern region at 55.9%; Momase region at 43.3% and New Guinea Islands region at 63.6%. Relative to the Highlands regional average, both Hela and Southern Highlands provinces have the lowest access rates at 30.9% and 19.4% respectively. Both provinces also experience similarly low rates of access to improved sanitation facilities at 10.2% and 19.9% respectively. Similarly, vaccination rates for children in Hela and Southern Highlands provinces are disproportionately lower than the regional average of 27.8% at 17.8% and 22.9% respectively.

Figure 6. Percentage of population with access to improved water sources, sanitation facilities and child vaccinations (PNG Demographic Theand literacy Health Survey levels 2016-18) in the two provinces are some of the lowest in country; and low by Highland standards particularly when disaggregated by sex. Compared to regional averages of 84.4% for males and 74.8% for females in the Southern region; 83.1% for males and 69.0% for females in the Momase region; 89.9% for males and 85.1% for females in New Guinea Islands region, the Highlands region has a literacy rate of 72.1% for males and 54.3% for females. In Hela and Southern Highlands provinces, this is even lower with 64.7% for males and 38.3% for females in Hela and 57.2% for males and 42.9% for females in Southern Highlands.

Figure 7. Literacy rates population (PNG Demographic and Health Survey 2016-18)

37 National Statistical Office, Papua New Guinea Demographic and Health Survey 2016-18, November 2019.

Rates of ownership and use of bank accounts and mobile phones within PNG provide another indication of the levels of human development in Hela and Southern Highlands provinces. In Hela province, 16.6% of males and 6.1% of females own and use bank accounts while 11.9% of males and 10.2% of females do so in Southern Highlands. These are significantly lower than the regional average of 20.4% of males and 15.2% of females in the Highlands region as well as in Southern region (30.0% of males and 22.1% of females), Momase region (31.8% of males and 17.8% of females) and New Guinea Islands (35.5% of males and 23.8% of females). Relative to Highlands region’s rates of ownership and use of mobile phones (48.6% for males and 31.7% for females), only 47.8% of males and 20.5% of females in Hela province and 33.8% for males and 21.1% for females in Southern Highlands province. This points to at least 10 percentage points lower than the regional average particularly for females.

Figure 8. Percentage of ownership and use of bank accounts and mobile phones (PNG Demographic and Health Survey 2016-18)

Local governance in Hela and Southern Highlands has been weak. As has been in the case in provinces hosting large resource extractive projects in PNG, parallel governance and financing arrangements are created by resource companies as part of their corporate social responsibility efforts to contribute to local development. It is therefore critical to strengthen local government institutions and their role on basic service delivery, provision of information, and protection of the rights of local communities.

In PNG where government budgetary allocations in the form of development grants are disbursed to both provincial governments and district development authorities, there is often risk of politicisation or misdirection of spending as well as sub-optimisation of the limited resources available. As such, it is important in Hela and Southern Highlands to encourage both provincial and district investments in local development based on alignment of national, provincial and district development priorities on the basis of complementarity. It is pertinent to engage both local politicians and administrators in the process of prioritisation to avoid spending based on narrow individual or group interests that would further entrench inter-group divisions and intensify resource competition and conflict.

While investments into social projects by resource companies tend to benefit the immediate area of impact, this strategy in both provinces is shifting in recent years to be more inclusive of communities beyond project areas. In Hela and Southern Highlands provinces, extractive companies have made mandatory and discretionary investments into livelihoods, health services, education, civic and community affairs. Better coordination can help expand communities’ access to these investments and enhance their sustainability.

Capacities of local governments need to be developed and development “quick wins” can be implemented. These can include public works projects such as construction of disaster-resilient public facilities such as schools and hospitals, roads and bridges, public information centres; small-scale energy generation facilities whether solar, small gas turbines or biogas; water supply and sewage facilities.

Rule of Law and Human Rights

This region is also marred by serious structural human rights violations with impunity, including inequality, and gender-based and sorcery accusation related violence. The ongoing tribal fights and weakness of the justice and security system in addressing this phenomenon has had serious implication on the enjoyment of constitutional rights, including the right to life, liberty and security, and the right to education, health and other basic services. Women, children, persons with disabilities and elderly people are mostly the victims of human rights violation. The participation of women in governance is very limited with serious socio- economic impact on women duet to a high level of polygamy practiced in the region.

A systematic documentation and reporting of serious human rights violation, which would have supported duty bearers’ accountability, is very limited due to remoteness and the lack of capacity of civil society operating in the area.

Government services to address tensions in many communities of the two provinces are limited. In many areas there is an absence of visible government presence, and government service provision, leaving significant gaps in rule of law and access to justice. The declining capacity of the state to deliver services, including rule of law and access to justice, is undermining its legitimacy to intervene. The police face challenges in implementing the law due to low police ratios (previously 300 police personnel: 500,000 population), low public confidence and opinion, and well-armed unlawful elements. This forms part of a wider phenomenon of tribal autonomy with limited recognition of government as the holder of power. As a result, handling of crimes, conflict mitigation, prevention and resolution largely rests with the communities. Most communities have a village court as their first entry point into the formal judiciary system. Village Courts are formal courts operating under the Village Courts Act 1989 and Village Court Regulations 1973 and employ customary methods of mediation and conflict-resolution which are basic concepts of restorative justice. Each Village Court has 4- 5 Village Magistrates (selected by the Community and appointed by the Minister for Justice as judicial officers); 3- 4 peace officers; and 1 clerk.

Many practitioners often lack training and technical knowledge applying legal frameworks and human rights principles in adjudicating cases. Reports from KIIS and Focus groups identify that this lack of training and technical knowledge is resulting in challenges in accessing justice, including erroneous decision making, unfair treatment (including gender disparities), delays in victims receiving justice, handling of cases that are not within their jurisdiction and corrupt practices. This can culminate with individuals and communities taking matters into their own hands. Mediation is an essential role played by community leaders and trusted independents brought in from other communities. Mediation can prevent tribal warfare over minor disputes, and stop its accumulation, via initiating the belkol38 and peace agreements to end fighting.

Disaster Risk

Disaster risks extend beyond the domains of the environment, climate change and development and into the political and social realm. Humanitarian crises are increasingly multi-faceted. Adverse impacts on localised ecosystems affect livelihoods, in particular communities in both provinces highly dependent on subsistence agriculture. Recent major disasters resulting from natural hazards in the Highlands clearly highlight the risks communities in Southern Highlands and Hela provinces face with humanitarian, development and peacebuilding consequences, from the devastating M7.5 Highlands earthquake in 2018, to severe widespread food and water shortages during El Niño events in 1997 and again in 2015/201639. During the 2015/2016 El Niño, an estimated 180,000 people, of which a majority were located in Southern Highlands and Hela provinces, were assessed to have experienced severe food insecurity which required humanitarian assistance.40

38 See box story for explanation of Belkol. 39 Bourke, R. M., The 1997 drought in Papua New Guinea: Development and Food Security, Development Bulletin Vol. 49, Jul 1999, pp. 40-41. 40 PNG Disaster Management Team, Papua New Guinea: El-Niño Response Plan (Apr-Sep), June 2016.

Such exposure, when interacting with corrosive social factors such as exponential population growth41, scarce resources, severe poverty, isolation, illiteracy, gender gap, and inequality can exhaust extant coping capacities, thereby triggering a cascade of effects such as heightened competition, land disputes and internal displacement that may lead to violence conflict and threaten human and community security.42

Climate change is also expected to increase climatic variability in PNG including the Highlands.43 Rainfall patterns are expected to become less predictable (i.e. high probability of increased annual and seasonal rainfall, and intense and frequent days of extreme rainfall), and with more frequent and intense extreme events, including droughts.44 While the effects of climate change do not directly cause violent conflict, it can further multiply risks known to contribute to insecurity, overburden limited community and state resources, and make already vulnerable communities more desperate and susceptible.

Support from Development Actors

Given the extant development challenges, both Hela and Southern Highlands provinces have not been as highly prioritised to receive broad-ranging development support from international development actors including the UN over the last 5-10 years to the extent as other higher profile provinces/regions such as Eastern Highlands or Bougainville. Nonetheless, there have been significant efforts by the Australian Government (through the Justice Services and Stability for Development programme) supporting the law and justice sector while the International Committee of the Red Cross (ICRC) addresses the humanitarian impact of violent conflicts. At the same time, companies operating in these provinces such as ExxonMobil PNG and Oil Search have been actively supporting aspects such as community livelihoods, education and health interventions in their project impact area and beyond in addition to their critical contributions during the 2018 Earthquake response. (See Annex A for indicative overview of aggregated support for development efforts).

41 National Disaster Centre (NDC) 2005 The Papua New Guinea Disaster Risk Reduction and Disaster Management National Framework for Action (2005–2015) 42 Climate Security Expert Network, Climate-Fragility Risk Factsheet: Pacific Region, August 2019 43 https://www.pacificclimatechangescience.org/wp-content/uploads/2013/06/14_PACCSAP-PNG-11pp_WEB.pdf 44 USAID, Climate Risk Profile: Pacific Islands, February 2018.

Pathways for Peace

“Violence is highly path dependent once it takes hold, incentives and systems begin to reorient themselves in ways that sustain violence”45. As such, a systematic, holistic development programme, based on identified pathways to peace is required to break this re-enforcing cycle.

Conflict is inherent in the two Highland’s provinces and across much of Papua New Guinea. Conflict is not exclusively negative; it provides creative energy for transformation and innovation but becomes destructive when its resolution degenerates into significant violence or heavy coercion. This occurs when a society apparatus is not endowed to manage conflict constructively and or when there is an exclusion from access to power, opportunity, services, realisation of human rights and security. Fertilising the ground for mobilizing group grievances to violence, especially in areas with weak state capacity and legitimacy as in the two provinces. If left to persist, conflict will continue to weaken social systems, disrupt service delivery, polarise the political environment, damage the legitimacy of government institutions, threaten livelihoods and displace entire communities. Increasing security will not in-itself contribute to sustainable peace, especially if implemented through excessive (top down) force, by the minority rather than harnessed bottom-up by the majority. It also will not address the root causes of conflict. Pathways to Peace identify interventions that build on indigenous conflict management mechanisms that are conflict sensitive, inclusive and sustainable.

The cause of a conflict breaking out between two (or more) groups can arise as a result of multiple factors, including: resources (financial and land), power (customary and political), ethnic divisions (restorative justice) and reprisal (“pay-back” to right a wrong); of which conflict triggers can consist of unexplained and accidental incidences, competition, political differences, petty crime, jealousy, adultery, “sanguma” (witchcraft) and sexual violence, among others. The impact of conflict is significant and expansive, resulting in fatalities, physical and psychological suffering, destruction of private and public property, sexual assault, curtailed freedom of movement, displacement and loss of access to services (education, health etc.) for potentially all affected groups.

Whilst incidences of violent conflict have been ever-present in the Highlands region, its trajectory over the last 30 years is particularly concerning; the current number of active conflicts in the two provinces, as put by a credible source, is eighty-five46. Beyond the incidences of conflicts flaring up, the intensity and impact is further compounded by the proliferation and increased use of illegal firearms resulting in a continuous cycle of retaliatory conflict and hyper-inflation of compensation. This is placing substantial pressure on the realisation of human rights, social and structural stability and human development in the region. As in any locality around the world that experiences protracted conflict (although in the Highlands it is more a series of regular acute crises and perpetual hostilities for those in close proximity), the consequences of conflict in the Highlands is the same: weakened social systems, reduced service delivery, eroded social structures and civic trust, hyper-polarisation of the political environment, damage to the legitimacy and confidence in government institutions, reinforcement of a culture of violence, disruption of social norms and social orders, threatened livelihoods and the displacement of entire communities. Exacerbated by poor governance, these highly fragile conditions pose a multi-dimensional challenge to economic and human development. Human and economic development in the two provinces are some of the lowest in a country that has saliently low levels overall. As in any other locality, the best way to prevent societies from entering a crisis, is by strengthening its resilience and ability to manage shocks: social, economic and environmental, through inclusive and sustainable development interventions.

Communities within these two Provinces, and near 100% of women and youth interviewed47, are demanding change and demanding a stop to conflict. Applying the UN’s Conflict and Development

45 International Bank for Reconstruction and Development/The World Bank, Pathways for Peace: Inclusive Approaches to Preventing Violent Conflict, 2017. 46 Requested to remain strictly anonymous. 47 Through focus group discussions and key informant interviews during community engagement sessions in Southern Highlands and Hela provinces conducted in August and November 2018 respectively.

Analysis to primary and secondary data collection, a Context Analysis was conducted to identify the key factors behind conflict and sustained peace in Southern Highlands Province and Hela Provinces; presenting opportunities to strengthen the connectors and reduce dividers through sustainable, inclusive development programming. The combined methodology applied included participatory methods via focus group discussions and key informant interviews, covering 350 people, and a cross section of secondary research.

Through the analysis, interventions were identified within the HJP that build on indigenous conflict management mechanisms that are conflict sensitive, inclusive and sustainable.

The 2030 Agenda is such a mechanism. The ‘sustaining peace’ goals outlined in the UN Security Council resolution 2282 and UN General Assembly resolution 70/626 highlight the need for more effective operationalization of preventative measures for conflict and crises. The Sustainable Development Goals (SDGs) calls for a balance among inclusive social, economic, political development, and environmental sustainability. In the declaration, the UN Member States asserted the inseparability: “there is no development without peace, there is no peace without development” – and that neither will be realized without human rights.

The Sustainable Development Goals presents pathways to peace that will contribute directly towards the country progressing and achieving the 2030 Agenda. The HJP will contribute to the following goals: Figure 9. Multi-dimensional sustainability framework  SDG 1 (No poverty)

 SDG 2 (Zero Hunger)

 SDG 3 (Good Health and Wellbeing)

 SDG 4 (Quality Education)

 SDG 5 (Gender Equality);

 SDG 6 (Clean Water and Sanitation)

 SDG 7 (Affordable and Clean Energy)

 SDG 8 (Decent Work and Economic Growth)

 SDG 10 (Reduced Inequalities)

 SDG 13 (Climate Action)

 SDG 16 (Peace, Justice and Strong Institutions)

 SDG 17 (Partnerships for the Goals)

In addition to the SDGs, the HJP contributes significantly to the achievement of the country’s development goals and the UNDAF. The Medium-Term Development Plan III (2018-2022) integrates localized SDG indicators and underpins the priority development process. The seven pathways for peace within the HJP

will contribute to six of the eight key results areas and fourteen goals in the Medium-Term Development Plan III as follows:

Key Result Area 1. Increased Revenue and Wealth Creation 1.3 Create more employment and economic opportunities for youth and build the capacity of productive workforce 1.7 Women’s economic empowerment Key Result Area 3. Sustainable Social Development 3.1 Improve Education Services and Outcomes 3.2 Improve Health Services and Outcomes 3.3 Resourceful and Productive Youths 3.4 Sports as Catalyst for Social Capital and Nation Building 3.5 Equal Opportunity for All to Participate in, and Benefit from Development 3.8 Improve Immunisation Coverage Key Result Area 4. Improved Law, Justice and National Security 4.1 Improve enforcement of the rule of law and prosecution by capacitating law and order agencies and further rollout of law and justice sector programs throughout most parts of the country including rural and remote areas Key Result Area 5. Improved Service Delivery 5.1 Effective Public Service Machinery 5.2 Integrated Approach for Service Delivery in Districts Key Result Area 6. Improved Governance 6.1 Promote good governance Key Result Area 7. Responsible Sustainable Development 7.3 Manage and Reduce the Risks of Natural Disasters thereby increasing the Resilience of PNG Communities to Disasters 7.4 Sustainable Use of Water

The HJP contributes to the four results areas in the UN Development Assistance Framework (2018-2022) based on the SDG key elements (People, Peace, Planet, and Prosperity). With each outcome based on the Human Rights Approach and the outputs based on supply, demand and enabling environment, the HJP contributes directly to UNDAF ‘peace’ outcome “by 2022, government and non-governmental institutions demonstrate improved transparency, accountability, delivery of justice and promotion of peace and security”. The HJP is also firmly aligned to the priorities of the Hela Peace and Development Roadmap.

Programme Validation

At the Hela Peace and Development Workshop which took place in October 2019 in Tari, the HJP’s design and implementation approach was validated by key stakeholders including national and provincial authorities, relevant national government agencies, civil society organizations, faith-based organizations, private sector actors and development partners.

Indicative Pathways

“Law and order is not a matter of controlling people; but

including them in development”48

To succeed in achieving lasting peace and sustainable development, the Highlands Joint Programme is a holistic, multi-sectoral programmatic response based on context and comparative strengths of the UN. The programme design is based on a human-rights based (HRBA), people-centred, capacity development approach that integrates the three core principles of prevention highlighted by Pathways for Peace (Figure 7).

1. Prevention must be sustained over the time needed to address structural issues comprehensively, strengthen institutions, and adapt incentives for actors to manage conflict without violence

2. Prevention must be inclusive and build broad partnerships across groups to identify and Figure 10. Core Principles of Conflict Prevention address grievances that fuel violence.

3. Prevention must proactively and directly target patterns of exclusion and institutional weaknesses that increase risk.

The programme revolves around seven pathways to peace grouped into three themes:

Community 1. Women and Youth Development 2. Resilient Communities

3. Disaster Risk Management

Building Bridges for 4. Rule of Law Peace 5. Social Cohesion

Accountable 6. Government Services Government 7. Leadership

48 John Kaputin, Minister for National Planning, 1979, https://www.jstor.org/stable/173761?readnow=1&loggedin=true&seq=20#metadata_info_tab_contents

Whilst individual pathways appear discrete, they are inextricably interlinked and directly contribute to the achievement of peace. If all components are integrated and implemented together, the outcomes will be optimised.

Figure 11. Pathways to Peace

It is important these pathways are sustained over the time required to address the structural issues that lie at the heart of the system, including patterns of exclusion and institutional weaknesses and adapt incentives for actors to manage conflict without violence and sustain peace. Interventions must be inclusive of all and focus on building partnerships and relationships across groups.

Pathway 1 – Women and Youth

“The more women are excluded the more militaristic, ethnically marginalized and conflict- prone state politics becomes”.

Women experience high rates of gender-based violence at the individual, institutional and structural levels and are underrepresented at all levels of governance and in decision-making.49 Women have in the past influenced and continue to build peace and promote inclusion, good governance and justice. If a just and lasting peace is to be built, women need to be present to discuss issues that impact their lives, such as peace and security; rule of law and impunity; be economically empowered as well as access to and control over assets and social services. An end to conflicts cannot be forged through only a top-down peace process, but through a more inclusive process that incorporates the role of women playing more critical roles in building peace from the bottom up and the top down, engaging multiple stakeholders. Currently, there are no women in PNG’s national Parliament (out of 111 seats) nor within political and administration leadership in both provinces. Women are also excluded from decision-making at the community and household level. While changing attitudes, norms and behaviours is a highly complex undertaking, interventions including extension of support to existing community structures and economic empowerment which promote and enhance the role of women and youth in community decision is critical to transforming current norms. Important elements of this work include supporting activities that will provide women “something to lean on” to elevate their voice when engaging in community and household interaction, encouraging more equitable division of labour between men and women at the household and community level, and also supporting women’s economic empowerment.

49 Committee of the Convention on the Elimination of All Forms of Discrimination Against Women, Concluding Recommendations to Papua New Guinea, 2010, p.8.

The disenfranchised youth population in both provinces has consistently been perceived by communities as a problem due to drug and alcohol abuse or their involvement in tribal fights as hired fighters50. By providing access to education, technical and vocational skills training, and viable employment opportunities, youth are able to regain their places within their communities while drawing them away from negative pursuits such as seeking employment as hired fighters. Due to the erosion of traditional youth initiation practices, it is also vital to support traditional community leaders in adapting their leadership skills while supporting the youth in developing a positive self-image that does not revolve around tribal fighting such as acting as ambassadors or advocating for peace.

Pathway 2 – Resilient Communities

A key root cause for conflict in the two Highland’s provinces is poverty resulting in intensified resource competition. Communities in both provinces are currently stuck in a poverty trap, with limited access to public services, opportunities for self-development and the ability to earn an income. This lack of opportunity is a key initiator of social disorder. Within the provincial context, there remains scope for growth of alternative livelihoods to diversify communities’ over-reliance on subsistence agriculture supplemented with remittances, employment as hired fighters, and political handouts. An enabling environment for economic diversification is required that includes skills and vocational development, support for business start-ups and access to markets, as well as the opportunities for people to find employment in other parts of the country and region. Providing unemployed youth with such opportunities creates a virtuous cycle thereby reducing the propensity for conflicts to achieve scales of full-blown tribal fights and also tempering the uncontrolled population growth in these provinces. Financial literacy training and access to formal savings mechanisms should be introduced and designed to support financial management, including savings and investment of cash generated from local sales. This will particularly benefit and empower women. Given the intensification of subsistence agriculture under the pressures of demographic change, strengthening community resilience needs to account for sustainable environmental management and the risks of degradation and its consequences in the lives and livelihoods of the people.

Pathway 3 – Disaster Risk Management

Environmental hazards and climate change are leading drivers of food, health and economic insecurity and internal displacement in PNG.51 The impact of climate change and natural hazards has been increasing in frequency, intensity and scale, resulting in disasters which challenge the ability of communities to cope using their indigenous/traditional risk reduction knowledge. Extreme environmental hazards in PNG continues to damage social infrastructure and undermine efforts towards sustainable economic growth while risks associated with the outbreaks of COVID-19 and African Swine Fever point towards the need for a broader understanding of hazards as external shock to negatively impact already vulnerable communities. Given the context of communities’ freedom of movement being restricted to well-defined physical tribal spaces, forced displacement due to the shocks of natural hazards or the longer-term impact of climate change will inadvertently trigger conflicts. Programmes that address climate change adaptation and disaster risk reduction will greatly enhance community and household resilience and contribute to a reduction of stress on an already fragile system and support communities to avoid displacement and remain in-situ. Programmes that identify the broader environmental risks that communities face, and strategies and interventions that can mitigate those risks would be highly relevant. Many communities continue to live in fear that a second major earthquake may occur. This persistent uncertainty and lack of control has led many to change their behaviours towards agriculture practices, movements outside the communities and has fuelled superstition and blame. Initiatives that explain the different environmental risks, their origins and possible impacts will better inform communities to prepare and cope with shocks if they occur. It is also essential that interventions are informed by downscaled sub-provincial multi-hazard

50 According to anecdotal evidence, individual fighters are paid on averaged hundreds of kinas per job, but this is largely dependent on the perceived skill and experience of the individual, risk levels as well as the overall size of the ‘contract’. 51 ADB, op cit., p.76.

risk assessments and vulnerability assessments (particularly accounting for critical vulnerabilities such as female headed-households and persons living with disabilities).

Pathway 4 – Rule of Law

A fundamental premise in achieving lasting peace is the recognition of individual rights, by both duty bearers and rightsholders. Widespread human rights abuses such as Gender-based Violence (including rape and sexual assault), Sorcery-related violence, human trafficking, and financial and emotional violence as a result of polygamy contribute to household conflict which in turn can trigger an escalation of violence into intra/inter-tribal conflict. Coupled with the proliferation of arms and the conditions supporting the rise of “warlordism”, the rule of law in Hela and Southern Highlands is consistently undermined to the detriment of communities.

Figure 12. Problem Pathways Undermining Rule of Law due to Persistent Armed Conflict

The capacity of key relevant local institutions and stakeholders including village courts, peace and good order committees, police, faith-based organisations, women and youth groups can be strengthened to support grievance pathways and mediation so that small disputes are dealt with quickly before they escalate into full-blown conflicts. Strengthening “peace makers” and alternative mechanisms for resolving disputes, other than violence, can bring real gains to communities and complement the existing support to the formal justice institutions provided by the Australian Government-funded Justice Services and Stability for Development programme. Recent experiences from pilot projects have also reinforced the mutually supportive roles of local security forces and neutral peace negotiators to facilitate the achievement of peace agreements.52 Equally important is the strengthening of the judicial system to ensure conflicts are managed in a fair, standardised, and institutional manner.

52 In 2018, UNDP supported the Catholic Diocese of Mendi to successfully facilitate the negotiation of peace agreements for two prolonged tribal conflicts in Hela.

Figure 13. Solution Pathways Supporting the Reestablishment of Rule of Law

Pathway 5 – Social Cohesion

The people of Southern Highlands and Hela Province continue to live largely traditional lives, through clan and tribal affiliations. Unlike the more nucleated villages of the coast, households are geographically dispersed with each clan/sub-clan/household living on well-defined hereditary land parcels. Until recently communities had little connection with those outside of neighbourly proximity. This is evident by the ethnolinguistic evolution across the two provinces. Communities therefore have fewer relationships the greater the distance they are from one another and from the towns. With the advent of roads, the development of urban centres and the increasing proliferation of telecommunications this is however changing. Programmes that support the development of relationships across communities will support the development of social connections that can not only support mediation and peace, but develop relationships to prevent future violence. As common across fragile states, conflict divides people, erodes trust and social norms. Projects that can bring communities together through a development project can re-establish trust and social norms. Activities that bring communities together will yield higher peace and development dividends. Women and youth in community consultations have identified joint activities in sport, knowledge sharing, educational and cultural programmes, church, and partnering for community development that would help achieve this.

Pathway 6 – Government Services

Service delivery does not have a direct relationship with violent conflict. However, it affects state legitimacy and the ability of the state to mediate conflicts. Key impediments to service delivery in the Highlands include (a) inadequate popular participation in development; (b) lack of officials trained to perform duties at the local level; and (c) absence of a functioning governance system with clear roles, responsibilities, accountabilities, monitoring systems, (d) lack of transparent inter-government funds transfer systems to support fiscal decentralization, (e) the non-availability of a predictable formula based discretionary capital expenditure allocation from national budgets, and (f) the non-availability of a performance based recurrent operations budget to allow LLGs to fulfil their mandates applying a formula approach53.

Figure 14. Problem Pathways Leading to Lack of Access to Basic Services

Interventions in the HJP will address governance-related challenges, including good public financial management practices that supports a de-coupling of politics and service delivery. Technical and programmatic support to both the education and health sector that results in improved access for rural communities will greatly improve the lives of men, women and children and relieve competition to access services. Access to tangible basic services such as health, education, shelter and livelihoods in a post- conflict setting will be targeted towards communities which have recently arrived at peace agreements including through community management of local service delivery points (e.g. health posts and schools). While supporting communities in their post-conflict recovery, this will further entrench the peace by reinforcing the dividends from peace and create disincentives to revert back to conflict.

53 UNICEF, Situation Analysis of Women and Children in Papua New Guinea, 2016.

Figure 15. Solution Problem Pathways to Improve Access to Basic Services In addition, this is an opportunity to bring provincial and sub-provincial/local actors together to discuss risks and strategies to mitigate these going forward under a peace and development framework. This can present an opportunity to create dialogue platforms involving all of society, not just the state. These include women, youth, the private sector and civil society, faith-based actors. Clear plans owned by all stakeholders will increase coordination and ownership between the different implementing bodies. To further strengthen and entrench communities’ respective commitments to peace, Community Peace for Development Plans (CPDP) developed with select communities could serve as models for surrounding communities.

Pathway 7 – Leadership

A key factor to conflict is an absence of trust. Distrust can occur at community leadership, administrate leadership and political leadership levels. Programmes that support development of pluralistic institutions, at all levels from community to provincial level will increase participation, dialogue, and inclusion of voices from a spectrum of society including minority groups and the disenfranchised. The UN has successfully worked with communities in other highland’s provinces to reform decision-making and community level governance mechanisms. This has resulted in successful changes of community policies regarding polygamy, Gender Based Violence and development outcomes, including health, education and livelihoods. Lessons and best practices on how communities can reform and open-up their decision making to the whole community, and the results this brings, should be disseminated across groups and where possible facilitate cross pollination of ideas by arranging community exchanges. An important aspect is the introduction and maintenance of inclusive participatory planning and budgeting processes, and the inbuilding of systems and processes that support transparency related to public sector budget expenditure. This also includes the materials the UN has to hand in terms of good practice manuals54 and audio-visual55. In addition, multi-purpose capacity courses can be designed at the local level, supporting already existing dialogue structures to re-enforce the leadership and managerial capacity of local leaders at the community and administrative levels.

54 UNDP, Community Development in Papua New Guinea “Yumi Olgeta Wok Wantaim” A Good Practice Manual, 2017. 55 https://www.youtube.com/watch?v=CY30e-mnY0c

Programme Logic

Guided by the UN and World Bank’s Pathways for Peace, the programme logic posits that - if there is a collective focus on addressing the root causes of violence and conflict in the Highlands, then duty bearers and rights-holders will be increasingly empowered, so that a critical enabler for peace and development is strengthened to sustainably support the achievement of the government’s development plans as follows:

Women and youth are actively engaged in community peace building mechanisms about inter- group conflict;

Communities have access to community support systems and economic opportunities;

Communities are able to absorb shocks from natural hazards;

Communities are able to access to justice;

Communities have increased positive inter- and intra-group relationships;

Government is able to provide basic services inclusive, equitable manner;

Responsible leadership is practiced at government and community;

THEN

Participation in violent conflict will reduce

Community resilience will increase

Conflicts will be resolved through peaceful means

Trust in government and state institutions will increase

BECAUSE

More engagement on constructive roles

There is less competition for resources

Motivation for violent conflict will decrease/peace dividends increased

Less use of informal violent conflict resolution,

Increased rule of law, increase use of formal justice system/conflict resolution/prevention

Results Framework

With the programme design predicated on a human-rights, people-centred, capacity development approach that integrates the three core principles of prevention, the results framework focuses on developing the capacity of rightsholders and duty bearers and, creating and reinforcing enabling environments to promote mutually supportive, compatible peacebuilding and development approaches in the target locations in Hela and Southern Highlands provinces affected by conflict.

People-centred/Human-Rights Based Approach

Each outcome focuses on either rightsholders (outcome 1 & 2) or duty bearers (outcome 3 &4) whether it is their own individual capacity or fostering an enabling environment.

Capacity Development Approach

Drawing from the UNDG definition of capacities, the programme targets capacity development in order to achieve peacebuilding and development results at both individual (Outcome 1 and 3) and the structural and enabling environment levels (Outcome 2 and 4), which includes community and organizations.

Outcomes Outputs Geographic Area Indicative Budget (USD) Outcome 1: By 2022, Output 1.1: Women and youth are Communities in: Total: communities affected by prepared for leadership roles in established $958,299 conflict in the Highlands community peace building mechanisms Hela have increased capacity  Tagali Rural LLG  Hayapuga Rural to promote and demand Indicative Activities (UNDP, UNW, LLG for peace and social UNFPA):  Komo Rural LLG cohesion  Hulia Rural LLG  Strengthening women’s mediation  South Koroba capacity (UNW) Rural LLG  Enhancing women’s participation in politics (UNW) SHP  Establishing networks of young women  Kagua-Erave advocates (UNW)  Nipa-Kutubu

 Conduct Sana Wantaim campaign  Mendi-Munihu

(UNW)  Provincial sports for peace leagues (UNDP)  Targeted counselling and mentoring of ex-fighters and youth (UNDP)  Enhancing capacities of youth to meaningfully engage in peacebuilding activities and mechanisms through self-management clinics, UNSCR 2250 (UNFPA)  Establishing/ enhancing youth networks (UNFPA)

Output 1.2: Peace building and human Communities and Total: rights monitoring skills and tools are faith-based $2,936,291 entrenched in communities, churches/faith- organisations in: based organizations and civil society Hela organizations  Tagali Rural LLG  Hayapuga Rural Indicative Activities (IOM, UNDP, UNFPA, LLG UNICEF, UNW):  Komo Rural LLG  Hulia Rural LLG

 Inter- and intra-communal conflict  South Koroba assessment/scoping, facilitated Rural LLG mediation and community-level consultations to address most pressing SHP  Kagua-Erave issues and grievances (UNDP)  Nipa-Kutubu  Community facilitation teams for  Mendi-Munihu community peacebuilding and development plans (IOM)  Training local traditional community/tribal leaders with leadership/conflict resolution and mediation skills (UNDP)  Training of youth on leadership and conflict management (UNFPA)  Developing community by-laws for peace (IOM/UNDP)  Community dialogues on peace (UNW/UNDP/UNFPA)  Advocacy interventions for Peacebuilding, #ENDviolence and young males (UNW, UNICEF, UNFPA)  Parenting for Child Development (UNICEF)

Outcome 2: By 2022, Output 2.1: Sustainable development and Communities in: Total: Highlands’ communities livelihood opportunities available to $7,450,500 and households have communities are increased Hela improved resilience to  Tagali Rural LLG  Hayapuga Rural manage risks and Indicative Activities (FAO, UNCDF, UNDP, LLG UNW): mitigate shocks from  Komo Rural LLG conflict and man-  Hulia Rural LLG made/natural disasters  Rural development/cash crops  South Koroba including using e-agriculture (i.e. Rural LLG coffee, honeybees, livestock, food gardens) (FAO) SHP  Market vendors engagement in market  Kagua-Erave management (UNW)  Nipa-Kutubu  Women’s economic empowerment for  Mendi-Munihu cash crops (FAO)  Transforming gender roles in agriculture & family teams - increase male engagement (UNW)  Extension of services in rural resource centers (FAO)  Connecting ex-fighters with local labour opportunities and skills programmes (UNDP)  Assessment of demand for goods, services and skills from extractive companies, national and international markets (UNDP)  Assessment of capacity gaps and training needs of local businesses (UNDP)  Enhance food/nutrition security (FAO)  Enhance financial literacy through financial education and promoting

women and youth savings groups (UNCDF)  Incubate local entrepreneurship amongst women and youth through trainings, access to finance and access to markets and establishment of Economic Empowerment Fund (UNCDF)

Output 2.2: Critical community support Communities in: Total: systems are prepared to absorb shocks $4,099,625 from conflict and man-made/natural Hela disasters  Tagali Rural LLG  Hayapuga Rural

LLG Indicative Activities (FAO, IOM, UNDP,  Komo Rural LLG UNFPA, UNICEF, UNW):  Hulia Rural LLG  South Koroba  Access to safe markets and public Rural LLG transport system (UNW)  Gender-sensitive Community Based SHP Disaster Risk Management including  Kagua-Erave disaster early warning system (IOM,  Nipa-Kutubu UNW)  Mendi-Munihu

 Restore and equip evacuation centres (IOM)  Delimiting survey conducted to asses extent of spread of disease (FAO)  Strengthen biosecurity measures in order to control and contain ASF (FAO)  Movement control of live pigs and pork products going in and out and within Hela and Southern Highlands (FAO)  Personal protective equipment (PPE) procurement for Officers conducting delimiting surveillance and procuring and distribution of communication items (FAO)  Strengthening biosecurity measures  Climate sensitive resilient agriculture (FAO/IOM)  Promoting nutrition-sensitive agriculture and alternative protein source (FAO)  Physical Community structures and spaces for WASH, youth friendly spaces, early childhood development centres (UNICEF, IOM, UNFPA)  Rehabilitate or install clean/safe water sources (IOM)  Climate sensitive resilient agriculture (FAO/IOM)  Disaster preparedness for schools and GBV/SRH services (UNICEF/UNFPA)  Provincial disaster risk management capacity building (UNDP)

Outcome 3: By 2022, Output 3.1: Traditional/non-traditional Service delivery Total: traditional/non-traditional leaders and service providers capacitated facilities in: $4,083,666 leaders and service to address different dimensions of risk and providers have enhanced improve service delivery Hela  Tagali Rural LLG knowledge and skills to  Hayapuga Rural integrate peacebuilding Indicative Activities (UNCDF, UNFPA, LLG and human rights UNICEF, UNW):  Komo Rural LLG strategies into service  Hulia Rural LLG delivery in conflict  Capacity development of health  South Koroba affected areas in the workers on improved service delivery Rural LLG highlands (nutrition/supplementation, immunization, emergency obstetric SHP  Kagua-Erave and newborn care, gender mainstreaming, family planning, CMR  Nipa-Kutubu  Mendi-Munihu and health response to GBV) (UNICEF,

UNFPA) as well as:  Support community mobilisers in Learning and Empowerment Protection Hela and SHP centers to coordinate points of service provincial delivery (UNW) administrations  Health Island Programme and Community-led total sanitation (UNICEF)  Capacity development of police, village court officials and child protection officers for juvenile justice (UNICEF)  Capacity development of teachers to on how to create a culture of peace, integrating peace-oriented approach into lessons plans and how-to apply peacebuilding competencies within teaching methods (UNICEF)  Family sexual violence action committee secretariat capacitated to enable access to services for survivors (UNFPA)  Enhance local development by strengthening financial management, procurement and technical capacity of local governments to implement targeted public works (UNDP/UNCDF)  Developing and delivering training on community engagement and communication to local government (UNDP)

Outcome 4: By 2022, Output 4.1: Physical and non-physical Provincial and Total: public institutions in the institutional arrangements supporting/for district service $2,455,850 Highlands have people- local peace and development efforts providers in Hela and centred, proactive and established based on evidence SHP transparent/accountable systems to support Indicative Activities (IOM, UNDP, UNFPA, effective leadership that UNICEF, UNW): promotes peace, security and human rights  Establish Highlands Center for Peace and Reconciliation (UNW)  Formulate referral pathways to access justice and address grievances, child protection case management, GBV, human trafficking (IOM, UNDP, UNFPA, UNICEF)  Community coordination mechanism to link with development assistance (UNDP)

Output 4.2: Information systems Hela and SHP Total: established to generate evidence and provincial $817,100 transfer knowledge on human rights, administrations peacebuilding and conflict

Indicative Activities (IOM, UNDP, UNFPA):

 Displacement profiling and tracking (IOM)  Conflict mapping and monitoring including assessment and mapping of combatants, militant gangs and vulnerable youth, using field work as well as mobile network analyses (IOM/UNDP)  Information management systems for GBV (UNFPA)  Capacity assessment of rule of law institutions for capacity building planning (UNDP)  Assessment of information needs of different groups in local communities (UNDP)

Output 4.3: Inclusive accountability 1. Hela and SHP Total: arrangements are articulated to ensure provincial $797,484 involvement of communities and local civil administrations society in decision-making 2. DDAs in: Hela

 Tari-Pori Indicative Activities (IOM, UNDP, UNFPA,  Komo- UNICEF): Magarima  Koroba-Kopiago  Inclusive conflict sensitive provincial/district development SHP planning (UNDP)  Kagua-Erave  Nipa-Kutubu

 Community engagement - Community  Mendi-Munihu dialogues/forums, district peace conferences, Government-community- 3. Communities in: private sector dialogues, (IOM, UNDP) Hela  Development of provincial and district  Tagali Rural LLG multi sectoral child protection and  Hayapuga Rural health (nutrition, epi, MNCAH and LLG PPTCT) plans and integration into  Komo Rural PSIP/DSIP (UNFPA, UNICEF) LLG  Hulia Rural LLG  South Koroba Rural LLG

SHP  Kagua-Erave  Nipa-Kutubu  Mendi-Munihu

Programme Management Costs Total: $5,188,912

Management and Coordination Arrangements

The Programme will be jointly implemented by six participating UN organisations (FAO, IOM, UNDP, UNFPA, UNICEF, UN Women). As agreed by participating UN agencies, UNDP will serve as the Convening Agency (CA) coordinating the overall joint programme and ensuring technical coherence across the Programme. As such, UNDP will lead overall coordination and monitoring of programmatic activities, overall narrative reporting and facilitate the governance of the programme.

The UN Resident Coordinator (UN RC) will provide strategic guidance and high-level oversight to facilitate effective coordination of Programme activities. This will be done in accordance with the Programme’s objectives, approach and scope as set out in the Programme Document and aligned with national development needs and priorities as well as the UNDAF and international norms and standards.

The Programme will be implemented by participating UN organizations following the Direct Implementation Modality (DIM) with the UN Resident Coordinator coordinating common agreed priorities and speaking on behalf of participating UN organizations on collective common issues. Programmatic and operational responsibilities i.e. implementation of the Programmatic activities, rests solely with the participating UN organizations.

To ensure alignment with the UNDAF and Delivering as One approach, participating UN organizations are a sub-working group under the Peace Results Area.

National, regional or international governmental or non-governmental organizations, civil society organizations and/or private sector partners (as permitted by the rules and regulations of participating UN organizations) that may work with Participating UN Organizations to implement the Joint Programme as Implementing Partners.

Governance Arrangements

The governance of the programme will be ensured through a two-tier structure:

 Oversight and strategic guidance through a Programme Steering Committee (PSC);  Operational coordination through a Programme Coordination and Monitoring Team (PCMT).

Together with the Hela and Southern Highlands provincial governments, the Department of National Planning and Monitoring (being the lead Government department on development planning and implementation) will be consulted in the appointment of the government officials to the Programme Steering Committee while the UN RC serves as the co-chair. This will ensure that the programme is closely linked to national and provincial priorities.

The Programme Steering Committee (PSC) is the decision-making authority for the HJP, providing strategic guidance. This includes approving the Joint Programme Document, Joint Annual Work Plans and any ad-hoc revision, and endorsement of allocation of un-earmarked funding. The PSC will, as a minimum, meet on a bi-annual basis but may meet more frequently if required, and will carry out its roles and responsibilities in accordance with the approved Terms of Reference (see Annex B). The PSC will also consult regularly with respective Provincial Coordination and Monitoring Committees to ensure coordination and accountability. The Programme Coordination and Monitoring Team will be chaired by UNDP who will also provide Secretariat services to the Programme Steering Committee.

The PSC is composed of:

Chair Secretary, Department of National Planning and Monitoring

Co-Chair UN Resident Coordinator Members Provincial Administrator (Hela Province) Provincial Administrator (Southern Highlands Province) Representative, Provincial Local Level Services Monitoring Authority (PLLSMA) Representative, Social and Law and Order Sector Heads (SLOSH) Donor Representatives Resident Representative, UNDP Head of Office, FAO Chief of Mission, IOM Financial Inclusion Specialist, UNCDF Representative, UNFPA Representative, UNICEF Country Representative, UN Women Secretariat Programme Coordinator, UNDP

The Programme Coordination and Management Team (PCMT) provides critical field-level operational and programmatic coordination to the HJP. The overarching task of the PCMT will be to directly support all PUNOs to ensure synergies between the programme components/sub-projects, preparing compiled programme AWP and reports, and facilitating outcome monitoring and evaluation. The PCMT established by UNDP as Convening Agency, will be led by a Programme Coordinator. UNDP will provide day-to-day oversight of the PCMT, which is accountable to the Resident Coordinator and the Heads of participating UN Organizations. This vital coordination support role will be prioritised to receive new funding contributions (from 2020) from both earmarked and un-earmarked resources in accordance to the fund allocation principles outlined in the Terms of Reference of Figure 16. Structure of Programme Coordination and Management Team the Programme Steering Committee.

The Programme Coordinator is directly responsible to the UN Resident Coordinator and the UN Country Team for the effective implementation of HJP activities. A key function of the Programme Coordinator is to support the translation of strategic and programmatic decisions taken by the PSC to actual micro-planning of activities while conversely advising the PSC on potential implications of those decisions. This requires the Programme Coordinator to closely consult with the Peace Priority Working Group and agency focal points (in Port Moresby), and agency leads (in the field). The Programme Coordinator will also consult regularly with respective provincial administrators, relevant district administrators and other development actors to facilitate implementation of the HJP.

The PCMT comprising Coordination, Information Management, Monitoring and Evaluation, and Safety and Security roles will perform the following key roles:

 Coordinate with agency leads and all HJP partners and stakeholders;  Coordinate and compile annual work plans and narrative reports;  Coordinate and compile HJP inputs to UNDAF joint annual work plans;  Coordinate monitoring of annual targets;  Coordinate and compile HJP inputs to UNDAF joint annual reports;  Convene and report on Steering Committee meetings;  Facilitate audits and evaluation of the programme;  Report back to the Steering Committee;  Involve in day-to-day coordination between the programme components/sub-projects including field-level joint planning and monitoring field implementation (but does not hold any financial or programmatic accountability);  Provide coordination support on cross-cutting programmatic issues;  Coordinate the programme’s joint community engagement efforts;  Support the programme’s efforts to promote human rights; and  Coordinate joint communications efforts. Work plans will be the main management instrument governing the implementation of the project. The PCMT jointly prepares an AWP with well-defined result indicators, using the standard format for joint UN programmes. Annual Work Plans will be approved by the PSC. Upon approval, the work plan will be an instrument of authorization to respective participating agencies for implementation of activities. HR mobilization and procurement plans would be added to the AWP as annexes and would be subject to review and endorsement by the PSC. (See Annex C for AWP template.)

As specified in their individual role descriptions, the Programme Coordinator and participating UN organizations will meet formally once per quarter, to review progress, manage risks, and prepare the joint programme AWP. The meetings shall be convened and chaired by the Programme Coordinator. participating UN organizations will be represented by technical-level Country Office-level programme implementation focal points or UN agency management representatives, as appropriate. These meetings will be the forum for preparation of the joint programme AWP before it is submitted to the PSC.

At the field level, the PCMT based in Tari/Mendi56 will focus on facilitating the coordinated micro-planning and implementation of activities while also monitoring the permissibility of the operating environment. Field coordination and planning sessions with agency leads in the field will take place at regular intervals (minimally monthly) to develop and adjust integrated implementation plans to ensure appropriate phasing of interventions and activities to be mutually supportive while avoiding overlapping activities at the same time, addressing the same communities. Drawing on the experience from the 2018 humanitarian response, this coordination will also ensure complementarity, economies of scale and closer links between the pathways so when a community, communities, or government officials are gathered for capacity building there can be several activities from different pathways covered, exposure of UN personnel minimised, logistics economised.

In the event of a major disaster in either province requiring humanitarian assistance from the UN, the PCMT will initially act as the platform for humanitarian coordination and transition to facilitating deployed OCHA/UNDAC coordination teams in coordination with government authorities, local communities, and humanitarian clusters and actors.

Fund Management Arrangements

The PNG UN Country Fund57 allows the UN in PNG to move towards a single financing method for development and provides a means for further harmonization of the UN funding mechanisms in PNG. To minimize transaction costs for partners, the PUNOs will jointly mobilize the required additional resources

56 To be co-located at the Joint UN Field Office/Hub being established in either Tari or Mendi. 57 Papua New Guinea UN Country Fund Terms of Reference (2018-2022)

and developed a single report for the Government of PNG and donors to provide an annual update on UN contributions to the joint programme’s results.

In line with efforts to harmonize funding mechanisms, the administration of the joint programme follows the combination “Pass-Through and Parallel” fund management modality with the PNG UN Country Fund enabling the former, in accordance with the planning and financial procedures as explained in the “UNDG Guidance Note on Joint Programming” (August 2014).

The Multi-Partner Trust Fund Office in New York has been appointed by Participating Organizations as the Administrative Agent of the PNG UN Country Fund. As per the Memorandum of Understanding concluded between participating UN organisations and the administrative agent, the responsibilities of the administrative agent include: the receipt, administration and management of contributions from donors, disbursement of such funds to the participating UN organisations in accordance with the approved programmatic documents and provision of consolidated reports to the Resident Coordinator on the PNG UN Country Fund. These reports are then submitted to the UN Country Team, the Government of PNG- UN Programme Steering Committee, and to each donor.

The cost recovery for the PNG UN Country Fund is guided by the applicable provisions of the Terms of Reference, the Memorandum of Understanding concluded between the Administrative Agent and Participating Organizations, and the Standard Administrative Agreements concluded between the Administrative Agent and Donors. The policies in place, as of 31 December 2018, were as follows: a) The Administrative Agent fee: One percent (1%) charged at the time of donor deposits and is charged for the entire duration of the PNG UN Country Fund. b) Indirect costs of Participating Organizations: As per the PNG UN Country Fund Memorandum of Understanding and Standard Administrative Agreement, Participating Organizations may charge seven percent (7%) indirect costs. c) Direct costs: The Fund governance mechanism may approve an allocation to a Participating Organization to cover costs associated with Secretariat services and overall coordination, as well as Fund level reviews and evaluations. These allocations are referred to as ‘direct costs’

As the Convening Agency, UNDP is entitled to recover its direct costs related to its convening roles, which have been included in the HJP budgetary framework.

As a general rule, donors to the PNG UN Country Fund are encouraged to contribute un-earmarked resources. Besides the preferred un-earmarked method, donors may earmark thematically by inter-agency outcome in the UNDAF. In addition, donors may earmark per agency, where earmarked funds are specifically attributed to agency staffing cost or activities within the joint annual work plans. For un- earmarked resources, the programme steering committee will function as the primary mechanism to allocate funding to PUNOs based on agreed prioritised outputs and activities.

Legal Context or Basis of Relationship

The cooperation and operational activities of the Highlands Joint Programme will be guided by the existing agreements between the Government of Papua New Guinea and participating UN organisations as follows:

Participating Agreement UN organization

FAO

IOM Cooperation Agreement between the Government of Papua New Guinea and the International Organization for Migration, signed on 26th May 2004.

UNFPA This Joint Programme Document shall be the instrument referred to as the Project Document in Article I of the Standard Basic Assistance Agreement between the Government of Papua New Guinea and the United Nations Development Programme, signed by the parties on 17th January 2000.

UNICEF

UNDP This Joint Programme Document shall be the instrument referred to as the Project Document in Article I of the Standard Basic Assistance Agreement between the Government of Papua New Guinea and the United Nations Development Programme, signed by the parties on 7th April 1981.

UN Women This Joint Programme Document shall be the instrument referred to as the Project Document in Article I of the Standard Basic Assistance Agreement between the Government of Papua New Guinea and the United Nations Development Programme, signed by the parties on 9th November 2015.

UN’s Comparative Advantages for this Programme

The UN system in PNG combined has unique amplitude and breadth in development assistance having grown its development portfolio significantly in recent years. When all the UN agencies are working together synchronizing their operations in a closely coordinated manner and maximizing their respective comparative advantages, the impact is far greater than the sum of the individual parts.

The UN has a distinctive ability to bridge the humanitarian-development-peace nexus through comprehensive durable and holistic support from communities through to government institutions.

The UN has developed significant programmatic and operational experience of implementing interventions in Hela and Southern Highlands provinces through its humanitarian response on the scale and breadth that is unmatched by any other development actor.

The UN has a long and trusted relationship with the national, provincial and sub-provincial authorities in Papua New Guinea, with the experience of functioning as a neutral and impartial actor and convener between the Government, development and local communities. The UN’s support to the Bougainville peace process and more recently in the Highlands humanitarian response is testament to this role.

Sustainability and Replication

Sustainability of the HJP will be addressed through a number of strategies:

 The programme will link and/or integrate existing, institutionalized interventions of IOM, UNCDF, UNDP, UNFPA, UNICEF, UN Women, and WHO. The programme will buttress these interventions by focusing on creating an enabling environment for other interventions to grow and take root.

 The programme will emphasize on deliberate planning, budgeting, implementation and monitoring, combined with well-targeted investments built on a comprehensive set of criteria, that ensures feasibility and long-term sustainability.

 The programme sets out to demonstrate the effectiveness of a Pathways to Peace approach thereby acting as a platform to leverage further investments from the PNG Government as well as multilateral and bilateral donors.

 The Pathways to Peace also allows a ‘plug and play’ approach to replicability and transfer of relevant components validated through experience to other locations within both provinces and even across the country.

 The sustainability of peace initiatives is addressed through a multi-prong approach of growing community demand and ownership of peace processes; reinforcing of extant and new peace agreements through targeted development initiatives as peace dividends and strengthening local

institutions responsible for maintaining enabling environment for peacebuilding (e.g. law and justice institutions, faith-based and civil society organisations).

 The programme also places special emphasis on capacity building that fosters the requisite knowledge and skills to maintain local institutions at the provincial level in the long-term.

Partnership Principles

The HJP will be largely implemented using existing structures and institutions to complement each other rather than competing and duplicating efforts.

As the programme anticipates working in provincial locations relatively new to the UN, establishment of new working relationships and arrangements with provincial governments, local open members as well as provincial and district administrations is critical. Underpinning these working relationships is a common understanding that UN is working to support national and provincial government objectives in a strictly principled, neutral and impartial manner in accordance with mutually agreed criteria.

The programme will engage international organisations, non-governmental and civil society organisations through several modalities, namely collaboration, coordination and contracting. Where organisations are operating within the same geographical space and pursuing complementary objectives, the programme will work to find programmatic synergies and formalise these relationships where possible. To date, the UN has partnered with local churches (e.g. Catholic Diocese of Mendi and the Australian Government- supported Church Partnership Program) while coordinating closely with the International Committee of the Red Cross in its work in Hela and Southern Highlands provinces.

In situations where organisations are implementing similar activities, regularly coordinating closely to avoid geographical overlaps or duplication is critical. In both instances, information sharing on programmatic experience and also safety and security will underpin the relationships.

In light of limited number of implementing partners currently in both provinces, the programme is intent on expanding the pool of potential partners (including local faith-based organisations, civil society organisations and national/international non-governmental organisations) with an ongoing operational presence in the provinces through sub-contractual arrangements.

Recognising the presence of sizeable private sector presence (Oil Search and ExxonMobil) in both provinces involved in community development efforts as well as supporting government service delivery (e.g. chairing provincial health authorities), it is vital for the programme to collaborate with these actors and at a minimum coordinate closely while balancing due diligence and perception implications given the nature of these extractive entities. Existing private microfinance institutions operating in the broader Highlands will be approached and encouraged to extend access to microloans to the target communities, to local women business associations and to other entities mainly in the informal economy.

Communication Strategy

Two complementary yet discrete facets of communications distinguish the HJP from traditional development programming and underpin the success of the HJP – public communications and community engagement.

Public Communications

This seeks to achieve several objectives around demonstrating real and positive impact. Depending on the specific target audience (e.g. local communities, government stakeholders, general public, development partners, donors etc.), key messages need to be adapted accordingly to highlight the effectiveness of the HJP, the achievement of development goals, and the value of the UN as neutral and trusted development

partner. This will generate a positive catalytic effect on programmatic momentum and continued support for the HJP while dispelling any misconceptions about the programme.

While the HJP will work closely with UN Communications Working Group (CWG) by leveraging on the CWG’s broader communications strategy and available tools to disseminate information and communicate with various stakeholders, it is imperative that the programme invests adequate resources to generate its own high-quality content and distribute them accordingly. In addition to print, web-based and social media will be used to reach the appropriate audiences. Use of visibility materials like posters, leaflets, photos, and publications of reports will also be done to ensure that all stakeholders are well informed. Lessons from the programme will also be captured and documented in publications and electronic media for sharing with a wide range of interested parties within and outside the programme area.

The HJP will also a common branding approach by badging all activities and content as ‘UN Delivering as One’ and ‘Highlands Joint Programme’ alongside individual agency badging.

Community Engagement

As an extension from the establishment of community engagement efforts during the 2018 humanitarian response, community engagement will be integrated into the micro-planning and implementation of HJP activities. Community engagement will be a two-way dialogue between target communities, implementing agencies and, where possible, within and between communities. It will enable people in communities to meet their different needs, address their vulnerabilities and build on their pre-existing capacities.

Based on the principle that communities’ meaningful participation in peace and development is essential and that access to information is a basic right, Engaging with communities ensures that accurate and timely information about the HJP and its component activities is shared with them (including why some communities are being targeted relative to others), while their feedback and participation help inform periodic reviews to effect programmatic adjustments. In the case of self-help information, such as causes behind certain unfamiliar hazards or how to seek assistance for justice or referrals for gender-based violence, community engagement ensures the effective delivery of information as a form of strengthening community, household and individuals’ resilience. Without it, people cannot be empowered to make the best decisions for themselves and their communities.

Risk Matrix

No. Risk Category Risk Initial Risk Level Mitigation Strategy Final Risk Level Impact Prob. Impact Prob. 1.1 Economic Withdrawal of micro- H M  Service providers to undertake M L Insecurity finance facility due to contractual obligation to commercial non-viability provide service for period of HJP  Diversify number of service providers 2.1 Environmental Reduced access to water M M  Establish more sustainable L L Insecurity due to rainfall variability water sources  Promote water harvesting & storage techniques, and community water management 2.2 Recurrence of major H M  Community-based DRM M M earthquake or natural  Enhanced preparedness hazard affecting either/both provinces activities (e.g. disaster impact leading to humanitarian modelling, multi-hazard risk emergency

assessment, community preparedness plans) 2.3 Occurrence of major H M Diversification of local means of M L natural hazard affecting livelihoods to improve either/both provinces community and household leading to disruption of resilience local livelihoods Occurrence of major H H  Seek support of donors to M M human or animal disease reprogramme or review outbreak disrupting implementation timeline of programme activities implementation and  Reprogramming of planned causing negative activities to respond to humanitarian impact immediate needs 3.1 Financial Failure to implement all H M Embark on rigorous joint M M Insecurity components of the HJP as resource mobilization strategy planned due to resource by all agencies involved in the shortfall HJP 4.1 Food Low productivity of food H M  Link communities with access M L Insecurity gardens due to climate to drought-tolerant crop variations (e.g. ENSO) & varieties from NARI & FPDA poor agricultural practices  Link communities to DPI extension services 4.2 Inadequate seeds and M M  Link communities with access L L cuttings to meet food to seeds and cuttings from garden needs NARI & FPDA  Promote practice of saving seeds 4.3 Pestilence and disease H M Link communities with access M L affecting food gardens pest/disease tolerant crop varieties from NARI & FPDA 4.4 Widespread crop failure H M Agricultural-related M L due to limited crop variety interventions will include support to diversify crops 4.5 Rise in levels of chronic M M Regular surveillance and MUAC M L malnutrition in children screening 4.6 Occurrence of frost killing M M  Monitoring of weather L L food gardens in high conditions, links with NWS altitude locations  Promotion of frost cover techniques 4.7 Insufficient access to food M M Promotion of food storage L L in households techniques 4.8 Spread of African Swine H H Support implementation of M M Fever leading to high Government-led Emergency mortality of village pigs Management and Disease Control plans

5.1 Physical Conflicts due to H M Pre-crisis identification of M L Insecurity displacement of disaster- potential evacuation centres/ affected people crossing IDP sites located in neutral sites into non-traditional land (relative to at-risk community) 5.2 Politically motivated H M  Interventions to have built-in M M violence due to capability to pivot, re- unresolved petitions from programme or absorb delays

2017 general elections;  Comprehensive pre-crisis LLG elections (in 2019) safety and security plan to be and potential general developed, exercised and elections; maintained  Establishment of local early warning networks Spike in violence due to escalation in unresolved  Close coordination with local issues around extractive security forces royalties 5.3 High mortality of pigs due H H Proactive mass information M M to African Swine Fever campaign to improve scientific leading to increase in causes of disease and impact accusations of sorcery/witchcraft and associated violence 6.1 Reduced Loss of government H L  Establish broad-base support M L Operational support for HJP due to from political and Space evolving priorities administrative stakeholders  Formalising government support through integration into UN’s joint annual workplan  Formalising government support through co-signing of HJP between UN & PNG Government  Encourage government allocation of funds into implementing HJP 6.2 Loss of community trust in H H Implement deliberate M M UN community engagement activities including drawing broad-base support from influential stakeholders 6.3 Neutrality & impartiality H H  Deliberate programme to M M perceived to be initiate all UN personnel compromised deployed in the Highlands on UN’s values, expected appropriate behaviour (esp. in relation to HJP)  All UN personnel to individually sign code-of- conduct 6.4 Loss of community trust in H M  Engage with diverse potential M L local implementing implementing partners to partners spread risk  Initiate sincere attempt to investigate and resolve issue; reassure community of UN’s commitment, update regularly  Deliberate programme to socialise and educate local implementing partners and staff of UN’s values and operating mode, expected appropriate behaviour

6.5 Attempts to H M  Maintain appropriate checks M L inappropriately influence and balance in programme programme implementation implementation  Communicate that the UN operates in a strictly principled, neutral and impartial manner in accordance with mutually agreed criteria based on evidence 6.6 Lack of community access H M Implement deliberate M L community engagement activities including drawing broad-base support from influential stakeholders 7.1 Unintended Activities implemented to H M  Programme design and M L Consequenc urgently demonstrate implementation principles to es results not properly guide work planning carried out, and leave the  Monitor risk by PCMT and most vulnerable groups in oversight by programme beneficiary targeting steering committee 7.2 Women and youth H M  Empowerment activities to be M L experience backlash (e.g. implemented in an inclusive, violence, community well-paced manner and exclusion) from men and sensitive to community community at large due to acceptance involvement in  empowerment activities Communicate to communities that empowerment is not a zero-sum but positive sum exercise 7.3 Changes in key M M Capacity building interventions L L government staff risks to account for potential staff knowledge management attrition and sustainability of interventions and reduces skills and knowledge development on both sides 7.4 Perception of bias in H M  Targeting to include M L programme targeting immediate adjacent leading to feelings of communities through marginalisation and being combination of accessing left out, thereby triggering shared services and scaled further violent conflict than down interventions in the initial absence of peripheral communities services  Deliberate community mobilisation exercise 7.5 Reinforcement of M M  Form partnerships with L L clientelism practiced by potential implementing local church partners at partners the expense of ensuring  Socialise and educate local equal access to services implementing partners and on UN’s values and operating mode, expected appropriate behaviour  Design and structure activities to mitigate

opportunity for potential clientelism  Close monitoring of activities

Monitoring and Evaluation

The HJP will be monitored closely to ensure it is implemented according to plan, or adjustments are adopted and implemented timely, and evaluated to determine if the intended results have been realized or not and factors that contributed to the observed performance.

To start with, at inception of the programme, a number of activities will be implemented to enhance monitoring and evaluation, which will come at later stages. Such activities will include determining key performance indicators and developing tools to enhance the programme monitoring and evaluation processes. The HJP’s Result Matrix is developed in line with the UNDAF’s Results Framework58 with programme outcomes formulated around the four priority areas of People, Prosperity, Planet, and Peace.

During implementation, joint monitoring missions involving key stakeholders such as representatives from government, CSOs, beneficiary communities, the donor, the participating UN agencies and media houses will be organized at agreed intervals. Finally, mid-term and end-of-project reviews and/or evaluations will be conducted, with the reports shared as will be agreed, for knowledge sharing.

The outputs from the HJP’s monitoring and evaluation activities will contribute directly towards progress in the results areas as identified under the UNDAF’s Results Framework. See Annex D for HJP’s Results Monitoring Framework. In addition to the common monitoring plans described above, the individual UN agencies will carry out their own individual programme monitoring in order to ensure implementation is on schedule to meeting the targeted results.

58 United Nations in Papua New Guinea, Papua New Guinea: United Nations Development Assistance Framework 2018- 2022, 2017, pp.82-83; 102-106.

Annex A: Mapping of Development Actors’ Efforts in Hela Province (Sep 2019)

53 Annex B

PAPUA NEW GUINEA HIGHLANDS JOINT PROGRAMME FOR PEACE AND DEVELOPMENT

Programme Steering Committee Terms of Reference

Background The United Nations in Papua New Guinea together with national and provincial partners has designed a multi-year programme – the Highlands Joint Programme for Peace and Development (HJP) conceived as a means to sustain development gains from the UN’s humanitarian efforts to the February 2018 earthquake and to address underlying and long-standing issues of conflict and underdevelopment. The HJP supports the PNG Government and communities in addressing long overdue development needs of both Hela and Southern Highlands provinces in the spirit of leaving no one behind while working across the humanitarian-development-peace nexus.

The programme will be jointly implemented by six participating UN organisations (IOM, FAO, UNDP, UNFPA, UNICEF, UN Women). UNDP will serve as the Convening Agency (CA) coordinating the overall joint programme and ensuring technical coherence across the Joint Programme. As such, UNDP will be accountable for the overall coordination and monitoring of programmatic activities, overall narrative reporting and facilitating the governance of the programme.

Overview of Programme Steering Committee The Programme Steering Committee (‘Committee’) will provide strategic guidance, and high-level management oversight to facilitate effective coordination. It will do this in accordance with the programme’s objectives, approach and scope as set out in the Programme Document and aligned with national development needs and priorities as well as the UNDAF and international norms and standards.

The Steering Committee will provide guidance on key policy decisions and ensure effective oversight to the HJP through review and approval of strategic programme documents. These include giving approval of the Joint Programme Document, overall Annual Work Plan and any ad- hoc revision, and endorsement of allocation of un-earmarked funding.

Roles and Responsibilities The Committee will guide the effective implementation of the joint programme by:

 Ensuring accountability, effective management and implementation of the HJP.  Approving the overall annual work plan, reports and overall budget, and any significant adjustments to implementation, governance or other arrangements.  Endorsing proposed funding allocations of additional resources mobilized (see Appendix 1 for fund allocation approach).  Reviewing and approving annual joint programme narrative report.  Providing feedback and advise on any programmatic or programme revisions of the approved programme document that exceed the tolerances established.  Reviewing risk management strategies and ensuring the programme is proactively managing and mitigating risks.

Leadership and Composition The Committee’s composition reflects the principles of inclusiveness, transparency, accountability, country participation and ownership, consensus-based decision-making, and sustainability. Other factors that informed the Committee’s composition include the need to have a manageable size for effective strategic decision-making by consensus.

The Committee will be chaired by the Secretary for the Department of National Planning and Monitoring (or his/her designate) and co-chaired by the United Nations Resident Coordinator (or his/her designate). Representatives from relevant national departments and respective provincial administrations will be standing members of the Committee along with participating UN organisations and donor representatives as follows:

Chair: Secretary, Department of National Planning and Monitoring Co-Chair: UN Resident Coordinator Members: Provincial Administrator (Hela Province) Provincial Administrator (Southern Highlands Province) Representative, Provincial Local Level Services Monitoring Authority (PLLSMA) Representative, Social and Law and Order Sector Heads (SLOSH) Donor Representatives Resident Representative, UNDP Head of Office, FAO Chief of Mission, IOM Financial Inclusion Specialist, UNCDF Representative, UNFPA Representative, UNICEF Country Representative, UN Women Secretariat: UNDP (Programme Management Unit)

Delegation of Membership/Committee Meeting Participation Individual members are expected to ensure their continuity in participation to all Committee meetings. Should a member exceptionally not be able to attend a meeting, they may be represented by his/her designate. Any designate must have the delegated authority to make decisions on behalf of the member organisation.

Secretariat The UNDP will serve as the Secretariat of the Steering Committee and will support the Committee Chair/Co-Chairs in fulfilling their roles and functions. The Secretariat will fulfil the following functions:

 Circulate of all relevant material to members a minimum of one week prior to each committee meeting.  Draft meeting agendas for agreement with the Chair/Co-Chairs.  Record meeting minutes including decisions made and follow up actions.  Report as required on progress with all aspects of the programme’s implementation.

 Communicate all programme related information with committee members in close consultation with the Chair/Co-Chairs. UNDP will also fill the role of Convening Agency in the reporting of progress made on programme implementation.

Quorum and Decision-Making A minimum of 9 (nine) committee members are required for decision-making purposes at each committee meeting. The Secretary of the Department of National Planning and Monitoring (or his/her delegate) or the UN Resident Coordinator (or his/her delegate) must be present at the meeting in order for there to be a quorum.

The Committee will seek at all times consensus of the quorum for decisions. If consensus is not possible, the Chair and Co-Chair may take such decisions as necessary to ensure programme continuity. Where practical and/or possible, committee members may vote on agenda items by proxy through the Chairs.

Delegation of Authority to Convening Agency On day-to-day programme management and operational matters, the Committee may elect to delegate decision-making authority to the Convening Agency (UNDP) in close consultation with the UN Resident Coordinator.

Frequency of Meetings and Venue The Committee will, as a minimum, meet on a bi-annual basis, but may meet more frequently if required. Members will be expected to spend additional time to review programme documents circulated by the Secretariat prior to meetings.

A meeting schedule for the year will be defined, shared and agreed on during the first committee meeting of the calendar year. Additional meetings based on the requirements of the HJP may be convened exceptionally. Meetings will be hosted at the offices of one of the chairs.

For pressing matters, the Chair/Co-Chairs may elect to conduct Committee business electronically.

Meeting Agenda, Minutes, and Decision Papers An electronic package will be circulated by the Secretariat to members a minimum of five (5) business days in advance of a committee meeting. This package will include the following:

 Agenda for upcoming meeting.  Minutes of previous meeting.  A periodic progress update for the programme.  Decision papers.  Any other documents/information to be considered at the meeting.

Appendix: A. Fund Allocation Approach

Appendix 1. Fund Allocation Approach

Background The UN’s Highlands Joint Programme for Peace and Development (HJP) has a comprehensive budget that presents an ambitious programme to achieve a range of outcomes. This will reflect both the resources mobilized to date and funding gaps.

Donors to the HJP are encouraged to contribute un-earmarked resources to the Papua New Guinea UN Country Fund (‘One UN Fund’). Donors may earmark thematically by inter-agency outcomes in the UNDAF with specific reference to the Joint Programme. In addition, the Pass- Through and Parallel fund management modality adopted by the Joint Programme enables donors to earmark per agency in parallel, where earmarked funds are specifically attributed to agency staffing cost or activities within the joint annual work plans.

For un-earmarked resources, the Programme Steering Committee will function as the primary forum to endorse proposed funding allocations to programme activities based on the following agreed principles and tiered prioritisation.

Allocation Principles In descending order of prioritisation, the following principles are intended to guide any proposed allocation of un-earmarked resources: 1. Lack of resourcing coordination and management of the programme will fundamentally undermine the UN’s ability to effective deliver, implement and monitor the programme.

2. Intervention directly contributes to core peacebuilding pillar i.e. conflict prevention, conflict management and recovery.

3. Lack of resourcing intervention will fundamentally undermine the relevance, credibility or effective joint implementation of the Highlands Joint Programme.

4. Lack of resourcing intervention will undermine local confidence in the programme and reduce operational space of the UN.

5. Intervention directly contributes to provincial government priorities.

6. Intervention contributes to the programme’s twin pillars of community development and accountable government.

7. Intervention contributes to enabling structural conditions for peacebuilding.

Technical Funding Sub-Committee A Technical Funding Sub-Committee will be established to function as the primary working mechanism to develop proposed funding allocation of resources (particularly un-earmarked) for endorsement by the Programme Steering Committee. The Sub-Committee will be chaired by the UN Resident Coordinator or his/her designate. It will comprise the nominated representatives of all participating UN organisations in the Programme. Sub-committee members must have delegated authority to make decisions on behalf of their respective organisations.

The Sub-Committee will seek to formulate the proposed allocation of un-earmarked resources based on the agreed prioritisation principles and in the spirit of consensus and fairness. Any proposed allocation of un-earmarked resources should be directed to specific activities identified within the Programme’s approved Results and Resources Framework.

In the event that a Programme Steering Committee meeting is more than three (3) months from when an endorsement of a fund allocation proposal is required, the Committee Chair/Co-Chairs may elect to convene an extra-ordinary committee meeting in person or electronically to endorse any proposed allocation tabled by the Technical Funding Sub-Committee subject to Committee’s decision-making quorum.

Annex C: Highlands Joint Programme: Annual Work Plan Template59

Period: DDMMMYYY-DDMMMYYYY

JP Outcome PUNO- PUNO Activities Time Frame Implementing Planned Budget specific Q1 Q2 Q3 Q4 Partner Source of Budget Amount Annual Funds Description targets Output 1: of PUNO 1

of PUNO 2

of PUNO 3

Output 2: of PUNO 1

of PUNO 2

of PUNO 3

Total Planned Budget Total of PUNO 1 Total of PUNO 2 Total of PUNO 3 Including

59 UNDG, Guidance Note on Joint Programmes, Aug 2014.

Annex D: Results Monitoring Framework (Indicative)

Expected Results (Outcomes Indicators (with baselines & Means of Collection methods (with indicative time Responsibilities Risks & & outputs) indicative timeframe) verification frame & frequency) assumptions

Outcome 1: By 2022, • Proportion of population who To be To be determined To be To be communities affected by believe decision-making is determined determined determined conflict in the Highlands have inclusive and responsive, by sex increased capacity to and age promote and demand for • Conflict-related deaths per peace and social cohesion 100,000 population, by sex, age and cause • Number of new conflicts, annual

Output 1.1: Women and • Proportion of women & youth in To be To be determined To be To be youth are prepared for decision-making roles determined determined determined leadership roles in participating in peacebuilding established community mechanisms within communities peace building mechanisms • Number of women and youth trained on inclusive Peace Building processes • % conflicts mediated with participation of women and young people as mediators.

Output 1.2: Peace building • Number of community To be To be determined To be To be and human rights monitoring compact/by-laws that promote determined determined determined skills and tools are peace and respect for human entrenched in communities, rights churches/faith-based • Number of community leaders organizations and civil trained in leadership and conflict society organizations management skills • Number of community leaders promote conflict prevention and protection messages on ASF

Outcome 2: By 2022, • Change in coping strategies To be To be determined To be To be Highlands’ communities and index (CSI/rCSI) determined determined determined households have improved • Proportion of informal resilience to manage risks employment in non-agriculture and mitigate shocks from employment, by sex conflict and man- made/natural disasters • Number of people participating in capacity development initiatives focusing on equitable and diversified economic growth

Output 2.1: Sustainable • Number of income-generating To be To be determined To be To be development and livelihood livelihood activities generating determined determined determined opportunities available to employment and income for communities are increased men, women and youth including vulnerable and marginalized individuals in villages • % of male household members actively contributing to subsistence agriculture

Output 2.2: Critical • Number of households supported To be To be determined To be To be community support systems with sustainable community- determined determined determined are prepared to absorb based food security, health and shocks from conflict and WaSH interventions man-made/natural disasters • Number of communities supported to implement community adaptation and DRR actions and mitigation strategies • Number of community-based and provincial disaster management plans developed and implemented • Number of communities supported with food security mitigation/recovery assistance due to man-made/natural hazards

Outcome 3: By 2022, • Proportion of victims of violence To be To be determined To be To be traditional/non-traditional in the previous 12 months who determined determined determined leaders and service providers reported their victimization to have enhanced knowledge competent authorities or other and skills to integrate officially recognized conflict peacebuilding and human resolution mechanisms rights strategies into service • % increase in the proportion of delivery in conflict affected female and youth representatives areas in the highlands in local dialogue, conflict resolution and peacebuilding processes • Proportion of population satisfied with inclusive mediation processes

Output 3.1: Traditional/non- • Number of government and To be To be determined To be To be traditional leaders and community leaders trained in determined determined determined service providers capacitated leadership and conflict to address different management disaggregated by dimensions of risk and sex and age improve service delivery

Outcome 4: By 2022, public • Number of costed To be To be determined To be To be institutions in the Highlands province/district development determined determined determined have people-centred, plans with MTDP III/SDG targets proactive and integrated into them transparent/accountable • Proportion of population living in systems to support effective households with access to basic leadership that promotes services peace, security and human rights • Percentage of population expressing satisfaction about quality of services provided by selected government and non- government institutions to combat corruption, prevent violence and provide access to justice

Output 4.1: Physical and • Number of mechanisms and To be To be determined To be To be non-physical institutional frameworks in place, which determined determined determined arrangements supporting/for promote engagement of women,

local peace and development men and youth in preventing efforts established based on violence and access to justice evidence • Number of Responsible institutions with enhanced capacity to deliver services for the prevention of conflict and to combat violence against women and children • Number of social sector facilities delivering minimum package of social services (facilities: i.e. school, health facilities, GBV Shelters, etc.)

Output 4.2: Information • Percentage of information users To be To be determined To be To be systems established to expressing satisfaction at the determined determined determined generate evidence and quality and quantity of transfer knowledge on information received human rights, peacebuilding • Number of reports used to inform and conflict and guide UN and development partners’ programming

Highlands Joint Programme: Joint Annual Work Plan Period: Jul 2020 - Dec 2020

OUTCOME 1: By 2022, communities affected by conflict in the Highlands have increased capacity to promote and demand for peace and social cohesion. PUNO- Timeframe Implementing Yr 1 Budget (2020) specific PUNO Activities Partner Annual targets Q3 Q4 Source Planned Budget Funded Unfunded Joint Programme Management Secretariat Establishment of Field-Level Programme Coordination and Monitoring Team X X n/a Hela PG/PBF $577,306 $447,819 $129,487 Output 1.1: Women and youth are prepared for leadership roles in established community peace building mechanisms. UN Activity 1.1.1: Work with families to reduce the level of early marriage for young women X X TBC TBC $10,000 $10,000 $0 Women and establish/ strengthen community mechanisms for addressing the phenomenon.

UN Activity: 1.1.2: Enhancing women's participation in politics at local, district, provincial X X TBC TBC $300,741 $300,741 $0 Women and national levels UN Activity 1.1.4: Run the Sanap Wantaim campaign led by young women to reduce the X X TBC SPOTLIGHT $129,779 $129,779 $0 Women level of gender-based violence UNFPA Activity 1.1.9: Training on leadership and conflict resolution for youth X CDM GYPI $16,000 $16,000 $0 Output 1.2: Peace building skills and tools are entrenched in communities and churches/faith-based organizations IOM Activity 1.2.1: Delivering training for inclusive community facilitation teams on X X n/a GYPI & to be $78,270 $45,481 $32,789 peacebuilding and development planning determined IOM Activity 1.2.4: Development of community peace for development plans (CPDP) X X n/a GYPI & to be $135,020 $78,500 $56,520 determined UNDP Activity 1.2.6: Inter-community small grants projects as confidence-building measure X n/a PBF $100,000 $100,000 $0 that reinforces inter-communal partnership and joint ownership UNICEF Activity 1.2.7: Undertake End Violence Against Children campaining at provincial level X X PHA TBD $25,000 $0 $25,000 UN Activity 1.2.8: Support to peace building awareness-raising campaign by field monitors, X X TBC TBC $35,000 $35,000 $0 Women peace advocates, and peace mediators UN Activity 1.2.9: Support community dialogue towards increasing understanding of peace X X TBC TBC $45,000 $45,000 $0 Women and social cohesion, related to addressing socery accusation and other triggers of conflict UNDP Activity 1.2.10: Training of local traditional community/tribal leaders with X TBC PBF $20,000 $20,000 $0 leadership/conflict resolution skills UN Activity: 1.2.13: Facilitate male advocator's capacity to perform mediation role at X X TBC TBC $55,000 $30,000 $25,000 Women community level UNDP Activity 1.2.14: Conduct of inter- and intra-communal conflict assessment/scoping, X CDM UNDP Core $93,101 $93,101 $0 facilitated mediation and follow-up community support /TBC UNFPA Activity 1.2.16.: Awareness raising through digital story telling for peace targetting youth X X CDM GYPI $16,000 $16,000 $0 leaders OUTCOME 2: By 2022, Highlands’ communities and households have improved resilience to manage risks and mitigate shocks from conflict and man-made/natural disasters. Output 2.1: Sustainable development and livelihood opportunities available to communities are increased. FAO Activity 2.1.1: Promotion of women’s economic empowerment through skills training on X X DAL,UCHR, Hela PG $200,000 $180,000 $20,000 management and production of traditional crops and food processing for women in NARI, FPDA agriculture FAO Activity 2.1.2: Enhance capacity of rural resource centres to improve access for women X X Hela PG, SH PG, TBD $100,000 $0 $100,000 and youth to extension services, information and innovative technology UCHR, PNGWIA UNDP Activity 2.1.3: Reintegration of youth (ex-fighters) by connecting to local labour X UNDP/CDM PBF $10,000 $10,000 $0 opportunities, targeted psycho-social support, counselling and mentoring FAO Activity 2.1.6: Promote the integration of Apiculture (honeybee keeping), and X X DAL, CIC, Hela PG $150,000 $140,000 $10,000 downstream processing of honey and honey products to access formal markets NAQIA, LDC UN Activity 2.1.9: Work with vendors in district markets to improve their livelihoods and X X Hela PG $3,750,000 $586,510 $3,163,490 Women their voice in market management decisions FAO Activity 2.1.10: Support growth of small-holder commercial agriculture X X DAL, CIC HPG $212,000 $300,511 -$88,511 Output 2.2: Critical community support systems are prepared to absorb shocks from conflict and man-made/natural disasters FAO Activity 2.2.1: Strengthening the Agricultural Livelihoods Recovery Earthquake X X UCHR, NARI, TBC $301,500 $200,000 $101,500 Impacted Households FPDA IOM Activity 2.2.6: Support small-scale community project to realize identified disaster X n/a Hela PG $13,800 $0 $13,800 preparedness and risk mitigation measures IOM Activity 2.2.8: Restore/rehabilitate/ strengthen and equip evacuation centres according X X n/a Hela PG $26,460 $0 $26,460 to safety standards in line with national/local Disaster Risk Reduction (DRR) strategies

IOM Activity 2.2.10: Rehabilitate or install new clean/safe water sources such as bore holes, X X n/a Hela PG $20,040 $0 $20,040 gravity feed irrigation or rainwater catchments at schools, health centres and community centres for drinking, washing and gardening FAO Activity 2.2.25: Control and containment of African Swine Fever in Hela and SH X X NAQIA, DAL Hela PG $500,000 $210,000 $290,000 Province UNFPA Activity 2.2.6: Self Management Clinics for youth including substance abusers X X CDM GYPI $22,000 $22,000 $0

OUTCOME 3: By 2022, traditional/non-traditional leaders and service providers have enhanced knowledge and skills to integrate peacebuilding strategies into service delivery in conflict affected areas in the highlands Output 3.1: Traditional/non-traditional leaders and service providers capacitated to address different dimensions of risk and improve service delivery UNICEF Activity 3.1.1: Training and equipping of CHW & VHVs on the promotion of caring, X X NDOH, PHAs, French NAT $25,000 $25,000 $0 feeding (IYCF) and care-seeking practices on essential maternal, new-born, child and PHOs, FBOs, Comm adolescent health (MNCH), and Adolescent & Maternal Nutrition (AMN) and IYCF NGOs. practices. UN Activity 3.1.3: Continue to build capacity of community mobilisers in Learning X X TBC TBC $125,000 $125,000 $0 Women Empowerment and Protection Centres so they are able to provide effective community coordination points for service delivery UNICEF Activity: 3.1.7 Support training and capacity builing of village court officials and X X DJAG (national) DFAT $40,000 $40,000 $0 provincial and district village court officers / liaison officers to deal with cases of child protection and juvenile justice in focus provinces UNFPA Activity 3.1.11: Conduct Emergency Obstetric and new born Care trainings and Family X NDoH/ PHA-Hela Hela PG $28,000 $28,000 $0 Planning training for Health Service providers UNICEF Activity 3.1.14: Facilitating provicial level workshops to understand the service delivery X X NDOH, PHA French NAT $60,000 $60,000 $0 mode of VAS, Deworming, MNP, IFA, Iodised cap, Zinc and other supplements in the Comm - routine services, key challenges, bottlenecks and develop workplan to address these Consolidated challenges Funds UNFPA Activity 3.1.15: Support strengthening of the Family Sexual Violence Secretariat at the X PNH-SHP, DoM Spitlight $20,000 $20,000 $0 subnational in line with Essential service packages for GBV guidelines Initiative UNICEF Activity 3.1.19: Establish and expand community-based SAM screening and referal, X X NDOH, PHA, UNICEF $30,000 $30,000 $0 Infant Young Child Feeding mother support groups, MNCAH and EPI services including PHO cold chain systems in partnership with NGOs, FBOs and CBOs. UNICEF Activity 3.1.22: Expansion and strengthening of cold chain systems with supplies, X X NDOH, PHA GAVI $2,668,000 $2,668,000 $0 training, distribution, installation and commissioning of CCEs UNFPA Activity 3.1.24: Procure and supply anti-shock garments, models and birthing kits to X NDoH/ PHA-Hela UNFPA Core $30,000 $15,000 $15,000 strengthen MNH services as part of activity 3.1.11 Outcome 4: By 2022, public institutions in the Highlands have people-centred, proactive and transparent/accountable systems to support effective leadership that promotes peace and security

Output 4.1: Physical and non-physical institutional arrangements supporting/for local peace and development efforts established based on evidence UNFPA Activity 4.1.4: Youth Friendly spaces hub, youth resource centres for out of school X DoM PBF $15,000 $15,000 $0 youths UNICEF Activity 4.1.5: Establishment and operationalisation of 20 inclusive early childhood X X TBD TBD $73,200 0 $73,200 development (IECD) centres UNDP Activity 4.1.9: Support post-conflict needs assessment to link at-peace communities X TBC PBF $50,000 $50,000 $0 with development assistance (as peace dividends) UNFPA Activity 4.1.12: Strengthening health response to GBV including development of CMR X PHA-SHP/ DoM UNFPA Core $15,000 $5,000 $10,000 protocol, SOP, equip health facilities with relevant supplies and capacity building activities Output 4.2: Information systems established to generate evidence and transfer knowledge on peacebuilding and conflict UNDP Activity 4.2.2: Conduct regular tracking, monitoring & mapping of inter- and intra- X UNDP PBF $30,000 $30,000 $0 communal conflicts to support early warning and triggering of early action intervention UNFPA Activity 4.2.4: Strengthening GBV data multi-stockholder dissemination sharing protocol X X UNFPA UNFPA Core $10,000 $5,000 $5,000 and GBVIMs in emergencies TOTAL PLANNED BUDGET FOR YR 2020 $10,161,217 $6,132,442 $4,028,775