Medium Term Development Plan IV 2023 - 2027

1.1 Overview 2

1.2 Themes and Objectives 3

1.3 National Development Framework 3

1.4 High Level Policy Targets 5

1.5 Structure of MTDP IV 7 CHAPTER 2 NATIONAL POLICY AND STRUCTURAL REFORMS 8

2.1 Policy Reforms 8

2.2 Legislative Reforms 10

2.3 Institutional and Structural Reforms 12 CHAPTER 3 GROWING A K200 BILLION ECONOMY BY 2030 14

3.1 Economic Growth Triggers and Outlook 14

3.2 Strategic Investments of the Seven (7) Key Growth Triggers 18 CHAPTER 4: STRATEGIC PRIORITY AREAS AND KEY INVESTMENTS 26

4.1 MTDP IV Strategic Priority Areas and Key Investments 26 CHAPTER 5: FINANCING OF THE MTDP IV 2023-2027 44

5.1 Sources of Financing for MTDP IV 45 CHAPTER 6: IMPLEMENTATION STRUCTURE OF MTDP IV 49

6.1 MTDP IV Governance 49

6.2 MTDP IV Implementation and Reporting 50 6.3 Roles and Responsibilities of All Stakeholders in Implementing MTDP IV 51 CHAPTER 7: STRATEGIC ALIGNMENT TO MTDP IV 2023-2027 52

7.1 Alignment in Development Planning 52 7.2 Localisation of Sustainable Development Goals (SDGs) to MTDP IV 54 CHAPTER 8: MONITORING, EVALUATION AND LEARNING 56

8.1 Monitoring, Evaluation and Learning 56

8.2 Rationale of MTDP IV Monitoring and Evaluation 56

8.3 Public Investment Program Implementation Monitoring 56

8.4 Service Improvement Program Implementation Monitoring 56

8.5 Development Partners Program Implementation Monitoring 57

8.6 Policy Outcome Indicators Monitoring 57

8.7 Province and District Ranking and Profiling 57

8.8 Reporting 57 CHAPTER 9: NATIONAL STANDARDS DETERMINATION 58

9.1 National Standards 58

9.2 Sub-National Minimum Service Standards 59

9.3 National Standards Quick Response (QR) Codes 60 CHAPTER 10: PERFORMANCE OF PREVIOUS MTDPs 62 V

10.1 Achievement of Past MTDPs 62

10.2 Financing of MTDP III 2018-2022 65 Challenges, Opportunities and Lessons Learnt from the Implementation of Past 10.3 67 MTDPs

10.4 Recommendations to be Considered 67 CHAPTER 11: RISK MANAGEMENT 70

11.1 Key Constraints of Implementing MTDP IV 70

11.2 MTDP IV 2023-2027 Risk Management Strategy 71 CHAPTER 12: MARKETING AND COMMUNICATION STRATEGY 74

12.1 Objectives 74

12.2 Target Groups 74

12.3 Rolling out the Communication Strategy 75 PART B SECTOR LOG FRAMES TO DELIVER THE MTDP IV 2023-2027 77 SPA 1: STRATEGIC ECONOMIC INVESTMENT 79

1.1 Commercial Agriculture and Livestock Development 80

1.1.1 Oil Palm 82

1.1.2 Coffee 84

1.1.3 Cocoa 86

1.1.4 Coconut 88

1.1.5 Rubber 90

1.1.6 Tea 92

1.1.7 Rice and Grains 94

1.1.8 Livestock 96

1.1.9 Spices 98

1.1.10 Fresh Produce 100

1.2 Mining and Petroleum 102

1.2.1 Mining 102

1.2.2 Petroleum 104

1.3 Fisheries 106

1.4 Forestry 110

1.5 Banking and Finance 112

1.6 Micro, Small Medium Enterprise 114

1.7 National Tourism and Culture Development 116

1.8 Trade and Investment 118

1.9 Manufacturing 120

1.10 Land Development 122

1.11 Downstream Processing 123 SPA 2: CONNECT PNG INFRASTRUCTURE 124

2.1 Connect PNG - Land Transport 125

2.2 Connect PNG - Air Transport 128

2.3 Connect PNG - Water Transport 130

2.4 Connect PNG - National Telecommunication and Information Technology 132

2.5 Connect PNG - National Electrification Roll-Out 134

2.6 Connect PNG - Water, Sanitation and Hygiene 136

2.7 Connect PNG - National Housing Infrastructure 138

2.8 Connect PNG - Urban Township & District Growth Centres 140 SPA 3: QUALITY AND AFFORDABLE HEALTH CARE 142

3.1 Primary Health Care 142 VI

3.2 Specialised Health Care 143

3.3 Health Infrastructure 143

3.4 Specialised Training and Accreditation 143

3.5 HIV/AIDS 146 SPA 4: QUALITY EDUCATION AND SKILLED HUMAN CAPITAL 148

4.1 Early Childhood Education 149

4.2 Quality Basic Primary Education 149

4.3 Tertiary Education 153

4.4 Technical, Vocational Education and Training 156 SPA 5: RULE OF LAW AND JUSTICE 158 SPA 6: NATIONAL SECURITY 162 SPA 7: NATIONAL REVENUE AND PUBLIC FINANCE MANAGEMENT 166 SPA 8: DIGITAL GOVERNMENT, NATIONAL STATISTICS, AND PUBLIC SERVICE GOVERNANCE 168 SPA 9: RESEARCH, SCIENCE AND TECHNOLOGY 172

9.6 Food Security 176 SPA 10: CLIMATE CHANGE AND ENVIRONMENTAL PROTECTION 178

10.1 Climate Change Mitigation and Adaptation 178

10.2 Environment Protection 180

10.3 Natural Disaster Management 182 SPA 11: POPULATION, YOUTH AND WOMEN EMPOWERMENT 184

11.1 Sustainable Population 184

11.2 Youth Development and Labour Mobility 186

11.3 National Sports Development 188

11.4 Women Empowerment 190

11.5 Family and Social Protection 192 SPA 12: STRATEGIC PARTNERSHIPS 194 PART C SUB-NATIONAL MINIMUM STANDARDS AND SERVICE DELIVERY 199

1.1 Introduction 200

1.2 Governors’ Resolutions and Actions 200 C2 HIGHLANDS REGION 207 C2.1 Eastern Highlands Province 208 C2.2 Enga Province 213 C2.3 Hela Province 215 C2.4 Jiwaka Province 218 C2.5 Chimbu Province 221 C2.6 Southern Highlands Province 225 C2.7 Western Highlands Province 227 C3.1 AUTONOMOUS REGION OF BOUGAINVILLE 231 C3 NEW GUINEA ISLANDS REGION 237 C3.2 East New Britain Province 239 C3.3 Manus Province 243 C3.4 New Ireland Province 245 C3.5 West New Britain Province 248 C4 MOMASE REGION 253 C4.1 East Sepik Province 254 C4.2 Madang Province 258 C4.3 Morobe Province 262 VII C4.4 West Sepik Province 267 C5 SOUTHERN REGION 271 C5.1 Central Province 272 C5.2 Gulf Province 276 C5.3 Milne Bay Province 279 C5.4 National Capital District 282 C5.5 Northern Province 285 C5.6 Western Province 289 Annex 1: Glossary 293 Annex 2: Acronyms 295 Annex 3: Classification of Districts 298 Annex 4: Sustainable Development Goals Indicators 299 Annex 5: Quick Response (QR) Codes 305 Reference and Credits 307 VIII List of Tables PART A POLICY DIRECTIONS OF THE GOVERNMENT OF PNG PAGE CHAPTER 1: INTRODUCTION 1 CHAPTER 2: NATIONAL POLICY AND STRUCTURAL REFORMS 8 Table 2.1 Policy Reforms 8 Table 2.2 Legislative Reforms 10 Table 2.3 Institutional and Structural Reforms 12 CHAPTER 3: NATIONAL POLICY AND STRUCTURAL REFORMS 14 Table 3.1 Economic Growth Model Key Growth Triggers 14 Table 3.2 GDP Current Price Contribution by Main Sectors 15 Table 3.3 Projected Employment of One (1) Million Jobs by MTDP IV SPA Classification 17 Table 3.4 KGT 1 - Increase Revenue to K25 Billion by 2027 18 Table 3.5 Internal Revenue Break-up 19 Table 3.6 Key Growth Trigger 2 - Increase Exports to K50 Billion by 2027 19 Table 3.7 Key Growth Trigger 3 - Reduce Imports by K5 Billion from K11 Billion 20 Table 3.8 Key Growth Trigger 4 - Increase Total Expenditure to K30 Billion by 2027 21 Table 3.9 Key Growth Trigger 5 - Increase Capital Budget to K10 Billion Annually 22 Table 3.10 Key Growth Trigger 6 - Critical Infrastructure Budget to be K17.8 Billion 23 Table 3.11 Key Growth Trigger 7 - Law and Order and National Security 23 Table 3.12 Summary of the Total Investments in order to achieve the Key Growth Triggers Targets 24 CHAPTER 4 STRATEGIC PRIORITY AREAS AND KEY INVESTMENTS 26 Table 4.1 Level and Frequency of Dialogue with Development Partners 42 CHAPTER 5: FINANCING OF THE MTDP IV 2023-2027 44 Table 5.1 MTDP IV Financing Summary 44 CHAPTER 7: STRATEGIC ALIGNMENT TO MTDP IV 2023-2027 52 Table 7.1 Big Table (BT) - Key Trigger Priorities 53 Table 7.2 Small Table (ST) - Investments 53 CHAPTER 10: PERFORMANCE OF PREVIOUS MTDPs 62 Table 10.1 Macro Impact Outcomes 63 Table 10.2 Economic Sector Indicators against MTDP 1 (2010) Baseline 63 Table 10.3 Infrastructure and Utilities Sector Indicators against MTDP 1 (2010) Baseline 64 Table 10.4 Social and Law and Order Indicators against MTDP 1 (2010) Baseline 64 Table 10.5 Total Expenditure by funding source, Capital Investment Budget (K’mil) 65 Table 10.6 Actual Expenditure on MTDP III programs and projects (K’mil) 65 Table 10.7 Actual Expenditure on MTDP III by Sectors 2018-2021 (K’mil) 66 CHAPTER 11: RISK MANAGEMENT 70 Table 11.1 Risk Management 72 CHAPTER 12: MARKETING AND COMMUNICATION STRATEGY 74 Table 12.1 Targeted Institutions/Stakeholders and Outreach Programs 75 PART B SECTORAL INTERVENTION PROGRAMS, INVESTMENTS AND TARGETS 77 PART C SUB-NATIONAL MINIMUM STANDARDS AND SERVICE DELIVERY 199 Table C1.1 2023 Provincial Governors’ Conference Resolutions 201 Minimum Services Standards at Different Levels of Government by MTDP IV SPA Table C1.2 202 Classification C2: HIGHLANDS REGION 207 Table C2.1.1 Current Status of Service Categories for each District in Eastern Highlands Province 208 Table C2.1.2 Eastern Highlands Province Strategic Economic Priorities 210 IX Table C2.2.1 Current Status of Service Categories for each District in Enga Province 213 Table C2.2.2 Enga Province Strategic Economic Priorities 214 Table C2.3.1 Current Status of Service Categories for each District in Hela Province 215 Table C2.3.2 Hela Province Strategic Economic Priorities 217 Table C2.4.1 Current Status of Service Categories for each District in Jiwaka Province 218 Table C2.4.2 Jiwaka Province Strategic Economic Priorities 220 Table C2.5.1 Current Status of Service Categories for each District Chimbu Province 221 Table C2.5.2 Chimbu Province Strategic Economic Priorities 222 Table C2.6.1 Current Status of Service Categories for each District in Southern Highlands Province 225 Table C2.6.2 Southern Highlands Province Strategic Economic Priorities 226 Table C2.7.1 Current Status of Service Categories for each District in Western Highlands Province 227 Table C2.7.2 Western Highlands Province Strategic Economic Priorities 228 C3.1: AUTONOMOUS REGION OF BOUGAINVILLE 231 Table C3.1.1 Current Status of Service Categories for each District in Autonomous Region of Bougainville 232 Table C3.1.2 Autonomous Region of Bougainville Strategic Economic Priorities 235 C3: NEW GUINEA ISLANDS REGION 237 Table C3.2.1 Current Status of Service Categories for each District in East New Britain Province 239 Table C3.2.2 East New Britain Province Strategic Economic Priorities 240 Table C3.3.1 Current Status of Service Categories for each District in Manus Province 243 Table C3.3.2 Manus Province Strategic Economic Priorities 244 Table C3.4.1 Current Status of Service Categoriesfor each District in New Ireland Province 245 Table C3.4.2 New Ireland Province Strategic Economic Priorities 247 Table C3.5.1 Current Status of Service Categories for each District in West New Britain Province 248 Table C3.5.2 West New Britain Province Strategic Economic Priorities 251 C4: MOMASE REGION 253 Table C4.1.1 Current Status of Service Categories for each District in East Sepik Province 254 Table C4.1.2 East Sepik Province Strategic Economic Priorities 256 Table C4.2.1 Current Status of Service Categories for each District in Madang Province 258 Table C4.2.2 Madang Province Strategic Economic Priorities 259 Table C4.3.1 Current Status of Service Categories for each District in Morobe Province 262 Table C4.3.2 Morobe Province Strategic Economic Priorities 266 Table C4.4.1 Current Status of Service Categories for each District in West Sepik Province 267 Table C4.4.2 West Sepik Province Strategic Economic Priorities 268 C5: SOUTHERN REGION 271 Table C5.1.1 Current Status of Service Categories for each District in Central Province 272 Table C5.1.2 Central Province Strategic Economic Priorities 275 Table C5.2.1 Current Status of Service Categories for each District in Gulf Province 276 Table C5.2.2 Gulf Province Strategic Economic Priorities 278 Table C5.3.1 Current Status of Service Categories for each District in Milne Bay Province 279 Table C5.3.2 Milne Bay Province Strategic Economic Priorities 281 Table C5.4.1 Current Status of Service Categories for each District in National Capital District 282 Table C5.4.2 National Capital District Strategic Economic Priorities 284 Table C5.5.1 Current Status of Service Categories for each District in Northern Province 285 Table C5.5.2 Northern Province Strategic Economic Priorities 286 Table C5.6.1 Current Status of Service Categories for each District in Western Province 289 Table C5.6.2 Western Province Strategic Economic Priorities 290 X List of Figures Figure No. Figure Page PART A POLICY DIRECTIONS OF THE GOVERNMENT OF PAPUA NEW GUINEA 1 Figure 1.1 National Planning Framework 4 Figure 1.2 High Level Policy Targets 6 Figure 3.1 GDP Growth Trend (current prices) and Outlook for 2023-2027 19 Figure 3.2 Economic Growth Model 16 Figure 3.3 Internal Revenue Trends and Forecast for 2022-2027 18 Figure 3.4 Export Revenue Trend and Forecast for 2022-2027 20 Figure 3.5 Total Expenditure Trend and Forecast for 2023-2027 22 Figure 4.1 MTDP IV Strategic Priority Areas and Deliberate Investment Priorities 27 Figure 5.1 Funding Sources of the MTDP IV 2023-2027 45 Figure 6.1 MTDP IV Implementation Governance Structure 48 Figure 6.2 MTDP IV Implementation and Reporting Schedule 50 Figure 6.3 Roles and Responsibilities of Stakeholders in Implementing MTDP IV 51 Figure 10.1 The Government of PNG Expenditure (2018-2021) – MTDP III Estimated Cost and Annual CIB 66 Budget vs Actual Expenditure Figure 11.1 Risk Management Matrix 70 Figure 11.2 Risks Analysis 73 PART B SECTORAL INTERVENTION PROGRAMS, INVESTMENTS AND TARGETS 77 Figure 1.0 Structure of the Sector Log frame 78 XI FOREWORD BY THE PRIME MINISTER It is my honor as the Prime Minister to introduce Papua New Guinea’s Medium Term Development Plan IV 2023-2027. The MTDP IV has been framed to incorporate the National Government’s development agenda which is to grow the economy to K200 billion, double both internal and external revenue and create an additional one million jobs. These achievements or outcomes will assist us achieve our dream to be the “Richest Black Christian Nation” and a “middle income” country by 2030. In the past 47 years, we have endured many socio-economic challenges caused by both internal and external forces. The lessons we have learned have positioned us to make necessary adjustments in policy, institutional and legislative settings for improving service delivery, promoting good governance and achieving economic prosperity. We are a proud Nation made up of a thousand tribes and a thriving democracy - a testament to the resilience and strength of our people. As we approach our Golden Jubilee Anniversary of Independence, we will continue to overcome the challenges of our remoteness by connecting every part of the country by road, sea, air, electricity, telecommunications, and e-government systems (by satellite) through one of the Government’s signature policies, the “Connect PNG program”. As a country, we have made great progress over the past 47 years. However, for us to further advance in today’s globally competitive world, we need strong leadership and partnership at all levels of our society. I am very optimistic about our prospects for a better future and the Government I lead will implement innovative and strategic policy, institutional and legislative reforms to transform our economy. These reforms will enable the Government to eliminate inefficiencies by improving productivity and maximizing returns from the development of our abundant natural resources. The MTDP IV clearly outlines the Government’s policy intent to undertake downstream processing of our natural resources and empowering our people by vigorously promoting Micro, Small and Medium Enterprises (MSME). We will create a friendly and conducive environment to attract Foreign Direct Investment and establish Exclusive Economic Zones. And through the Plan we will build highly skilled human capital by investing in quality education at all levels and harness XII the opportunities of research and technology. We are also aware of the challenges from our bulging young population. The Government is introducing new and innovative policies and programs in the MTDP IV that will skill and empower our youth to contribute to the country’s economic development and nation building. This will include the introduction of the National Youth Service and spiritual development through the introduction of compulsory bible studies in the primary to secondary school systems. Our provinces and districts will be given the recognition they deserve. The Government will address the huge disparity in resource allocation by providing adequate resources to build local economies and the services that people need. Finally, the effective delivery of the MTDP IV is not the National Government’s sole responsibility. It is the shared responsibility of each and every one of us, including our private sector, civil society, Non-Governmental Organization and Development Partners. I encourage all of us to take ownership of the MTDP IV. In doing so, we can build PNG into a great country, that secures the future for our children. Let us leave no one and no place behind. May Our Heavenly Father bless the MTDP IV and divinely guide us in its implementation. Hon. James Marape, MP Prime Minister Member for Tari-Pori XIII STATEMENT BY THE MINISTER FOR FINANCE AND PLANNING The Medium-Term Development Plan IV 2023-2027 (MTDP IV) is the “Road Map” for the Marape-Rosso Government in the pursuit of its ambitious development agenda. MTDP IV outlines the Government’s strategic policies, aimed at achieving three key developmental objectives: (a) growing our economy to K200 billion by 2030, (b) the creation of one million additional jobs, and (c) improving the quality of life for all our people. The MTDP IV is notably different from the past MTDPs. It clearly identifies sectoral targets, strategic priority areas, funding modalities, partnerships, implementation, and accountability structures that are underpinned by stringent monitoring and evaluation processes. There are 12 key Strategic Priority Areas, (SPAs): 1. Strategic Economic Investments 2. Connect PNG Infrastructure 3. Quality and Affordable Health Care 4. Quality Education and Skilled Human Capital 5. Rule of Law and Restorative Justice 6. National Security 7. National Revenue and Public Finance Management 8. Digital Government, National Statistics and Public Service Governance 9. Research, Science and Technology 10. Climate Change and Natural Environment Protection 11. Population, Youth and Gender Development 12. Strategic Partnership Under each of the 12 SPAs, various deliberate intervention programs (DIPs) have been identified and will be adequately funded to enable effective delivery. Clearly, mobilization of funds is one key factor, however the Government acknowledges it alone is not sufficient. Effective implementation requires a host of strategic policy, institutional and legislative reforms. All of these reforms, including an effective funding modality are an absolute prerequisite for effective XIV delivery of the MTDP IV. Some of the reforms include outsourcing of key Government functions such as payroll and Human Resources management, audit, technical and financial evaluations, project supervision, and monitoring and evaluation. In addition, establishment of rigorous standards for roads, construction, technical requirements, and implementation of an e-procurement process for greater transparency and accountability underpin the plan. The outsourcing of these functions, including payroll and HR functions, will not only deliver cost-savings but also significantly improve efficiency, enhance accountability, and build institutional capacities and capability. This is not a new concept - governments around the world have put in place similar measures and have significantly improved their efficiency and productivity at all levels as a consequence of these reforms. Furthermore, these reforms are intended to address the high cost of doing business. We will restructure our State-Owned Enterprises (SOEs) and under the Public Private Partnership Policy, achieve effective utilization of aid funds, and alignment of all stakeholders including our development partners. This will ensure enhanced accountability through clearly defined roles and responsibilities and a transparent oversight process. For the “first time’, the MTDP IV will incorporates some of key resolutions from the Governor’s Council Conference. This is a major policy proclamation by the Marape-Rosso Government in recognition of the Organic Law on Provincial and Local Level Government and demonstrates the Government’s commitment to inter-government cooperation and partnership. We must not repeat past mistakes but we must learn those lessons of the past and ensure that MTDP IV is successfully delivered. A robust partnership between all stakeholders is key to achieving this success. That is why, under MTDP IV, all stakeholders have a role to play in the implementation of the Plan. I take this opportunity to thank everyone for their contributions towards the development of the MTDP IV and pledge our unequivocal commitment to its full implementation. God bless our efforts to serve his people. Hon. Rainbo Paita, MP Minister for Finance & Planning Member for Finschhafen XV REMARKS BY THE ACTING SECRETARY FOR DEPARTMENT OF NATIONAL PLANNING AND MONITORING The Department of National Planning & Monitoring has undertaken comprehensive consultations with stakeholders in the formulation of PNG's Medium-Term Development Plan IV 2023-2027. This plan is an integral part of the National Planning Framework that articulates the Government’s medium-term goals, strategic priorities, and investments. This is intended to strategically align the country to achieve PNG Vision 2050 aspirations – to be “smart, wise, fair, healthy and happy society" and to be in the "top 50 countries in the United Nations Human Development Index" by 2050. The formulation of MTDP IV has taken into account the achievements, challenges, and lessons learnt from the previous MTDPs. The successful implementation of MTDP IV will require strong and transformative leadership at all levels. Strong alignment to MTDP goals and targets from all sectors, provinces and districts including, international development partners, private sector and civil society organisations. To support the development priorities of this Government, MTDP IV is focused on investing in deliberate intervention programs through strategic alignment in planning, programming, budgeting and implementation. Public service governance, transparency and accountability will be the core attributes that will guide stakeholders across all sectors, including the provinces and districts, to achieve the development targets. The MTDP IV clearly articulates strategic sector priorities, measurable targets and indicators. The Department will provide the overarching coordination role by working closely with all stakeholders to ensure that there is greater collaboration underpinned by a holistic approach to meet their respective development targets. The provinces and districts are expected to deliver on minimum service standards through structural transformation in the provincial and district administrations. They must leverage the increase in budgetary allocation to build their enabling infrastructure and economic base to support their development aspirations. All sectors, provinces and districts, international development partners, private sector and civil society organisations must align their integrated development plans and assistance strategies to the MTDP IV. This will ensure all available resources are fully utilised to create the development impact that will benefit our people. Let us work innovatively and strive to transform PNG to be prosperous. I commit the MTDP IV 2023-2027 to God and pray for His wisdom and guidance for us to deliver the Plan together. Koney Samuel Acting Secretary XVI ACKNOWLEDGEMENT The Department of National Planning and Monitoring in drafting the Medium-Term Development Plan 2023-2027 has been involved in wider and comprehensive consultations to produce this document. This would not have been possible without the contributions by all the stakeholders involved, including the Prime Minister, the portfolio Minister, Ministers of State, heads of agencies, provincial and district administrators, Development Partners, private sectors, Civil Societies and Faith-Based Organisations. The Department acknowledges the overarching policy pronouncements by the Prime Minister that sets the direction and the tone for the framing of this MTDP IV. The Department of Prime Minister and National Executive Council and the Advisors are acknowledged. The Department also acknowledges the leadership and guidance of Honourable Rainbo Paita MP, Minister for Finance and Planning, during the drafting of the Plan. This would not have been possible without his foresight, vision and strategic thinking in prioritising development agenda and providing political leadership. The two Vice Ministers responsible for Policy and Planning and Public Investment Program are also acknowledged for their support. The Department further acknowledges the Heads of the National Departments, Statutory Organisations, Provincial Planners and all DDAs for their contributions during the regional sectoral consultations. Their insights on the challenges and issues affecting Sub-National and sectors has resulted in identifying the programs, minimum services standards and key investments identified in Parts B and C of this Plan. The Development Partners, private sector partners, NGOs, Civil Societies and Faith-Based Organisations, and Philanthropic Organisations for their contributions to this document. They will remain a critical partner in the implementation of this Plan. Finally, everyone who has contributed to the drafting of this Plan is acknowledged. We thank you and may God Bless our efforts to serve His people. XVII EXECUTIVE SUMMARY The Medium-Term Development Plan IV 2023-2027 (MTDP IV) is themed as “National Prosperity through Growing the Economy”. The theme captures the Government’s intent to deliberately invest in strategic priority areas to trigger national growth, transformation and prosperity. This five-year plan is the fourth in succession and it incorporates lessons learnt from the past MTDPs. It reflects the Government’s development agenda and the Prime Minister’s official pronouncements. The objectives of the MTDP IV are to grow the GDP by K164 billion towards the 2030 target of K200 billion by doubling the country’s internal and export revenues and creating one million new jobs by 2027. In order to achieve these, it requires all agencies of Government and stakeholders to integrate, align and complement their development programs and initiatives to the MTDP IV Strategic Priority Areas (SPA). The 12 SPAs are as follows: 1. Strategic Economic Investment 2. Connect PNG Infrastructure 3. Quality and Affordable Health Care 4. Quality Education and Skilled Human Capital 5. Rule of Law and Restorative Justice 6. National Security 7. National Revenue and Public Finance Management 8. Digital Government, National Statistics and Public Service Governance 9. Research, Science and Technology 10. Climate Change and Naturaal Environment Protection 11. Population, Youth and Women Empowerment 12. Strategic Partnerships Within each of these SPAs, there are Deliberate Intervention Programs (DIPs) which are assigned to the responsible sector agencies to deliver over the MTDP IV period. These DIPs are high level sectoral programs that will guide the Government’s investment plans, budget, programming and implementation. This includes the support from Development Partners and other stakeholders. The Government’s commitment to transform the economy requires substantial financial investment into the 12 SPAs. An estimated K51 billion is required to finance the full implementation of MTDP IV deliverables. The following financial sources have been identified to finance the Plan: i) The Government’s direct investments through the Capital Investment Budget; ii) Concessional loans and grants financing; iii) Private Sector financing through Private-Public Partnership (PPP), Infrastructure Tax Credit Scheme; and SOE Community Service Obligations Programs; iv) Foreign Direct Investments; and v) Civil Society and Faith-Based Organisations. All the finances that are mobilised will be effectively appropriated through the annual capital investment budget for programs identified under the 12 SPAs in accordance with the Public Investment Program guidelines. The integrated development plans of the sectors, provinces and districts must align with MTDP IV priorities in order to access the (Public Investment Program (PIP) funding. The Government, through its dedicated agency, will undertake regular monitoring and evaluation of PIP funding and its implementation to measure (i) the value for money on investment and (ii) policy outcome indicators. The report will form a score card to rank the performance of the sectors, provinces and districts against the KRAs and minimum service standards. XVIII

1.1 Overview This Medium-Term Development Plan 2023-2027 (MTDP IV) is the fourth of Papua New Guinea’s successive medium-term plans. This plan is an integral part of the National Development Framework that provides the strategies for the Government’s medium-term goals, priorities, investments, targets and indicators. The successful implementation of the MTDP IV is key to PNG achieving Vision 2050 to be a “smart, wise, fair, healthy and happy society”, and to be ranked in the top 50 countries in the United Nations Human Development Index (HDI) by 2050.

1.2 Theme and Objectives The MTDP IV is premised on the theme of achieving “National Prosperity through Growing the Economy”. This theme builds on achievements and lessons from past MTDPs and presents new and innovative approaches to accelerate social and economic growth that translates into fulfilling our aspirations. The Government cannot rely on the current ways of delivering goods and services, and utilising our natural resources, for the development of the country. We must explore and chart new and innovative ways to address the constraints faced1 and harness the opportunities for economic growth and development. In consideration of the above, the Government has stated the following key objectives: i) To achieve a K200 billion PNG economy by 2030; ii) To create one million additional jobs; and iii) To improve the quality of life for all PNG citizens. With these 2030 objectives in place, the role of the MTDP IV is set priorities and medium-term targets which contribute to growing the PNG economy to K164 billion and improve PNG per capita income to K14,000 (or US$3,000 equivalent) by 2027. Specific sector targets are posed to contribute to this target through the 12 Strategic Priority Areas (SPAs). The Government will undertake deliberate reforms in policies, legislation and institutional structures to create an enabling environment for National transformation. This will include: ● Introducing reforms on State-owned Enterprises (SOEs); and ● Development and implementation of new National policies for: • a National content and domestic market obligations • Export-import facilitation; • Domestic Downstream processing of PNG's natural resources2; • Roll-out of the Connect PNG Program; 1 See World Bank. 2020. Doing Business 2020. Comparing Business Regulation in 190 Countries, Washington, DC: World Bank. DOI:10.1596/978-1-4648- 1440-2. See also, The Challenges of Doing Business in Papua New Guinea. An Analytical Summary of the 2012 Business Environment Survey by the Institute of National Affairs. Asian Development Bank 2014. 2 See PNG Government. National Gold Bullion Policy. May 2023. 2 • National satellite development; • Outsourcing of National monitoring and evaluation; • Improving the cost and functionality of Government payroll3; • Compulsory National services; • MSME empowerment; and • Digitalisation of Government systems. The MTDP IV is not “business as usual”. It is a transformational development planning framework. The structure of SPAs with the Deliberative Intervention Programs (DIPs) provides the ultimate guide for strategic alignment of planning, programming, budgeting and implementation of public investments by all Implementing Agencies, Provinces and Districts. For the first time, the National plan maps out the minimum service standards at the Provincial and District levels and identifies the comparative advantage that each Province will unlock and develop to contribute to economic growth and development. All sector agencies, Provinces and Districts are provided with specific key performance indicators that they must deliver. The MTDP IV provides the implementation governance structure to get all sectors, Provinces and Districts, and our Development Partners (DPs), into their respective cluster groups for effective mobilisation and coordination of programs, financing and implementation, monitoring and evaluation, and reporting on their performance and outcomes.

1.3 National Development Frameworks The Planning and Monitoring Responsibility Act (PMRA) 2016 establishes five National Development Frameworks to guide socioeconomic development in the country. These provide for the planning, budgeting, service delivery, monitoring and evaluation, and coordination of, development programs in the country. These frameworks support the implementation of the medium to long term development plans of the country. These frameworks are:

1.3.1 National Planning Framework The National Planning Framework provides a clear development path and direction for the Government. PNG’s sovereign independence and its development aspirations are envisioned in the National Constitution. This is also expressed in the aspirational goal set out in Vision 2050, the PNG Development Strategic Plan 2010-2030 and other development frameworks, and its international commitments to the Sustainable Development Goals (SDGs).

1.3.2 National Budget Framework The National Budget Framework provides the policy structure to guide the formulation of the annual National Budget to implement the MTDP. This framework specifically links the Capital Investment Budget and MTDP to help achieve the development targets and goals.

1.3.3 National Service Delivery Framework Ensuring that National minimum service standards are adhered to by all levels of Government is an important legislative requirement of the National Service Delivery Framework. This framework guides the design, programming, implementation and measurement of minimum services delivery for all levels of Government. 3 See Deloitte Report. PNG Government Payroll Diagnostic Review | Final Report, April 2023. 3 Figure 1.1 below illustrates the cascading flow of development planning in PNG. NATIONAL CONSTITUTION VISION 2050 PNG DEVELOPMENT STRATEGIC PLAN 2010 - 2030 Guiding High Level Medium Term Supporting National Strategies & Policies Development Legislations of of Government Directions Government and Actions MTDP Sustainable Development National Fiscal Goals Responsibility Act Medium Term Fiscal Public Finance Strategy Five - Year Five - Year Sectoral Provincial/District Management Act Development Plan Development Plan Medium Term Debt Strategy Organic Law on Annual Budget Provincial & PNG Development Framework Paper Local Level Government Cooperation Policy Other relevant legislations PNG Population Policy of Government Annual Capital National Trade Policy Investment Budget DP Country Assistance/ Partnership Strategies PLANNING AND MONITORING RESPONSIBILITY ACT Figure 1.1: National Planning Framework 4

1.3.4 Monitoring and Evaluation Framework Measuring the performance of service delivery at National, Provincial and District levels requires an efficient and effective Monitoring and Evaluation Framework (MEF). The MTDP MEF aims to achieve two things: i) Monitoring the implementation of public investment projects against their initial design and ensuring there is value for money, and “return on investment” on all public investments; and ii) Measuring the impact of the programs implemented under the MTDP IV and against the identified development indicators.

1.3.5 Development Cooperation Framework Forging strategic partnerships is important for the Government to deliver on its development plans. The Development Cooperation Partnership Framework provides guidance to the Government of PNG in engaging in cooperation with DPs to align their support to the Government’s development initiatives expressed in the MTDP IV.

1.4 High Level Policy Targets PNG’s long and medium-term policies and plans are interlinked and articulate critical targets over their respective periods of time. The diagram below illustrates the High-Level Policy Targets. 5 NATIONAL CONSTITUTION GOALS Integral Human Development Equality and Participation National Sovereignty and Self-Reliance Natural Resources and Environment Papua New Guinea Ways VISION 2050 “To be Smart, Fair, Healthy and Happy Society by 2050” Papua New Guinea to be ranked in the top 50 countries in the United Nations PNG DSP 2010-2020 Human Development Index (HDI) by 2050. Reach the Upper Middle-Income Country Status K200 billion Economy 100% Connectivity Leaving No Child Behind MEDIUM TERM DEVELOPMENT PLAN IV 2023 - 2027 70% Connectivity (Connect PNG) GDP to reach K164 Billion Internal Revenue growth to K25 Billion 1 million new jobs (Both Directly and Indirectly) SECTOR, PROVINCIAL AND Per Capita Income to increase to DISTRICT DEVELOPMENT PLAN (ALIGNED TO MTDP IV) K12,000 (US$ 3,000) Provincial and District Hospitals built TVET & Secondary Schools Built in each District District Commodity Roads & Wharves/Jetties built NATIONAL ANNUAL BUDGET MSME and District Growth Centres Capital Investment Budget to grow the economy Provincial and District Markets Development Partners’ Loan financing to Provincial Waste Management support economic infrastructure Minimum Service Standards achieved Development Partners’ Grant financing to support socio-economic needs Recurrent Budget to support and complement the capital investments Figure 1.2: High-Level Policy Targets 6

1.5 Structure of MTDP IV There are three Parts to the MTDP IV: PART A High-level Policy direction of the Government articulating the 12 Strategic Priority Areas (SPAs) and the supporting Deliberate Intervention Programs (DIPs) for achieving our objectives during the MTDP IV period (2023-2027). PART B This presents the Sectoral Intervention Programs, Investments and Targets. It defines the investments in the SPAs and elaborates on Key Result Areas (KRAs) and indicators to realise the MTDP IV objectives. It is also the guide for sectoral agencies and stakeholders to align their sector development plans to the MTDP IV. PART C Outlines the Provincial and District Minimum Service Standards and Economic Opportunities to guide Provincial Administrations and District Development Authorities in aligning their development plans to the SPAs and ensuring delivery of quality outputs. 7

2.1 Policy Reforms The Government is proposing new policy initiatives to progress the country's development under the MTDP IV. These policy interventions are intended to achieve the overall objective of the MTDP IV which is to grow PNG's GDP to K200 billion and create one million additional jobs by 2030. These initiatives are in alignment with the country's development aspirations already projected in Vision 2050 and PNGDSP 2010-2030. The major thrust of these proposed policy initiatives is to localise wealth creation, grow the Micro, Small and Medium Enterprises (MSMEs), expand the country's revenue base and ultimately grow the economy. These policy solutions are also intended to ensure that a conducive enabling environment is in place for economic activities to flourish and businesses to grow. Listed below are the new policy initiatives that will be implemented under the MTDP IV. Table 2.1 Policy Reforms MTDP IV SPA Policy Reform Descriptions To extend the provision of banking services under Community Service Obligations SPA 1 Financial Inclusion (CSOs). National Downstream National Downstream Processing agenda to be aggressively pushed in the agriculture SPA 1 Processing (Value- commodities, palm oil, forestry, fisheries, mineral and petroleum sectors for greater Adding) Policy value-adding in the country. To ensure the availability of capital formation in PNG and access to that capital by SPA 1 Financial Sector Reform MSMEs. National Content Policy to ensure major impact projects in the extractive and non- extractive industries contribute to national development. The key pillars of this National Content policy are: National Content and • Use of locally sourced goods and services; SPA 1 Domestic Market • Development of Small to Medium Enterprises; Obligation Policy • Creation of employment for the local population; • Capacity building in local businesses, constructions, insurance etc.; • Transfer of knowledge and technology to local businesses and our citizens; • Create valued-added industries, including downstream processing in PNG; and • Domestic Market Obligations, particularly in the petroleum industry. PNG will review the National Trade Policy and work on Free Trade Agreements (FTAs) SPA 1 Free Trade Agreement with major partners to reduce or eliminate certain barriers to trade and investment, and facilitate stronger trade and commercial ties between the participating countries. National Marketing Policy will provide for the mobilisation of products for markets. This SPA 1 National Marketing Policy includes the development of the local value chain and access to markets. SMEs participating in exports and imports are severely restricted because of the risks associated with the transactions. Government’s involvement will be critical in order to Export-Import Credit SPA 1 de-risk imports and exports. Export-Import Credit Agency (EICA) will provide credits, Facility guarantees, loans and other support facilities and mechanisms to ensure SMEs effectively participate in the export and import businesses. Capital Market • Develop capital market policy and legislative framework SPA 1 Developemnt • Promote participation of local companies in capital markets 8 Table 2.1 Policy Reforms MTDP IV SPA Policy Reform Descriptions SME sector has been a major driver of growth in most developing economies in the face of dwindling formal sector employment and has been growing in significance. In PNG, SME sector is recognised through policy interventions but still lags behind significantly due to lack of financial resources, inadequate human resources and general management skills, lack of competition and disjointed Government management. The Government recognises the obstacles4 and will undertake institutional and legislative reforms to mitigate these risks so that SME sector can become a major driver Review of SME in achieving the Government’s objectives of growing the PNG GDP to K200 billion, and Informal Sector creating one million additional jobs; and improving the quality of life of all PNG citizens SPA 1 by 2030. Development and Control Act Several proposed initiatives, among others, include: i) Establishing an SME Act (to replace Informal Sector Development and Control Act 2004); ii) Review of the Reserve Business (activity) List; iii) Establishment of Foreign Investment Review Board Act; iv) Establishing SME endowment funds under the SME Act; v) Establishment of a National Content policy; and vi) Review of the National Procurement Act. The National Content and Domestic Market Obligation Policy will augment the National Gold Bullion Policy to ensure PNG’s share of gold production, either from its investments in PNG gold mines or from National Content Policy, are refined and stored onshore. Gold bullion is both a store of wealth and a form of currency. It is the Government’s intention to ensure that the State’s gold bullion is kept onshore to provide a growing asset which supports the economy and provides an economic cushion for unexpected National Gold Bullion global economic events, such as conflicts and pandemics. SPA 1 Policy The National Gold Bullion Policy5 also establishes the new downstream processing industry and structure for all PNG sourced gold and precious metals, including the retention in PNG of the profits and economic and social benefits from downstream refining, processing and value-adding by the National Gold Refinery & Mint of all PNG gold and precious metals prior to export. The Policy will increase the value of gold in the country and significantly improve much needed foreign currency inflows in the economy for decades to come. Hemp is a cultivar of Cannabis sativa. Specific hemp cultivars have minimal or nil psychoactive constituents. Hemp is culticated at industrial scale to produce medicinal drugs to treat intractible Hemp Development pains suffered by cancer patients at terminal stages, cosmetics and body care, industrial SPA 1 Policy applications, and for feed and fuel. The PNG government recognises the industrial utility of hemp and therefore intends to develop the policy framework necessary to promote the production and commercialisation of industrial hemp in the country. Develop the Connect PNG policy to broaden the concept to make it inclusive of all other SPA 2 Connect PNG Policy infrastructure developments. Respective sector standards are to be determined as part of an approved National required standards in production, importation; design and delivery of various goods SPA 2 National Standards Policy and services. The Government will review existing legislation and develop a National standard framework for all goods and services delivered in the country by both Government agencies, the private sector, and all Development Partners. This is a significant project initiative of the Government to leapfrog the economy into the digital space in line with Government’s ICT Policy and Digital Government Act 2022. PNG's own dedicated satellite is expected to result in increased economic and social SPA 2 Kumul One Satellite security for the country. This project will address the cost of communication and ease the connectivity challenges in the country. The MTDP IV plans to deliver the country’s first satellite by 2027. 4 See, The Challenges of Doing Business in Papua New Guinea. An Analytical Summary of the 2012 Business Environment Survey by the Institute of Nation- al Affairs. Asian Development Bank 2014. 5 See, PNG Government, National Gold Bullion Policy, May 2023. 9 Table 2.1 Policy Reforms MTDP IV SPA Policy Reform Descriptions Energy Security is an essential aspect for economic security, growth and development. SPA 2 and 6 Energy Security Policy The Government will encourage investment in different energy sources to ensure energy security to improve reliability, affordability and accessibility in the country. National Health Insurance Establish a National Health Insurance Policy to address the pressure on the public SPA 3 Policy health system. Foreign Language Explore the introduction of foreign languages to improve our ability to communicate with SPA 4 Studies our trading and alliance partners. Compulsory Christian Introduction of compulsory Christian education from Primary to Secondary schools (Gr. SPA 4 Education 1 to 12). To establish dedicated forensic and diagnostic labs to process crime scene evidence, SPA 5 Forensic and Diagnostic evidence gathering and scientific use of evidence. The growth and success of the country depends on political stability, hence there is need SPA 8 Political Reform for the review of the current political system, including legislative frameworks in order to identify a suitable political model. To ensure a vibrant media sector in PNG which is balanced by accountability mechanisms SPA 8 Media Accountability protecting the National interest and the rights and freedoms of PNG citizens. Develop the potential surrounding climate change opportunities through REDD+6 and SPA 10 Carbon Trade carbon offsets, technological advancements and carbon trading opportunities. NCS policy is to engage youths in Nation building. The concept is to enrol every student that completes year 12 in compulsory National service training for a minimum of 6-12 months before they advance into tertiary education, join the workforce or engage in National Compulsory SPA 11 private lives. The training will be designed and tailored to meet minimum standards Services (NCS) Policy of discipline, civic actions, trade skills and other relevant development training to fully immerse youths to be physically, mentally, spiritually and socially prepared to live a self- fulfilling and purposeful life in the society.

2.2 Legislative Reforms Legislative reforms are necessary to give effect to policy objectives. Some of the policy priorities mentioned above need to be enforced by way of introducing new or revising existing legislation to ensure greater policy and structural reforms are made to achieve the desired development outcomes. Below are some of the legislation that will be introduced and/or reviewed to provide the enabling environment for these policy objectives and developments. Table 2.2 Legislative Reforms Proposed Legislative MTDP IV SPA Descriptions Reforms SPA 1 National Content Bill To promote National participation in procurement contracts and programs. Public Investment Asset SPA 1 To impose severe monetary and criminal penalties against damages to public assets. Protection Bill Legislation to cater for resolution of local and international commercial disputes (PNG SPA 1 Arbitration Bill Arbitration Act 1951). Review KCHL Act, KPHL Review the relevant legislation to cater for the SOE Reforms to gain efficiency for the SPA 1 Act, KMHL Act economy. Review Central Banking Explore the options for trading in other foreign currencies and establish the foreign SPA 1 Act currency accounts. Also recognise seigniorage. Review Money Laundering SPA 1 Act and Unexplained Review and allow for National SME and informal sector to access financial services. Wealth Act SPA 1 Review Land Act Make land bankable for development. 6 REDD means reducing emissions from deforestation and forest degradation in developing countries. The “+” stands for additional forest-related activities that protect the climate, namely sustainable management of forests and the conservation and enhancement of forest carbon stocks. 10 Table 2.2 Legislative Reforms Proposed Legislative MTDP IV SPA Descriptions Reforms Prudential Regulatory SPA 1 To reform oversight of the non-banking financial sector. Authority Review Connect PNG Act Review the current legislation to be inclusive of other Connect PNG infrastructure SPA 2 2021 development in all sectors. SPA 2 Critical Infrastructure Bill Declare and protect key National infrastructure as strategic assets for the country. Higher Education Act/ To clearly establish the role of the Student Representative Council, rename as SPA 4 Universities Acts Student Representative Senate, provide annual grant funding. Establishment of a Specialised Unit called Kumul Weapon Arms Tactical Unit (KWAT) SPA 5 Police Act for domestic and external counter terrorists. National Intelligence Redefine and clarify the agency’s roles and responsibilities, build capacities and SPA 6 Organisation Act modernise the entity, and rename as Kumul Intelligence Agency (KIA). Foreign Investment SPA 6 To establish the Board to review and approve all foreign investments. Review Board Act. Review National Reserve To review and enforce the National Reserved Business Activities classification and SPA 6 Activities List (IPA Act) listing. Review Public Finance SPA 7 To outsource the financial inspections to independent reputable accounting firms. Management Act Introduction of Automated National Procurement (ANPC) process, change of Board SPA 7 National Procurement Act membership, (TIPNG), and outsourcing of the tender evaluation process. Review to clearly demarcate responsibilities related to the issuance of warrants, SPA 7 PFMA/Appropriation Act expenditure control and management. Review Enforcement of Review of fees and charges for Government services and the distribution to SPA 7 Non-Tax Revenue Act Consolidated Revenue Fund (CRF). PNG Sovereign Wealth SPA 7 Operationalise the SWF. Fund Act SPA 8 National Identity Act To identify and authenticate citizens. Review PNG Employment SPA 8 Review and enforce National job classification and listing. Act Review National Planning Review the National Planning and Monitoring Responsibility Act 2016 to reposition the SPA 8 Act amendments department to cater for the new roles and functions. National Monitoring Legislate the functions of monitoring of all Government investments and performance SPA 8 Authority Bill of public bodies. Review Immigration and SPA 8 Review legislation for granting of permanent residency, citizenship and qualification. Citizenship Act 2010 Review legislation to identify dangerous applications and block sites that are SPA 8 Review Censorship Act potentially harmful. 11

2.3 Institutional and Structural Reforms The institutional reforms are critical to embed the Government’s policy priorities and to drive the development agenda in MTDP IV. Following are the reforms proposed under MTDP IV. Table 2.3 Institutional and Structural Reforms MTDP IV SPA Institutional Reform Descriptions Establishment of the Seat of Government, Waigani Precinct, Build new Government Precinct. Downtown Precinct and Security SPA 2 Precinct Development of Nadzab City Develop Nadzab into a city and mining township. International Airports Operationalise regional airports for international flights. Energy Security is an essential aspect for economic security, growth and development. The Government will encourage investment in an Oil Refinery, SPA 2 and 6 Energy Security Gas Powered Energy, Hydro Power, Bio-diesel, and Solar Energy under hybrid PPP models or FDIs. New specialised universities: i) Medical University (UPNG Taurama - NCD); ii) Agriculture University (Agriculture College, Mt Hagen– WHP); SPA 4 Specialised Universities. iii) Maritime University (Madang Maritime College); and iv) Somare University of Public Service (PILAG – NCD). These Universities can be independently audited and assessed for accreditation. Enrol top 10% of the country’s grade 12 students into the National School of Excellence (NSOE): Aiyura, Kerevat, Passam, Port Moresby, Sogeri SPA 4 School of Excellence and Wawin – with fully developed STEM Curriculum (STEM = Science, Technology, Engineering and Mathematics). The Kumul Scholarship to support the top 10% of the grade 12 students SPA 4 Kumul Scholarship particularly graduating from the NSOE for specialised training overseas. Technical Vocational Education Training (TVET) to be established in every Technical Vocational Education SPA 4 District in the country. TVET is critical to fill the technical skills gap and Training (TVET) provide the necessary skills required to transform the country. Relocate Murray Barracks, Taurama Barracks and Naval Base outside of the SPA 6 Relocation of Military Barracks city. SPA 6 Cyber Crime Units Establish the Cyber Crime unit under NICTA7. Establishment of Single Business Integrate functions related to Business Registration, Tax Registration, Work SPA 7 Window (One-Stop-Shop) Permit, and Visa under one-stop-shop business Centre. Department of Implementation and Rural Development to be renamed as Establishment of National SPA 8 the National Monitoring Authority to take on the functions of monitoring and Monitoring Authority reporting of all public bodies; and oversee the outsourcing. Restructure Department of National SPA 8 To establish Planning offices at the Province and District levels. Planning Establishment of centralised SPA 8 procurement for Government Annual procurement of goods and services for Government Agencies. Goods and Services (GS) Review management of payroll Introduce new payroll management system to eliminate ghost names, reduce SPA 8 system including software platform costs and outsource the payroll management8. 7 National Information and Communications Technology Authority. 8 See Deloitte Report, PNG Government Payroll Diagnostic Review | Final Report, April 2023. 12 13 With the objective of growing the PNG economy to K200 billion by 2030, the MTDP IV is supported by the 12 Strategic Priority Areas (SPAs) with supporting investments implemented through the Deliberate Intervention Programs (DIPs). These include growth drivers such as downstream processing in PNG of PNG natural resources, value-added manufacturing in PNG, mining and petroleum operations, strategic trade and investments, Connect PNG infrastructure, Micro, Small and Medium Enterprises (MSME) expansion, and promoting a productive, healthy, and responsible population. The coming on-stream of major resource projects, including the Papua LNG Project, the P'nyang Gas Project, and the Wafi-Golpu Mine, as well as the reopening of the Porgera Gold Mine, will accelerate economic growth. This should bring the economy close to K164 billion and contribute to generating an additional million jobs for our PNG citizens by 2027. Additional revenues are expected to be generated through Government interventions in tax and non- tax reforms, and Customs administration. These will be used to ensure a balanced budget is achieved by 2027 and enable all debts to be settled by 2034 as per the Government’s 13-year Budget Repair Strategy.

3.1 Economic Growth Triggers and Outlook The MTDP IV growth projections are based on seven key growth triggers. These are focused on internal revenue, Government budget, Capital Investment Budget, export revenue, imports, critical infrastructure, law and order, and National security. Table 3.1 shows the growth triggers. Table 3.1 Economic Growth Model Key Triggers Baseline No. Areas Key Growth Triggers Annual Target (K'mil) (K'mil) Increase Internal Revenue to K25.0 1 Internal Revenue K15,600 (2022) Increase by K1,900 billion by 2027 Increase Total Expenditure to K30.0 2 Government Budget K24,700 (2023) Increase by K1,500 billion by 2027 Capital Investment 3 K51 billion by 2027 K9,700 (2023) At least K10,000 Budget 4 Export Revenue Increase to K50.0 billion by 2027 K37,300 (2021) Increase by K2,540 5 Imports Reduce imports by K5.0 billion in 2027 K11,900 (2021) Decrease by K1,000 Investment in Connect PNG infrastructure 6 Critical Infrastructure K2,545 (2023) Increase by K3,825 to be K17.84 billion by 2027 Enforce law & order and National Secu- Law and Order, and 7 rity at a total investment cost of K3,694 K398 (2023) Increase by K824 National Security million9 by 2027 Currently, PNG’s nominal Gross Domestic Product (GDP) is at K110 billion and categorises PNG as a lower middle-income country with a per capita income of K9,456 (or US$2,673). The GDP growth projection for 2027 is at K164 billion as shown in Figure 3.1. The GDP growth projection is based on the following assumptions: 9 See Deloitte Report. True Cost of Policing Services in PNG. Final Report. January 2020. 14 • Deliberate investments in the seven growth triggers and other MTDP IV SPAs; • Recovery from COVID–19 pandemic and rebounding of the global economy; • Recovery of the Chinese economy; • Reopening of Porgera Mine; • Coming on stream of Papua LNG, Wafi-Golpu, P'nyang Gas, and other resource projects; and • Total average population to be at 11.78 million (2021 estimate). Figure 3.1: GDP Growth Trend (current prices) and Outlook for 2023-202710 Table 3.2 GDP Current Price Contribution by Main Sectors (K'mil) Aggregate Manufactur- Year Agriculture Fishery Forestry Mining Petroleum Others GDP ing Baseline 107,807 14,231 3,019 2,156 2,156 9,703 20,483 56,060 (2022) Proportion- al Share of 100.0 13.2 2.8 2.0 2.0 9.0 19.0 52.0 Total GDP (2022) (%) 2023 116,042 15,550 3,597 2,669 2,785 10,908 22,512 58,021 2024 128,448 17,469 4,367 3,340 3,597 12,588 25,433 61,655 2025 141,885 19,580 5,250 4,115 4,540 14,472 28,661 65,267 2026 156,047 21,847 6,242 4,993 5,618 16,541 32,146 68,661 2027 164,000 23,288 7,052 5,740 6,560 18,040 34,440 68,880 Proportion- al Share of GDP Target 100 14.2 4.3 3.5 4.0 11.0 21.0 42.0 for 2027 (%) 10 Data Source: Budget Volume ,1 2023, Treasury. 15 Figure 3.2 below shows a simplified model of the key growth triggers, and the anticipated economic impacts in terms of revenue, employment and infrastructure connectivity that would be realised through sustained investments as per the MTDP IV. bs 112,500 000 new jo new jobs  81,                                                      Œ                             s                        ‡                                                                                       Œ                   Œ               144      Œ      s                                ‚ 
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                                 200          ­ ,0          00N           E    ‚   €               Ž          ‘  ’ ‘     ‘    ‘    Figure 3.2: Economic Growth Model 16 Table 3.3 Projected Employment of One (1) Million Jobs by MTDP IV SPA Classification Projected MTDP IV Employment by MTDP IV Budget Minimum Jobs by Details SPA Investment Sectors Estimates (K’Mill) SPA Foresty Hub (Oro, Saundaun,Central, ENB, Forestry 100.0 30,000 Western) Micro Small Enterprises 200.0 50,000 Micro Small Enterprises Incubation Deliberate Support to Existing Medium Medium Enterprises 20,000 300.0 Enterprises Large - FDI Investment / In country Labour mobilisation program to 320.0 10,000 SEZ declared SEZ Petroleum and Gas 330.0 15,000 Papua LNG & other fields SPA 1 Mining 1,274.0 25,480 Wapi-Golpu, Freda & Pogera Re-opening Livestock Development 340.0 7,000 Poultry Plants (Sepik, Highlands & Port Moresby) Rice Commercialisation 360.0 7,200 Central Rice & Others Fresh Produce 278.0 50,000 Fresh Produce Aggreagation & Freight Subsidy Fisheries 660.0 13,000 PMIZ & Tuna Hub Coffee, Cocoa, Coconut, Spices, Rubber Agriculture Commodities 1,487.0 50,000 Commodity Developments Palm Oil 434.0 8,000 Oil Palm Development & Palm Oil Value Adding Housing 640.0 20,000 Public & Institutional Housing SPA 2 Transport 9,603.0 50,000 Connect PNG & All other transport connectivity Energy 3,391.0 15,000 National Electrification Production and Rollout Water and Sanitation 915.0 5,000 National WaSH Rollout (WaSH) SPA 3 Health 5,804.0 2,500 New Medical Officers SPA 4 Education 4,190.0 4,000 New Teachers SPA 5 Law & Justice 2,899.0 5,000 Law and Justice & Law Enforcement Officers Defence and other National Security Sectors SPA 6 National security 794.0 2,000 engagements Internal Revenue & Public SPA 7 477.0 2,000 Revenue & Customs Expenditure Digital Government, SPA 8 National Statistics & Public 1,752.0 40,000 Digital Transformation Service Governance Research, Science and SPA 9 143.0 3,000 Investment in Research, Science and Tech ology Technology Climate Change & Environ- Climate Change and Environment Program SPA 10 499.5 10,000 mental Protection developments Population, Youth & Women SPA 11 681.5 20,400 Investment in Youths, and women developments Empowerment Private Sector, Development Partners and Civil SPA 12 Partnershp 234.2 15,000 Soceity Organisations Employment Each of the 89 districts are required to create Provincial & District Service SIP 5,900.0 250,000 atleast 1500 jobs in their district directly and Improvement Programs indirectly Other jobs generated indirectly as a result of Others Other Indirect Employment Indirectly 290,000 intervention under MTDP IV TOTAL 1,019,580 Total Projected Employment Target by 2027 17

3.2 Strategic Investments of the Seven Growth Triggers Growth Trigger 1: Increase Revenue to K25 billion by 2027 An annual investment of approximately K1,127 million is needed to achieve a K25 billion internal revenue target by 2027 (Table 3.4). Table 3.4 Growth Trigger 1 - Increase Revenue to K25 billion by 2027 Project/ Proposed No. Intervention Description Strategies Program Funding (K’mil) Nationwide Micro-Small Work with DCI, SME Corporation to Micro-Small Enterprise Incubation K200 /year structure Proper MSME incubation in Cottage Industry Program the country National industrialisation All local manufacturing and Small–Medium initiatives in Agriculture, downstream processing industries to Enterprise and Food and Beverages, Textile, K300/year be supported through a coordination Manufacturing Merchandise Trading and program Industrial Goods Agriculture commodities, fish- Large-scale FDI investments in Downstream eries, Forestry, National Gold K400 /year downstream processing and industri- Broaden Processing Refinery and Mint11, Special al programs 1 Revenue Economic Zones (SEZs) Base Wafi-Golpu, Papua LNG, Bring Wafi-Golpu Mining and Papua Facilitating FDI P'nyang Gas, other pipeline LNG into construction and operation in Mineral and projects K100 /year Petroleum/Gas Re-open Porgera including Reopened Porgera Mine into full other Mines support operation Refer to Key Large-scale rice farming National Rice Farming Program Agriculture Growth Trigger 3 Commerciali- sation Commodities seedling, plantation re- Commodities plantation/ K50 /year habilitation and smallholders support Smallholders support Programs IRC to be adequately funded to Tax Compliance Increase taxpayer registration, strengthen tax administration and and improve compliance and tax compliance including registration of Administration administration K60 /year new taxpayers Custom Duties Custom Border Security, Customs PNG to be funded Compliance and compliance and duties to improve Import and Export Administration administration monitoring and surveillance Tighten Tax 2 SOE Reforms to increase SOE to become profitable and pay Compliance Government dividends dividend to State (CRF) Gaming Machine Fees and Charges Non-Tax Gaming machine fees and administration to complement Revenue charge administration K17 /year development budget Administration Effective collection and Governance on non-tax fees administration of Non-Tax Revenue – and charges Govt fees and charges Internal revenue is projected to grow to K25 billion by 2027 (Figure 3.3) while total revenue, including grants, is projected to grow to K32.5 billion (Table 3.5). This is based on the assumption of grant contributions at a constant rate of K1.5 billion per year and/or K7.5 billion in aggregate over the five-year period. 11 See PNG Government. National Gold Bullion Policy. May 2023. 18 Figure 3.3: Internal Revenue Trends and Forecast for 2022-202712 Table 3.5 Internal Revenue Break-up Income, International Goods and Petroleum Internal Profits, and Trade and Mining And Non-Tax Year Services And Mining Revenue Capital Gains Transactions Petroleum Tax Revenue Taxes Dividend Taxes Taxes 2023 17,557 6,593.2 5,015.3 949.4 2,341.8 974.9 1,682.5 2024 18,423.8 7,573.9 5,888.1 1,025.6 1,326 1,093.3 1,516.9 2025 20,101.9 8,168.3 6,796 1,391.9 840.5 1,234.4 1,670.8 2026 22,948.5 8,728.5 7,622.3 2,115.2 948.9 1,393.5 2,140.1 2027 26,143.8 9,744 8,613.9 2,509.9 1,072.3 1,574.8 2,629 Growth Trigger 2: Increase Exports to K50 billion by 2027 Investments in export promotion are expected to increase by K500 million annually to realise the export revenue of K50 billion (Table 3.6). Table 3.6 Growth Trigger 2 - Increase Exports to K50 billion from K37 billion Project/ Annual Proposed No. Intervention Description Strategies Program Funding (K’mil) Coffee Increase coffee production 70.0 Cocoa Increase cocoa production 40.0 Work to improve production Increase copra equivalent volume through: Copra 30.0 production 1 Agriculture exports Palm Oil Increase palm oil production 45.0 Rural Freight Subsidy, Price Stabilisation; and Market Rubber Increase rubber production 20.0 Facilitation Programs Increase spices (especially Spices/Vanilla 10.0 vanilla) production Tuna stocking and process- Tuna Increase tuna exports Fisheries ing facilities 2 downstream 100.0 Increase onshore processing Increase processed fish Processed Fish processing of all fisheries products products 12 Source data: Budget Volume 1, 2023, Treasury. 19 Table 3.6 Growth Trigger 2 - Increase Exports to K50 billion from K37 billion Project/ Annual Proposed No. Intervention Description Strategies Program Funding (K’mil) Monitor and account for all Monitoring of round log Round Logs round log exports exports Forestry round Downstream processing of logs and all timber products in the 3 Processed 50.0 downstream country. Establish Forestry processing Timber All exportable timber products Hubs in the country; (1) Products Vanimo (2) Northern (3) ENB (4) Central (5) Western Improve monitoring of Gold, Copper, Monitor and account for all raw 4 Minerals mineral extraction and Silver, Nickel and processed mineral exports exports 20.0 Improve monitoring Crude Oil and Monitor and account for all 5 Petroleum and Gas of petroleum and gas LNG petroleum and gas exports production and exports Tourism niche Identify and develop Tourism niche products and 6 Tourism products and 115.0 potential tourism hubs as tourism hubs services declared by the sector Export revenue is envisaged to grow to over K50 billion by 2027 (Figure 3.4). This is based on investments in agriculture, forestry, fisheries, manufacturing and value-adding from downstream processing. Investments in new trade initiatives and industrial hubs are expected to further boost export revenues and create jobs. Figure 3.4: Export Revenue Trend and Forecast for 2022-202713 13 Source data: Budget Volume 1, 2023, Treasury. 20 Growth Trigger 3: Reduce Imports to K5 billion by 2027 Investments of about K220 million annually is required to reduce imports to K5 billion by 2027 (Table 3.7). Table 3.7 Growth Trigger 3 - Reduce Imports to K5 billion from K11 billion Project/ Annual Proposed Intervention Description Strategies Program Funding (K’mil) Nationwide Fresh Produce De- Fresh produce farming Import Substitution 15.0 velopment and Farmers Support and development Program Fresh Produce Supply chain storage Supply chain cooling facilities in 30.0 facilities strategic locations Freight subsidy from the point of Freight Subsidy 20.0 production to the market Large-scale rice Central Rice and other large- Rice 50.0 production scale rice production 1) Deliberately support 3 x new poultry processing facilities in Poultry, Beef and Increase meat production 50.0 the country (Sepik, Highlands Pork Meat and Central Province); and 2) Beef and pork abattoirs Cement production / Cement 25.0 Limestone Project development Limestone development. Merchandise goods, Deliberately Support local mer- Other Manufactured construction goods, 30.0 chandise, construction and textile Goods textile products production Growth Trigger 4: Increase Total Expenditure to K30 billion by 2027 Prudent management of expenditure and gradual increase in total expenditure to K30 billion by 2027 (Table 3.8). Table 3.8 Increase Total Expenditure to K30 billion from K24 billion Project/ Proposed Intervention Description Strategies Program Funding (K’mil) Right Sizing, Cut-out duplication and Personnel emoluments Structural Transformation Sectoral agencies operational Cut-out duplication and non-essential budgets agencies Operational K16,000 /year Expenditure + Annual Increment Increase Sub-National capacities to Provincial and Districts support facilitate services deliveries in the grants Provinces and Districts Total Debt servicing and administra- Servicing debt obligations and other Expenditure tion costs administrative costs Public Investment Program (PIP) Province and District Service Improvement Programs (SIPs) Effectively align investment programs Capital in the Capital Investment Budget to the Investment Development Partners Program K10,000 /year MTDP IV SPAs and their respective Budget Supports DIPs Infrastructure Tax Credit Scheme (ITCS) The total annual expenditure is projected to increase to about K30 billion by 2027 (Figure 3.5). The growing development needs of the country, coupled with population growth, requires funding of more than K10 billion per year in capital investment. 21 Figure 3.5: Total Expenditure Trend and Forecast for 2023 – 202714 Growth Trigger 5: Increase Capital Investment Budget (CIB) to K10 billion annually The Capital Investment Budget (CIB) will be guided by the MTDP IV. All expenditures from the CIB must be within the parameters of the 12 Strategic Priorities (SPAs). The CIB is projected to expend at least K10 billion annually (Table 3.9) to deliver the objectives of MTDP IV. Table 3.9 Growth Trigger 5 - Increase Capital Budget to K10 billion annually Project/ Annual Proposed Intervention Description Strategies Program Funding (K’mil) Total Capital Public National Significant Sectoral PIP to fund all National Significant Investment Investment 6,220.0 PIPs Programs identified under MTDP IV Budget Program Provinces and Districts to fund Minimum Services as identified Province/ District Service 1,180.0 under MTDP IV and their respective Improvement Program (SIPs) Provincial and District Development plans Provinces and Districts to front load Sub-National Kina-4-Kina 500.0 a Kina-4-Kina to solicit counterpart Special Intervention Program funding from PIP Sectoral Support Country Development Partners to provide Development Programs visibility in funding sectoral and Partners Sub-National Kina-4-Kina 2,000.0 Sub-National programs and projects (Loans and Development Support including Kina-4-Kina arrangement at Grants) Program Sub-National levels Tax Credit Infrastructure Development TCS to fund critical infrastructure in 100.0 Scheme (TCS) Support Program accordance with the TCS Guidelines. Public Private Potential Private Sector financing for Private Sector Financing Partnership Off-Budget critical infrastructure development (Pipeline Projects) (PPP) under different PPP modalities 14 Source data: Budget Volume 1, 2023, Treasury. 22 The National Government and Development Partners to support Provinces and Districts through a Kina-4-Kina arrangement for National Significance Projects. This support will be performance-based and highly competitive. Growth Trigger 6: Critical Infrastructure budget to be at K17.8 billion The total investments into the critical enabling Connect PNG infrastructures to facilitate the projected growth are estimated at K17.8 billion (Table 3.10). Table 3.10 Growth Trigger 6 - Critical Infrastructure Budget to be K17.8 billion Project/ Proposed Intervention Description Strategies Program Funding (K’mil) • PIP to fund all National Significance Projects identified under MTDP IV • Connect PNG Roads • Provinces and Districts to fund • Provincial & District minimum services as identified Roads. under MTDP IV and their respective Transport • Ports, Wharves & Rural 10,103.0 Provincial and District development Sector Jetties. plans • National Airports & Rural • Province and District to front load a Airstrips. Kina-4-Kina support from National SIP and Development Partners contributions Enabling • Grid generation and HV/LV roll-out Infrastructure • Off-grid power generation and National Energy Generation Energy 3,391.0 Transmission and Roll-out Program • Rural Electrification and household electricity roll-out. • Telecommunication network roll-out Telecommuni- Telecommunication • Digital Government 2,034.0 cation Network • Internet Connectivity • Kumul One Satellite • WaSH in Schools and Health Centres Water and • WaSH in District Towns and Sanitation National WaSH Roll-out 915.0 communities (WaSH) • WaSH in Cities and Peri-Urban areas • Institutional Housing National Institutional Housing 640.0 • District Housing Housing Public Housing • Public Housing Townships and • Provinces and Districts to develop their New townships and District District Growth 760.0 own townships and District growth Growth Centres Centres centres Growth Trigger 7: Law and Order and National Security Total Investments in the Law and Justice, and National Security are estimated at over K3.3 billion during the MTDP IV period (Table 3.11)15. Table 3.11 Growth Trigger 7 - Law and Order and National Security Project/ Proposed Intervention Description Key Trigger Strategies Program Funding (K’mil) • Provincial Police Mobile Barracks • Urban Street Foot Patrol • Special Police • Highway Patrol National assistance • Sea/Rivers Patrol Enforcing Law Policing • Enforcement 1,583.0 • Police ICT development and Order and Law • Highway and Sea Patrols • Provincial and District Police Stations Enforcement • Police infrastructure and Barracks • Forensic & Diagnostic Labs • Smart City 15 See Deloitte. True Cost of Policing Services in PNG. Final Report. January 2020. 23 Table 3.11 Growth Trigger 7 - Law and Order and National Security Project/ Proposed Intervention Description Key Trigger Strategies Program Funding (K’mil) Judiciary • Court infrastructure • National and District Court Houses Systems 715.0 facilities and Court System developments Administration Correctional Services • Jail infrastructure and • Jail Infrastructure and Rural Lockup Enforcing Law 177.0 Rehabilitation rural lockups Programs and Order Program Community • Village Courts and Community Justice • Community Justice Peace and Program and Crime Prevention 424.0 Restorative • Crime prevention and community Program Justice public safety program • Fully capacity Defence capabilities and Defence Reset • Military capabilities critical infrastructure 40.0 Program • Critical infrastructures development for progress Border Protection and • Border protection and • Develop Border Posts and improve National 240.0 Surveillance National Surveillance surveillance capabilities Security Program • Supporting the Development Program • Use of PNG Defence Force for Civic Action through Civic Program 125.0 infrastructure works and emergency Programs • Connect PNG response • Disaster and Emergency Response From the estimated total MTDP IV Capital Investment Budget of K51 billion, a total of K30 billion will be invested in the key trigger SPAs listed in Table 3.12. The balance of K21 billion will be in other sectors under SPAs. Table 3.12 Summary of the Total Investments in order to achieve the Key Growth Trigger Targets. Annual MTDP IV Key Growth MTDP IV (2027) Targets Total MTDP IV – SPA Budget Investment Triggers (K'mil) Employment (K'mil) (K'mil) 1 SPA 1 and SPA 7 K25,000 Internal Revenue 81,000 2 SPA 1 2026 10,129 K50,000 Export Revenue 625,000 3 SPA 1 Reduce Imports by K5,000 144,500 24 Table 3.12 Summary of the Total Investments in order to achieve the Key Growth Trigger Targets. Annual MTDP IV Key Growth MTDP IV (2027) Targets Total MTDP IV – SPA Budget Investment Triggers (K'mil) Employment (K'mil) (K'mil) 4 SPA 1-12 Total National Budget Projection Total Govt Exp at K30,000 11,500 5 SPA 1-12 10,000 from 2023-2027 Total Capital Budget at K51,000 40,000 SPA 2 – Connect PNG Enabling • 15,000km total National roads Infrastructure • 48% access to air transport i) Transport 2,021 10,103 • 60% access to maritime transport ii) Electricity 678 3,391 • 40% access to electricity • 70% access to telecommunication iii) Telecommunication 407 2,034 services • 70% access to internet 6 112,500 • 70% access to clean safe drinking iv) Water and 183 915 water Sanitation (WaSH) • 60% access to safe sanitation v) National Housing 128 640 • 2,000 houses vi) Townships and • At least 20 new Townships and District District Growth 152 760 Growth Centres Centres • Reduce crime rate per 100,000 by 50% 7 SPA 5-6 684 3,418 5,000 • 50% increase in Police and Defence manpower16 Total Deliberate Investments in the Key 6,141 30,704 1,019,500 Growth sectors 16 See Deloitte. True Cost of Policing Services in PNG. Final Report. January 2020. 25 The MTDP IV identifies 12 Strategic Priority Areas (SPA - Figure 4.1) as the pillars that reflect the National objectives, goals and aspirations of Vision 2050, and to which Government investment will be aligned. These SPAs are supported through Deliberate Intervention Programs (DIPs). All development programs and projects financed through the National Budget; and implemented by respective sector agencies, Sub-National Governments, and Development Partners are aligned and coordinated within these SPAs and DIPs. Figure 4.1 (over page): MTDP IV Strategic Priority Areas and Deliberate Intervention Programs Prime Minister's Delegation crossing the Kikori River at Kaiam Bridge on missing link road, Gulf Province 26 MTDP IV STRATEGIC PRIORITY AREAS AND DELIBERATE INTERVENTION PROGRAMS Strategic Economic Investment  SPA DIP 1.1: Commercial Agriculture and DIP 1.6: Micro, Small Medium Enterprise National Revenue and Public Finance Livestock Development DIP 1.7: National Tourism, Arts and Culture Development Management DIP 1.2: Mining and Petroleum Development DIP 7.3: Non-Tax Revenue Administration DIP 1.8: Trade and Investment DIP 7.1: Tax Revenue Administration DIP 1.3: Fisheries and Marine Resources DIP 7.4: Public Finance Management DIP 1.9: Manufacturing DIP 7.2: Customs Administration DIP 1.4: Forestry DIP 7.5: Payroll Administration DIP 1.10: Land Development  DIP 1.5: Banking and Finance DIP 1.11: Downstream Processing  SPA Connect PNG Infrastructure SPA Digital Government, National Statistics DIP 2.1: Connect PNG—Road Transport DIP 2.5: Connect PNG—Electrification Rollout and Public Service Governance DIP 8.1: Integrated Digital Government System DIP 8.5: Censorship DIP 2.2: Connect PNG—Water/Sea Transport DIP 2.6: Connect PNG—WaSH DIP 8.2: National Statistical System DIP 8.6: Public Service Administration DIP 2.3: Connect PNG—Air Transport DIP 2.7: Connect PNG—Housing DIP 8.3: National Identification Registration DIP 8.7: Public Service Governance DIP 2.4: Connect PNG—Telecommunication DIP 2.8: Connect PNG—Urban Town District Growth Centres DIP 8.4: Electronic Electoral System DIP 8.8: Central Agencies Coordination and ICT Connectivity SPA Quality and Affordable Health Care SPA Research, Science and Technology DIP 3.1: Primary Health Care DIP 3.4: Specialized Training and Accreditation DIP 9.1: Medical Research DIP 9.4: Engineering and Technology DIP 3.2: Specialized Health Care DIP 3.5: HIV-AIDS DIP 9.2: Environment and Bio-Science Research Research DIP 3.3: Health Infrastructure DIP 9.5: Socio-Economic Policy Research DIP 9.3: Agriculture Research 27 DIP 9.6: Food Security SPA Quality Education and Skilled Human SPA Climate Change and Environment Capital Protection DIP 4.1: Early Childhood Education DIP 4.4: Technical Vocational Education DIP 10.1: Climate Change Mitigation DIP 10.2: Environment Protection DIP 4.2: Quality Basic Primary and Secondary and Training and Adaptation DIP 10.3: National Disaster Management Ed Education DIP 4.5: Quality Training and Accreditation  DIP 4.3: Tertiary Education  SPA Rule of Law and Justice SPA Population, Youth and Women Empowerment DIP 5.1: National Policing and Crime DIP 5.3: Correctional Services Rehabilitation DIP 11.1: Sustainable Population DIP 11.3: Sports Development Prevention and Reintegration DIP 11.2: Youth Development DIP 11.4: Women Empowerment DIP 5.2: Effective Judiciary System DIP 5.4: Community Peace and Restorative Justice and Labour Mobility DIP 11.5: Family and Social Protection SPA National Security SPA Strategic Partnerships  DIP 6.1: National Defence and Cooperation DIP 6.4: Biosecurity DIP 12.1: Foreign Relations DIP 12.4: Civil Society and Churches DIP 6.2: Immigration DIP 6.5: National Business Protection DIP 12.2: Development and Economic DIP 12.5: National Volunteer Services DIP 6.6: National Intelligence Cooperation DIP 6.3: Cyber Security  DIP 12.3: Private Sector SPA 1 focuses on critical economic sectors where PNG has the greatest potential to meet its development aspirations and targets. The Government aims to grow the economy from K110 billion in 2022 to K200 billion by 2030. This will double internal revenue and contribute to the creation of one million new jobs through the implementation of DIPs in these key sectors. PNG’s economy is structured on the extractive and non-extractive sectors. The extractive sectors account for 28% of GDP and 88% of total exports. This is complemented by the renewable sectors comprising of agriculture, fisheries, forestry and tourism, which support over 80% of the population, yet represent only a fifth of GDP. The combined value of palm oil, cocoa and coffee exports is approximately K2.0 billion (or US$ 600.0 million) and accounts for two- thirds of total agricultural exports. The MTDP IV will broaden our economic base by strategically investing in sectors where PNG has a comparative advantage, including agriculture, forestry, fisheries, mining and petroleum, clean energy and the MSME sector. Investments in the downstream processing of commodities from agriculture, forestry and fisheries, as well as minerals and petroleum will add value to our exports and help reduce our dependence on imports. These initiatives will be boosted through the establishment of Special Economic Zones and relevant infrastructure (SPA 2). Participation of our private sector will be encouraged through policies, regulations, investment incentives and equity. The key Deliberate Intervention Programs to develop SPA 1 include; DIP 1.1: Commercial Agriculture and Livestock Development Investments will focus on large-scale commercial projects that go beyond primary production to include agro-processing and value-adding along the whole supply chain. Smallholder involvement will be further strengthened to generate income earning opportunities in nearby rural areas. In the medium term, a new National Agriculture Sector Plan and overarching legislation will be developed to ensure strong governance and coordination of the sector. DIP 1.2: Mining and Petroleum Development Mining and petroleum are currently the main drivers of the PNG economy. The re-opening of the Porgera mine and the review of existing legislation signals the Government’s aspirations in promoting equal distribution of benefits, add value to the economy, encourage trade and investment, including Foreign Direct Investment (FDI). The new wave of extractive industry projects that come on-stream will help promote investor confidence. Furthermore it will help increase revenue and create economic and job opportunities. DIP 1.3: Fisheries and Marine Resources The fisheries and marine resources sector has the potential to yield substantial economic benefits and create additional jobs. This will require appropriate level of investment in the development of value-added processing of fisheries and marine resource projects, combating illegal and unregulated fishing within the EEZ, diversification of international market access, creating domestic markets for marine products and promoting MSMEs. DIP 1.4: Forestry The Government is working towards banning all round log exports, and promoting downstream processing of logs to add value to forest products for export. The forestry sector will work towards developing at least three forestry hubs in the country, to position itself to advance into the full downstream processing mode, and gradually phase-out log exports. This will be facilitated through changes in forestry policies, legislation, and regulations. 28 DIP 1.5: Banking and Finance A financially inclusive population is a fundamental aspect of a strong and sustainable economy. Improving access to financial services is critical to trigger MSME development and citizens’ participation in the formal economy. Financial inclusion and provision of credit facilities are significant initiatives for empowering the people and improving savings and investment, access to capital markets, and sharing of the benefits of economic growth. DIP 1.6: Micro, Small and Medium Enterprises (MSME) MSMEs have the potential to contribute significantly to the transformation of the country through employment, wealth creation and improvement in the livelihoods of the people. Contributing 6% to the National GDP, MSMEs provide opportunities for economic growth and achieving more equitable development. The MTDP IV will empower MSMEs to help unlock their full potential by supporting up to 100,000 new ventures over all sectors. DIP 1.7: National Tourism, Arts and Culture Development Tourism is the largest industry in the World, and contributes to income generation, employment and foreign exchange earnings. Government is committed to promote our diverse culture, arts (music and filming) and PNG’s unique tourism brand to establish our country as a preferred holiday destination. Tourism initiatives will be supported through financial and tax incentives as well as infrastructure development. Domestic tourism will be promoted through inter-District and inter-Provincial travels. DIP 1.8: Trade and Investment Encouraging trade and investment helps increase exports and FDI. This requires an enabling environment that is conducive to product innovation, strengthens systems and processes for better trade outcomes in favour of PNG. Under the Special Economic Zone (SEZ) model, industrial hubs will be established in selected parts of the country that have significant potential for economic development. DIP 1.9: Manufacturing Government initiatives will focus on growing the manufacturing sector and promoting production of ‘PNG made’ products to add value to local commodities and contribute to exports, domestic product development and income generation. These will boost entrepreneurship, create jobs, foster innovation, enhance skills development, and utilise PNG’s growing youth population. DIP 1.10: Land Development Unlocking customary land and making it bankable is key to promoting private sector investment. Under the National Land Development Program (NLDP), customary lands will be surveyed and registered for acquisition by the state and/or private sector. This will enable landowners to participate as equity partners in the development of their land for investment purposes. DIP 1.11: Downstream Processing Investments in the downstream processing of natural resources to add value to our products for export promotion or import substitution is an integral focus of the Government. These include the renewable sectors of agriculture, forestry and fisheries including minerals and petroleum. With the potential of every Province to be an industrial hub or be host of a Special Economic Zone, the Government will encourage private sector participation in downstream processing and provide a conducive environment through policy, regulation, investment incentives and equity participation. 29 Connect PNG is a flagship long-term infrastructure program that will transform PNG’s socio- economic landscape by improving country-wide connectivity through the development of critical enabling infrastructure. It focuses on expanding transport infrastructure, rolling out energy grids and ICT networks, installing water and sanitation systems, and building affordable housing. These aim to unleash the country’s economic potential and create opportunities through: i) Improving access to minimum services; ii) Promoting commercial/MSME activities; iii) Developing rural areas; iv) Promoting inclusive growth and greater participation; v) Managing urbanisation and environment protection; vi) Creating employment opportunities; and vii) Stimulating synergy and complementarity with ongoing and new development initiatives. The key Deliberate Intervention Programs to develop SPA 2 include; DIP 2.1: Connect PNG - Road Transport The objective of the Connect PNG Road Program is to achieve 100% National road connectivity by 2040. It will involve improving all Provincial and District roads, and construct 2,500km of new roads to the existing National road network by 2027. It identifies 14 major Corridors of which seven are prioritised in the MTDP IV: Trans-Island Corridor, Southern Corridor, Momase Corridor, Gulf-Southern Highlands Corridor, New Britain Corridor, Highlands Corridor and the Baiyer-Madang Corridor. DIP 2.2: Connect PNG - Sea / Water Transport Sea/water services and infrastructure connect our people and businesses within the country and to the outside world. The Connect PNG Sea / Water Transport Program will construct or rehabilitate strategic Provincial and District ports, wharves and jetties. It specifically aims to upgrade the port facilities of Lae, Motukea, Aitape, Alotau, Buka, Daru, Kavieng, Kieta, Kimbe, Lorengau, Madang, Oro Bay, Rabaul, Vanimo and Wewak to commercial status with the focus on pilotage, surveillance, line handling, berthage and storage services and facilities. Other ports operated by private entities, including mining firms, will also be supported. DIP 2.3: Connect PNG - Air Transport The Connect PNG Air Transport Program will construct, rehabilitate, expand and elevate current National airports and rural airstrips to enhance safety, travel time, and affordability. Selected National airports will be improved to accommodate larger aircrafts. Rural airstrips will be upgraded and maintained to allow regular flights. DIP 2.4: Connect PNG - Telecommunication and ICT Connectivity The National Telecommunication and ICT Connectivity Program will provide satellite and other ICT infrastructure to connect the ‘last mile’ and deliver country-wide radio and television services, high-speed internet, mobile broadband, and digital information management systems. Digital infrastructure and Government systems, innovation and entrepreneurship, cyber security, and financial inclusion will be key aspects for leveraging the greater Connect PNG program. DIP 2.5: Connect PNG - Electrification Roll-out The National Electrification Roll-out Program will provide efficient, reliable and affordable energy to 70% of our households and industries by 2030. Investment in power generation from renewable resources will supply 70% of the electricity. DIP 2.6: Connect PNG - Water, Sanitation and Hygiene (WaSH) The National WaSH Program aims to deliver safe water, sanitation and hygiene infrastructure to schools, health centres, communities and rural towns and peri-urban centres. Collaboration with Development Partners will be a main feature of this DIP. 30 DIP 2.7: Connect PNG - Housing The National Housing Program aims to provide affordable housing for citizens. This program will be rolled out to Provinces and Districts, and involve partnerships with stakeholders to mobilise land, and provide low cost credit facilities. The Program will also deliver public housing for Provincial and District headquarters and State institutions. DIP 2.8: Connect PNG-Urban Townships and District Growth Centres The Government aims to develop urban townships and District growth centres to accommodate the growing population and demand for public services at Provincial and District level. DIP 2.9: Connect PNG-Special Economic Zones (SEZs) The Special Economic Zone Authority Act 2019 guides the identification, development, operationalisation and the regulation of SEZs to unlock economic potential in each Province. Government recognises SEZs as a Key Result Area (KRA) that will be delivered through domestic and foreign investments and Public-Private Partnerships (PPP). Hon. James Marape, MP travelling on newly constructed missing link road between Samberigi and Erave, SHP 31 Access to quality and affordable health care services is a basic human right for every Papua New Guinean. The Government in collaboration with private health care providers intends to roll-out primary health care services through the Community Health Post (CHP) and the District and Provincial Hospitals Programs. In addition, Provincial Health Authorities (PHAs) will be empowered to deliver specialised health care services. The key Deliberate Intervention Programs to develop SPA 3 include; DIP 3.1: Primary Health Care Primary health care interventions focus on strengthening access to community-based services. Government will roll-out primary health care services by establishing lower-level health facilities in every ward and hospitals in every District with basic medical equipment and skilled staff. DIP 3.2: Specialised Health Care Specialised health care involves referral cases that District hospitals lack the capacity to handle. All Provincial hospitals will become referral hospitals and will be equipped with specialised medical services for cases that District hospitals are unable to cater for. Port Moresby and Lae will be National referral hospitals to cater for complicated cases, such as cancer and cardiac patients that are referred from the Provinces. DIP 3.3: Health Infrastructure Government will ensure that every District will have a Level 4 District Hospital that is fully functional and operational. It will also ensure that every Province will have a Level 5 referral hospital. DIP 3.4: Specialised Training and Accreditation The Government aims to ensure that the health sector manages quality assurance of pharmaceutical drugs and medical equipment supplies. This will include training of medical professionals that must meet international accreditation standards and/or standards approved under the National accreditation standards for practice in the medical field. The new University of Medicine and Health Sciences will uphold the standard and quality of skills training of all medical workers to meet the health needs of the country. DIP 3.5: HIV-AIDS Government will ensure that people living with HIV/AIDS and Sexually Transmitted Infections (STIs) have access to adequate medical treatment, care and support in order for them to continue to fully participate in the socio-economic development of the country. 32 The National Education Policy (2020-2029) and the Higher and Technical Education Strategic Implementation Plan (2017-2038) are premised on building our human capital. The Government will invest to deliver “accessible, affordable and quality education” for early childhood, primary and secondary education. In addition, the Government will continue the Tuition Fee Free (TFF) education policy as well as continue to invest in Technical Vocational Education and Training (TVET) throughout the country. The Government aims to make Christian education as a compulsory curriculum from Primary to Secondary education. The key Deliberate Intervention Programs to develop SPA 4 include; DIP 4.1: Early Childhood Education Building sustainable quality education begins at early childhood level. In order to achieve 100% gross enrolment and retention at primary education level the Government will ensure that minimum service levels z delivered across all Districts. DIP 4.2: Quality Basic Primary and Secondary Education Delivering basic primary and secondary education is an important continuation from early childhood development. All children will need to develop their social, cognitive, cultural, emotional and physical attributes during this phase to prepare them for post-secondary education, employment and other equally fulfilling pursuits, such as sports and entrepreneurship. The Government will deliver quality basic primary and secondary education by investing in infrastructure, teacher training, curriculum, physical and spiritual development. DIP 4.3: Tertiary and College Education The higher education sector drives economic development by producing highly skilled human resources. Government will prioritise increasing the number of graduates from tertiary institutions to build a well trained workforce that can succeed in today’s global economy. DIP 4.4: Technical Vocational Education and Training (TVET) Government investments will focus on developing human capital with technical skills that meet international accreditation and standards. As a minimum service standard, every District will have at least 2 TVET centres to meet our economy’s growing demand for skilled labour. DIP 4.5: Quality Training and Accreditation Higher education institutions must comply with a set of criteria both as an institution as well as in the quality of their academic programs. The Government recognises the importance of accreditation and will support universities and colleges to develop high quality programs that respond to job market requirements and demands. 33 The Law and Justice sector covers policing, National Judiciary, Correctional Services and District and village court services. The Government commits to restoring the “respect for the rule of law” by focusing on effective policing, enhancing public safety and extending initiatives for crime prevention, facilitating restorative justice, improving access to justice systems, promoting community peace and capacity building for effective delivery of justice services17. The Government commits to ensuring a just, safe and secure society for all by addressing the underlying issues of law and order through effective policing at all levels, as well as crime prevention and restorative programs18. The key Deliberate Intervention Programs to develop SPA 5 include; DIP 5.1: National Policing and Crime Prevention Program Government will expand the police force to strengthen National policing efforts and improve the Rule of Law in communities. At the same time, initiatives aimed at crime prevention will be intensified and rolled out, including engaging with youth through the Youth Development Program (DIP 11.2). DIP 5.2: Judiciary Systems Administration Government will support relevant reforms to improve the efficiency and effectiveness of judicial services. This will include increasing the number of judges, magistrates and judicial staff, upgrading of court facilities and housing in Provinces and Districts, improving the case management system, and improving access to legal services by the people, especially in rural areas. DIP 5.3: Correctional Services Rehabilitation and Reintegration (CSRR) Program Prisons are an integral part of the criminal justice system. Whilst the Correctional Services play a critical role in enforcing the judgments and ensure that offenders serve their sentences, they are also the key institution responsible for the rehabilitation of detainees through prison industries and juvenile detention centres to help their re-integration into society after they have served time and following their release. Government will support these processes through the CSSR program. DIP 5.4: Community Peace and Restorative Justice Village courts and community justice systems are vital to promoting restorative justice and maintaining community peace. The Government will strengthen these services through investments in infrastructure development, training of village court magistrates and peace and mediation officers, to promote and maintain law and order and peace within their communities. 17 See Deloitte. True Cost of Policing Services in PNG. Final Report. January 2020. 18 Ibid. 34 National Security has been elevated as a priority sector in MTDP IV due to the increasing threats to PNG’s sovereignty. The Government intends to improve the capabilities of the National Defence systems to protect the National borders from external threats. The key Deliberate Intervention Programs to develop SPA 6 include; DIP 6.1: National Security and Defence Cooperation Government will support the National Defence Force to develop and build its land, air and sea capabilities, including appropriate border infrastructure with intelligence coverage. This will help improve the Force’s preparedness to respond to external threats and natural emergencies. In addition, defence cooperation with bilateral and multilateral partners will be pursued to strengthen PNG’s National security interests. DIP 6.2: Immigration Effective border management requires strict enforcement of immigration laws, specifically in the movement of persons into and out of PNG. Immigration authorities will be supported to improve visa processing, conduct integrity checks, and effectively prosecute those who breach immigration laws to ensure the protection of our National interest and security. DIP 6.3: Cyber Security PNG is witnessing a rapid increase in the adoption of digital technologies across all sectors. Ensuring the security of cyberspace and the safeguarding of digital technologies used by Government, our people and businesses is critical. Government will support the development of protective systems and technology to reduce our exposure to cybersecurity risks. DIP 6.4: Biosecurity Biosecurity services are our front line to keep out pests and diseases. At the same time, our agricultural exports require regulations and certification for international trade. PNG's Biosecurity services will be strengthened to prevent the entry and spread of pests and diseases; and support development and application of export certification standards for our agricultural produce and commodities to enable access to international markets. DIP 6.5: National Business Protection Nurturing locally owned businesses to develop into competitive enterprises is critical to increasing local participation in the economy. Government will ensure the protection of selected economic activities reserved for citizens by reviewing the Reserved Business Activities List and instituting policy and legislative reforms. DIP 6.6: National Intelligence An effective National Intelligence system is crucial for ensuring PNG’s security. Government will develop relevant infrastructure and seek strategic partnerships to strengthen our intelligence capabilities to deal with National security issues. 35 Revenue generation and public finance management will be strengthened by empowering responsible agencies. The focus is to support tax and non-tax revenue mechanisms through improved compliance and collection, capacity enhancement, reporting, and exploring new revenue sources. Prudent expenditure management is also a critical need for Government to implement and enforce the planning and budget frameworks under the Planning and Monitoring Responsibility Act, Public Finance Management Act, and the Budget Repair and Reconstruction Strategy. The key Deliberate Intervention Programs to develop SPA 7 include; DIP 7.1: Tax Compliance and Administration Government will support the Internal Revenue Commission to strengthen its tax administration and ensure tax compliance. DIP 7.2: Customs Compliance and Administration Government will support the PNG Customs Service to facilitate legal movement of goods across our borders and international trade, as well as improve collection of Customs fees and charges, excise duties, import taxes and levies. DIP 7.3: Non-Tax Revenue Compliance and Administration Non-tax revenue includes fees, charges, rentals/lease fees and dividends that form an important source of revenue for Government. Public bodies and State agencies will be required to effectively and efficiently collect and disburse these revenues to the Consolidated Revenue Fund. The Dividend Policy will be applied to administer dividend payments from SOEs. DIP 7.4: Public Expenditure Governance Effective oversight of Public Expenditure is critical for the efficient delivery of MTDP IV outputs. Government will continue the roll-out of the Integrated Finance Management System (IFMS) to all state agencies, Provinces and Districts. Procurement will be subjected to transparent and accountable processes. DIP 7.5: Payroll Administration The Government’s payroll provides for its single largest expenditure item. The payroll and operating software will be reviewed and audited by an independent agency to ensure the principle of ‘one position – one person - one pay’ and subsequently outsourced to a third party for payroll management and administration19. 19 See Deloitte Report, PNG Government Payroll Diagnostic Review | Final Report, April 2023. 36 Digitisation and integration of public service systems will help improve governance and service delivery at the National, Provincial and District levels. This will enhance strategic planning, better coordination and evidence-based decision making for National development and transformation. The key Deliberate Intervention Programs to develop SPA 8 include; DIP 8.1: Integrated Digital Government System Modernising and integrating all Government systems will help improve their efficiency, accountability, effectiveness and management of the on-going challenges of information management. A Central Repository will be established as a data bank for the e-Government system. The country is implementing the GoPNG Technology Stack which is an ICT Framework that aligns investments in digital government using common re-usable technologies such as shared infrastructure, government cloud, digital identity, a federated secured data exchange, and digital payments. This modular approach to digital government services is aimed at rationalising investment and improving the Government’s interface with citizens (G2C), businesses (G2B) and within Government itself (G2G). DIP 8.2: National Statistical System A robust and modernised National Statistical System is a legislative requirement to enable the management of development statistics obtained from the National Census, Demographic and Health Survey (DHS), Household Income Expenditure Survey (HIES); national accounts and other data sources. It is a critical tool to inform Government with real time data for planning and decision making. DIP 8.3: National Identification Registration Government will seek to complete the National Identification Registration across the country so that all citizens are accounted and authenticated through an identification card. DIP 8.4: Electronic Electoral System Government will adopt a suitable biometric voting system for the conduct of the National General Election and local level Elections. This will be put in place in readiness for the 2027 Elections. DIP 8.5: Censorship Government will promote a high moral and ethical PNG society as an important feature of its development agenda. An appropriate ICT censorship platform will be developed to safeguard our social, cultural and religious values as well as protect citizens from being exposed to illicit and harmful materials. DIP 8.6: Public Service Administration An efficient Public Sector enables Government to expedite service delivery for its people. Government will implement public service administration reforms to achieve efficiency and productivity and strengthen service delivery modalities. DIP 8.7: Public Service Governance Ensuring greater governance enforcement in the public service is important to protect the public’s trust and promote accountability. Government will promote the Open Government Partnership initiatives to uphold the principles of good governance. The role of the Independent Commission Against Corruption (ICAC), the integrity of the Auditor General and the Ombudsman Commission will be strengthened to ensure that the rule of law is upheld, that regular financial auditing is prioritised and relevant checks-and-balances are expedited. DIP 8.8: Central Agencies Coordination The leadership of the Central Agencies Coordination Committee (CACC) of the Government is to be strengthened to oversee the implementation of MTDP IV and ensure that the responsible agencies are held accountable for delivering their respective outputs. 37 38 Government recognises that strategic investments in Research, Science and Technology (RST) are fundamental to growth and transformation into a smart Nation. The key Deliberate Intervention Programs to develop SPA 9 include; DIP 9.1: Medical Research Government supports medical research initiatives into tropical infectious diseases as well as emerging lifestyle diseases, including Non-Communicable Diseases. Research will provide information about disease trends, outcomes of treatment, and health care costs. DIP 9.2: Environment and Bio-Science Research The environment represents PNG’s critical natural assets. The Government supports research into biodiversity to develop new technologies to address National and global problems. DIP 9.3: Agricultural Research Government supports agriculture research to improve our knowledge and technologies for strengthening value chains and increasing productivity. Research is also necessary to address threats of emerging pests and diseases, climate change, and food insecurity. DIP 9.4: Engineering and Technology Research Government will support research into developing technologies for developing sustainable infrastructure and energy security, and ICT applications. DIP 9.5: Socio-Economic Policy Research Socio-economic research is critical to provide Government with evidence-based information to help development of relevant policies. DIP 9.6: Food Security Considering the increasing threats posed by pests and diseases, climate change effects and geopolitics, it is critical for Government to support research initiatives on how these can be mitigated to sustain food security. 39 Building an economy that is resilient to impacts of climate change is an important focus of Government. The intensifying effects of climate change in PNG pose a risk to the economy including public assets, export commodities, private investments and the well-being of Papua New Guineans. The Agenda for Climate Change and Natural Environmental Protection is important to grow the economy so that the country does not bear the opportunity cost of missing out on opportunities for job creation, prosperity and a more resilient future. PNG is ranked as the 10th most vulnerable country in the world. PNG has responded to the global climate change agenda and is committed to comply with international obligations. As the magnitude and urgency of the climate crisis accelerates, PNG is putting forward proactive approaches to data, tools, disclosures and mitigation strategies. The key Deliberate Intervention Programs to develop SPA 10 include; DIP 10.1: Climate Change Mitigation and Adaptation Climate Change Mitigation commitments are focused on Agriculture, Forestry, Land and other Land-use (AFLOU) and Energy (electricity) sectors. PNG is committed to be carbon neutral within the energy industries sub-sector. Opting for a sustainable approach is the new norm for development planning in the country. PNG is committed to focus on four development sectors of the nine priority areas of adaptation which include Health, Infrastructure, Agriculture and Transport. Ongoing adaptation measures will be incorporated in these sectors’ programs and projects development to ensure climate change losses are mitigated. DIP 10.2: Environmental Protection PNG’s wealth of terrestrial and marine biodiversity makes it one of the World’s 18 most bio- diverse countries with more than 7% of global biodiversity on less than 1% of the World’s land area. The Government will develop and adopt relevant legislation and policies to ensure the protection and conservation of our natural resources for future generations. DIP 10.3: Natural Disaster Management Managing and reducing the risk of natural disasters and consequently increasing the resilience of communities in PNG to disasters is a priority of the Government. Support will be sought from strategic partners to help fund this DIP. 40 Population size and growth, composition, including women empowerment, family and social inclusion are important aspects of National development. Managing sustainable population growth will contribute to achieve social and economic growth. Government will focus on managing our population in a sustainable way; empowering youths through skills training and opening up opportunities for them to contribute meaningfully towards development; addressing issues affecting women; and ensuring that the requirements of people living with disability and vulnerable are addressed. The key Deliberate Intervention Programs to develop SPA 11 include; DIP 11.1: Sustainable Population Government will target to maintain population growth at a sustainable pace. This will be achieved through economic empowerment particularly of youth, girls’ education and promoting effective family planning. DIP 11.2: Youth Development and Labour Mobility Government will mainstream youth programs into sectoral plans to help their empowerment and participation in development processes in a meaningful way. This will involve skill-building initiatives through higher education and TVET programs, labour mobility, sports development, National Compulsory Service and MSME. Government will develop a policy on labour mobility in two parts to: (a) develop opportunities on labour mobility that provide “decent, temporary work overseas”; and (b) mobilise youth through civic actions, National services and other investment initiatives to contribute to national development. DIP 11.3: National Sports Development The Government commits to sports development for greater participation and engagement of youth in sports. Investment in sports will contribute to transforming the lives of individuals and provide a pathway to excel and contribute to National development. DIP 11.4: Women Empowerment The Government commits to addressing issues affecting women by creating fair and equal opportunities in education, sports, arts, employment, business activities and political representation. DIP 11.5: Family and Social Inclusion Women, children, elderly; and people living with disabilities are integral to a vibrant and happy society. Government will continue to promote their equal rights to enable them to fully participate in the socioeconomic development of PNG. 41 PNG’s strategic partnerships with foreign Development Partners (DPs), the Private Sector and Civil Society Organisations are fundamental to our socioeconomic development. PNG has established diplomatic relations and strategic development cooperation arrangements with bilateral and multilateral partners. Government will strengthen these partnerships and arrangements to advance PNG’s economic, development, security and other strategic interests. DPs will be required to align their programs to the MTDP IV in accordance with the Development Cooperation Policy (DCP). The Government will encourage DPs to prioritise investments in key sectors that have significant potential for catalysing additional and wider economic and socio-economic development – these are called ‘Trigger’ investments. These ‘Trigger’ sectors are reflected in the DCP and elaborated upon in Chapter 6 – Strategic Alignment. The MTDP IV provides the governance structure for coordination and reporting of all strategic partnership programs and projects under the following protocols: Table 4.1 Level and Frequency of Dialogue with Development Partners DP Levels of Frequency of Levels Dialogue Chair Representation Dialogue 1 High Level Forum (HLF) Head of Mission Minister for Planning Annually Secretary DNPM Development Partners Head of Cooperation / 2 UN Resident Coordinator Biannually Round Table (DPRT) Minister Counsellor Minister Counsellor - DFAT High Level Bilateral Aid Head of Development Coop- Secretary DNPM 3 Annual Talks eration or the equivalent Head of Mission High Level Portfolio Head of Development Coop- Secretary DNPM 4 Reviews (with Multilateral Annual eration or the equivalent Head of Mission Partners) MTDP IV Sector Program Head or the Deputy Secretary DNPM 5 Quarterly Coordination equivalent Program Heads Program Implementation First Assistant Secretary Quarterly leading up 6 PSC Chairman and Coordination Team Leader levels the Level 3 dialogue 7 CIMC Process Head of Agency Levels Secretary DNPM /CEO CIMC Biannually Secretary DNPM / Secretary Head of Corporation / 8 Business Council Trade/Investment Biannually Companies President Business Council The key Deliberate Intervention Programs to develop SPA 12 include; DIP 12.1: Foreign Relations The Government will continue to affirm PNG’s place as a responsible citizen on the global scene, on the basis of mutual understanding and respect, guided by its foreign policy themed ‘Friend to All, Enemy to None’ to promote international peace and security. On the domestic front the Government will continue to strengthen our institutional capacity and representations to better manage ongoing and emerging global challenges and geopolitical developments. In addition, Government’s policies will focus on developing strategic international relationships to balance trade and security interests. DIP 12.2: Development and Economic Cooperation The Government endeavours to develop and strengthen partnerships with DPs for effective 42 cooperation and coordination of development programs, improve access to financial markets, and facilitate international trade. DIP 12.3: Private Sector Government will proactively engage with the Private Sector to identify opportunities to improving PNG’s ‘Ease of Doing Business’ ranking and encourage further investment. The newly established PPP Centre will facilitate and coordinate PPP initiatives and encourage opportunities under the Infrastructure Tax Credit Scheme (ITCS). Government will also develop a Community Services Responsibility policy to help align contributions by corporate entities and Private Sector. Selected functions and operations of Government will be outsourced to the Private Sector. DIP 12.4: Civil Society and Faith-based Organisations International and National NGOs, and Faith-based Organisations are important partners for delivering goods and services to the community. The Government recognises their networks across PNG and their contributions to development, and will support and strengthen partnerships in line with the Community and Civil Society Organisations Policy. DIP 12.5: National Volunteerism The Government recognises the importance of the role of volunteers in delivering outreach services to communities across PNG. In line with the National Volunteer Service policy, Government will continue to encourage partnerships with National and international volunteer organisations. 43 The strategic investments in MTDP IV are estimated at over K10 billion a year, totalling to about K51 billion over the medium term. These investments will be targeted towards the 12 Strategic Priority Areas. These 12 SPAs have been costed based on the significance of the programs and the Government’s deliberate interventions to grow the economy and achieve the target of a K200 billion economy by 2030, provide access and improve quality of life for its people. Based on the Government’s key investment priorities, Deliberate Intervention Programs have been identified and costed for the five-year period of the MTDP IV. From this investment plan, the Connect PNG Infrastructure (SPA 2) takes up 35.1% of the total MTDP IV financing while Strategic Economic Investment Programs (SPA 1) takes up about 19%. Quality and Affordable Health Care (SPA 3), Quality Education and Skilled Human Cap- ital (SPA 4); and Rule of Law and Justice (SPA 5) are planned to cost 11.5%, 8.2% and 5.7% respectively. The other SPAs under the MTDP IV will share the balance of the total estimated cost of the plan. Table 5.1 summarises the cost of the MTDP IV by SPAs classification including the SIPs over the 5-year period. Table 5.1 Financing Summary of the MTDP IV SPAs Strategic Priority Areas Amount (K'mil) Share of Investment (%) SPA 1 Strategic Economic Investment 9,651.5 19.0 SPA 2 Connect PNG Infrastructure* 17,843.3 35.1 SPA 3 Quality and Affordable Health Care 5,849.0 11.5 SPA 4 Quality Education and Skilled Human Capital 4,190.3 8.2 SPA 5 Rule of Law and Justice 2,898.5 5.7 SPA 6 National Security 794.5 1.6 National Revenue and Public Finance SPA 7 477.0 0.9 Management Digital Government, National Statistics and Public SPA 8 1,752.0 3.4 Service Governance SPA 9 Research, Science and Technology 143.0 0.3 SPA 10 Climate Change and Environmental Protection 499.5 1.0 SPA 11 Population, Youth and Women Empowerment 681.5 1.3 SPA 12 Strategic Partnerships 234.2 0.5 Fixed Provincial and District Service Improvement 5,900.0 11.6 Financing Programs (PSIP and DSIP) Total 51,080 100 *Connect PNG Infrastructure contains the special infrastructure grant that will be implemented under the Kina-4-Kina fund.

5.1 Sources of Financing for MTDP IV The main sources of financing the MTDP IV will be the National Budget, PPPs, Infrastructure Tax Credit Scheme and loans and grants from Development Partners. 44 Development Partners Concessional Loans Grants GOV’T OF PNG Extractive Public Industry Investment Program MTDP IV Primary FINANCING Industry Provincial SIP District SIP Tax Credit Scheme State owned Enterprises Foreign Direct Investments Public Private NSO/NGOS Partnership /INGOS Figure 5.1: Funding Sources of the MTDP IV 2023-2027

5.1.1 Public Investment Program The Public Investment Program (PIP) generally refers to programs and projects that are financed directly through the Government’s Capital Investment Budget. PIP funding is targeted at financing the policy priorities of the Government reflected in the MTDP IV. Large economic and infrastructure programs, including critical enabling sector programs, will take the centre stage under the PIP financing commencing 2023 and beyond.

5.1.2 Service Improvement Program The Provincial Service Improvement Program (PSIP) and the District Service Improvement Program (DSIP) are Government policy commitments that are allocated as National Government grants to Provinces and Districts. The PSIP and DSIP are administered respectively by Provincial and District Development Authorities to support the delivery of their priority investments in accordance with their individual Development Plans, which must be aligned to the MTDP IV. Financing of National Significance Programs and projects in Provinces and Districts will be through a matching ‘Kina-4-Kina’ financing modality. The Provinces and Districts can opt to front-load their PSIP and DSIP for impact projects that can be jointly funded by the National Government through the PIP and/or with Development Partners, including private sector organisations20. 20 See, ADB Report. Proposed Policy-Based Loan for Subprogram 3 Papua New Guinea: State-Owned Enterprises Reform Program. November 2022. 45

5.1.3 Concessional Loans and Grant Financing Development Partners will support the MTDP IV by providing concessional loans and grants. Concessional loans will be targeted to finance critical infrastructure under the Connect PNG program, including transport infrastructure, energy, ICT, commercial agriculture, and enabling infrastructure for downstream processing and manufacturing. Grant support from DPs is commonly provided through capacity building programs and include technical assistance, training and education, and outreach and awareness activities. Grants should also be flexible to include innovative financing modalities from the private sector and multilateral partners21, for key infrastructure developments and other key economic growth triggers.

5.1.4 Infrastructure Tax Credit Scheme (ITCS) The Private sector plays an important role in supporting the development of the country on their corporate platforms and rely on the socioeconomic environment created by the Government through Government policies and regulatory frameworks. The Government initiated the Infrastructure Tax Credit Scheme (ITCS) in 1992 as one of the modalities of financing for infrastructure projects by private sector corporations and joint ventures who are engaged in major resource developments. Tax Credits are tax payable in the future which are credited to the present to help meet the development needs of the country. The ITCS will be used in financing critical economic and social infrastructures in the host Province and other selected areas that meet the guidelines of the scheme. The current rate of Tax Credit Scheme is 2% and includes: (i) Extractive Industry; (ii) Primary Industry; and (iii) Tourism Industry.

5.1.5 Public Private Partnership (PPP) The Government recognises the potential of partnership with the private sector to deliver on major priority infrastructure investments and service delivery. With the recent amendments to the Public-Private Partnership (PPP) Act and the establishment of the PPP Centre, the Government will facilitate private sector investment through financing modalities in accordance with the PPP legislation and regulations. The PPP legislation sets the benchmark for PPP projects at K70 million for social sector infrastructure and energy projects, while other infrastructure projects are at K100 million benchmarks. All proposals will be vetted by the PPP Centre, under specific administrative and vetting guidelines and regulations. Superannuation funds and State-Owned Enterprises will be encouraged to participate in PPP programs, based on their competency, interest and financial capability.

5.1.6 Non-Government Organisations and Philanthropies The Government recognises Non-Government Organisations (NGOs) and philanthropic organisations and their networks are important financing partners for development and service delivery.

5.1.7 Foreign Direct Investments The Government will create a conducive regulatory and administrative environment to attract foreign direct investment to unlock the country’s economic potential in the key sectors of the economy. These include Special Economic Zones, industrial hubs and downstream processing initiatives in agriculture, livestock, fisheries, forestry, petroleum and mineral resources. 21 See, ADB Report. Proposed Policy-Based Loan for Subprogram 3 Papua New Guinea: State-Owned Enterprises Reform Program. November 2022. 46 47 PRIME MINISTER NATIONAL EXECUTIVE COUNCIL CACC CACC RESPONSIBLE MINISTRIES RESPONSIBLE MINISTER FOR MINISTRIES NATIONAL PLANNING LOCAL MPs and GOVERNORS DEPARTMENT OF NATIONAL PLANNING & MONITORING MTDP IV ALIGNMENT & COORDINATION MECHANISMS ECONOMIC INFRASTRUCTURE NON-STATE DEVELOPMENT SOCIAL, LAW & SUB-NATIONAL SECTOR SECTOR PARTNERS PARTNER ORDER SECTOR SECTOR COORDINATION COORDINATION COORDINATION COORDINATION COORDINATION COORDINATION ESC ISC NSPC DPC SLOS SNSC/PLSMA IMPLEMENTING IMPLEMENTING CHURCH BILATERALS IMPLEMENTING PROVINCIAL GOV’Ts AGENCIES AGENCIES CSO/NGOs AGENCIES (PCMC) PRIVATE SECTORS MULTILATERALS DISTRICT /SOEs DEVELOPMENT AUTHORITY LLGs/WARDS Figure 6.1: MTDP IV Implementation Governance Structure 48

6.1 MTDP IV Governance The MTDP IV will be implemented through the established institutional and legal frameworks. This will be driven by high level coordinating mechanisms by: i) Economic Sector Coordination; ii) Infrastructure Sector Coordination; iii) Social, Law and Order Sector; iv) Sub-National Sector Coordination; v) Development Partners Coordination; and vi) Non-State and Private Sector Coordination. The Department of Prime Minister and NEC (DPMNEC) and the Department of National Planning and Monitoring (DNPM) will be the core lead agencies and they will be supported by the Central Agencies Coordination Committee (CACC) (Figure 6.1). The six cluster groups are as follows: i) Economic Sector Coordination (ESC) a) High-Level Agriculture Coordination; b) Mining and Petroleum Sector Coordination; c) Fisheries Coordination; d) Forestry Coordination Committee; e) Finance and Banking Sector Coordination Mechanism; f) Trade and Investment Sector Coordination Committee; g) National Land Development Coordination Committee; h) Climate Change and Environmental Protection Coordination Committee; and i) High-Level National Disaster Coordination Committee ii) Infrastructure Sector Coordination (ISC) a) Transport Sector Coordination and Monitoring Investment Committee; b) High-Level Committee on Connect PNG Infrastructure; c) High-Level ICT Coordination Committee; d) High Level Energy Coordination Committee; e) High Level WaSH Coordination Committee; f) Public Service Housing Coordination Committee; and g) Township and District Growth Centres Coordination Committee. iii) Social, Law and Order Sector (SLOS) a) High-Level Health Sector Coordination Committee; b) Education Sector Coordination Committee; c) National Coordination Mechanism for the Law and Justice Sector; d) Research, Science and Innovation Coordination; e) High-Level Population and Youth Coordination Committee; f) High-Level Sports Coordination Committee; and g) High-Level Committee on Gender Equality and Social Inclusion. iv) Sub National Government Coordination (SNGC) a) Provincial and Local Level Services Monitoring Authority (PLLSMA); b) Provincial Coordination Monitoring Council (PCMC); and c) District service delivery coordination. v) Development Partners Coordination a) High-Level Forum (HLF); b) Specific Bilateral and Multilateral Partnerships; 49 c) Development Partners Round Table Discussions; and d) Country Portfolio Reviews with Multilateral Partners. vi) Non-State Partners Coordination (NSPC) a) Consultative Implementation Monitoring Council (CIMC); b) Open Government Partnership (OGP) Forum; c) Existing Private Sector Forums with the Government of PNG; d) Church-State Partnership; and e) Civil Society Organisation and Non-Government Organisations. Sub-committees will be established at the sector level to coordinate the implementation of specific programs and projects.

6.2 MTDP IV Implementation and Reporting The coordination, implementation and reporting of the MTDP IV is an ongoing process that will follow the governance structure as outlined in Figure 6.2. All cluster groups outlined in 6.1 above will carry out two High-Level Meetings in a year. All stakeholders in respective cluster groups are required to plan programs, formulate budgets, implement and report on their performance against MTDP IV key result areas, strategies, targets and indicators. The Technical Working Groups (TWGs) are sub-set working committees of the cluster groups that will meet at least 4 times in a year to prepare for the High-Level Meetings. All these meetings will be required to prepare for the Leader’s Summit the following year to provide a full report of performance of all sectors, Provinces and Districts against the MTDP IV targets and indicators. MTDP IV IMPLEMENTATION AND REPORTING SCHEDULE TWG JANUARY MEETING 1 FEBRUARY (following year) High Level LEADER’S Meeting 1 SUMMIT MARCH Review of Previous Years performance & Sector Implementation Plan PLANNING & IMPLEMENTATION MONITORIING AND REPORTING APRIL TWG MEETING 2 JULY Sector Budget Preparation for the following Budget year SEPTEMBER TWG MEETING 3 High Level Meeting 2 NOVEMBER Preparation for Leaders submit in February- Following DECEMBER TWG MEETING 4 Figure 6.2: MTDP IV Implementation and Reporting Schedule 50

6.3 Roles and Responsibilities of All Stakeholders in Implementing MTDP IV The MTDP IV is the roadmap for the country towards achieving its development agenda by the year 2030. To achieve these aspirations, all respective and responsible stakeholders, political leaders, agencies of Government and citizens will participate in its implementation, as depicted in Figure 6.3. PRIME MINISTER 01 Provide political leadership over the implementation of MTDP IV as the translation of the Government’s statement of intent for national development and transformation 02 MINISTERS/NEC Provide the Executive Government and Ministerial oversight over their sector agencies to implement the MTDP IV in their sector MEMBERS OF PARLIAMENT 03 Provide political leadership at the Provincial and District levels to ensure the Minimum Services are delivered to all communities using the PSIP and DSIP funding at their level. 277 2002 04 CACC (CENTRAL AGENCIES COORDINATING COMMITEE) Provide political leadership at the Provincial and District 3- -2 levels to ensure the Minimum Services are delivered to all communities using the PSIP and DSIP funding at their level. 223 20 SECRETARIES/HEADS OF AGENCIES 05 Align their Sector Development Plans to the MTDP IV in IV order to achieve their deliverables (Key Indicators)under the relevant SPAs. NT LO PM 06 PROVINCIAL ADMINISTRATORS E Ensure the MTDP IV is embedded into their Provincial Plan VE to implement service delivery at the Provincial levels. DE DISTRICT ADMINISTRATORS 07 RM Implement the MTDP IV through the aligned district TE development plan in order to deliver the basic minimum services for all people. UM DI INTERNATIONAL DEVELOPMENT PARTNERS 08 Align their in-country programs and strategies ME under the "Aid Effectiveness Principle" to the NITOP IV to support the country's development programs. PRIVATE SECTOR 09 Support the Government implement MTDP IV through Public Private Partnership and all the other private sectors participation in National development programs. CIVIL SOCIETY ORGANIZATIONS 10 Participate in service delivery at the community level to complement the efforts of Government partnership for development. DISTRICT ADMINISTRATORS 11 Take ownership of the Government's priorities and support development at Provincial, District and community level. Figure 6.3: Roles and Responsibilities of Stakeholders in Implementing MTDP IV 51

7.1 Alignment in Development The Vision 2050, DSP 2010-2030 and the rolling five-year MTDPs provide the framework for all stakeholders to align their development plans and strategies in their respective sectors. This alignment is in accordance with the Planning and Monitoring Responsibility Act 2016. The independent review of the MTDP III 2018-2022 indicated that there is a need for greater improvement of the alignment between sectors, Provincial and District development plans, as well as country partnership strategies to the MTDP IV22. The implementation of sectoral and Sub-National plans, including Development Partners in- country programs and strategies are aligned to the MTDP IV. Part B and Part C of the MTDP IV provide the details. Resources will be mobilised and expended in accordance with the Public Investment Program (PIP) Management Guidelines.

7.1.1 Sectoral Development Plans Sector agencies are required under the Planning Framework to align their respective sectoral plans to the MTDP IV. Specific interventions will be undertaken under each sector’s DIPs to achieve the development indicators. The DIPs will be delivered through a National roll-out program that will be funded under a Kina- 4-Kina financing arrangement.

7.1.2 Provincial and District Development Plans Provincial and District Development Plans reflect the development needs of the people to achieve the minimum service standards as provided under the Service Delivery Framework. They will be implemented in alignment with the MTDP IV. The plans must contain the aggregate list of minimum services needed to be provided at the wards and Local Level Government levels in each District; whilst the Provincial development plans must comprise the consolidated summary of all District development plans in the Province. Structural alignment through the planning system and the public service structure is critical to ensure there is effective oversight on program implementation and vice-versa, including the submission of reports to relevant National Government agencies.

7.1.3 Development Partners Country Partnership Strategies The Government acknowledges the support from Development Partners and, through the DNPM, will work with them to ensure that their country partnership strategies and their specific intervention programs are aligned to the MTDP IV SPAs. This alignment must be consistent with the Government’s Development Cooperation Policy that provides the framework that reinforces the globally accepted “Aid Effectiveness Principles”. The concept of categorising the SPAs into Big Table (Table 7.1) and Small Table (Table 7.2) reflects the Government’s objective of growing the economy to K200 billion and providing minimum service standards to improve the quality of life of people. Table 7.1 identifies the Trigger Priorities described in Chapter 3. Table 7.2 identifies other SPAs that support the growth agenda. 22 See Department of National Planning. MTDP III Review Report 2022. An Independent Review Report highlighting major findings and lessons on the Medium Term Development Plan III 2018-2022. 52 The Government is the lead financier of all DIPs of the SPAs and, through greater coordination, the DPs are expected to allocate at least 50% of all grants and 80-100% concessional loan financing to the “Big Table” programs. Table 7.1 Big Table - Key Trigger Priorities Strategic Priority Areas (SPAs) and Deliberate Intervention Programs (DIPs) SPA 1: Strategic Economic Investments DIP 1.1 Commercial Agriculture and Livestock DIP 1.6 Tourism and Culture DIP 1.2 Mining and Petroleum DIP 1.7 Trade and Investment DIP 1.3 Downstream Processing DIP 1.8 Manufacturing DIP 1.4 Banking and Finance DIP 1.9 Land Development DIP 1.5 Micro, Small and Medium Enterprises SPA 2: Connect PNG Infrastructure DIP 2.1 Transport (Land, Sea and Air) DIP 2.5 Housing DIP 2.2 Electricity DIP 2.6 Towns and Cities DIP 2.3 Telecommunication DIP 2.7 SEZ Developments DIP 2.4 WaSH / Waste Management SPA 5: Rule of Law & Justice DIP 5.1 Policing and Crime Prevention DIP 5.3 Correctional Services DIP 5.2 Judiciary Systems DIP 5.4 Community Peace and Justice SPA 6: National Security DIP 6.1 National Defence and Cooperation SPA 7: National Revenue and Public Finance Management DIP 7.1 Tax Revenue Administration and Compliance DIP 7.4 Administration and Compliance DIP 7.2 Customs Revenue Administration and Compliance DIP 7.5 Public Expenditure Management and Governance DIP 7.3 Non-Tax Revenue Table 7.2 Small Tables (ST) - Investments Strategic Priority Areas (SPAs) and Deliberate Intervention Programs (DIPs) SPA 3: Quality and Affordable Health Care DIP 3.1 Primary Health Care DIP 3.4 Quality Training and Accreditation DIP 3.2 Specialised Health Care DIP 3.5 HIV-AIDS DIP 3.3 Health Infrastructure SPA 4: Quality Education & Skilled Human Capital DIP 4.1 Early Childhood Education DIP 4.4 Technical, Vocational Education and Training (TVET) DIP 4.2 Quality Basic Primary and Secondary Education DIP 4.5 Quality Training and Accreditation DIP 4.3 Tertiary Education SPA 6: National Security DIP 6.1 National Defence and Surveillance DIP 6.4 Bio Security DIP 6.2 Immigration DIP 6.5 National Business Protection DIP 6.3 Cyber Security DIP 6.6 National Intelligence SPA 8: Digital Government, National Statistics and Public Service Governance DIP 8.1 Integrated Digital Government DIP 8.5 Censorship DIP 8.2 National Statistics DIP 8.6 Public Service Governance DIP 8.3 NID DIP 8.7 Central Agencies Coordination DIP 8.4 Electronic Electoral System SPA 9: Research, Science & Technology DIP 9.1 Medical Research DIP 9.4 Engineering and Technology R & D 53 Table 7.2 Small Tables (ST) - Investments Strategic Priority Areas (SPAs) and Deliberate Intervention Programs (DIPs) DIP 9.2 Environment and Bio Research DIP 9.5 Socio-Economic Policy Research DIP 9.3 Agriculture and Food Research SPA 10: Climate Change & Environmental Protection DIP 10.1 Climate Change Mitigation DIP 10.3 Environment Protection DIP 10.2 Climate Change Adaptation DIP 10.4 National Disaster Management SPA 11: Population, Youth & Women Empowerment DIP 11.1 Sustainable Population DIP 11.4 Women Empowerment DIP 11.2 Youth Development and Labour Mobility DIP 11.5 Family and Social Protection DIP 11.3 Sports Development SPA 12: Strategic Partnership DIP 12.1 Development Cooperation DIP 12.4 Churches DIP 12.2 Private Sector DIP 12.5 National Volunteers Services DIP 12.3 Civil Society Organisations

7.1.4 The Public Private Partnership The private sector investments through the Public Private Partnerships (PPP) modality are required to be aligned to the Government’s development priorities outlined in the SPAs.

7.1.5 Civil Societies, Non-Government and Faith-Based Organisations All investments from Civil Society Organisations (CSOs), Non-Government Organisation (NGOs); and Faith Based Organisations (FBOs) including philanthropies are required to be aligned to the Government’s development priorities outlined in the SPAs.

7.2 Localisation of Sustainable Development Goals (SDGs) to MTDP IV PNG has localised SDGs into the country’s development programs through the sectoral plans and programs guided by the National development planning frameworks. The country has provided the first Voluntary Review Report to the UN General Assembly on the performance and it will continue into MTDP IV. Annex 4 provides the SDGs indicators. Edevu Hydro Power Station, Central Province 54 Grand opening of Edevu Hydro Power Station, Central Province 55

8.1 Monitoring, Evaluation and Learning The PMR Act 2016 provides for the establishment of the Monitoring and Evaluation that will guide the oversight of the implementation of the MTDP. This will enable the Government to track physical and financial performance and the desired outcomes. This task will be administered by the agency responsible for National Monitoring. The outcome of the assessment from the Monitoring, Evaluation and Learning will be used for evidence-based decision making to determine future resource allocations. The MEL aims to ensure that: i) value for money is achieved; ii) sectoral outcomes are achieved; iii) effective data coordination and management; and iv) PNG’s performance against MTDP IV and SDG indicators is met.

8.2 Rationale of MTDP IV Monitoring and Evaluation The rationale for an effective MEL system is to track the performance of the 12 SPAs against the budgeted investments under the respective DIPs. The MTDP IV MEL is aimed at: i) Improving evidence-based National development planning, decision making and budgeting; ii) Enhancing accountability and provide legitimacy for the use of public funds and resources; iii) Promoting service delivery improvement; iv) Ensuring compliance with statutory and other requirements; v) Improving management of programs and projects and their linkage to policy outcomes and impact; vi) Promoting the emergence of a learning culture in the public sector; and vii) Supporting stakeholder engagement, and ex-post review and control mechanisms.

8.3 Public Investment Program Implementation Monitoring The Government will ensure that the implementation of the PIP, as captured under the SPAs, are subject to the MEL Framework and the PIP Management Guidelines. The consistent monitoring of funded programs and projects is to ensure there is a value for money outcome gained by the beneficiaries.

8.4 Service Improvement Program Implementation Monitoring The Government will ensure that the implementation of the SIPs is subject to the MEL Framework, PIP Management Guidelines and the SIP Administration Guidelines. This will ensure that the principles of good governance and accountability are observed for the use of public funds. 56

8.5 Development Partners Program Implementation Monitoring The monitoring of the Development Partners programs will be administered under the MEL Framework and the PIP Management Guidelines. This will help achieve: i) PNG Government development plans and SPAs; ii) Alignment and sustainability; iii) Aid effectiveness; iv) Good governance and accountability; v) Transfer of technology, skills development, and knowledge; and vi) Effective information sharing.

8.6 Policy Outcome Indicators Monitoring The Government’s policy framework sets the parameters for all Government initiatives and investments to achieve the desired outcomes. Each policy provides KRAs that are assigned to the responsible sectoral agencies for delivery and measured against the MTDP IV indicators.

8.7 Province and District Ranking and Profiling The Service Delivery Framework identifies the “Minimum Service Standards” that must be delivered in every community, District and Province. Under the MTDP IV, it is anticipated that they are monitored, assessed, and ranked through a scorecard system according to their performance. An incentive system will be established to reward those who improve their performance.

8.8 Reporting Reporting on the implementation of the MTDP IV will be ongoing for the purposes of accountability and transparency. Reporting of the country’s development progress against various development indicators and targets is required under the PFMA and the PMRA. Annual reporting by State agencies and Sub- National governments is mandatory for public information and assessment of the performance of the Government under the Open Government Partnership Framework. 57

9.1 National Standards The Government recognises the importance of National standards to ensure the delivery of quality goods and services to the people. The existing legislation and regulations will be reviewed and new ones developed to internationally acceptable standards. All goods and services procured, and development initiatives implemented, under the MTDP IV will comply with their respective National standards.

9.1.1 Health Service Standards The provision of health services must be of the highest standard to protect the health of the people. Apart from infrastructure design standards, all medical standards are to be applied in the following areas: i) Medical drugs and equipment procured must be certified by the National Pharmaceutical Board and the Medical Board; ii) All medical and health officers (nationals and expatriates) are required to meet the accreditation and certification standards to practice in any medical fields, as stipulated in the Medical Registration (Amendment) Act 2021; and iii) Private hospitals and clinics must meet all standards as required under the Medical Registration (Amendment) Act 2021.

9.1.2 Education Service Standards The Education (Amendment) Act 2020, Higher Education Act 1983, the Teaching Services Act 1988 and other laws stipulate the standard and quality of education services. These standards will be enforced to achieve the following: i) Quality Teacher Training and Accreditation; ii) Curriculum and extra-curricular development quality and standards; iii) Quality of the education facilities; and iv) Private providers of educational services to be properly screened and tested to ensurethey meet the expected national standards and requirements.

9.1.3 Food and Beverage Industry Standards The quality of all food and beverage produced, imported and consumed in the country must be of acceptable and approved standards. The Government will strictly enforce these standards to safeguard and protect the health of the people.

9.1.4 Housing and Building Construction Standards The Building Act 1971 and the Physical Planning Act 1989 regulate and control all the building and construction developments and zoning in the country, respectively. The Government will enforce compliance with the standards and adopt new building codes and zoning designs. In order to achieve this, the following will be implemented: i) Standardise and modernise designs for public and institutional housing; ii) Effective regulation of the real estate industry; 58 iii) Adopt better physical planning designs for cities, urban, rural towns and District growth centres; and iv) Registration of all importers of building and construction materials.

9.1.5 Civil Works and Bridges Construction Standards The design standards of roads and bridges for construction and maintenance must comply with the Transport Infrastructure Act 2010 and National Maintenance Act 1971. The Government recognises the need to review these legislations and the regulations to improve classifications, design standards, compliance and enforcement. The supervision, inspection, and audits of the construction must be independently carried out. Independent assessments to strengthen infrastructure standards regarding the minimum and maximum cost ranges, by types, and design specifications will be required. These standards will be adopted by the Government. Annex 4 provides examples.

9.1.6 Public Utilities Standards Public utilities are governed by their respective legislation and regulations. The Government will review the legislation and regulations to improve the quality of their services. The relevant legislations are: i) National Energy Authority Act 2016; ii) Electricity Industry Act 2002; iii) Telecommunications Act 1996; iv) NICTA Act 2000; and v) National Water Supply and Sanitation Act (Amendment)1986.

9.2 Sub-National Minimum Service Standards The Minimum Service Standards (MSS) for service delivery at the three levels of Government are part of the Service Delivery Framework (SDF) that provides the guide for services to be delivered from the wards up to the National level. MSS include basic primary health care, primary education, clean and safe drinking water, sanitation, decent housing, access to better connectivity in transport, communication and electricity, and provisions of banking services and commerce. It is the first time that MSS have been incorporated in the MTDPs. Table C.1.1 in Part C provides the MSS by the SPA classification to be delivered through the Provincial and District development plans. URBAN ROAD (4-LANE DIVIDED) COST ESTIMATES COST ESTIMATES ZONE 1-ROADS AROUND THE FRINGES OF PORT MORESBY & ZONE 3-ROADS AROUND THE FRINGES OF LOWER HIGHLANDS ZONE 5-ROADS AROUND THE FRINGES OF UPPERR ZONE 7-ROADS AROUND LOWLAND WETLAND LOCATIONS LAE CHIMBU TO MT. HAGEN AND VANIMO HIGHLANDS - MENDI & WABAG ESTIMATED MINIMUM UNIT COST/km (K): = 10,000,000.00 ESTIMATED MINIMUM UNIT COST/km (K): = 11,300,000.00 ESTIMATED MINIMUM UNIT COST/km (K): = 11,700,000.00 ESTIMATED MINIMUM UNIT COST/km (K): = 13,000,000.00 ESTIMATED MAXIMUM UNIT COST/km (K): = 12,500,000.00 ESTIMATED MAXIMUM UNIT COST/km (K): = 14,100,000.00 ESTIMATED MAXIMUM UNIT COST/km (K): = 14,600,000.00 ESTIMATED MAXIMUM UNIT COST/km (K): = 16,300,000.00 ZONE 2-ROADS AROUND THE FRINGES OF THESE TOWNS - ZONE 4-ROADS AROUND THE FRINGES OF KAVIENG & MANUS ZONE 6-ROADS AROUND THE FRINGES OF TARI AND ABG ALOTAU, POPONDETTA, MADANG, WEWAK, KIMBE, KOKOPO / RABAUL & GOROKA ESTIMATED MINIMUM UNIT COST/km (K): = 11,000,000.00 ESTIMATED MINIMUM UNIT COST/km (K): = 11,500,000.00 ESTIMATED MINIMUM UNIT COST/km (K): = 13,500,000.00 ESTIMATED MAXIMUM UNIT COST/km (K): = 13,800,000.00 ESTIMATED MAXIMUM UNIT COST/km (K): = 14,300,000.00 ESTIMATED MAXIMUM UNIT COST/km (K): = 16,900,000.00 59

9.3 National Standards Quick Response (QR) Codes Civil Works and Bridge Construction Downstream Processing Education Service and Infrastructure Energy Food and Beverage Industry Health Service and Infrastructure Hospitality and Tourism 60 Housing and Building Construction ICT Law, Justice and National Security Markets Sports Facilities Trade and Investment Transport Water and Sanitation 61

10.1 Achievements of Past Medium-Term Development Plans MTDP III Key macroeconomic indicators since 2010 to 2020 indicates improved outcomes as depicted in Table 10.1 below. Table 10.1 Macro Impact Outcomes Indicator Baseline (2010) Year 2020 % Change Real GDP (K'mil) 43,437 65,000 50% GDP per capita (real, PGK) 5,833 6,770 16% Internal Revenue (K'mil) 6,887.8 10,668.3 55% Tax Revenue (K'mil) 6,434.7 9,802.1 52% Export Value (K'mil) 12,282.7 32,127.4 162% Employment (No.) 2,905,244 2,953,427 2% Population (No.) 7,275,324 9,600,000 32% Source: Quarterly Economic Bulletin, BPNG 2020 and NRI Report 2020 (for population) Table 10.1 above shows that the macroeconomic indicators have improved in 2020 compared to the baseline indicators in 2010. vi) GDP has grown by 16% in per capita terms. vii) Exports in PNG kina have grown by 162% since 2010. This massive growth is due to the LNG exports. Between 2010 and 2014, export revenue grew by 53%, the year when the first LNG shipments were made. The exponential increase thereafter was driven by increases in World commodity prices (42% between 2014 and 2020). viii) Total employment has grown by only 2% since 2010, mostly due to the growth of employment in the mining and petroleum sector. ix) The positive overall growth rate since 2010 has not translated to tangible outcomes on a per capita basis. This is simply because high population growth rate and the needs of the population has overwhelmed the finite resource base and the capacity of the Government to deliver goods and services to its citizens. 62 Table 10.2 Economic Sector Indicators against MTDP I (2010) Baseline MTDP I MTDP II MTDP III MTDP IV Sector Indicator Baseline (2010) (2016) (2021) Targets (2027) Coffee Production (tonnes ‘000) 63.0 47.8 47.1 168 Palm Oil Exports (tonnes ‘000) 556.0 621.8 657.5 1,300.0 Agriculture Cocoa Production (tonnes ‘000) 56.0 31.9 37.4 63.0 Copra Production (tonnes ‘000) 110.0 50.6 73.2 133.2 Fisheries and Processed Fish Exports (K’mil) 189.0 1,460 1,702.9 5,000 Marine Products Share of Processed Timber (logs 20 of logs ** ** 100 harvested) (%) harvested Increased areas of forest 62,000 102,771 111,128 206,500 plantation (hectares) Land area covered by Primary Forestry 59 60 79.2 80 Forest (%) Primary Forest Depletion Rate 2.6 8.9 13.7 1 (%) % of protected land area 3.83 3.1 3.21 5 % of marine protected area 0.00047 0.2 0.13889 10 Total Value of Petroleum Exports 13.1 31.1 Petroleum (K’bil) Govt Revenue (K'bil) 2.6 5.26 5.26 10.0 Total Value of Mineral (mining) Minerals (mining) 2.6 5.4 13.1 20.9 Exports (K'bil) No of SMEs 16,500 120,000 150,000 (2019) 350,000 SME Employment in SME 82,500 82,500 82,500 (2017) 150,000 Value of Manufacturing 4.0 ** ** 10.0 Production (K'bil) Manufacturing Value of Manufacturing Exports 1.4 3.1 3.8 5.0 (K'billion) Number of Foreign Visitors 125,000 181,840 38, 940 75,000 Total Tourism Receipts (K'mil) 170 170 224 650 Tourism Share of population engaged in ** 10 (2018) 0.2 15 the sector (%) Source: DNPM MTDP III Review Report Findings, 2022 ** No data available. Table 10.3 Infrastructure and Utilities Sector Indicators against MTDP I (2010) Baseline MTDP I MTDP II MTDP III MTDP IV Sector Indicator Baseline (2010) (2016) (2021) Targets (2027) National Road Network (km) 8,500 8,738 8,838 15,000 National Road, Quality sealed, 28.7 31 40 75 Transport drainage, good bridge (%) Certified Airports 15 16 19 22 Rehabilitation of closed airstrips 10 45 73 200 Access to improved water source 39 43 48 70 (%) Access to improved sanitation 44 15 33.5 60 Water and (%) Sanitation Education Institution having 30 34.5 57.8 75 access to safe water (%) Rural households having access 5.8 36.1 39.1 60 to safe water (%) 63 Table 10.3 Infrastructure and Utilities Sector Indicators against MTDP I (2010) Baseline MTDP I MTDP II MTDP III MTDP IV Sector Indicator Baseline (2010) (2016) (2021) Targets (2027) 150 mobile Access to Telephone, subscribers subscribers per 44 50 70 per 1,000 people (%) 1,000 people (780,000 users) ICT Proportion of population having 2.3 (119,600 12 30 50 access to Internet (%) users) 55 Radio access Media Coverage (%) NA NA 80 26 TV access Household access to electricity 12.4 16.7 27 40 (%) Electricity generation capacity (MW) by energy sources Gas (MW) 70 85 NA 120 Hydro (MW) 215 432 NA 700 Electricity Geothermal (MW) 56 56 NA 80 Solar (MW) 0 0 NA 0 Wind (MW) 0 0 NA 5 Biomass (MW) 0 7 NA 15 Biogas (MW) 0 0 NA 5 Diesel (MW) 160 217 NA 150 Source: DNPM MTDP III Review Report Finding, 2022 Table 10.4 Social & Law and Order Sector Indicators against MTDP I (2010) Baseline MTDP I MTDP II MTDP III MTDP IV Sector Indicator Baseline (2010) (2016) (2020) Targets (2027) Net Admission Rate (age 6-14) 11.5 56 59 70 (%) Education Gross Enrolment at Grade 1 (%) 52.9 81 81 86 Graduates from higher education 6,496 13,261 20,436 27,611 Infant Mortality Rate per 1000 57 33 33 9 live births Neo-natal Mortality Rate per 1000 29 23 22 2 live births Under 5 Mortality Rate per 1000 75 48 44 27 live births Health Maternal Mortality Rate per 733 217 171 121 100,000 live births Life Expectancy 57 64 65 69 Annual incidence of malaria per 230 109 108 102 1000 people Positive TB Cases per 100,00 432 327 432 328 people Crime Rate (%) 9.7 27.2 49 22 Law and Order Incidence of major crime 6,000 2,371 4,677 3,000 Source: DNPM MTDP III Review Report Finding, 2022 64

10.2 Financing of MTDP III 2018-2022 The MTDP III was estimated to cost over K27.2 billion over the five-year period with financing from three (3) primary sources: i) The Government of PNG; ii) Grants; and iii) Concessional loans. This mammoth, but seemingly achievable, cost estimate was projected based on sustained economic growth, an expected spike in internal revenue growth and strategic investments, especially in the economic sector. The successful implementation of the MTDP III to a larger extent depended on the commitment and alignment of funding towards the MTDP III programs and projects. The ideal scenario would be for over 85% of the annual Capital Investment Budget to be expended on the MTDP III programs and projects. According to the MYEFO 2022, as of June 2022, the total capital investment expenditure was K3,316 million, comprising: i) The Government of PNG K2,169 million; ii) Grants K9.6 million; and iii) Concessional loans K231 million. Including this total amount of K3,316 million to the 2018 – 2021 total capital investment expenditure (K26,252 million), means K29,568 million expended by June 2022. However, it was technically difficult to capture the 2022 budget Figures in the MTDP III expenditure analysis because: • the 2022 capital investment budget expenditure report was not fully updated; • it was difficult to determine actual expenditures on MTDP III by sectors from the K3,326 million; and • the data on Grants and Concessional loans by sector was not available in the MYEFO 2022 except the Government of PNG component. The analysis on financing was done for periods 2018–2021 only, since 2022 was still under implementation. The Tables 10.5 and 10.6 below show the capital budget and the actual investments towards MTDP III programs/projects by financing source between 2018-2021. Table 10.5 Total Expenditure by funding source, Capital Investment Budget (K'mil) Sources of Financing 2018 2019 2020 2021 Total Concessional Loans 792 1,312 1,568 1,494 5,165 Grants 1,836 1,776 1,425 1,862 6,899 GoPNG 2,851 3,325 4,045 3,968 14,189 Total 5,479 6,412 7,038 7,324 26,252 Source: Final Budget Outcome, Treasury and Expenditure Report DNPM. Table 10.6 Actual Expenditure on MTDP III Programs and projects (K’mil) Sources of Financing 2018 2019 2020 2021 Total GoPNG 2,161 2,003 2,686 2,909 9,759 Grants 451 516 654 498 2,120 Loans 735 624 935 1300 3,594 Total 3,347 3,144 4,275 4,707 15,473 Source: Final Budget Outcome, Treasury and Expenditure Report DNPM The following analysis can be made from the above tables: i) K26.3 billion was expended over the four-year period through the Capital Investment 65 Budget from 2018 to 2021.The Capital Investment Budget expenditure exceeded the estimated cost of implementing MTDP III from 2018 to 2021 against the estimated cost of K20.8 billion by K5.5 billion. ii) From the total expenditure reported for that period, only 59 percent (K15,473 million) was expended on MTDP III programs and projects. iii) 40% of the capital investment budget was spent on programs and projects outside of the MTDP III. iv) Of the K15,473 million capital budgets expended on MTDP III, about 63% (K9,759million) was from the Government of PNG funding. v) The concessional loans accounted for 23% (K3,597million) and grants contributed 14% (K2,120 million). Expenditure analysis of the capital budget to implement the MTDP III by sector is depicted in table 10.7 and Figure 10.1 below. Table 10.7 Actual Expenditure on MTDP III by Sectors, 2018 – 2021 (K’mil) Sector Loans Grants GoPNG Total Proportion (%) Economic 297 146 823 1,266 8 Law and Justice 38 152 511 701 5 Social 661 382 1,263 2,306 15 Infrastructure (70%) 2,502 547 1,615 4,664 30 Administration 53 (46%) 875 189 1,118 7 Provinces 43 16 5,359 5,418 35 Total 3,594 2,120 9,759 15,473 100 Source: Final Budget Outcome, Treasury and Expenditure Report DNPM The larger proportion of funding was spent on the Provinces Sector (35%), followed by the infrastructure sector (30%). Law and Justice received the least with only 5%23. Economic Sector received 8% which is 5% less than the 13% planned. For Concessional loan funding, the Infrastructure Sector received the highest proportion of loans (70%). Figure 10.1: The Government of PNG Expenditure (2018-2021)-MTDP III Estimated Cost and Annual CIB Budget vs Actual Expenditure. 23 See Deloitte. True Cost of Policing Services in PNG. Final Report. January 2020. 66 For Grant funding support, the Administration Sector received the highest proportion of grants (46%). Figure 10.1 above shows that a much bigger proportion (44%) of the Government’s financing went towards the Provinces Sector, followed by Administration Sector (20%). Actual Expenditure on the remaining sectors was well below the MTDP III planned cost. The Administration Sector was allocated the second highest funding through Government financing but not related to MTDP III programs and projects as indicated in the graph above. On average, the Government's direct financing was approximately 63% aligned to the MTDP III. Challenges, Opportunities and Lessons Learnt from the 10.3 Implementation of Past MTDPs The progressive improvements of key indicators over the last decade is indicative of greater potential and innovative approaches for the Government to enhance transformational economic growth for PNG. With these successes also came a multiplicity of both internal and external challenges that impeded the full potential of the plan over these periods. These include: Challenges /Issues i) Inadequate and inconsistent funding to complete the programs and projects initiated under MTDP III. ii) Lack of high-level coordination to monitor the implementation of the critical infrastructure and other economic and social programs and projects, funded and implemented under MTDP III. iii) The delay in issuing of warrants to implement the capital budget on time. iv) Lack of effective governance mechanisms in place to ensure that there is institutional accountability and consistent reporting of Government investments. v) Lack of effective monitoring and tracking of development indicators of the MTDP III at the National, Provincial and District levels. vi) Lack of proper data coordination to administer the outcome of Government interventions at all levels of Government beginning from the ward-level up. vii) The alignment of programs and projects towards achieving the National outcomes continues to be the challenge. viii) No proper public advocacy for ownership on all Government initiatives. The public needs to understand the efforts the Government is putting into achieving the greater development outcome. ix) Greater political influence over the bureaucratic systems affects the effective implementation of the Sector and Sub-National Development Plans. x) Unsolicited funding is prevalent and a cause for concern, especially impropmtu political projects that enter the budget. In most cases, such projects are misaligned to MTDP programs.

10.4 Recommendations to be Considered i) Development Plans and Investment Programs must be done in order to be collectively executed as “whole-of-nation” for a greater National outcome. ii) The funding of the identified programs for development must be consistently funded over the MTDP period to get the desired outcomes. iii) All Sectors of Government must be effectively coordinated so that resources and 67 information are shared. This requires stronger coordination from the sector agencies to the Provinces and Districts are maintained to ensure the sectoral targets and deliverables are achieved under one coordinated approach. iv) Monitoring and evaluation (M&E) of public investments, including the general performance of State agencies in implementing the funded programs and projects are critical. The M&E system must be fully institutionalised so that all recipients of public funds are monitored and assessed against their performance, including reporting on the sectoral development outcomes. v) Support for the effective M&E of MTDP IV indicators at the National, Provincial and District levels is needed. This requires the collection, collation, processing and dissemination of reliable and timely data across all levels of Government. vi) There is a need for effective coordination of Sectors, Provinces and Districts, including the Development Partners, engaged in respective sectors to ensure the implementation and outcome data are consistently updated and managed in a credible and timely manner. vii) Develop strong governance mechanisms for greater institutional accountability and administration. viii) Prioritise and strengthen greater alignment of development plans to the MTDP IV. This applies to sectoral agencies, Provinces and Districts, including Development Partners. ix) Ensure that strategic capital investments over this medium term have greater economic returns which will in turn generate internal revenues over the implementation phase of the MTDP IV. x) Build on the challenges of the Infrastructure Tax Credit Scheme (ITCS) and with Resource Developers, establish effective coordination and governance on the ITCS arrangements for strategic interventions that support the priorities of the MTDP IV. xi) Apply innovative financing modalities that support the Government’s Capital Investment Budget for the delivery of priority investments in MTDP IV. These include the Public- Private Partnership (PPP) mechanisms, and the Kina-4-Kina financing modality with the Provincial Administrations, the DDAs, the National Government and Development Partners. xii) Development Partners program to be coordinated within the MTDP Framework for greater sector outcomes. xiii) Private sector and civil society contributions to be accounted for in the National outcome assessments. xiv) Provinces and Districts to take ownership of their own development needs. xv) Citizens to take ownership for development and see themselves as part of the “whole- of-country’s” efforts for development. xvi) Explore new and strategic partnerships to support the implementation of MTDP IV, especially in the infrastructure and economic sectors that have greater economic return on investment to the economy. xvii) Expedite Public Investment Program (PIP) Management Guidelines so that due process of investments proposed go through a set criteria and analysis. xviii) PNG is currently experiencing a demographic window of opportunity in which a greater proportion of the population is of working age and are becoming economically active. PNG needs to capitalise on this opportunity to grow the economy. 68 69

11.1 Key Constraints of Implementing MTDP IV Risks in resourcing and implementation are inevitable in the implementation of MTDP IV. The Government will address the identified risks in an orderly manner. The main potential risks to be addressed are: political influences, lack of effective governance systems and processes, corruption, foreign currency fluctuations, commodity price instability, financial constraints to fund the budget, financing of unsolicited projects, escalating law and order issues, natural disasters, pandemics, and non-alignment of sectoral, District and Provincial development plans to the MTDP IV. Figure 11.1: Risks Management Matrix

11.1.1 Political Influences One of the primary risks associated with implementing the MTDP IV is political instability and interference on investment priorities. While the political ownership for development is critical, the annual Capital Investment Budget prioritisation and other funding mechanisms for DIPs must be guided by the MTDP IV SPAs. Strategy for managing risks include; i) Alignment of Sub-National 5-year development plans; ii) Effective advocacy of the MTDP IV; and iii) Advocate greater political leadership and ownership

11.1.2 Lack of Effective Governance and Corruption Monitoring Lengthy and cumbersome Government processes and lack of inter-agency coordination imposes significant risks in achieving the goals of the MTDP IV. The Open Government Partnership, and other governance reforms under SPA 7, will improve governance and the corruption index. The effective compliance with the processes and efficient delivery are critical for the successful implementation of the MTDP IV.

11.1.3 Cashflow Constraints Cashflow constraints are a major risk to the effective and timely delivery of MTDP IV. This risk is attributed to: i) Lower than expected revenue collection; ii) Lack of timely release of budgeted funding; 70 iii) Lack of coordination over expenditure; and iv) Lack of effective MEL over capital investments.

11.1.4 Financing of Unsolicited Projects Funding unsolicited projects and programs imposes a major constraint on the MTDP IV budget and the ability to deliver the targets. The causes for this may arise from political influences or natural disasters. This can be mitigated by ensuring strict compliance with the PIP Management Guidelines.

11.1.5 Escalating Law and Order The escalating law and order problems undermine the effective implementation of MTDP IV. The Government’s ability to respond has been constrained by limited capacity and lack of support and ownership at the National, Provincial and District levels. Addressing law and order issues features prominently in SPA 5, as a key trigger.

11.1.6 Natural Disasters Climate change and natural disasters impinge on the financing and implementation of the MTDP IV. Mitigation strategies will be included in all PIP programs and projects, including provisions of buffer funding for any emergency responses and recovery action plans.

11.1.7 Non-Alignment of Program Development Non-aligned sector investments can have a significant negative impact on the implementation of the MTDP IV. This risk will be addressed by aligning Sector, Provincial and District 5-year development plans to the MTDP IV.

11.1.8 Commodity Price Instability Commodity price fluctuations can significantly impact on the profitability of farming of export crops and the feasibility of mineral and petroleum extraction. The Government will continue the commodity price stabilisation program and extend the ongoing transport subsidies, as well as support value-adding to commodities to supply high value niche export markets.

11.1.9 Foreign Exchange Fluctuations The value of the PNG Kina will move in line with the performance of our economy and affect the availability of foreign exchange reserves that are needed for international trade. Banking sector reforms and prudent management of our foreign exchange reserves by the Bank of PNG aim to mitigate the impact of major currency fluctuations and protect our capacity to import and export.

11.2 MTDP IV 2023-2027 Risk Management Strategy It is important to identify the risks, assess the risks and find effective ways to manage them. These risks should be monitored on a regular basis and reported in the appropriate forums. Fraud audit is carried out on all corruption and mismanagement and prosecution applied in accordance with PFMA 1995 and Physical Planning Act 1989. 71 Table 11.1 Risk management Table CONSE- PROBABILITY QUENCE 4. Almost 4. Extreme certain KEY RISKS RATING24 STRATEGY GOING FORWARD 3. High 3. Likely 2. Medium 2. Possible 1. Low 1. Unlikely • Ensure Alignment of Provincial and District 1. Political Influences 4 4 16 Development Plans with MTDP IV • Advocacy and marketing of the MTDP IV 2. Lack of Effective • Strengthen the implementation of Open Governance and 3 3 9 Government Partnership Corruption 3. Financial Constraints to • Solicit support from partners fund the Budget • Rolling out of IFMS (i) Lack of adequate funding; • Routine M&E on DIPs and strengthening (ii) Lack of coordination over 3 2 6 governance mechanisms expenditure; and • Alignment and integration of Provincial and (iii) Lack of effective M&E District development plans over capital investments • Strict PIP guidelines and processes to ensure unsolicited project proposals are vetted and aligned to MTDP IV deliverables 4. Unsolicited Project 2 3 6 • PPP project will be scrutinised and filtered Financing to ensure it meets certain funding thresholds and requirements as well as the objectives are aligned to MTDP IV deliverables • Develop mitigation programs in the 5. Natural Disasters 2 2 4 respective Sector and Sub-National plans to manage the natural disaster risks • Improve policing and enforcement through increased police recruitment 6. Escalating Law and Order 4 3 12 and development of community policing programs25 • Department of National Planning and 7. Non-Alignment of Program Monitoring to work with the sector agencies 2 1 2 Development and Sub-National Government to align their development plans Rating: If total rating falls between, 13-16 Serious Concern, 9-12 Concerning, 5-8 Cause for concern, 1-4 Manageable 24 Rating: The rating is calculated by multiplying the Consequence and Probability columns. 25 See Deloitte Report. True Cost of Policing Services in PNG. Final Report. January 2020. 72 CE EN TION FLU ORRUP L IN A ND C A E IC NC TO FUND THE BUDG LIT R NA INTS ET PO VE S TRA G O CON VE AL SUES TI N CI E R IS D LA NA OR CK FI ND OF A EF AW T FE EN G CIN ESC C M O P N AN I AL F T NM ENT O AT C F PRO -ALIG IN NATURAL DISASTERS S N G ER RA NO M G DE L UN-SOLIC UN-SOLICITED ITE DP V E L MTDP IV PROJECT FINANCING NATURAL RO JE RISKS NON-ALIGNMENT OF DIS AS DIAGRAM PROGRAM DEVELOPMENT T ESCALATING LAW AND ORDER ISSUES FINANCIAL CONSTRAINT TO FUND THE BUDGET CORRUPTION AND LACK OF EFFECTIVE GOVERNANCE POLITICAL INFLUENCE Figure 11.2: Risks Analysis 73 A well-planned and executed Marketing and Communication Strategy will achieve a greater buy-in and ownership of the MTDP IV from all stakeholders. It will create wider awareness and understanding, and solicit support in resource mobilisation and implementation.

12.1 Objectives To solicit and mobilise wider ownership and support; and forge synergy and complementarity with stakeholders in achieve greater development results. The aim is to accomplish: • Wider ownership with better informed and understanding of MTDP IV objectives, scope and KRAs; • Effective implementation with better understanding of roles, responsibilities and expectations; • Efficient and effective mobilisation and use of scarce public resources; • Forge stronger partnerships at political and administrative leadership levels; and • Deeper understanding of the implications and the benefits to the country. Challenges in the effective implementation of the Communications Strategy include availability of funding, the ability to reach remote and rural areas, and institutional capacity. The Government will address these challenges under the MTDP IV.

12.2 Target Groups The strategy involves informing and educating specific target groups that have a direct or indirect role in the implementation of the MTDP IV, as well as raising public awareness through common mass media and large events. Table 12.1 identifies some of these target groups and the respective outreach strategies. Table 12.1 Targeted Institutions/Stakeholders and Outreach Programs Target Target Institutions / Method of communication Key Communication Messages Audience Stakeholders • MTDP IV objectives, priority areas of • NEC Information papers intervention, KRAs, strategies and indicators Members of • Orientation seminar for MPs • Their roles/responsibilities, and specific Parliament Members of • Participation in Provincial/District output requirements and outcomes and Parliament Seminars • Resource/funding mobilisation for MTDP Politicians • Nation TV and radio talk-back shows IV SPAs, effective use and implications for highlight key achievements misalignment • Ownership, Drive and Accountability • Regular Inter-Agency and Sectoral • MTDP IV objectives, priority areas of Committee meetings for feedback on intervention, KRAs, strategies and indicators Ministers, implementation and on progress of • Their roles/responsibilities, and specific Ministries, Secretaries, Chief development Programs and investments output requirements and outcomes Departments/ Executive Officers, • Regional and National Development • Resource/funding mobilisation for MTDP Agencies Managing directors, Forums IV SPAs, effective use and implications for and Public Servants • National TV and radio talk-back shows misalignment highlight key achievements • Ownership, Drive and Accountability 74 Table 12.1 Targeted Institutions/Stakeholders and Outreach Programs Target Target Institutions / Method of communication Key Communication Messages Audience Stakeholders Provincial • MTDP IV objectives, priority areas of • Planners Conference Administrators, intervention, KRAs, strategies and indicators • Nation TV and radio talk-back shows Sub-National DDA CEOs • Direct Intervention Programs highlight key achievements Governments Planners, Technical • Sector targets • Regional development forums advisors, and public • Source of funding and counterpart support • Workshops servants • Ownership, Drive and Accountability • High Level Development Forums Country Directors, • Sector Group Meetings Country Manager, • Consultative Meetings • Information on development priorities Development sector specialists, • Sector conferences • Partnership modalities, including Financing Partners finance specialist, • Newspapers models of PPP and technical • Radio Programs advisors • Newspaper, TV and radio talk-back show to highlight key achievements Leaders/Managers • Seminars of Organisations; • Workshops • Information on development priorities Women/Youth NGOs/CSOs • Consultative Meetings, Newspaper, TV • Partnership modalities, including Financing Councils; and radio talk back show to highlight key models of PPP Philanthropists and achievements Individuals Leaders/Managers • MTDP IV objectives, priority areas of • Seminars of Organisations; intervention, KRAs, strategies and indicators • Workshops Women/Youth • Information on development priorities and Philanthropies • Consultative Meetings, Newspaper, TV Councils; alignment and radio talk back show to highlight key Philanthropists and • Information on opportunities for partnerships achievements Individuals to implement MTDP IV Extractive • MTDP IV objectives, priority areas of Industries; • Meetings intervention, KRAs, strategies and indicators Manufacturing • Newspaper articles • Alignment of development priorities Private Sector companies; • Radio Programs • Development financing and space for each multi-national • Newspaper, TV and radio talk-back show partner corporations; and to highlight key achievements • Investment Plan and commitment M/MSMEs • Ownership, Drive and Accountability • Seminars Universities Lecturers, profes- • Information on development priorities and • Policy Forums and higher sors, academics alignment • Conferences learning and research • Strategic interventions (SPAs) • Newspaper, TV and radio talk back show institutions fellows • Ownership, Drive and Accountability to highlight key achievements • Seminars • MTDP IV objectives, priority areas of • Policy Forums intervention, KRAs, strategies and indicators Research NRI, think thank • Conferences • Development financing Institutions groups • Newspaper, TV and radio talk back show • Alignment of development priorities to highlight key achievements • Ownership, Drive and Accountability DNPM, DICT, • Printed media, as well as TV and radio in relevant General Public, English, Pidgin and Motu • Raise awareness of the MTDP government including • Social media • Solicit public support agencies marginalised • Billboards and banners • Inform about the expected benefits and public groups, etc. • Large public events institutions

12.3 Rolling Out the Communications Strategy Implementation commences immediately after the launching of the MTDP IV and will continue over its entire duration. A dedicated team from DNPM will collaborate with respective stakeholders to plan and implement the activities. An annual budget of K3 million will be allocated to implement the strategy. 75 Dirio Power Station, Central Province The Government’s public service structure exists to perform their mandated functions to serve the people of Papua New Guinea. Since gaining independence in 1975 the Government’s efforts to coordinate sectoral agencies as one “Whole of Government” for effective delivery of public goods and services has its strengths, but has also been challenging. Agencies are established by their own Acts of Parliament which gives them the mandate to operate independently and, as a result, they have created silos in public service delivery. Non-alignment of Government functions has led to the country having distorted development and development information. In turn, this has resulted in wastage of public resources, duplication of functions, and failure of representation and deficiencies in service delivery to the people. This has also created a conduit for inefficiency, systematic corruption and abuse of public resources. The MTDP IV is themed to achieve “National Prosperity through Growing the Economy” and provides a new opportunity to undertake structural change to State agencies to reposition themselves to deliver the Government’s call for socio-economic transformation in an aligned and coordinated way. The MTDP IV is designed to correct any structural disintegration and break the silos of all agencies of Government with the objective that they integrate and work together, as a sector, for the common good of the country and people. In MTDP IV, all sectoral agencies have been identified and put under the 12 SPAs with specific DIPs to be implemented over the five-year period of MTDP IV. Part B of the MTDP IV contains the logical flow of the DIPs and their relevant investment programs that will be funded through various financing sources. The agencies responsible are assigned with specific deliverables and outcomes that they will deliver. The logical framework also provides possible strategies that sector agencies will implement to deliver the expected targets. The diagram below shows the logical structure of how the sectoral agencies, Provincial Governments and DDAs will administer their programs and projects toward delivering the objective of the MTDP IV. MTDP IV SECTOR LOGFRAME INVESTMENTS Prioritised projects and programmes 01 KEY RESULT AREAS Achievement of results from investment 02 STRATEGIES Actions to achieve results 03 INDICATORS Measurements of progress 04 Figure 1.0: Structure of the Sector Log frame 78 Objective: To build a robust and resilient economy This SPA outlines the broad-based investment strategies for the economic sector and specifies the deliberate interventions required to build a robust and resilient economy. Implementing the strategies will increase the country’s GDP to K164 billion by 2027 and create an additional one million new jobs. Deliberate investments will be made in the green, blue, and brown economies26, financial services, tourism, downstream processing and manufacturing, MSMEs and land development. The extractive sector accounts for 28% of the country’s GDP and 88% of total exports and remains the main driver of the economy. The renewable resources sector (agriculture, fisheries, and forestry) on the other hand accounts for 21% of total exports from 2018 to 2021; but provides the lifeline for over 80% of the country's population. On aggregate, the value of coffee, cocoa, coconut, and palm oil exports amounts to about PGK3 billion, which accounted for three quarters of the country’s total agricultural exports in 2021. Whilst the country records a positive balance of payment, most receipts from commodity exports are not repatriated onshore. This affects foreign currency reserves and imposes stress on the value of the Kina. This in turn impacts the ability of those that need to access foreign currencies for imports and investment and impedes the overall performance of the economy. Building on from the traditional sectors, MTDP IV will further strengthen and unleash the potential of other sectors such as tourism, MSME, downstream processing and manufacturing. These are the sectors that have great potential to increase revenue, create jobs and contribute to wealth creation. The SPA 1 on Strategic Economic Investments has 11 DIPs: An investment envelope of K9.651 billion is needed to deliver these economic sector priorities. Various innovative financing modalities will be deployed with stakeholders and partners including the Government’s own budgetary resources envelope. 26 ‘Green’ refers to agriculture and forestry, ‘Blue’ to fisheries and marine resources; and ‘Brown’ to minerals and hydrocarbon 79

1.1 Commercial Agriculture and Livestock Development Agriculture accounts for 14% of the total GDP. This continues to be the primary economic activity that provides livelihoods for over 80% of the rural population, many of whom rely on subsistence farming for their basic needs and have limited contact with the formal economy. The Government's goal for the agriculture sector is to increase agricultural export values by 58% and volumes by 56%. It will increase the sector’s GDP contribution to 31.7% by 2027. The value of all agricultural export commodities has been stagnant for most part of the MTDP III period compared to the two years of MTDP II. This has primarily been due to internal factors such as extreme weather conditions, lower yields from ageing trees, pests and diseases, lack of farmer incentive and poor market access. However, relatively better market prices, and Government interventions (price stabilisation and freight subsidy) boosted commodity values on average by 121.5% in 2021. The current focus of the agriculture sector is to develop a new National Agriculture Sector Plan and an overarching legislation to ensure strong governance, administration and coordination of the sector; rehabilitating run-down plantations; supply of improved planting materials and provision of extension services to smallholder farmers to improve productivity and production; encouraging agro-processing industries; facilitating transportation of produce to the markets; and improve bio-security safeguards. In addition, the sector will develop systems to generate, administer and analyse industry data, including promoting research and development aimed at improving productivity, addressing food security issues and improving the quality and yield of food crops. The following programs will be implemented by DAL: i) National Agriculture Development Program; ii) Spice Development Program; iii) National Freight Subsidy Program; iv) Commodity Price Support Program; and v) Industrial Hub and Market Access Support Program. Tables 1 to 4 below show the investment requirements, KRAs, strategies and targets to develop the agriculture sector. Table 1 Investments DIP 2023 2024 2025 2026 2027 Total Est. Funding Investment Link (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Cost (K’mil) Source(s) National Agriculture Development Program 20.0 20.0 20.0 10.0 10.0 80.0 GoPNG Spice Development Program 2.0 3.0 3.0 3.0 3.0 14.0 GoPNG DIP 1.1 National Freight Subsidy Program 20.0 30.0 35.0 35.0 45.0 165.0 GoPNG Commodity Price Support Program 30.0 30.0 30.0 30.0 30.0 150.0 GoPNG Industrial hub and market access Support GoPNG/ DIP 1.9 10.0 10.0 10.0 10.0 10.0 50.0 Program PPP Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) Number of large-scale run-down plantations rehabilitated All Commodities/DAL/ 1 4 8 12 14 16 and revived PGs/KCH Number of smallholder farmers supported through MSME NDAL/MSMEC/DCI/ 2 5 12 20 30 40 Financing (000s) PG 3 Number of value chain/storage facilities established 2 5 8 12 15 DAL/FPDA 80 Number of Special Economic Zones for agriculture NDAL/SEZA/DNPM/ 4 1 3 5 7 10 developed PG/PPP 5 Number of Downstream Processing in agriculture 0 5 10 14 20 SEZA/DAL/DITI 6 Number of Provincial and District markets established 10 25 40 60 80 PG/DoWH/DDAs/DP 7 Number of farmers benefited from Freight Subsidy (‘000s) 10 20 30 40 50 FPDA/DNPM/ Number of farmers benefited from price stabilisation DAL/ All Commodity 8 10 20 30 40 50 Program (‘000s) Boards Total hectares of land developed/secured for agricultural 9 20 60 100 150 200 DAL/SEZA/DLPP hub (‘000s) DAL Commodity 10 Number of new commodities introduced 0 2 4 6 10 Boards Table 3 Strategies No. Implementation Strategy Policy Reference 1 Provide legislative and policy frameworks to encourage downstream processing. Agriculture MTDP Establish strong governance and administration system with clear policy guidelines to drive the sector 2 Agriculture MTDP forward Address major impediments to the growth of the sector which are infrastructure, law and order, customary 3 Agriculture MTDP land registration Support extension services to farmers and Cooperative Societies to maintain quality value and supply 4 Agriculture MTDP chains Support farmers and MSMEs by giving them access to financial capital and identify viable domestic and 5 Agriculture MTDP international markets 6 Support learning, research and development in innovations and technology to cater for industry needs Agriculture MTDP 7 Establish a central data centre to coordinate and track progress of the sector for future planning purposes PNGSDS Agriculture MTDP, Review and finalise biosecurity strategy to establish proper research program on invasive pests and 8 Commodity Boards, insects such as coffee berry borer and cocoa pod borer, etc. NAQIA Government subsidises Air Niugini to do international flights to deliver foods, vegetables and supplies 9 MTDP directly to international niche markets 10 Mobilise private sector partners to establish downstream processing industries and agricultural hubs Agriculture MTDP 11 Develop a Hemp Policy Agriculture MTDP Table 4 Indicators Baseline Annual Targets No. Indicator Source (2020) 2023 2024 2025 2026 2027 1 Value of exports for all commodities (K’mil) QEB 3,783.1 5,434.5 6,008.0 6,665.3 7,556.4 8,585.9 Volume of exports for all commodities (‘000 2 QEB 1,174.0 1,405.5 1,553.4 1,705.6 1,936.8 2,194.0 tonnes) DAL/ 3 GDP contribution of the sector (%) 13.2 13.4 13.6 13.8 14 14.2 NSO Proportion of population formally employed in 4 DAL 2.5 4 5 6 7 8 agriculture (%) Proportion of customary land mobilised for Agricul- 5 NA DAL, DLPP and NSO to provide the data ture Hub and Commercial Mechanised farming DAL, LDC, NARI, KIK, CBPNG, OPIC, CIC, NAQIA, CUSTOMS, DTC, RIB, Executing Agency: DCI Sector Coordination Mechanism: High-Level Agriculture Coordination Committee Lead Sector Agency: Department of Agriculture and Livestock 81

1.1.1 Palm Oil The Palm Oil industry remains an important agriculture sub-sector to PNG’s economy. In the MTDP III period, palm oil contributed approximately 60% of the total export earnings of the agricultural sector with a value of K7.4 billion from the production of 3.4 billion tonnes of crude palm oil and palm kernel oil. The 2011 National Census estimated that 19,877 households were directly involved in the palm oil industry. The Palm Oil sub-sector is a private sector driven industry with many villagers and smallholder oil palm block owners involved. Given the prominence of the industry, in 2022 the Government created a new Palm Oil Ministry. The legislative reforms will help attain an environmentally sustainable development outcome with the target of going beyond the agronomic production of plantations and into full downstream processing of crude palm oil and palm kernel oil to maximise economic gains for the country. The Government's goal for the Oil Palm sub-sector to double the production level from 657,000 tonnes in 2021 to 1,300,000 tonnes by 2027, and increase the share of palm oil export value to 66% of the total agriculture sector exports. The Government will invest in the following Programs: i) Oil Palm Development Program; ii) Palm Oil downstream processing and Industrial Hub Development; iii) Customary Land mobilised to develop additional large-scale Oil Palm Plantations; iv) Smallholder Oil Palm Commodity Access Roads upgrade and sealing; and v) Oil Palm Research and Development Program. Tables 1 to 4 below show the investment requirements, KRAs, strategies and targets to develop the palm oil industry. Table 1 Investments Total 2023 2024 2025 2026 2027 Funding DIP Link Investment Est. Cost (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Source(s) (K’mil) DIP 1.1 Oil Palm Development Program 30 30 30 30 30 150 GoPNG Palm Oil downstream processing and GoPNG/ DIP 1.11 0 30 30 30 30 120 Industrial Hub Development PPP Customary Land Mobilised to develop GoPNG/ DIP 1.9 0 10 10 10 10 40 additional large-scale Oil Palm Plantations PPP Smallholder Oil Palm Commodity Access GoPNG/ DIP 2.1 10 10 10 10 10 50 Roads upgrade and sealing DP Oil Palm Research and Development DIP 9.3 4 5 5 5 5 24 GoPNG Program Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) National Oil Palm Authority (NOPA) Act 2023 passed by Parliament 1 Full enforcement of the legislation DAL, OPIC along with the amended Oil Palm Industry Regulation Act 2023 2 Total number of run-down Oil Palm plantations redeveloped 1 3 5 7 10 DAL, OPIC Total hectares of customary Land mobilised for large-scale 3 50 80 120 150 200 OPIC commercial Oil Palm Plantation development (ha) Total number of smallholder oil palm plantations replanted, and Smallholder farmers given seedlings 4 DAL, OPIC extension services delivered and trained 5 Total area of Smallholder Oil Palm replanted (ha) 20 30 40 50 60 OPIC 6 Total length of Smallholder Roads Rehabilitated (km) 70 80 120 150 200 OPIC 82 Oil Palm downstream processing (manufacturing) facilities 7 0 0 1 2 3 DAL/OPIC established in PNG Number of commercial nurseries established with climate and 8 1 2 2 3 5 DAL/OPIC insect resilient varieties Table 3 Strategies No. Implementation Strategy Policy Reference Review and amend the current Oil Palm Industry Corporation Act, 1992 and restructure OPIC as the 1 AMTDP 2018-2022 new National Palm Oil Authority (NPOA) with supporting legislation 2 Rehabilitate block-holders roads infrastructure AMTDP 2018-2022 3 Rehabilitation and replanting of aged Oil Palm trees in smallholder blocks and mini estates AMTDP 2018-2022 4 Facilitating New Investments for out-growers blocks expansion in Oil Palm Industry AMTDP 2018-2022 5 Promote Oil Palm Research, Development and Extension Services Bio Security Policy 6 Promote onshore crude oil processing into finished products Table 4 Indicators Base- Annual Targets No. Indicator Source line (2021) 2023 2024 2025 2026 2027 Total fresh fruit bunch (FFB) palm oil production 1 OPIC 2,309.7 3,315.7 3,561.6 3,828.5 4,162.2 4,566.1 (‘000 tonnes) 2 Export volume (‘000 tonnes) QEB 657.5 944.0 1,014.0 1,090.0 1,185.0 1,300.0 3 Export value (K'mil) QEB/OPIC 2,687.2 3,858.1 4,144.2 4,454.8 4,843.1 5,313.1 4 Palm oil contribution to the agriculture sector (%) OPIC 64 75 73 78 68 66 5 Palm oil contribution to GDP (%) QEB/NSO N/A NSO to calculate the share of GDP 6 Proportion of households involved in the palm oil AMTDP 11 12 13 14 16 18 sector (%) ’20-‘22 7 Land used for oil palm production as proportion of OPIC 4.0 4.0 7.3 10.3 13.3 16.3 total suitable areas for oil palm [% of 6.2m ha] Executing Agency(ies): DAL, OPIC Sector Coordination Mechanism: High-Level Agriculture Coordination Mechanism Lead Sector Agency: Department of Agriculture and Livestock and DNPM (oversight) 83

1.1.2 Coffee Coffee remains one of PNG's important export commodities with a contribution of over K1.8 billion in the MTDP III period. However, the sector has experienced a decrease of K507.9 million from K1,827.4 million between 2013 and 2016. Currently the country produces around 47,000 tonnes (2020), which is less than 1% of the World's total coffee exports. The sector supports more than 450,000 households (24%) and engages approximately 2.5 million people in 18 of the 22 Provinces. In 2022 the Government created the new Coffee Ministry to give prominence to the industry. The focus of the Government is to improve productivity and add value through improving market access and downstream processing. This will add value to current benefits derived from coffee, increase employment as well as inspire new coffee plantings and rehabilitating of existing both large plantations and smallholder blocks. The coffee sub-sector will create 200,000 new direct formal employment with the aim of increasing coffee production levels from the current average of 47,000 tonnes to over 160,000 tonnes by 2027. The value of coffee exports will increase by 256% from K394 million to K1.4 billion; and the contribution to GDP from 6% to 9%. To reach this target there are deliberate intervention programs that the Government aims to administer through the MTDP IV such as building and maintaining coffee roads, building of large-scale seedlings and distribution networks, replanting and revitalisation of existing coffee plantations, as well as formulation of an appropriate coffee sub-sector policy and implementation plans. The Government will invest in the following Programs: i) Large Plantations Rehabilitation Program; ii) Price Stabilisation Program; iii) National Coffee Development Program; iv) Coffee Freight Subsidy; v) Downstream Processing and Exports Support Program; vi) Development of Coffee Export Office; vii) Coffee Commodity Roads; and viii) Coffee Research and Development. Tables 1 to 4 below show the investment requirements, KRAs, strategies and targets to develop the coffee industry. Table 1 Investments Total 2023 2024 2025 2026 2027 Funding DIP Link Investment Est. Cost (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Source(s) (K’mil) Large Plantations Rehabilitation Program 0.0 25.0 25.0 25.0 25.0 100.0 GoPNG/PPP Price Stabilisation Program 0.0 10.0 10.0 10.0 10.0 40.0 GoPNG DIP 1.1 National Coffee Development Program 30.0 30.0 30.0 30.0 30.0 150.0 GoPNG/DP Coffee Freight Subsidy 5.0 5.0 5.0 5.0 5.0 25.0 GoPNG Downstream Processing and Exports DIP 1.11 0.0 30.0 40.0 40.0 50.0 160.0 GoPNG/PPP Support Program DIP 1.8 Development of Coffee Export Office 5.0 5.0 0.0 0.0 0.0 10.0 GoPNG DIP 2.1 Coffee Commodity Roads 8.0 10.0 10.0 10.0 10.0 48.0 GoPNG DIP 9.3 Coffee Research and Development 3.0 3.0 3.0 3.0 3.0 15.0 GoPNG 84 Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) 1 Number of Coffee Plantations Rehabilitated and Developed 0 31 31 31 31 CIC Total length of Coffee Commodity roads constructed and 2 20 20 20 20 20 CIC, DoWH upgraded (km) Number of Coffee Export Offices Constructed and in 3 1 √ CIC operation Number of Coffee processing facilities operating by 4 - 1 2 2 2 CIC international standards 5 Number of MSME coffee value chain actors supported 10 15 30 30 30 CIC 6 Number of coffee seedlings distributed (millions) 1.0 1.0 1.0 1.0 1.0 CIC 7 Number of registered Coffee Cooperative Societies N/A 8 15 22 30 CIC, DCI Total volume of coffee transported to markets under freight 8 60 80 100 150 150 CIC subsidy program (‘000 tonnes) Table 3 Strategies No. Implementation Strategy Policy Reference 1 Revive and rehabilitate large-scale coffee blocks and plantations Coffee Strategic Business Plan (2020 – 2024) Provide extension and training business support services to cooperative 2 Agriculture MTDP society and smallholder farmers (MSMEs, youth and women) 3 Rehabilitate and improve commodity roads and transport access. Agriculture MTDP, Connect PNG, DoWH Sector Plan Establish internationally certified coffee mills for cooperative societies 4 Coffee Strategic Business Plan (2020 – 2024) to attract premium prices and ensure quality as downstream processing) Promote productive public private partnership for extension, research 5 Agriculture MTDP and industry operations Promote value-adding products, access to coffee market and domestic 6 Agriculture MTDP consumption of coffee 7 Support integrated farming, food security and sustainable livelihood Agriculture MTDP Protect the coffee industry against pests and diseases such as coffee 8 Coffee Strategic Business Plan (2020 – 2024) berry borer 9 Support market access infrastructure and promote e-marketing Agriculture MTDP 10 Coffee adaptability and risk management to climate change Coffee Strategic Business Plan (2020 – 2024) 11 Distribution of coffee seedlings to existing farmers and new growers Coffee Strategic Business Plan (2020 – 2024) Table 4 Indicators Baseline Annual Targets No. Indicator Source (2020) 2023 2024 2025 2026 2027 1 Total coffee production (‘000) CIC 47.1 58.3 75.8 102 132 168 2 Export volume (‘000 tonnes) QEB, CIC 40.7 50 65 85 110 140 Total volume of coffee processed 3 CIC 7.8 8.3 10.8 17 22 28 domestically (‘000 tonnes) 4 Export value (K'mil) QEB 416.5 501.1 651.4 851.9 1,102.4 1,403.1 Coffee contribution to the total export 5 QEB 7 9.7 11.5 15 15.6 17.8 revenue of agriculture sector (%) 6 Coffee contribution to GDP (%) CIC 6.0 7.0 7.5 8.0 8.5 9.0 Proportion of households involved in 7 CIC/NSO 24.1 24.5 24.8 25.0 25.5 26.0 the coffee sector (%) Executing Agencies: DAL, CIC Sector Coordination Mechanism: High-Level Agriculture Coordination Committee Lead Sector Agency: Department of Agriculture and Livestock and DNPM (oversight) 85

1.1.3 Cocoa Cocoa is currently produced in 14 provinces in PNG. The industry is dominated primarily by smallholder village growers, who produce 96% of the cocoa beans, whilst the balance of 4% is produced by the plantation sector. The plantation sector’s production has been declining over the years due to land tenure issues and increasing costs of production amongst others. The average cocoa production per year declined by 4.5% between 2015 and 2022. This was due to factors such as cocoa pod borer, constraints in bringing cocoa from remote areas to the markets and impact of COVID-19. PNG cocoa supplies 1% of the World market, and the industry contributed a total of K1.045 billion in export revenue between 2018 and 2021, which is about 7% of total export revenue of all agriculture commodities. PNG cocoa ‘fine or flavour’ producer status is 70%, reduced from 90% in 2021 due to smoke taint in cocoa beans. At the present, there is little downstream processing of cocoa in the country. Of the 37,367 tonnes of cocoa produced in 2021, 36,600 tonnes were exported whilst 2% is processed domestically. Government will support increased domestic production of chocolate. The Cocoa Industry’s Strategic Plan (2016-2025) and the MTDP IV aim to support planting of 13 million new cocoa trees to increase PNG's current export volume from a baseline of 36,600 tonnes to over 60,000 tonnes by 2027. With this target, the sub-sector aims to undertake strategic interventions in cocoa nursery roll-out programs at the district and province levels, and rehabilitation of rundown cocoa plantations and senile cocoa farms. Introducing cocoa to new areas and promoting cocoa MSMEs and group-based farming systems can improve quality in breeding and farming methods; and the whole value chain. The specific investment Programs under this sub-sector include: i) National Cocoa Development Program; ii) Cocoa Freight Subsidy; iii) Regional, Provincial and District Nurseries Program; iv) Cocoa Downstream Processing and Value Adding Initiatives; v) Cocoa Access Roads Upgrading and Sealing; and vi) Research and Development. Tables to 4 below show the investment requirements, KRAs, strategies and targets to develop the cocoa industry. Table 1 Investments DIP 2023 2024 2025 2026 2027 Total Est. Funding Investment Link (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Cost (K’mil) Source(s) GoPNG/ National Cocoa Development Program 2.0 15.0 15.0 15.0 15.0 62.0 PPP DIP 1.1 Cocoa Freight Subsidy 5.0 5.0 5.0 5.0 5.0 25.0 GoPNG Regional, Provincial and District Nurseries 5.0 20.0 20.0 20.0 20.0 85.0 GoPNG Program Cocoa Downstream Processing and Value GoPNG/ DIP 1.11 0.0 30.0 30.0 30.0 30.0 120.0 Adding Initiatives PPP DIP 2.1 Cocoa Access Roads Upgrading and Sealing 5.0 5.0 5.0 5.0 5.0 25.0 GoPNG DIP 9.3 Research and Development 0.0 3.0 3.0 3.0 3.0 12.0 GoPNG Table 2 Key Result Areas No. Key Performance Indicator 2023 2024 2025 2026 2027 Responsible Agency(ies) Number of cocoa plantations rehabilitated 1 5 20 20 20 20 PNGCB and/ or planted Number of Provinces growing cocoa as a 2 14 15 16 17 18 PNGBC, Provinces, DDAs major cash crop Number of Regional, Provincial and District 3 10 26 26 26 26 PNGCB, Provinces, DDA Cocoa Nurseries established 86 Number of cocoa seedlings distributed 4 2.6 2.6 2.6 2.6 2.6 PNGCB (million) Number of Improved Cocoa Quality 6 30 30 30 30 30 PNGCB Combination Drier roll-out Number of Cocoa Downstream Processing 7 0 3 5 5 5 PNGCB Facilities established 8 Number of Cocoa MSMEs supported 5 15 25 40 60 PNGCB 9 Number of Cocoa Cooperatives supported 0 10 20 40 60 PNGCB Kilometres of Cocoa access roads upgraded 10 20 40 70 100 130 PNGCB, DoWH and Sealed (km) Cocoa R & D programs and/ or centres 11 1 2 3 3 3 PNGCB re-established and upgraded Table 3 Strategies No. Implementation Strategy Policy Reference 1 Establish and improve regional budwood gardens, seed gardens and nurseries 2 Support cocoa extension programs for smallholder growers 3 Promote and support Downstream Processing Initiatives or Projects 4 Cocoa quality improvement and assurance 5 Promote Cocoa Cooperative Societies 6 Institutionalise capacity building of human resource and facilities 7 Improve regional, Provincial and District cocoa nurseries through MOA partnerships Cocoa Industry Strategic Plan 8 Distribute cocoa seedlings to cocoa farmers 2016-2025 9 Increase planted area under cocoa production 10 Improved Cocoa Quality – roll-out distribution of Combination Driers 11 Promote Cocoa MSMEs and group-based production and marketing systems 12 Facilitate, identify and advise on priority areas for market access infrastructure 13 Support and fund Cocoa R & D programs 14 Promote and facilitate investments by FDIs and PPPs for downstream processing Table 4 Indicators Base- Annual Targets No. Indicator Source line (2021) 2023 2024 2025 2026 2027 1 Total cocoa production (‘000 tonnes) Cocoa Board 37.4 42.9 45.9 50.5 56.2 63.0 2 Total cocoa export volume (‘000 tonnes) QEB 36.6 42.0 45.0 49.0 54.0 60.0 Total volume of cocoa processed domestically 3 Cocoa Board 0.8 0.9 0.9 1.5 2.2 3.0 (‘000 tonnes) QEB, Cocoa 4 Total cocoa export value (K'mil) 284.6 315.0 337.5 367.5 405.0 450.0 Board Cocoa contribution to the total export revenue of Cocoa 5 7.0 6.1 6.0 6.5 5.7 5.7 agriculture sector (%) Board, 6 Cocoa contribution to GDP (%) NSO/BPNG NSO to calculate GDP for cocoa Proportion of households involved in the cocoa AMTDP 7 15.3 16.5 17.1 18.3 19.7 21.4 sector (%) ‘20-‘22 Executing Agency: DAL, Cocoa Board Sector Coordination Mechanism: High-Level Agriculture Coordination Committee Lead Sector Agency: Department of Agriculture and Livestock and DNPM (oversight) 87

1.1.4 Coconut Papua New Guinea’s export of coconut products makes up 1.1% of the World market (KIK, 2022). In 2021, the coconut industry ranks fourth in terms of export revenue generated by major agricultural commodity exports after palm oil, coffee and cocoa by contributing about 3% (K101 million). More than 464,000 households are engaged in the coconut sub-sector. Of these, 71% use coconuts for their own consumption, whilst only 29% is used for commercial purposes. PNG current copra production is 73,000 tonnes, mostly produced by smallholders from declining coconut plantations. The MTDP IV seeks to increase production levels by 82% to 133,000 tonnes in 2027. This target will be achieved by improving the productivity of smallholders, adoption and utilisation of new high-yielding coconut varieties and management technologies, large-scale investments that lead to expansion of new planted areas, and revival of rundown coconut plantations. The industry strategic plan identifies 18 registered exporters, three crude coconut oil (CNO) mills, and one biodiesel plant producing about 720 tonnes of oil per year. The sector has nine virgin coconut oil (VCO) mini mills showing a shift towards high-value coconut products (HVCP). The potential for more returns from HVCP is yet untapped and deliberate intervention programs can significantly boost the value well over the current K126.5 million per year to the PNG economy. The specific investment Programs under this sub-sector include: i) Coconut Plantation Seed Distribution Program; ii) Coconut Freight Subsidy; iii) Coconut Downstream Processing and value adding initiatives; iv) Market Development and Trade Program; v) Coconut Access Roads upgrading; and vi) Coconut Research and Development Program. Tables 1 to 4 below show the investment requirements, KRAs, strategies and targets to develop the coconut industry. Table 1 Investments 2023 2024 2025 2026 2027 Total Est. Funding DIP Link Investment (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Cost (K’mil) Source(s) Coconut Plantation Seed Distribution GoPNG/ DIP 1.1 5.0 20.0 20.0 20.0 20.0 85.0 Program PPP DIP 1.8 Coconut Freight Subsidy 0.0 5.0 5.0 5.0 5.0 20.0 GoPNG Coconut Downstream Processing and GoPNG/ 0.0 10,0 10.0 10.0 10.0 40.0 value adding initiatives PPP DIP 1.11 GoPNG/ Market Development and Trade Program 5.0 50.0 50.0 20.0 10.0 135.0 PPP DIP 2.1 Coconut Access Roads upgrading 0.0 5.0 5.0 5.0 5.0 20.0 GoPNG Coconut Research and Development GoPNG/ DIP 9.3 2.0 5.0 5.0 2.0 2.0 16.0 Program PPP Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) Number of run-down coconut plantation rehabilitated and 1 2 4 6 8 10 DAL/KIK revived 2 Number of coconut nursery centres established 3 3 3 3 3 DAL/KIK 3 Number of new coconut seedlings distributed and planted 1 2 3 4 5 DAL/KIK Number of Coconut Cooperative societies registered for 4 5 10 15 20 25 DAL/KIK coconut planting and production 88 Total length of access roads built and upgraded for coconut 5 10 15 20 30 40 DAL/KIK transportation (km) 6 Number of Jetties build to transport coconut to markets 5 10 15 20 25 DAL/KIK 7 Number of coconut vessels providing the transportation 1 2 3 5 7 DAL/KIK/PPP Number of Cooperative Societies and MSME doing white 8 3 6 9 12 15 DAL/KIK/PPP copra processing Number of MSMEs doing downstream processing of copra 9 2 4 6 8 10 DAL/KIK/PPP to finished products Table 3 Strategies No. Implementation Strategy Policy Reference 1 Rehabilitate coconut plantations Coconut Industry Strategic Plan 2016-2025 2 Establish Regional nursery and seedlings distribution centres Coconut Industry Strategic Plan 2016-2025 3 Support replanting and expansion of coconut areas Coconut Industry Strategic Plan 2016-2025 4 Develop and promote coconut MSMEs, agribusiness and marketing Coconut Industry Strategic Plan 2016-2025 5 Promote and facilitate investments in downstream processing Coconut Industry Strategic Plan 2016-2025 6 Improve Product Diversification (improve exportable products for DSP/Exports) Coconut Industry Strategic Plan 2016-2025 7 Improve productivity and product quality Coconut Industry Strategic Plan 2016-2025 8 Promote coconut industry R & D, and support extension services Coconut Industry Strategic Plan 2016-2025 Support the development of coconut gene bank and its scientific research and 9 Coconut Industry Strategic Plan 2016-2025 development efforts 10 Pest and disease control (Bogia Coconut Syndrome) Coconut Industry Strategic Plan 2016-2025 Table 4 Indicators Base- Annual Targets No. Indicator Source line (2021) 2023 2024 2025 2026 2027 1 Total copra production (‘000) KIK 73.2 101.9 109.7 117.6 125.4 133.2 Total copra equivalent export volume (‘000 2 BPNG QEB 46.7 65 70 75 80 85 tonnes) 3 Total value of copra equivalent export (K’mil FOB) BPNG QEB 132.6 153 165 178 191 203 4 Total copra export volume (‘000 tonnes) BPNG QEB 35.1 48.9 52.6 40.0 35.0 20.0 4 Total copra processed domestically (‘000 tonnes) BPNG QEB 38.1 53.0 57.1 77.6 90.4 113.2 Copra equivalent contribution to total agriculture 5 BPNG QEB 3 3 3 3.1 2.7 2.6 sector export value (%) 6 GDP contribution of the sector (%) NSO N/A NSO to provide data under national accounts Proportion (%) of population involved in coconut 7 NSO 7.2 9.5 9.9 10.3 10.6 10.9 farming for cash generating activities (%) Executing Agency: DAL, KIK, NAQIA Sector Coordination Mechanism: High-Level Agriculture Coordination Committee Lead Sector Agency: Department of Agriculture and Livestock and DNPM (oversight) 89

1.1.5 Rubber The Rubber industry has the potential to contribute significantly to the economy. More than 30,000 households are engaged in the industry who produce some 6,000 tonnes annually. Between 2018 and 2022 total rubber export volume was 16,800 tonnes, at an average of 3,300 tonnes per year, and generated K58.5 million in export revenue. The plantation estates in Central Province, and the cooperative societies in Western Province, are proceeding with new plantings. Despite rubber being a low priority commodity, it is a sustainable crop that is pest and disease-free and has huge potential for downstream processing and value-adding. The industry aims to increase annual production to over 12,000 tonnes by 2027. The specific investment Programs under this sub-sector include: i) Rubber Plantation Rehabilitation and Nursery Program; and ii) Rubber Downstream Processing. Tables 1 to 4 below show the investment requirements, KRAs, strategies and targets to develop the rubber industry. Table 1 Investments 2023 2024 2025 2026 2027 Total Est. Funding DIP Link Investment (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Cost (K’mil) Source(s) Rubber Plantation Rehabilitation and DIP 1.1 2.0 20.0 20.0 20.0 20.0 82.0 GoPNG/PPP Nursery Program DIP 1.11 Rubber Downstream Processing 0.0 15.0 20.0 20.0 20.0 75.0 GoPNG/PPP Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) 1 Number of Rubber Plantations and Blocks Rehabilitated 2 4 6 8 10 DAL/Rubber Board 2 Number of new rubber trees planted (million) 0.4 1 1.5 2 4 DAL/Rubber Board 3 Number of provinces growing rubber as a cash crop 10 11 12 13 14 DAL/Rubber Board 4 Total area under rubber (‘000 hectares) 22 25 30 40 50 DAL/Rubber Board Table 3 Strategies No. Implementation Strategy Policy Reference Review and amend the Rubber Act to govern the new National Rubber Authority to regulate the Rubber 1 Agriculture MTDP Industry in PNG, and strengthen the Rubber Board 2 Improve institutional capacity by recruit appropriately qualified technical personnel to run the new entity Agriculture MTDP 3 Rehabilitate and replace matured trees through seedling distribution and replanting programs Agriculture MTDP 4 Increase rubber production based on emerging opportunities Agriculture MTDP 5 Increase investments in the PNG rubber industry through PPP arrangements Agriculture MTDP 6 Increase number of MSMEs in the PNG rubber industry Agriculture MTDP 7 Promote downstream processing for value adding in terms of rubber by-products Agriculture MTDP 8 Improve partnership to subsidise costs Agriculture MTDP 9 Develop rubber nurseries and distribute seedlings to rubber farmers Agriculture MTDP 10 Improve accessibility to markets Agriculture MTDP 90 Table 4 Indicators Base- Annual Targets No. Indicator Source line (2020) 2023 2024 2025 2026 2027 Rubber 1 Total rubber production (‘000 tonnes) 5.0 6.4 8.0 9.6 11.2 12.8 Board 2 Total rubber export volumes (‘000 tonnes) QEB 2.8 4.0 5.0 6.0 7.0 8.0 3 Total value of rubber exports (K’mil) QEB 12.0 14.0 17.5 21.0 24.5 28.0 Contribution to total agriculture sector export valueQEB, 4 0.3 0.3 0.3 0.4 0.4 0.4 (%) DNPM Proportion (%) of population in rubber farming 4 AMTDP N/A DAL to provide data (000s, household) 5 GDP contribution of the sector (%) NSO N/A NSO to provide data Executing Agency: Department of Agriculture and Livestock, Rubber Board Sector Coordination Mechanism: High-Level Agriculture Coordination Committee Lead Sector Agency: Department of Agriculture and Livestock and DNPM (oversight) 91

1.1.6 Tea The Tea industry of PNG thrived between the 1960s and 1980s but a drop in the World market price in the 1990s greatly impacted production. Since then, the Tea industry has been on the decline with many tea plantations being abandoned. This was compounded with other factors such as land tenure issues, increases in production costs, price fluctuations and other management issues. Currently PNG tea production is estimated to be just over 1,000 tonnes per year. Although the entire industry is run by the private sector, there is considerable potential to increase its contribution to the PNG economy. Through the Equity Participation initiative Government intends to partner with the private sector to revive some of the premium tea plantations notably the Garaina Tea estate in Wau, Morobe Province to improve production levels. The specific investment Programs under this sub-sector include: i) Tea plantation rehabilitation program; and ii) Additional customary land mobilised for establishment of new tea plantations. Tables 1 to 4 below outline the investment requirements, KRAs, strategies and targets to develop the tea industry. Table 1 Investments 2023 2024 2025 2026 2027 Total Est. Funding DIP Link Investment (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Cost (K’mil) Source(s) GoPNG/ DIP 1.1 Tea plantation rehabilitation program 0.0 5.0 5.0 5.0 5.0 20.0 PPP Additional customary land mobilised for GoPNG/ DIP 1.10 0.0 5.0 5.0 5.0 5.0 20.0 establishment of new tea plantations PPP GoPNG/ DIP 11.1 Downstream processing of tea 0.0 5.0 5.0 5.0 5.0 20.0 PPP Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) 1 Number of Tea Plantations Rehabilitated 1 1 1 1 1 DAL 2 Number of new tea plantations established 1 1 1 1 1 DAL Table 3 Strategies No. Implementation Strategy Policy Reference DAL Sector Plan / Provincial 1 Rehabilitate Garaina Tea plantation and District plans DAL Sector Plan / Provincial 2 Development of relevant policies and District plans Renegotiate with Private Sector who owns the estate of other tea plantation in the highlands DAL Sector Plan / Provincial 3 for revitalisation and District plans Develop PPP arrangement with private sector for tea production and processing in the DAL Sector Plan / Provincial 4 country and District plans DAL Sector Plan / Provincial 5 Employment of unemployed youths for tea sector labour mobility and District plans Rehabilitate other tea plantations in the country through partnership and/or by equity DAL Sector Plan/Provincial and 6 participation District Plans 92 Table 4 Indicators Base- Annual Targets No. Indicator Source line (2020) 2023 2024 2025 2026 2027 1 Total Volume of Tea Exports (‘000 tonnes) QEB 0.20 0.3 0.4 0.6 0.8 1.0 2 Total value of tea exports (K’mil) QEB 1.1 1.65 2.2 3.3 4.4 5.5 3 GDP contribution of the sector (%) QEB N/A NSO to consider in National Accounts Proportion (%) of population involved in Tea 4 DAL/NSO N/A NSO to consider in Agriculture survey farming Executing Agency: Department of Agriculture and Livestock Sector Coordination Mechanism: High-Level Agriculture Coordination Committee Lead Sector Agency: Department of Agriculture and Livestock and DNPM (oversight) 93

1.1.7 Rice Rice has now become the staple food for the majority of Papua New Guineans. While PNG produced around 4,800 tonnes of rice in 2020, it imported some 400,000 tonnes at a value of K1.2 billion. Not much effort has been made to support rice farming on a commercial scale to meet the local demands and also for possible export. The rice growth cycle is only three months from planting to harvesting, and its durability for prolonged storage makes it a significant crop for strengthening food security for times of drought and other natural disasters. In 2022, around 12,900 households were involved in rice farming, with 3,663 hectares of land currently under the control of smallholder rice farmers. The Government will promote commercial scale rice production through strategic interventions that include the mobilisation of customary land, labour and capital to transform the rice sector and help fulfil its huge potential. The specific investment Programs under this sub-sector include: i) Large scale Commercial Rice and Grains Farming Program; ii) Smallholder Rice Farming Support Program; and iii) Rice Milling and Downstream Processing Support Program. Tables 1 to 4 below outline the investment requirements, KRAs, strategies and targets to develop the rice industry. Table 1 Investments 2023 2024 2025 2026 2027 Total Est. Funding DIP Link Investment (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Cost (K’mil) Source(s) Large scale Commercial Rice and Grains GoPNG/ 0.0 50.0 50.0 50.0 50 200.0 Farming Program PPP DIP 1.1 Smallholder Rice Farming Support GoPNG/ 0.0 10.0 10.0 10.0 10.0 40.0 Program PPP Rice Milling and Downstream Processing GoPNG/ DIP 1.11 0.0 30.0 30.0 30.0 30.0 120.0 Support Program PPP Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) 1 Number of commercial scale rice farms established 0 1 2 3 4 DAL Total hectares of land used for commercial rice farming 2 0 1 2 3 4 DAL (‘000s) 3 Number of rice varieties grown locally 4 4 5 5 6 DAL/NARI 4 Number of Provinces growing rice 5 8 12 16 20 DAL 5 Number of rice processing mills (large-scale) 0 1 2 3 4 DAL 6 Establishment of Rice Authority Established in this period DAL 94 Table 3 Strategies No. Implementation Strategy Policy Reference Promote partnership with the private sectors to subsidise costs in production through PPP 1 arrangements Acquire land for large-scale rice development, invest in appropriate and adequate research 2 and development for quality improvement, and provide extension and training in rice development 3 Adequately promote and market rice produce in PNG Agriculture Medium Term Development Plan 4 Promote PPP arrangements in commercial rice production in PNG 5 Mobilisation of additional customary land for commercial rice production 6 Promote smallholder and cooperative societies in rice farming Formulate a Rice Policy to support both Smallholder Rice Farming and Commercial Rice 7 Productions Table 4 Indicators Base- Annual Targets No. Indicator Source line (2020) 2023 2024 2025 2026 2027 Total volume of rice produced domestically (‘000 DAL Data 1 4.9 6.0 10.0 25.0 30.0 40.0 tonnes) Base DAL Data 2 Total volume of rice imports (‘000 tonnes) 400 476 511 543 594 653 Base Proportion (%) of population involved in rice DAL Data 3 1 1.5 3 5 7 10 farming (000, households) Base DAL Data 4 Hectares of land used for domestic rice production 4,306 4,950 5,200 5,500 6,000 7,000 Base 5 GDP contribution of the sector (%) NSO N/A NSO to consider in National Accounts Executing Agency: Department of Agriculture and Livestock Sector Coordination Mechanism: High-Level Agriculture Coordination Committee Lead Sector Agency: Department of Agriculture and Livestock and DNPM (oversight) 95

1.1.8 Livestock Inadequate and inconsistent data collection and compilation complicates the determination of livestock production and import statistics. Although the country has large areas that are suitable for large-scale cattle, poultry and other livestock farming, there has been little support in the past to develop the sector. In addition, beef cattle numbers have gradually declined over the past 20 years due to mismanagement of stock, lack of pasture and feeding arrangements, and lack of management and skills in all aspects of animal husbandry. Under the new Ministry of Livestock, Government will invest in a national livestock development program, including large-scale cattle breeding and farming, poultry and other livestock. Under the MTDP IV, domestic livestock production is projected to increase from the current baseline of about 16,000 tonnes to reach 60,000 tonnes in 2027. The specific investment Programs under this sub-sector include: i) National Livestock Development Program; ii) Rehabilitating and building new Abattoirs; and iii) Establishment of Commercial Animal Feed Farm. Tables 1 to 4 below show the investment requirements, KRAs, strategies and targets to develop the livestock sector. Table 1 Investments DIP 2023 2024 2025 2026 2027 Total Est. Funding Investment Link (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Cost (K’mil) Source(s) GoPNG/ DIP 1.1 National Livestock Development Program 30.0 50.0 50.0 50.0 50.0 230.0 PPP GoPNG/ DIP 1.9 Rehabilitating and building new abattoirs 0.0 10.0 20.0 20.0 10.0 60.0 PPP Establishment of commercial animal feed GoPNG/ DIP 1.1 0.0 15.0 20.0 10.0 5.0 50.0 farm PPP Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) Number of National cattle breeding farms 1 1 2 3 4 5 DAL/LDC rehabilitated and established Number of livestock/poultry quarantine centres 2 1 2 3 4 5 DAL/LDC established and in operation Number of small livestock Provincial breeding and 3 1 2 3 4 5 DAL/LDC distribution centres rehabilitated and restocked 4 Number of abattoirs rehabilitated and development 1 2 3 4 5 DAL/LDC Number of old cattle ranches reclaimed, rehabilitated 5 2 4 6 8 10 DAL/LDC and restocked 96 Table 3 Strategies No. Implementation Strategy Policy Reference 1 Establish breeding and distribution centres 2 Support research development and training programs 3 Rehabilitation and build regional abattoirs 4 Commercialise the Cattle Industry 5 Encourage smallholder commercial piggery and poultry production 6 Promote cooperative society marketing under the Nucleus Estate Concept Agriculture Medium Term 7 Acquisition of Land/Sustainable Land Development Development Plan 8 Promote downstream processing 9 Promote the development of ruminants 10 Support research and development for animal pest and disease control (Biosecurity) 11 Development of quarantine facilities 12 Promote partnerships to diversify the industry Table 4 Indicators Base- Annual Targets No. Indicator Source line (2020) 2023 2024 2025 2026 2027 Annual total beef, pork and mutton import ASYCUDA 1 350 330 300 270 240 200 value (K'mil) ++ Annual total domestic beef, pork and mutton 2 AMTDP 15.5 22 30 40 50 60 production (‘000 tonnes) Livestock contribution to the agriculture 3 NADP N/A DAL to provide data sector (%) NSO to provide data under the National 4 Livestock sector contribution to GDP (%) NSO N/A Accounts Executing Agency: Livestock Development Corporation, DAL, Customs, NAQIA Sector Coordination Mechanism: High-Level Agriculture Coordination Committee Lead Sector Agency: Department of Agriculture and Livestock and DNPM (oversight) 97

1.1.9 Spices The production and commercialisation of spice crops, including vanilla, cardamon, ginger, turmeric, cinnamon, pepper, citronella, and nutmeg, fall under the purview of the spice industry. Amongst these crops, vanilla is produced by smallholders with all produce exported. The BPNG QEB captures vanilla exports in the “Others” category of agriculture commodities which in 2021 contributed 19% to the total export revenue from all agriculture commodities exports. It is estimated that some 250,000 households participate in spice production. The total volume of spice exports is 300 tonnes in 2023 and is expected to increase to 600 tonnes by 2027. This will generate an export revenue of K592 million and K1,183 million respectively in those corresponding years. The total export value of spice is expected to contribute 7.9% to the agriculture sector GDP by 2027 from a base of 5.8% in 2023. Spices offer good potential for large-scale production and becoming significant export commodities. The Government will promote the development of the spice industry to meet the growing local and export demand for organic spice products. The MTDP IV will increase household spice farming as well as support large-scale spice production that will act as production hubs. The Government will review and formulate appropriate policies, legislation, and regulations to govern the operations of the PNG spice industry. The Spice Industry Board (SIB), through the Department of Agriculture and Livestock (DAL) is the regulatory authority to advance the development of the spice industry. MTDP IV will deliberately focus on the commercialisation of the spice products and support access to reliable markets. The specific investment program under this sub-sector is National Spice Development. Tables 1 to 4 below show the investment requirements, KRAs, strategies and targets to develop the spice industry. Table 1 Investments DIP 2023 2024 2025 2026 2027 Total Est. Funding Investment Link (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Cost (K’mil) Source(s) GoPNG/ DIP 1.1 National Spice Development Program 2.0 10.0 25.0 25.0 25.0 87.0 PPP Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) 1 Number of large-scale spice farming 1 2 3 4 DAL Spice Industry 2 Establishment of Spice Industry Authority To be established during this period. Board (SIB) 3 Total volume of Vanilla Produce (‘000 tonnes) 300 350 400 500 600 SIB/DAL 4 Total volume of other spices crops produced (‘000 tonnes) 320 370 420 470 620 SIB/DAL 5 Number of licensed exporters of spice products 5 6 8 10 12 SIB/DAL 6 Spice Act reviewed and amended √ SIB/DAL Number of farmers and staff trainings and extension 7 150 200 250 300 400 DAL services delivered 8 Quality control and monitoring system established √ DAL 98 Table 3 Strategies No. Implementation Strategy Policy Reference 1 Review the Spice Act (1998) 2 Strengthen Coordination and management of the industry 3 Improve training and extension services for spice farmers 4 Provide quality inspection and monitoring Systems Agriculture MTDP 2023-2024 5 Create partnerships with provinces and development partners 6 Spice Board institutionalised and capacitated 7 Farmers and staff training and extension services enhance 8 Quality control and monitoring system established Table 4 Indicators Base- Annual Targets No. Indicator Source line (2020) 2023 2024 2025 2026 2027 1 Total Value of Spice Exports (K'mil) QEB 573.2 591.6 690.2 788.8 986.0 1,183.2 Total Volume of Spices Products Exports 2 DAL 290.7 300 350 400 500 600 (‘000 tonnes) Spices contribution to the agriculture sector 3 QEB NA 5.8 6.2 7.1 7.1 7.9 (%) NSO to provide data through National Accounts 4 Spices sector contribution to GDP (%) DAL computation Proportion of households involved in the 5 DAL 3 4 5 5 6 7 spices sector (%) Executing Agency: DAL, NARI, NAQIA, Customs, Spice Industry Board, DTC Sector Coordination Mechanism: High-Level Agriculture Coordination Committee Lead Sector Agency: Department of Agriculture and Livestock and DNPM (oversight) 99

1.1.10 Fresh Produce Papua New Guinea’s fresh produce industry is estimated to be a K2.5 billion industry at the total market value. The sub-sector sustains approximately 85% of the population in the informal economy with significant potential to develop into merchanting and value-adding of organic food products for domestic and exports. The total value of fresh production in 2023 is K71 million and is expected to increase to K100 million by 2027. The challenges in the fresh produce supply value chain system is that local produce do not meet standard market protocols. This comprises the food quality and safety standards. Therefore, most of the formal market outlets continue to import large volumes of fresh fruits and vegetables, despite having an abundant supply of local produce. Currently, the total value of imports stands at K19 million. The specific investment Programs under this sub-sector include: i) Fresh Produce Development Program; ii) Market for Village Farmers Program; and iii) Value Chain Development. Tables 1 to 4 below show the investment requirements, KRAs, strategies and targets to develop the fresh produce industry. Table 1 Investments DIP 2023 2024 2025 2026 2027 Total Est. Funding Investment Link (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Cost (K’mil) Source(s) GoPNG/ Fresh Produce Development Program 0.0 20.0 20.0 20.0 20.0 80.0 PPP Market for Village Farmers Program GoPNG/ (capacity building, market access, extension 3.0 20.0 20.0 20.0 20.0 83.0 DIP 1.1 DP services, partnerships) Value chain development (storage and cool GoPNG/ room facilities, post-harvest, packaging and 5.0 30.0 30.0 30.0 20.0 115.0 PPP handling) Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) Number of registered farmers engaged in the horticulture 1 6,387 6, 500 6,600 6, 700 6, 800 FPDA farming (fruits and fresh vegetables) Number of Micro-Small Medium Enterprises (MSMEs) 2 50 55 60 65 70 FPDA/SMEC engaged in fresh produce value chain development 3 Number of cold chain storage facilities in the country 1 3 5 7 9 FPDA Number of downstream processing of the horticulture 4 25 30 35 40 45 DAL/FPDA produce Table 3 Strategies No. Implementation Strategy Policy Reference 1 Improving the management and coordination of the fruits and vegetables sector AMTDP 2018-2022 2 Develop and promote adoption of sustainable production and best farming practices AMTDP 2018-2022 3 Enable farmers to have access to financial services AMTDP 2018-2022 Establish market access and improve marketing opportunities of fruits and vegetables 4 AMTDP 2018-2022 farmers 5 Build cooling facilities in strategic locations to aggregate fresh produce for the market AMTDP 2018-2022 6 Identify and establish partnerships to promote the fresh produce value chain development AMTDP 2018-2022 7 Improve Research and Development in the sector AMTDP 2018-2022 100 Develop freight subsidy program to assist farmers to bring their produce on time to the 8 AMTDP 2018-2022 market Table 4 Indicators Base- Annual Targets No. Indicator Source line (2020) 2023 2024 2025 2026 2027 1 Production volume (‘000 tonnes) FPDA database 23.5 35.7 39.3 42.9 46.4 50.0 2 Value of domestic production (K'mil) FPDA database 50 71 79 88 93 100 3 Value of imports (K'mil) FPDA database 14 19 20 22 23 25 Fresh produce contribution to the agriculture 4 FPDA to provide data sector (%) 5 Number of farmers engaged by FPDA FPDA database 5,793 9,738 11,054 12,369 13,684 15,000 6 Number of formal MSMEs FPDA database 44 68 76 84 92 100 Proportion of households involved in the fresh 7 FPDA database NA FPDA to provide data produce sector (%) 8 Fresh produce sector contribution to GDP (%) FPDA database NA FPDA to provide data Executing Agency: Fresh Produce Development Agency Sector Coordination Mechanism: High-Level Agriculture Coordination Committee Lead Sector Agency: Department of Agriculture and Livestock and DNPM (oversight) 101

1.2 Mining and Petroleum The mining and petroleum sectors in Papua New Guinea have contributed significantly to the economy of the country over the last thirty (30) years. Both Mining and Petroleum contribute around 30% to National GDP. The sector’s direct contributions to the economy spans from dividends payments, employment, royalties and taxes to community development, including infrastructure development built under the Tax Credit Scheme. The current and ongoing developments in the mining and petroleum sector, such as: i) re-opening of the Porgera Mine; ii) reviews of the Lihir and Ramu Nickel project agreements; iii) progress in the development of Wafi-Golpu; iv) upcoming projects such as Papua LNG, Pasca-A, and P’nyang; v) provide opportunities for promoting equal distribution of benefits and larger share of revenues; vi) participation of local and national businesses, the employment of skilled nationals and the development of key public infrastructures; and vii) show of investors’ confidence in the country, with anticipated increases in revenue from the LNG exports. In addition, PNG must take advantage of the economic opportunities that will come on-stream as a result of the development of these projects through increased employment, local SME participation, mobilisation of local land owning communities and the greater spin-offs, including the net gains to the economy. In the MTDP IV Deliberate Intervention Programs for Mining and Petroleum will include the following investments: i) State Equity from the Government of PNG; ii) National Gold Refinery and Mint Project; iii) Land Owner Benefit Sharing Agreements; and iv) Downstream Processing.

1.2.1 Mining The Mining sector contributes around 13% of the total GDP and employs over 52,000 people from the total of 10 mines operating in the country. Currently, the Porgera Mine is going through negotiation for reopening while others new ones are expected to come into full operation soon. The Wafi-Golpu Mine will boost mining production and increase economic gains for the country in terms of employment, SME participation, increased National revenue; and other gains directly and indirectly to the stakeholders. Government will work towards a vibrant and sustainable industry developed with equitable benefits to all during MTDP IV. The sector is expected to deliver on the development of relevant legislation and policies, sustainable and mitigation plans, gold bullion development and promote equitable benefit sharing. In addition, the Government aims to invest in the mining sector through equity participation, landowners’ participation; and advancing the downstream processing of all mineral products in the country for greater value gains for the country. These downstream investments include the National Gold Refinery and Mint Project and the Limestone Development Program. The specific investment Programs under this sub-sector include: i) National Gold Refinery and Mint Project; ii) Limestone Development Program; and iii) Mining Development Program. Tables 1 to 4 below show the investment requirements, KRAs, strategies and targets to develop the mining industry. 102 Table 1 Investments DIP 2023 2024 2025 2026 2027 Total Est. Funding Investment Link (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Cost (K’mil) Source(s) National Gold Refinery and Mint Project 4.0 200.0 100.0 100.0 100.0 404.0 GoPNG DIP 1.2 Limestone Development Program 10.0 35.0 35.0 35.0 35.0 150.0 GoPNG Mining Development Program 120.0 150.0 150.0 150.0 150.0 720.0 GoPNG Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) 1 Number of Mines in Operation 10 12 12 13 14 DoMG 2 Number of licenses issued: EL, ML, SML, ME 70 80 90 100 100 MRA 3 Total value of tax credits utilised IRC to provide the data IRC Number of local SMEs directly engaged in mining 4 DMPGHM /MRA to provide the statistics DMPGHM /MRA projects Total Value of monetary value paid to SMEs 5 DMPGHM /MRA to provide the statistics DMPGHM /MRA engaged directly in mining activities (K’mil) 6 Total royalties paid to landowners (K’mil) DMPGHM /MRA to provide the statistics DMPGHM /MRA 7 National Gold Bullion Policy developed √ DMPGHM /MRA Table 3 Strategies No. Implementation Strategy Policy Reference 1 Legislative review to accommodate the Production Sharing Agreements DMPGHM 2 Development of relevant policies and plans DMPGHM 3 Development of downstream [processing DMPGHM 4 Review Mining Development Contracts (Effective inclusion of other minerals) DMPGHM 5 Promotion of National Content, including employment, benefit sharing, joint ventures, incentives DMPGHM 6 Exploration and development of other minerals and metals DMPGHM 7 Effective sustainability plans (Risk management and mitigation) DMPGHM 8 Sustainable Waste Management DMPGHM 9 Develop a National Gold Bullion Policy DMPGHM Table 4 Indicators Base- Annual Targets No. Indicator Source line (2020) 2023 2024 2025 2026 2027 Aggregate value of mined ore exports (K'mil): 13,108.2 16,500 17,600 18,700 19,800 20,900 - Gold exports 9,757.1 12,276 13,094.4 13,912.8 14,732.2 15549.6 BPNG 1 - Copper exports 1,718.2 2,161.5 2,305.6 2,449.7 2,593.8 2,737.0 QEB - Nickel exports 1,363.8 1,716 1,830.4 1,944.8 2,059.2 2,173.6 - Cobalt exports 269.1 346.5 369.6 392.7 415.8 438.9 Aggregate volume of mined ore exports (‘000 168.7 219.3 232.5 247.0 261.4 276.0 tonnes) - Gold exports BPNG 54.1 70.4 74.6 79.3 83.9 88.6 2 - Copper exports QEB 82.3 107.0 113.5 120.5 127.6 134.7 - Nickel exports 29.7 38.6 40.92 43.5 46.0 48.6 - Cobalt exports 2.6 3.3 3.5 3.7 3.9 4.1 3 % of gold ore processed domestically MRA NA MRA to consider 4 Revenue from mining taxes DoT IRC and DoT to provide data 1000 5 Volume of limestone produced (‘000 tonnes) MRA N/A MRA 6 Mining sector contribution to GDP (%) NSO 9.0 9.4 9.8 10.2 10.6 11.0 103 Share of population employed by mining sector 7 DMPGHM 2.0 3.5 4.0 4.5 5.0 5.5 (%) DMP- GHM/ Value of FDI investment in the mining sector 8 MRA, NA BPNG to provide (K'mil) BPNG, DoT Volume of gold produced through alluvial 9 MRA NA MRA to consider mining (ounce) Executing Agency: Mineral Resource Authority, DMPGM, CCDA, CEPA Sector Coordination Mechanism: Mining and Petroleum Sector Coordination Mechanism Department of Mineral Policy and Geo-hazards Management (DMPGHM) and Lead Sector Agency: DNPM (oversight)

1.2.2 Petroleum The Petroleum sector in PNG contributes around 17% to the National GDP and employs around 10% of the total employment in the mineral and petroleum sector. The PNG LNG is in operation whilst the new pipeline projects of Papua LNG, Pasca and P’nyang are expected to come on- stream during the MTDP IV period pending finalisation of preparatory works. In the medium term, the Government aims to review and create provision for greater National content in petroleum and all resource developments in the country. It will review existing policies and legislation, including the production sharing regime to ensure equitable sharing of benefits between all stakeholders including landowner participation, development of National content and domestic market obligation policies, and promote downstream processing through the development of petroleum parks. The specific investment Programs under this sub-sector include: i) Petroleum Downstream Processing; and ii) Petroleum Development Program. Tables 1 to 4 below show the investment requirements, KRAs, strategies and targets to develop the petroleum industry. Table 1 Investments 2023 2024 2025 2026 2027 Total Est. Funding DIP Link Investment (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Cost (K’mil) Source(s) DIP 1.11 Petroleum downstream processing 0.0 20.0 20.0 20.0 20.0 80.0 GoPNG DIP 1.2 Petroleum development program 50.0 50.0 50.0 50.0 50.0 250.0 GoPNG Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) 1 Production Sharing Framework 0 1 2 4 6 DPE 2 Number of Downstream Processing Parks 0 1 1 2 4 DPE 3 Number of licenses issued: PPL, PPFL, PRL, PDL 65 70 72 75 78 DPE/CoMP 4 Volume of LNG exported in tcf (million) 8.5 8.5 8.5 8.5 8.5 DPE 5 Volume of crude oil exported in barrels 432 432 432 432 432 DPE 6 Total value of tax credits utilised NA IRC to provide the data DoT 104 Table 3 Strategies No. Implementation Strategy Policy Reference 1 Legislative review on production sharing DPE 2 Downstream processing DPE 3 Petroleum National Content Policy DPE 4 Establishment of the National Petroleum Authority DPE 5 Effective administration of the landowner benefit sharing DPE 6 Effective sustainability plans (Risk management and mitigation) DPE Table 4 Indicators Baseline Annual Targets No. Indicator Source (2020) 2023 2024 2025 2026 2027 Aggregate value of Petroleum Exports QEB 13,068.3 18,332 20,447 22,565 24,633 31,290 (K'mil): - Value of Crude Oil Exports (K'mil) QEB 647.4 884 963 1,042 1,121 1,200 - Value of LNG Exports (K'mil) QEB 10,080.8 14,546 16,035 17,523 19,012 25,000 - Value of Condensate Exports (K'mil) QEB 1,260.4 2,902 3,449 4,000 4,500 5,090 1 Aggregate volume of Petroleum Exports QEB 14,342.8 16,412.2 17,578.3 18,959.8 21,500.2 24,824.0 (‘000 barrels): - Volume of Crude Oil Exports (‘000 QEB 4,819.8 6,915.6 7,132.0 8,568.9 9,200.2 10,920.0 barrels) - Volume of Condensate Exports (‘000 QEB 9,523.0 9,496.6 10,446.3 11,490.9 12,300.0 13,904.0 barrels) 2 Revenue from Petroleum tax (K'mil) DoT 1,079.8 300 500 750 890 1,000 3 GDP contribution of the sector (%) NSO 7.1 9 10 12 14 15 4 Total employment in the sector NSO 28068 60,000 76,000 80,000 90,000 100,000 Value of FDI investment in the petroleum 5 QEB DTI and relevant agencies to provide data sector (K'mil) Executing Agency: DPE, GPCO, BPNG, IRC Sector Coordination Mechanism: Mining and Petroleum Sector Coordinating Committee Lead Sector Agency: Department of Petroleum and Energy and DNPM (oversight) PNG LNG Liquefaction Plant, Central Province 105

1.3 Fisheries and Marine Resources Papua New Guinea has an extensive and valuable fisheries sector ranging from inland river fisheries, aquaculture, coastal beche-de-mer and reef fisheries to the prawn trawl and large- scale deep-water tuna fisheries. The fisheries Exclusive Economic Zone (EEZ) of 2.4 million square kilometres is the largest in the South Pacific covering an extended reef system and extensive coastline that supply about 18% of the World’s tuna catch (Fisheries Strategic Plan 2021-2030). The fisheries and marine resources sector is a multi-billion-dollar industry that needs proper development to maximise economic returns to the country. The development of value-added processing in PNG has the potential to yield substantial economic benefits in terms of export value and job creation. However, due to inadequate onshore processing facilities, especially for coastal fisheries, millions of Kina that could have been generated through value-added products are being lost through fresh fish exports or over-exploitation of the fish by licensed fishing vessels that ship them overseas for processing. There is also rising concern over illegal, unreported and unregulated fishing within territorial waters. PNG controls around 15% of the global tuna trade valued at US$4 billion-US$5 billion (approximately K12 billion – K15 billion; NFA 2022). The tuna export volumes appear to have stabilised at 200,000 metric tonnes over the last five years, indicating sustainable harvesting, with the export value stabilising around US$450 million (or K1.5 billion) over the same time period. PNG has the potential of becoming the World leader in tuna supplies, but is yet to realise this. The Government anticipates revamping the fisheries sector to increase the exports and maximise economic returns through combating illegal and unregulated fishing within the EEZ, diversifying international market access, creating domestic markets for marine products and promoting MSMEs. Major investments in downstream processing through the Pacific Marine Industrial Zone (PMIZ) projects, fisheries surveillance programs and other marine infrastructure are key focus in the medium term. In addition, Government will establish Kumul Fisheries to participate in tuna and other fisheries products for exports. The specific investment Programs under this sub-sector include: i) Monitoring and Surveillance Program (EEZ); ii) Downstream Processing Hubs/PMIZ and Marine Parks; and iii) Aquaculture Development Program. Tables 1 to 4 below show the investment requirements, KRAs, strategies and targets to develop the fisheries industry. Table 1 Investments 2023 2024 2025 2026 2027 Total Est. Funding DIP Link Investment (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Cost (K’mil) Source(s) Monitoring and Surveillance Program NFA / DIP 6.1 0.0 20.0 20.0 20.0 20.0 80.0 (EEZ) GoPNG DIP 1.3 Downstream Processing Hubs/PMIZ and NFA/Go- and 100.0 100.0 100.0 100.0 100.0 500.0 Marine Parks PNG/PPP DIP 1.11 NFA/Go- DIP 1.1 Aquaculture Development Program 0.0 20.0 20.0 20.0 20.0 80.0 PNG/PPP Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agencies 1 Number of EEZ Monitoring Surveillance done per week NA NFA to provide updated reports NFA/PNG DF 106 Number of licensed foreign fishing vessels fishing in PNG 2 100 90 80 70 60 NFA waters Number of licensed National fishing vessels fishing in 3 80 90 100 110 120 NFA PNG waters 4 Number of on-shore downstream processing plants 6 3 4 5 5 NFA 5 Number of Marine Parks /Tuna Industrial Hubs 1 2 √ 3 √ NFA 6 Number of Inland Fisheries Farming 300 400 500 600 700 NFA The Number of Fingerling, Hatchery and Distribution 7 NA NFA to provide data NFA Centres Development 8 Number of aquaculture products developed 400 450 500 550 600 NFA 9 Number of Illegal fishing vessels impounded NFA to provide data NFA Table 3 Strategies No. Implementation Strategy Policy Reference Review policy and legislative framework e.g. Fisheries Management Act 1998 to allow 1 Fisheries Development Plan downstream processing 2 Increase commercial fisheries Fisheries Development Plan 3 Grow and develop MSME Fisheries Development Plan 4 Strengthening monitoring and surveillance Fisheries Development Plan 5 On-shore processing Fisheries Development Plan 6 Establishment of Inland Fisheries Farms Fisheries Development Plan 7 Establishment of Fingerling, Hatchery and Distribution Centres Fisheries Development Plan Build capacity of National fishing companies/operators for more National content from the 8 Fisheries Development Plan sector Table 4 Indicators Baseline Annual Targets No. Indicator Source (2020) 2023 2024 2025 2026 2027 Aggregate value of marine products QEB, NFA 1,702.9 3,000 3,500 4,000 4,500 5,000 exports (K'mil): Database - Value of Tuna exports (K'mil) NFA Database 1,659.3 2,631.7 2,700 2,800 2,900 3,000 - Value of Crab exports (K'mil) NFA Database 11.1 12.6 14.3 16.2 18.4 20.9 1 - Value of Prawn exports (K'mil) NFA Database 11.7 12.3 12.9 13.5 14.2 14.9 - Value of Lobster exports (K'mil) NFA Database 10.7 12.1 13.7 15.5 17.5 19.8 - Value of Reef Fish exports (K'mil) NFA Database 9.8 10.5 11 12 12.5 13 - Value of aquaculture exports (K'mil) NFA Database 0.3 0.4 0.45 0.48 0.5 0.53 - Value of beche-de-mer exports (K'mil) NFA Database NA NFA to provide data Aggregate volume of marine products 2 NFA Database NA NFA to provide data exports (‘000 tonnes): NFA database, - Volume of Tuna exports (‘000 tonnes) 206,778 327,939 370,946 413,969 456,985 500,000 ASYCUDA ++ - Volume of Crab exports (‘000 tonnes) NFA Database NA - Volume of Prawn exports (‘000 tonnes) NFA Database NA - Volume of Lobster exports (‘000 NFA Database NA tonnes) NFA to provide data - Volume of Reef Fish exports (‘000 NFA Database NA tonnes) - Volume of aquaculture exports (‘000 NFA Database 400 tonnes) - Volume of beche-de-mer exports (‘000 ASYCUDA ++ 196,000 326,286 369,714 413,143 456,571 500,000 tonnes) 107 NFA Data 3 Population involved in aquaculture N/A NFA to provide data base Fishery 4 Fisheries sector contribution to GDP (%) 2.8 3.1 3.4 3.7 4.0 4.3 Strategic Plan Tuna Fishery 5 Total employment by the sector 12,005a 15,069 16,301 17,534 18,767 20,000 Report 2020 Executing Agency: National Fisheries Authority, Department of Agriculture and Livestock Sector Coordination Mechanism: Fisheries Coordination Committee Lead Sector Agency: National Fisheries Authority and DNPM (oversight) a : 2019 data 108 109

1.4 Forestry Forests cover almost 70% of the country’s total land mass of about 46.9 million hectares. Out of this, 77.8% is forested with 13 natural forest types, whilst forest plantations contain various species. The forestry sub-sector contributes about K400 million annually from its log export tax to the Government and employs overall direct employment of around 9,000 – of whom over 90% are Papua New Guineans. In 2022, the Government announced a ban on all round log exports in the next 3 to 5 years, and conversely promoted downstream processing. PNG currently exports about 2.9 billion m3 of round logs, compared to 112,558 m3 of processed forest products. The latter is projected to increase by 78% to 200,000 m3 by 2027. Under the MTDP IV, the forestry sub-sector will work towards developing at least five forestry hubs in the country, to position itself to advance into the full downstream processing mode, as a way of gradually phasing out log exports. Oro, Central, Western, West Sepik and East New Britain provinces have been identified to host the five forestry hubs. The specific investment Programs under this Forestry sub-sector include: i) Reforestation & Afforestation; ii) Downstream processing Hubs; and iii) Mitigation & Adaptation. Tables 1 to 4 below show the investment requirements, KRAs, strategies and targets to develop the forestry sector. Table 1 Investments 2023 2024 2025 2026 2027 Total Est. Funding DIP Link Investment (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Cost (K’mil) Source(s) DIP 1.4 Reforestation and Afforestation 0.0 10.0 10.0 10.0 10.0 40.0 GoPNG DIP 1.11 Downstream processing Hub 0.0 50.0 100.0 100.0 100.0 350.0 GoPNG/PPP DIP 10.1 Mitigation and Adaptation Program 0.0 3.0 3.0 3.0 3.0 12.0 GCF Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) 1 Total hectares of land deforested (000s) 80 85 87 88 89 PNG FA 2 Total hectares of land reforestation 397,747 410,811 423,874 436,937 450,000 PNG FA 3 Reducing round log export (volume) 1,700 1,000 500 150 0 PNG FA Establishment of downstream 4 processing hubs or facilities 0.0 1 1 2 3 PNG FA 5 Forest seedling distribution 0.0 200,000 250,000 250,000 300,000 PNG FA Table 3 Strategies No. Implementation Strategy Policy Reference 1 Effectively manage and account for all Reforestation and Afforestation Program PNG FA Policy and Development Plan Promote research and development in the sector to gain value from the abundance 2 PNG FA Policy and Development Plan of the resource Develop forestry hubs and fully engage in developing downstream processing 3 PNG FA Policy and Development Plan facilities 4 Expand market research PNG FA Policy and Development Plan Promote REDD+ Program in compliance to the climate change initiatives of the 5 Climate Change Policy country Improve monitoring and surveillance to track and minimise illegal logging in the 6 PNG FA Policy and Development Plan country 110 7 Review of all existing forestry legislation PNG FA Policy and Development Plan Table 4 Indicators Base- Annual Targets No. Indicator Source line (2020) 2023 2024 2025 2026 2027 1 Total forested area (km ) 2 PNGSGS Report 358,558 397,747 410,810 423,873 436,937 450,000 Aggregated value of forestry products BPNG QEB 1,849.1 3,264 3,735 4,208 4,679 5,150 exports (K'mil): 2 - Value of round log exports (K'mil) BPNG QEB 911.6 585 476 368 259 150 - Value of processed forest products BPNG QEB 938.1 2,679 3,259 3,840 4,420 5,000 exports (K'mil) 3 Volume of round log exports (million m3) BPNG QEB 2,891 1,695 1,296 897 499 100 Volume of processed forest products 4 ASYCUDA ++ 112,558a 120,000 135,000 155,000 178,000 200,000 exports (m3) 5 Forestry sector contribution to GDP (%) NSO 2.0 2.3 2.6 2.9 3.2 3.5 6 Formal employment in the sector PNGFA NSO/PNG FA to consider in censuses and surveys Executing Agency: PNG Forestry Authority, CCDA, CEPA Sector Coordination Mechanism: Forestry Coordination Committee Lead Sector Agency: PNG Forestry Authority and DNPM (oversight) a : 2018 data Missing Link Road, Kikori, Gulf Province 111

1.5 Banking and Finance (Financial Inclusion) A financially inclusive population is a move towards a stronger and more sustainable economy. Currently, an estimated 70% of the country’s population does not have access to formal financial markets and services. Poor financial accessibility in PNG is perpetuated by limited infrastructure; a diverse and often geographically remote population; limited participation in the formal economy by most Papua New Guineans; and limited exposure to the formal financial sector and high levels of financial illiteracy. Given these challenges coupled with the dual structure of the economy, it is a mammoth challenge to shift the structure of the economy towards a formal economy, including opening up financial services to more than 80% of the country’s population. Recent data indicate that there has been substantial progress made since the first National Financial Inclusion Strategy (NFIS) 2014-2015 was launched. It is estimated that more than 40% of the country’s adult population have a bank account in a formal institution, the number of women with mobile FS account has increased to 1.18 million, and the number of mobile FS accounts has increased to 1.1 million. Despite this progress, more work is needed towards achieving a financially inclusive population. The Government will continue implementing the strategies of NFIS. Focus will be through MSMEs, Women, Youths and cooperative societies. Financial inclusion curriculum will also be introduced in Secondary and Primary Schools, including promoting Sumatin Accounts. In addition, work will continue in encouraging investments in innovative technology to accelerate the coverage of the unbanked. Moreover, Government will continue to work with the existing financial institutions to design innovative financial products suitable to diverse segments of the PNG markets. Strategies also include financial literacy, promoting a savings culture and providing opportunities to access credit facilities, such as the Credit Guarantee Scheme. The Government will develop the capital market in the country through institutional and regulatory framework. Tables 1 to 4 below show the investment requirements, KRAs, strategies and targets to develop the banking and finance sector. Table 1 Investments DIP 2023 2024 2025 2026 2027 Total Est. Funding Investment Link (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Cost (K’mil) Option(s) Credit Guarantee Corporation Support GoPNG/ 10.0 10.0 10.0 10.0 10.0 50.0 Program PPP DIP 1.5 Financial Inclusion Program 0.0 10.0 10.0 10.0 10.0 40.0 GoPNG 10.0 10.0 10.0 10.0 10.0 50.0 GoPNG Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) 1 Increase number of MSMEs 1,000 5,000 10,000 20,000 30,000 BPNG/CEFI Number of Women in MSME having access to financial 2 2,000 7,000 12,000 25,000 40,000 BPNG/CEFI services 3 Number of Districts having access to financial services 20 30 40 60 80 BPNG/CEFI Number of Papua New Guinean Companies listed on 4 +10% +10% +10% +10% +10% BPNG/NSC domestic capital markets 5 Number of domestic retail investment participants +10% +10% +10% +10% +10% BPNG/NSC Table 3 Strategies No. Implementation Strategy Policy Reference 1 Increase and encourage digital financial services Financial Inclusion Strategy 2 Promote financial inclusion program for Women 2018-2030 112 3 Diversify financial products and services for easy access 4 Encourage MSMEs to participate in the Credit Guarantee Scheme Financial Inclusion Strategy 5 Promotion of Savings Culture 2018-2030 6 Development of Financial Inclusion curriculum for Schools 7 Capital Markets Instutional Regulatory Framework National Securities Policy 8 Create a secondary equitiees exchage platform National Securities Policy Table 4 Indicators Base- Annual Targets No. Indicator Source line (2020) 2023 2024 2025 2026 2027 Proportion of population having access to financial CEFI 25 27 30 35 45 50 facilities (%): - Proportion of adults (15 years and older) with an account at a financial institution or with a CEFI 45a 51 54 56 58 60 1 mobile-money service provider (%) - Proportion of women with an account at bank or other financial institution or with a mobile- CEFI 6 6.5 8 9 10 12 money service provider (%) 2 Number of mobile financial service access points CEFI 14,205 18,831 20,373 22,000 25,000 30,000 Proportion of MSMEs with access to credit 3 MSME 46 48 50 52 54 55 facilities (%) 4 District coverage of Financial Services (%) CEFI N/A BPNG to provide data Proportion of population investing in the domestic 5 PNGSC PNGSC to provide data capital markets (%) Executing Agency: Bank of PNG, Securities Commission and all Commercial Banks Sector Coordination Mechanism: Finance and Banking Sector Coordination Mechanism Bank of PNG, Department of Commerce and Industry and DNPM (over- Lead Sector Agency: sight) a : 2019 data 113

1.6 Micro, Small and Medium Enterprises MSMEs are the engine for economic growth and employment across the World. The Government launched a new MSME Policy with the aim of promoting and driving inclusive economic growth through employment and wealth creation. The Policy aims to develop the MSME sector to increase National revenue, create employment, empower local entrepreneurs while contributing to improving quality of people’s lives. The overall vision of the Policy is that the MSME sector will be a major contributor toward PNG becoming a middle-income country by 2030. PNG’s MSME sector consists of both formal and informal businesses that engage in the micro to small and medium enterprises. More than 85% of MSMEs comprise mostly of informal, semi-informal and micro enterprises that are operating in the informal sector and account for more than K12 billion estimated cashflow that circulates in the informal economy per annum. This is the equivalent to 20% of the country’s GDP which needs to be brought into the formal economy. The aim of the Government is to increase the number of registered MSMEs from 150,000 to 240,000 by 2027. Local MSMEs must be empowered to participate in all economic sectors, including agriculture; livestock production; textile and cottage industries; retail businesses; fisheries; construction; tourism; transportation; and small-scale mining to create National wealth and economic growth. The Government aims to develop MSME incubation hubs in the country, especially at the Provincial and District levels as a minimum standard to facilitate mass participation of citizens in the sector. The specific investment Programs under this sub-sector include: i) National Business Incubation Hubs and MSME Accelerator Program; ii) Medium Enterprise Support Program; and iii) SME Funding for Agriculture and Cottage Industry. Tables 1 to 4 below show the investment requirements, KRAs, strategies and targets to develop the MSME sector. Table 1 Investments DIP 2023 2024 2025 2026 2027 Total Est. Funding Investment Link (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Cost (K’mil) Source(s) National Business Incubation Hubs and 5.0 20.0 20.0 20.0 20.0 85.0 GoPNG/PPP MSME Accelerator Program DIP 1.6 Medium Enterprise Support Program 0.0 100.0 100.0 100.0 100.0 400.0 GoPNG/PPP SME Funding for Agriculture & Cottage 200.0 100.0 100.0 100.0 100.0 600.0 GoPNG/DP Industry Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agencies 1 Number of registered MSMEs accessing financial services 5,000 6,000 7,000 8,000 10,000 NDB, BSP 2 Number of Growth Centres inclusive of Incubation centres 3 6 9 12 15 DoCFW 3 Number of informal businesses formalised 500 1,000 1,500 2,000 2,500 DoCFW Table 3 Strategies No. Implementation Strategy Policy Reference 1 Business Enabling Policy, Legal and Regulatory Frameworks MSME Policy 2016, National Content Policy 2 Access to financial services and products (Financial Inclusion) MSME Policy 2016, National Content Policy 3 Unlocking land MSME Policy 2016, National Content Policy 4 Access to market and market information MSME Policy 2016, National Content Policy 5 Infrastructure to promote growth of MSME MSME Policy 2016, National Content Policy 6 Training and Capacity Building MSME Policy 2016, National Content Policy 114 Table 4 Indicators Baseline Annual Targets No. Indicator Source (2020) 2023 2024 2025 2026 2027 MSME Total Registered MSMEs: 150,000 160,000 180,000 200,000 220,000 240,000 Database - Proportion of MSMEs owned by MSME 53 75 77 80 81 83 nationals (%) Database 1 - Proportion of MSMEs owned by MSME 47 25 23 20 19 17 foreigners (%) Database - Proportion of MSMEs owned by women MSME 24.8 27 29 31 33 35 (%) Database Share of population employed by MSME MSME 2 18a 25 27 30 32 35 sector (%) Database MSME 3 MSME sector contribution to GDP (%) 6.3b 8 10 12 14 16 Database SME Corporation, National Development Bank, Bank of PNG, Credit Guarantee Executing Agency: Corporation, ICDC, DAL, NFA, IRC, IPA Sector Coordination Mechanism: Finance and Banking Sector Coordination Committee Lead Sector Agency: Bank of PNG, Department of Commerce and Industry and DNPM (oversight) a : 2019 data b : 2018 data 115

1.7 National Tourism, Arts, and Culture Development PNG’s tourism sector remains small and underdeveloped by international standards, and only contributes 0.6% of the total GDP, which is equivalent to K510.0 million in 2020 (World Travel and Tourism Council, 2021). PNG is placed at 187th in the world, and 5th in Melanesia. The Tourism sector in PNG has been hard hit by the COVID-19 pandemic, which caused tourism numbers to slump by almost 90%, from 211,000 in 2019 to 39,000 in 2020. The industry is expected to remain affected until 2023 and 2024 (TSDP 2022). This has caused massive revenue losses and closure of many small tourism businesses in the country, and has been further compounded by deteriorating law and order issues that portray a negative image to potential international tourists. To strategically grow the tourism industry in the country, the Government aims for the industry to develop a “domestic tourism model” and build up the cultural visibility of PNG to complement the entire tourism industry. The approach to domestic tourism includes the promotion of inter- District and inter-Province travels; developing tourism niche products that target the domestic travelers; and development of domestic tourism hubs with improved infrastructure, improved law and order and transport connectivity. The MTDP IV tourism sub-sector identifies potential tourism hubs and niche products to develop as part of taking the sector to the next level. The specific investment Programs under this sub-sector include: i) Tourism MSME Development Program; ii) Sustainable Tourism Development Program; iii) Tourism Hubs Developments Program; and iv) National Film and Creative Arts Development Program. Tables 1 to 4 below show the investment requirements, KRAs, strategies and targets to develop the tourism, arts and culture sector: Table 1 Investments Total Est. DIP 2023 2024 2025 2026 2027 Funding Investment Cost Link (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Source(s) (K’mil) GoPNG/PSIP/ DIP 1.6 Tourism MSME Development Program 0.0 15.0 20.0 20.0 20.0 75.0 DSIP Sustainable Tourism Development Program 15.0 20.0 20.0 20.0 20.0 95.0 GoPNG/TCS GoPNG/DP/ Tourism Hubs Developments Program 0.0 80.0 80.0 80.0 80.0 320.0 DIP 1.7 PPP National Film and Creative Arts Development GoPNG/DP/ 0.0 20.0 20.0 20.0 20.0 80.0 Program PPP Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) 1 Total number of registered MSME in the Tourism Industry 10 30 120 200 300 TPA/IRC/IPA 2 Number of Registered Cultural Tourism Sites 5 15 30 50 70 NCC 3 Number of Registered Tourism Tracks 5 15 20 25 30 TPA 4 Number of Registered Eco-Tourism products 50 80 130 200 300 TPA 5 Number of registered Tourism Diving Sites 5 10 15 25 40 TPA 6 Number of registered Surfing sites 5 8 15 22 30 TPA Total number of declared tourism hubs developed to 7 5 10 15 20 27 TPA standard 8 Number of Tourism Hotspots developed 2 5 10 15 20 TPA 9 Number of Tourism Cities Delivered 1 2 3 4 5 TPA 10 Number of Film Producers and Directors Trained 10 20 30 40 50 NCC 11 Number of Local Films produced 2 4 8 12 20 NCC 116 12 Number of PNG films submitted for OscarR consideration 0 0 1 1 2 NCC/NFI Number of local artists performing to international 13 5 10 15 20 25 NCC standards. Table 3 Strategies No. Implementation Strategy Policy Reference Review, formulate and develop sector plans and policy to adjust to the sector need for greater 1 PNG TP Development Plan tourism product development 2 Promote and develop Micro Small Medium Enterprise (MSME) involved in tourism PNG TP Development Plan 3 Development of National tourism niche products PNG TP Development Plan Promote the concept of domestic tourism, to create the environment that is safe and good 4 PNG TP Development Plan before we invite international tourism to visit 5 Promotion and marketing of tourism products PNG TP Development Plan 6 Development of tourism hotspots at each strategic location PNG TP Development Plan 7 Development of Tourism City Projects in POM and elsewhere PNG TP Development Plan Work closely with PNG Immigration and Citizenship Authority to issue Visa on arrival for 8 PNG ICA Corporate Plan selected countries 9 Copy right local arts and culture PNG National Cultural Policy 10 Development of music and film industry policies and regulations PNG National Cultural Policy Table 4 Indicators Base- Annual Targets No. Indicator Source line (2020) 2023 2024 2025 2026 2027 Number of Foreign Visitor Arrivals: TPAPNG 38,940 54,394 59,545 64,697 69,848 75,000 - Number of business travellers TPAPNG 9,149 11,999 12,949 13,899 14,849 15,800 1 - Number of tourists TPAPNG 3,398 4,298 4,599 4,899 5,199 5,500 - Number of tourists arriving by cruise ships TPAPNG NA 1,000 3,000 6,000 10,000 15,000 Total expenditure by foreign visitors (K'mil): TPAPNG 224 407 467 528 589 650 2 - Tourist Expenditure (K'mil) TPAPNG 136 303 353 402 451 500 Number of Micro, Small and Medium Enterprises 3 TPAPNG 30 60 70 80 90 100 (MSMEs) in the tourism industry Share of population engaged in the tourism sector 4 TPAPNG 0.2 2 4 6 8 10 (%) Share of population engaged in formal arts and 5 PNG NCC NA PNG NCC will provide culture 6 Tourism sector contribution to GDP (%) TPAPNG 0.6 2 4 6 8 10 Tourism Promotion Authority, National Cultural Commission, National Executing Agency: Museum and Art Gallery Sector Coordination Mechanism: Trade and Investment Coordination Committee Lead Sector Agency: Tourism Promotion Authority and DNPM (oversight) 117

1.8 Trade and Investment Trade and investment are integral to a country’s economic development and prosperity. Currently, PNG has yet to fully harness its trade and investment potential. The country has been primarily exporting raw materials and primary produce with successive governments over the years, without adequate restructuring of the economy. The Government aims to maximise trade and investment by increasing exports and increasing FDI that will generate wealth and increase national economic growth. It targets to more than double the value of exports to K65.7 billion, and reduce the value of imports by some 25% to K9.5 billion by 2027. The sub-sector will also aim to improve the ‘Ease of Doing Business’ indicator from 0.3 to 0.9. Owing to the country’s vast natural resource endowment, the country experienced favourable current account returns since 2014. The positive current account was due specifically to the LNG exports which commenced in 2014. However, the capital and financial accounts have been in the negative over the same period. This is due to lack of substantial FDI after the PNG LNG project construction phase. Short term investments in terms of portfolio investments have been fluctuating over the same period with minuscule impacts on the economy. The current account surpluses have been offset by the Capital and Financial Account deficits resulting in the country experiencing a foreign exchange crisis since 2015. The fluctuation in World commodity prices has further exacerbated the foreign exchange crisis. The Government will focus on creating the enabling environment for trade and investment to flourish. This will involve the creation of industrial hubs and export processing zones under the SEZ model to ensure a much larger proportion of our natural resources are processed mid- stream and down streamed onshore. The Government also will partner with existing companies and new investors to increase production for both the local markets and value-added exports. The specific investment Programs under this sub-sector include: i) National Trade Facilitation Program; ii) State Equity (Renewable and Non-Renewable) Program; and iii) Special Economic Zone Development. Tables 1 to 4 below show the investment requirements, KRAs, strategies and targets to develop the trade and investment sector. Table 1 Investments DIP 2023 2024 2025 2026 2027 Total Est. Funding Investment Link (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Cost (K’mil) Sources National Trade Facilitation Program 5.0 20.0 20.0 20.0 20.0 85.0 GoPNG State Equity (Renewable and Non- 100.0 100.0 100.0 100.0 100.0 500.0 GoPNG DIP 1.8 Renewable) Program GoPNG/ Special Economic Zone Development 20.0 50.0 50.0 100.0 100.0 320.0 PPP Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) 1 Number of FDIs 3 4 10 20 30 DITI, DoC, IPA 2 Number of National Joint Ventures with FDIs 2 5 10 20 30 DITI, DoC, IPA Number of Nationally Owned Businesses having access 3 to investment financing in Credit Guarantee Corporation 4 8 16 25 40 DITI, DoC, IPA (CGC) 4 Number of Special Economic Zones developed 3 3 3 3 3 DITI, DoC, IPA 5 Number of Licensed Exporters 4 10 20 30 40 DITI, DoC, IPA 6 Export-Import Credit Facility established 0 √ DITI, DoC, IPA 118 Table 3 Strategies No. Implementation Strategy Policy Reference 1 Increasing enabling and ease of doing business 2 Review and change the policy and legislative framework to encourage foreign investment 3 Support and encourage large-scale investment in renewable sectors 4 Ease tariff barriers 5 Effective Management of Monetary Policy (Foreign Exchange) National Trade Policy 6 Special Economic and Free Trade Zones 2017-2032 7 Establishment of Foreign Investment Review Board 8 Review and strengthen favourable International and Regional Trade Agreement and Treaties 9 Development of Institutional Capacity Building 10 Establish Export-Import Credit Facility Table 4 Indicators Base- Annual Targets No. Indicator Source line (2020) 2023 2024 2025 2026 2027 TRADE Balance of Trade (K'mil) QEB 18,846.5 38,494.9 42,323.5 46,767.9 51,450.9 56,227.1 1 - Value of total exports (K'mil) QEB 31,491.1 35,094.9 43,671.5 45,498.5 48,008.4 50,728.9 - Value of imports (K'mil) QEB 12,644.6 12,600.0 12,348.0 11,730.6 10,557.5 9,501.8 2 Import Duty Revenue (K'mil) ASYCUDA ++ 361 420 440 460 480 500 3 Excise Duty Revenue (K'mil) ASYCUDA ++ 310 360 380 400 415 430 4 Export Duty Revenue (K'mil) ASYCUDA ++ 408 499 530 560 590 620 INVESTMENT 5 Value of FDI stock (USD billion) ASYCUDA ++ 6 8 9 10 11 12 6 Ratio of Foreign Investment to GDP (%) QEB 0.5 1.0 2.0 2.5 3.0 4.0 7 Ease of Doing Business Index QEB 0.3 0.4 0.5 0.6 0.8 0.9 DITI, DoC, NAQIA, PNG Customs, NISIT, IPA, IPO, ICCC, Department of Executing Agency: Treasury, BPNG Sector Coordination Mechanism: Trade and Investment Coordination Committee Department of International Trade and Investment, Department of Commerce, Lead Sector Agency: and DNPM (oversight) Cargo Plane Loading - Hevilift - Jacksons International Airport 119

1.9 Manufacturing The manufacturing sector in PNG has grown from strength to strength in taking advantage of the country’s untapped potentials in agriculture and natural resources for value-adding opportunities. The sector has contributed immensely to the country’s economy, employing almost 3.7% of the population and contributes around 4.8% of National GDP. The major industries are in brewery, tobacco, food and beverages, fish canneries, agriculture and forest products; and crude refinery of petroleum, palm oil, and metals processing, including gold and precious metals downstream processing. Generally, the cost of doing business in PNG is one of the key constraints that impede the growth of the manufacturing industries. This includes high start-up costs; and high rental costs, including reliable and cost-effective access to utilities, such as water and power. In addition, high cost of energy is a major impediment in the manufacturing sector. Other challenges include the loss of skilled workers to higher-paying booming mining and petroleum industries which affect the manufacturing sector. Under the MTDP IV, the Government aims to boost the manufacturing sector through provision of enabling environment such as infrastructure, enforcing law and order and other policy and legislative reforms that are necessary to incentivise increased investment in the downstream processing and manufacturing sector. Tables 1 to 4 below show the investment requirements, KRAs, strategies and targets to develop the manufacturing sector. Table 1 Investments DIP 2023 2024 2025 2026 2027 Total Est. Funding Investment Link (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Cost (K’mil) Source(s) DIP 1.9 Manufacturing Hubs 4.0 5.0 5.0 10.0 10.0 34.0 GoPNG Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) 1 Number of Manufacturing companies engaged in the sector 50 100 100 100 100 DoC/DITI 2 Number of Manufacturing/Downstream Hubs developed 1 2 3 4 DoC/DITI 3 Number of State Equity Participation in Manufacturing Sector 1 2 4 6 8 DoC/DITI Table 3 Strategies No. Implementation Strategy Policy Reference 1 Development of Downstream Processing Hub National Content Policy 2 Review and Development of Appropriate Legislations and Policies Dept of Commerce and Industry (DCI) 3 Provision of enabling infrastructure and utilities, and social environment DCI 4 Unlocking of land DLPP 5 Private Sector Partnerships DCI 8 Promotion and Marketing of PNG as an investment destination IPA 120 Table 4 Indicators Base- Annual Targets No. Indicator Source line (2020) 2023 2024 2025 2026 2027 Aggregate value of merchandise imports and ASYCUDA 13,896.2 13,184 12,585 11,492 10,846 10,000 exports (K'mil): ++/QEB 1 - Value of PNG made exports (K'mil) QEB 573.2 4,000 4,200 4,400 4,800 5,000 - Value of merchandised imports (K'mil) QEB 13,323 9,184 8,385 7,092 6,046 5,000 Volume of goods manufactured domestically (‘000 2 N/A Dept of Commerce and NSO to provide data tonnes) Business 3 Share of population engaged in the sector (%) 3.65 4 5 6 8 10 Survey 4 Manufacturing sector contribution to GDP (%) QEB 2.0 2.4 2.8 7 8.5 10 Manufacturing Industry, ICDC, IPA, Department of Trade and Industry, SEZ Executing Agency: Authority and relevant partners Sector Coordination Mechanism: Trade and Investment Coordination Mechanism Lead Sector Agency: Department of Commerce and Industry 121

1.10 Land Development Land is one of the critical factors of production to grow the economy. Making secure land available for investment and development, complemented with better land administration will drive broad-based economic growth with increase in Government revenues, jobs creation, improved socioeconomic developments and reduction of poverty for every Papua New Guinean. The land in PNG comes under the category of alienated and customary land. It is estimated that 5% of land is State-owned while 95% is customarily owned. The Government started the Land Reform in 2005 with the focus on three thematic issues and there are: i) improving land administration; ii) improving land disputes settlement; and iii) developing a system for customary land development. This reform was further implemented through National Land Development Program II specifically focusing on 17 resolutions made to ensure the security of customary rights are preserved while unlocking land under a tenure system for the investor confidence. To drive this reform successfully, there must be an effective and efficient administration of the customary land to achieve the expected outcomes. Furthermore, the reform must ensure that the Land Act and other relevant legislation that guides land administration in PNG, are reviewed and aligned to the reform priorities of the Government. The specific investment programs under the land development include: i) National Land Development Program; ii) LEAP; iii) Land Partnership Program; and iv) Border Survey and Development Program. Tables 1 to 4 below show the investment requirements, KRAs, strategies and targets to develop the land sector. Table 1 Investments 2023 2024 2025 2026 2027 Total Est. Funding DIP Link Investment (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Cost (K’mil) Source(s) National Land Development Program 2.0 2.0 2.0 2.0 2.0 10.0 GoPNG LEAP 4.0 5.0 5.0 5.0 5.0 24.0 GoPNG DIP 1.10 GoPNG/ Land Partnership Program 150.5 200.0 200.0 200.0 200.0 950.5 PPP Border Survey and Development Program 4.0 5.0 5.0 5.0 5.0 24.0 GoPNG Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) 1 Parliamentary Committee on Land Reform 1 1 1 1 1 Parliament Total Customary Land Unlocked and Issued with Leases 2 6 7 8 9 10 DLPP Annually Establishment of National and Provincial Land Reform 3 5 10 15 20 23 DLPP Committees Table 3 Strategies No. Implementation Strategy Policy Reference 1 Unlocking and securing Customary Land Lands Department 2 Efficient Land Administration for both State and Customary Land Lands Department 122 3 Review of Land Policies Lands Department 4 Review and Development of Land Legislation and Regulations NLDP 2 5 Establish National Land Audit NLDP 2 6 Establishment of Parliamentary Committee on Land Reform NLDP 2 7 Reform Department of Lands and Physical Planning NLDP 2 8 Implementation of Land Commission Act 2022 DJAG Table 4 Indicators Base- Annual Targets No. Indicator Source line (2020) 2023 2024 2025 2026 2027 Land areas in the formal market including customary DLPP 5 9 11 13 15 16 land (%): Database 1 DLPP - Proportion used for economic development (%) DLPP to provide data Database DLPP 2 Number of registered ILGs 2,650 3,000 3,500 4,000 4,500 5,000 Database DLPP Total Land Alienated (%): 5 6 7 8 9 10 Database 3 DLPP - Proportion used for economic development (%) DLPP to provide data Database DLPP, DNPM, DoT, MS, NRI, NID, OoU, NHC, ICDC, DAL, DPE, MRA, Executing Agency: PNGFA, DCI, CLRC Sector Coordination Mechanism: High-Level Land Development Coordination Committee Lead Sector Agency: Department of Lands and Physical Planning and DNPM (oversight)

1.11 Downstream Processing The Government will deliberately invest in downstream processing of the country’s natural and mineral resources to gain maximum value and translate these gains into growing the economy, creating employment and improving the quality of lives of the people. The MTDP IV incorporates downstream processing as a significant deliberate intervention program that is assigned to the resource sectors. The downstream processing opportunities of the country lies in its comparative advantage sectors and they are: i) Agriculture: Coffee, cocoa, coconut / copra, rubber, spices, fruits, cassava, potatoes and fresh produce; ii) Livestock: Poultry, cattle and pork; iii) Forestry: Processing of round logs and timber products; iv) Fisheries: Tuna, other fisheries, beach-de-mer, prawns and crabs, aquaculture; and v) Mining and Petroleum: Gold and precious metals and copper refinery, Petroleum Oil refinery, LNG Gas condensation and refinery. The establishment of SEZs and relevant infrastructure will help provinces develop their economic opportunities for downstream processing and value-adding. Participation of our private sector will be encouraged through policies, regulations, investment incentives and equity participation under the PPP and other outsourcing and procurement arrangements. Downstream processing does not have its own log frame. It is a major program that will be undertaken by the responsible sectors including programs in manufacturing (Section 1.9). 123 Objective: Building country-wide critical enabling infrastructure for socio-economic connectivity The Connect PNG Program is focused on infrastructure, which is a critical enabler for economic growth. To achieve economies of scale, the Government plans to connect the country by providing good quality transport infrastructure, reliable and affordable energy, access to better telecommunication networks, the provision of clean and safe drinking water, sanitation services, urban growth centers and national housing. The Government’s strategic economic investments, such as industrial hubs, growth centres, petroleum and mining projects, special economic zones, including the provision of goods and services at the Provincial and District levels, are dependent on the quality and accessibility of basic infrastructure in the country. The Department of Works and Highways, Department of Transport, National Energy Authority, Water PNG Limited, Telikom PNG Limited, DataCo Limited, Public Private Partnership Centre, National Housing Corporation, Provinces and Districts are entrusted to collaborate with stakeholders to take lead and accomplish the targets and indicators for connectivity. A projected investment of K17.8 billion is needed to deliver these infrastructure priorities by 2027. Priority investments will be focused on the following DIPs:

2.1 Connect PNG - Land Transport PNG has approximately 30,000 kilometres (km) of total road network, of which 8,740km is the National Road Network (NRN), whilst approximately 21,260km are Provincial and District roads. Of the NRN, 4,260km are Priority Roads and 4,480km are Non-Priority Roads. A total of 3,000km of priority roads are covered under the Connect PNG Roads Program (Phase 1) in MTDP IV. Under this plan, 75% of National roads are envisaged to be in good condition, and 4 economic corridor roads and 10 of the 16 missing link roads will be constructed. The Government will develop, rehabilitate and/or maintain 500km of National roads and highways, 4,000km of provincial and district roads, 400km of roads under the 20-year Connect PNG program, 10 national bridges, 60 rural bridges, and 2 railways. DoWH, Department of Transport, Provinces and Districts are entrusted to take the lead and ensure greater coordination to achieve these targets. A projected investment of K7.2 billion is needed to deliver the road infrastructure priorities by 124 2027. The investments will focus on the following programs under this DIP: i) Connect PNG Missing Link Roads; ii) Connect PNG National Highways; iii) Provincial Roads; iv) District Commodity Roads; v) National Railway/Tram Network; vi) National Bridges Constructions; and vii) National Bridges Rehabilitation and upgrade program. Tables 1 to below show the investment requirements, KRAs, strategies and indicators to develop the Connect PNG Road Network. Table 1 Investments DIP 2023 2024 2025 2026 2027 Total Est. Investment Funding Source(s) Link (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Cost (K’mil) Connect PNG Missing Link 1,000.0 1,000.0 1,000.0 1,000.0 1,000.0 5,000.0 GoPNG/ DPs//TCS Roads Connect PNG National 200.0 100.0 100.0 100.0 100.0 600.0 GoPNG/DPs/TCS Highways DIP 2.1 Provincial Roads 100.0 100.0 100.0 100.0 100.0 500.0 GoPNG/ DPs/TCS District Commodity Roads 100.0 100.0 100.0 100.0 100.0 500.0 GoPNG/DPs National Railway/Tram Network 0.0 10.0 20.0 20.0 20.0 70.0 GoPNG/DPs National Bridge Construction 100.0 100.0 100.0 100.0 100.0 500.0 GoPNG/DPs Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Total Agency(ies) Total kilometres of (National Roads) highways 1 840 840 840 840 840 4,200 DoWH rehabilitated and maintained (km) DoWH/ Total length of Provincial and District roads rehabilitated 2 4,000 4,000 4,000 4,000 4,000 20,000 Provinces/ (km) Districts 3 Total length of Connect PNG Road constructed (km) 400 400 400 400 400 2,000 DoWH Total number of National Bridges upgraded or DoWH/ 4 93 93 93 93 93 467 reconstructed Provinces Total length of Provincial and District Commodity Roads DoWH/DDAs/ 5 (incl. 4 Regional City Roads and Provincial Town Roads) 450 450 450 450 450 2,250 Provinces rehabilitated (km) Total number of rural bridges on Sub-National roads 6 70 70 70 70 70 350 DoWH constructed DoT/DoWH/ 7 Total length of National Railway network established (km) - - 40 50 70 160 DNPM/ Treasury Table 3 Strategies No. Implementation Strategy Policy Reference NTS, NRNS, MTTP 2/ 1 Rehabilitate and maintain the National Road Network (NRN) including bridges Provincial Plans 2 Construct Missing Link Roads NTS/NRNS/MTTP 2 Provincial Plans/District 3 Construct and maintain Provincial Roads, District Roads and Rural Economic Access Roads Plans/MTTP 2 125 MTTP 2, Connect PNG 4 Financing and Implementation of Connect PNG Roads Strategy 5 Improve road safety measures Road Traffic Act 2014 Review and align the MTTP2 to capture the development of a national railway network, including MTTP 2, Connect PNG 6 appropriate legislative frameworks Strategy MTTP 2, Connect PNG 7 Establish an efficient and modern railway network in PNG Strategy Establish long-term maintenance program for the principal contractor to maintain the road for the MTTP 2, Connect PNG 8 next 5-10 years to keep it in good trafficable condition Strategy Table 4 Indicators Base- Annual Targets No. Indicator Source line (2020) 2023 2024 2025 2026 2027 1 Total length of National Roads (km) RAMS 8,740 10,000 11,500 12,500 14,000 15,000 2 Proportion of National Roads sealed (%) RAMS 40 44 56 63 69 75 Proportion of National Priority Roads is good and 3 RAMS 45 55 58 64 70 75 trafficable condition (%) Proportion of Provincial and District Commodity 4 DoWH 11 30 40 50 60 70 Roads in good condition (%) Proportion oc Connect PNG Missing Link Roads 5 DoWH 13 18 23 30 40 45 (3,000km) constructed (%) Executing Agency: DoWH, Department of Transport, Provincial Administrations, DDAs Transport Sector Coordination and Monitoring Investment Committee Sector Coordination Mechanism: (TSCMIC) Lead Sector Agency: Department of Transport and DNPM (oversight) 126 Road Construction between Tabubil (Western Province) and Telefomin (WSP) 127

2.2 Connect PNG - Air Transport The Government plans to install international air navigation aid systems in all the National airports and in 80% of the rural airstrip in order to ensure a large portion of the people have access to air services by 2027. National Airports Corporation, Civil Aviation and Safety Authority, Rural Airstrips Agency, Department of Transport, and Provinces and Districts are responsible to take the lead to build up the air transport sector. MTDP IV interventions will focus on: i) upgrading 5 regional airports, including Jacksons Airport, to take international flights; ii) upgrade and capacitate at least 5 airports to take Fokker 100 or its equivalent; iii) ensure that all National airports comply with National Civil Aviation Regulation and International Civil Aviation Organization (ICAO) Standards and Recommended Practices; iv) upgrade and certify the 22 National airports; v) increase the number of international airlines accessing PNG airspace; and vi) upgrade and operationalise at least 500 rural airstrips. The Government plans to invest over K2.2 billion to deliver these infrastructure priorities by 2027. The investments will focus on the following programs under this DIP: i) National Airport Infrastructure Development Program; ii) International Airports Security Systems Upgrade Program; iii) Development of 5 Regional Airports (Nadzab, Tokua, Gurney, Kagamuga, Wewak) to cater for international and commodity airfreight flights; iv) Rural Airstrips Redevelopment Program; and v) National Weather Service Support Program. Tables 1 to 4 below show the investment requirements, KRAs, strategies and indicators to develop air transport connectivity. Table 1 Investments DIP 2023 2024 2025 2026 2027 Total Est. Funding Investment Link (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Cost (K’mil) Source(s) National Airport Infrastructure Development 419.0 330.0 140.0 190.0 70.0 1,149.0 GoPNG/DPs Program International Airports Security Systems 0.0 10.0 10.0 10.0 10.0 40.0 GoPNG/DPs upgrade program DIP 2.2 Redevelopment of five Regional Airports 0.0 200.0 200.0 200.0 200.0 800.0 GoPNG/DPs Rural Airstrips Redevelopment Program 10.0 25.0 25.0 25.0 25.0 110.0 GoPNG/DPs Rural Air Services Support Program 0.0 20.0 20.0 20.0 20.0 80.0 GoPNG/DPs National Weather Service Support Program 0.0 10.0 10.0 10.0 10.0 40.0 GoPNG/DPs Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) Number of Regional Airports upgraded to cater for International 1 0 1 2 3 5 NAC/CASA/NSL Flights Number of Airports upgraded and maintained for Fokker 100 2 4 5 5 5 NAC/CASA/NSL Flights Number of National Airports that comply with National Civil 3 Aviation Regulation and International Civil Aviation Organisation 5 10 15 4 20 NAC/NSL/CASA (ICAO) Standards and Recommended Practices (SARPs) 128 4 Number of new National Airports upgraded and certified 5 10 15 20 22 NAC/ NSL/CASA 5 Number of International Airlines accessing PNG Airspace 10 20 30 40 50 NAC/NSL/CASA NAC/CASA/RAA/ 6 Number of Rural Airstrips upgraded and made operational 140 180 240 340 480 Transport Number of Third Level Airlines supported by Government to 7 2 4 6 8 10 NAC/CASA/RAA expand their operations Table 3 Strategies No. Implementation Strategy Policy Reference Upgrade and declare selected national airports to international airport standards to 1 MTTP 2/NAC Corporate Plan cater for international flights 2 Ongoing maintenance of National airports throughout PNG NAC Corporate Plan/MTTP 2NTS RAA Corporate Plan/MTTP 2 Provincial 3 Ongoing rehabilitation and maintenance of rural airstrips Plans/District Plans/MTTP 2 Improve Aviation Safety Standards and navigational systems to cater for both 4 MTTP 2/CASA Corporate Plan domestic and international flights. Upgrade Airports (Kokopo, Nadzab, Wewak) to cater for international flights, 5 MTTP 2/NAC Corporate Plan including export of organic food produce Elevate the status and functions of National Weather Services to an Authority with 6 its own legislation to provide timely weather updates to all modes of transport in MTTP 2/NWS Corporate Plan PNG Installation of modern security systems at all Airports throughout PNG to scan MTTP 2/CASA Corporate Plan/NAC 7 cargoes and people Corporate Plan Review existing legislations to Open up PNG Airspace to competition and also to MTTP 2/CASA Corporate Plan/NAC 8 allow international carriers to access PNG International Airports Corporate Plan NAC to formulate and make available Airport Redevelopment Master Plans for PPP financing arrangements to further develop airside land assets for hotel and shopping 9 MTTP 2/NAC Corporate Plan complexes, sky trains, improved terminal facilities to cater for both day and night flights into PNG and also transit to other destinations Review legislation to permit international airlines to access PNG International MTTP 2/NAC Corporate Plan/CASA 10 Airports so that each international carrier brings its own citizens thus leading to Corporate Plan/NSL Corporate Plan exponential growth in tourism in PNG Fully upgrade all Air Traffic Control Systems throughout the 22 National Airports to NAC Corporate Plan/NSL Corporate 11 modern facilities, including the upgraded District Airstrips Plan Table 4 Indicators Base- Annual Targets No. Indicator Source line (2020) 2023 2024 2025 2026 2027 Proportion of National Airports installed MTTP 2, Niusky 1 with international air navigation aid Limited Annual Report N/A 70 85 90 95 100 systems (%) RAMS Proportion of Rural Airstrips installed with RAA Annual Report 2 N/A 10 20 30 40 50 Navigation Aid systems (%) AMS Proportion of national population having NAC Annual Report/ 3 N/A 33 35 39 43 48 access to air services (%) RAMS Executing Agency: NAC/Department of Transport/CASA/RAA/NSL Transport Sector Coordination and Monitoring Investment Committee Sector Coordination Mechanism: (TSMIC) Lead Sector Agency: Department of Transport and DNPM (oversight) 129

2.3 Connect PNG - Water Transport The Government is focused on developing a sea transport system that is easily accessible by maritime communities. It also intends to harness the potential of the trans-shipment hub by investing in the infrastructure to cater for the growing demand from domestic and international commerce. PNG Ports Corporation Limited, Department of Transport, National Maritime Safety Authority, Public Private Partnership Centre, Provinces and Districts will to take lead to develop the water transport system. The MTDP IV supports the construction of new wharves in Wewak, Vanimo, Kikori, Arafura Port and Manus, rehabilitate five national ports, upgrade and maintain 24 wharves and jetties, equip five ports with safety standards and compliance requirements (ISP Code) and train at least nine Master-3 Captains by 2027. A projected investment of K714 million is needed to deliver these infrastructure priorities by 2027. The investments will focus on the following programs under this DIP: i) Construction of five National Wharves (Wewak, Vanimo, Kikori, Arafura Port and Manus); ii) Rehabilitation and upgrade of PNG’s National Ports; iii) Rehabilitation of Jetties; iv) Support to National maritime navigational aids systems strengthening; v) Establishment of a national shipping service under PPP financing arrangements to service the 15 Maritime Provinces; and vi) Establishment of the Madang Maritime College to a National Maritime University. Tables 1 to 4 below show the investment requirements, KRAs, strategies and indicators to build up water transport connectivity. Table 1 Investments Total DIP 2023 2024 2025 2026 2027 Funding Investment Est. Cost Link (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Source(s) (K’mil) Construction of four National Wharves 10.0 20.0 20.0 20.0 20.0 90.0 GoPNG/DPs (Wewak, Vanimo, Kikori, Arafura and Manus) Rehabilitation and upgrade of PNG’s 35.2 50.0 50.0 50.0 50.0 235.20 GoPNG/DPs National Ports GoPNG/ Rehabilitation of jetties program 0.0 30.0 30.0 30.0 30.0 120.0 DPs DIP 2.3 Support to National maritime navigational 4.0 30.0 30.0 25.0 25.0 114 GoPNG/DPs aids systems strengthening Establishment of a National shipping service GoPNG/ under PPP financing arrangements to 1.1 10.0 10.0 10.0 10.0 41.1 DPs service the 15 Maritime provinces Establishment of Madang Maritime College DIP 4.3 4.0 10.0 20.0 30.0 50.0 114.0 GoPNG/DPs as a National Maritime University LNG Tanker Departing PNG LNG Liquefaction Plant, Central Province 130 Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) MTTP 2/ 1 Number of National Ports improved 1 2 3 4 5 PNGPMP MTTP 2/ 2 Number of wharves and jetties maintained and upgraded 4 9 13 19 24 PNGPMP Number of ports equipped with safety standards and MTTP 2/ 3 1 2 3 4 5 compliance requirements (ISP Code) PNGPMP Number of new wharves built under PPP financing ar- 4 0 1 2 3 5 MTTP 2 rangements (Wewak, Vanimo, Kikori, Arafura and Manus) MTTP 2/ 5 Number of Masters 3 Captains 1 2 5 7 9 PNGPMP Table 3 Strategies No. Implementation Strategy Policy Reference NTS, NRNS, MTTP 2/ 1 Rehabilitate and maintain the declared International Ports Provincial Plans 2 Rehabilitate rundown and dilapidated provincial wharves NTS Provincial Plans/District 3 Rehabilitate rundown Jetties throughout the maritime provinces Plans/MTTP 2 NEC Decision No. 18 of 4 Implement the five new wharves (Wewak, Vanimo, Kikori and Manus) 2021 Elevate Madang Maritime College to a National Maritime University to cater for the increasing 5 Road Traffic Act 2014 tertiary education demand NTS, NRNS, MTTP 2/ 6 Review the existing legislations and policies Provincial Plans Table 4 Indicators Base- Annual Targets No. Indicator Source line (2020) 2023 2024 2025 2026 2027 PNG Ports Total Number of Ports successfully reconstructed 1 Master Plan/ 15 16 17 18 19 23 and made operational MTTP Total Number of Wharves upgraded and opera- PNG Ports 2 N/A 4 5 6 7 8 tional Master Plan Proportion of national population accessing quality PNG Ports 3 NA 35 40 45 49 60 maritime services (%) Master Plan 4. Number of new wharves operational MTTP 2 NA 0 1 3 4 5 Executing Agency: PNG Ports, Department of Transport, NMSA, Provinces, Districts Transport Sector Coordination and Monitoring Investment Committee Sector Coordination Mechanism: (TSMIC) Lead Sector Agency: Department of Transport and DNPM (oversight) 131

2.4 Connect PNG - National Telecommunication and ICT Connectivity The Government plans to increase accessibility, reliability, and affordability of government digital services and other ICT services while maintaining security of these systems and the cyber safety of our citizens. One key investment is in increasing rationalised investment in core, distribution, and access last mile connectivity, bringing government digital services closer to our citizens. Digitalisation will be the main driver for efficiency in government service delivery. Protection of data and systems through improved cyber security posture is a key consideration during digitalisation. Investments in critical digital infrastructure will, improve quality and pricing as it drives competition amongst industry players. Integration of digital networks further drives interoperability and increase coverage to wider areas, thus addressing accessibility, transforming public administration, driving a culture of transparency and citizen experiences using digital technologies. The Department of Information and Communication Technology, the National Cyber Security Centre, National Information Communication and Technology Authority through the Universal Access Scheme (UAS) Secretariat, Telikom Ltd., PNG DataCo Limited, Kumul Consolidated Holdings Limited are responsible to take lead to achieve the targets. The Government aims to deliver 90% access to telecommunication (access to voice and data), 70% radio and television, and 50% internet access by 2027. The Government’s proposed satellite investment envisages to transform the ICT landscape to avail development information to all sectors of the economy. The National Information and Communications Technology Authority (NICTA)’s UAS provides a levy-based framework and industry-led delivery mechanism that shall drive last mile access connectivity to meet these accessibility goals. An investment projection of K2,034 million is required to deliver these infrastructure priorities by 2027. The investments will focus on the following programs under this DIP: i) National Telecommunication and NBC Infrastructure Development Program; ii) National Satellite Program; iii) Critical Digital Infrastructure and Government Private Network (GPN); iv) National Cyber Security Program; and v) Access to Digital Services. Tables 1 to 4 below show the investment requirements, KRAs, strategies and indicators to develop the national telecommunication and ICT connectivity. Table 1 Investments DIP 2023 2024 2025 2026 2027 Total Est. Funding Investment Link (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Cost (K’mil) Source(s) National Telecommunication 0.0 55.0 100.0 100.0 100.0 355.0 GoPNG/DPs DIP 2.4 Infrastructure Program National Satellite Program 5.0 300.0 400.0 400.0 400.0 1,505.0 GoPNG/DPs National Cyber Security Centre (NCSC) DIP 6.3 0.0 10.0 10.0 10.0 10.0 40.0 GoPNG/DPs and Program Critical Digital Infrastructure and 4.0 5.0 5.0 5.0 5.0 24.0 GoPNG/DPs DIP 8.1 Government Private Network (GPN) Government Cloud and Digital Services 10.0 25.0 25.0 25.0 25.0 110.0 GoPNG/DPs Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) DICT/NICTA/ 1 Number of Provinces connected to optic fibre NTN 12 15 18 20 22 UAS 132 Number of Provinces connected onto the Government 2 10 13 15 18 22 DICT Private Network (GPN) and National Data Centre Total number of Districts having access to voice and data DICT/NICTA/ 3 40 50 60 70 96 communication services UAS Total number of Districts having access to internet DICT/NICTA/ 4 60 65 70 87 96 connectivity UAS Total number of Districts having access to television and 5 60 70 80 90 96 DICT/NBC radio broadcasting services Number of Provinces having access to Government’s 6 3 6 9 12 16 DICT Digital Services Table 3 Strategies No. Implementation Strategy Policy Reference 1 Roll-out and upgrade of National telecommunications infrastructure networks Digital Government Act 2022 2 Roll-out of fibre optic national transmission network infrastructure PNG DataCo Act 2014 Construction of general telecommunication tower facilities at the District Level to be 3 Digital Government Act 2022 owned and operated by the DDAs 4 Connect all Government agencies to Government Private Network (GPN) Digital Government Act 2022 5 Promote private sector participation in digital sector Digital Government Act 2022 6 Provinces and Districts to invest in telecommunication transmission network Digital Government Act 2022 Table 4 Indicators Base- Annual Targets No. Indicator Source line (2020) 2023 2024 2025 2026 2027 Proportion of population covered by telecommunication 1 NICTA 50 75 78 80 90 100 services (voice and data) (%) Proportion of population with access to 2 telecommunication services (fixed or mobile NICTA 54 57 60 63 66 70 subscribers per 100 people) 3 Proportion of population having access to television (%) NICTA 30 40 45 50 55 60 4 Proportion of population with access to internet (%) NICTA 36 40 45 50 60 70 5 Global Cyber Security Ranking (NCSI) DICT 123 112 80 70 60 50 Executing Agency: NCSC, DICT, UAS Secretariat (NICTA), Telikom, DataCo, KCHL Sector Coordination Mechanism: Public Service ICT Steering Committee Lead Sector Agency: DICT and DNPM (oversight) 133

2.5 Connect PNG - National Electrification Roll-out As part of the overall objective to provide 70% electricity to our households by 2030 and achieve 100% by 2050, the Government will focus on investments that will increase the generation capacity, establish sub-stations and transformers to power up homes and businesses. The generation capacity will include clean and renewable energy sources; hydropower, biomass, natural gas, geothermal, wind and solar. PNG Power Limited, Kumul Consolidated Holdings Limited, Independent Consumer and Competition Commission, National Energy Authority, Public Private Partnership Centre, Provinces and Districts are responsible to take the lead to deliver National electrification across the country. The MTDP IV supports the roll-out of the National Electrification Program to achieve a target of 40% of households from the current 19%. The use of diesel-powered generators will be reduced from 200 MW currently to 150 MW by 2027. It aims to increase electricity generation in Ramu grid up to 500 MW, Pom grid to 250 MW, and Gazelle grid to 40 MW. In addition to these, the capacities of the C-Centres27 will be expanded to cater for the growing demand through the use of renewable energy. An investment projection of K3,391 million is required to deliver these infrastructure priorities by 2027. The investments will focus on the following programs under this DIP: i) National Power Generation Investment Program; ii) National Power Transmission Investment Program; iii) National Power Distribution Investment Program; iv) Rural Electrification Investment Program; and v) Off-Grid Renewable Energy Development Program. Tables 1 to 4 below show the investment requirements, KRAs, strategies and to deliver national electrification connectivity. Table 1 Investments Total DIP 2023 2024 2025 2026 2027 Est. Funding Investment Link (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Cost Source(s) (K’mil) National Power Generation Investment Program 100.0 150.0 150.0 200.0 200.0 800.0 GoPNG/DPs National Power Transmission Investment Program 50.0 150.0 150.0 150.0 150.0 650.0 GoPNG/DPs DIP 2.5 National Power Distribution Investment Program 50.0 150.0 150.0 150.0 150.0 650.0 GoPNG/DPs Rural Electrification Investment Program 10.0 50.0 100.0 100.0 100.0 360.0 GoPNG/DPs Off-Grid Renewable Energy Development Program 228.0 233.0 120.0 150.0 200.0 931.0 GoPNG/DPs Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) 1 Total Power Generation through Hydro (MW) 432 460 480 490 520 PPL 2 Total Power Generation through Solar (MW) 10 12 14 17 22 NEA 3 Total Power Generation through Biomass (MW) 7 9 12 16 22 PPL/PPP 4 Total Power Generation through LNG (MW) 85 90 104 138 156 PPL/PPP/NEA 5 Total Power Generation through Geothermal (MW) 56 67 76 87 98 PPL/PPP/NEA 6 Total Power Generation through other sources (MW) 1 2 3 4 5 NEA/PPP Total power megawatt generated by private sector 7 700 800 900 1000 1100 PPL/PPP/NEA agencies (MW) 27 C-Centres are isolated generation centres. 134 8 Number of Districts rolling out rural electrification 50 60 70 80 96 PPL 9 National Energy Security Policy formulated √ NEA Table 3 Strategies No. Implementation Strategy Policy Reference 1 Improve power generation and increase transmission infrastructure National Energy Policy/NEROP 2 Increase/Improve power generation through renewable energy sources National Energy Policy/NEROP 3 Strengthen and enforce energy policy and legislative frameworks National Energy Policy/NEROP 4 Promote PPP in the energy sector development National Energy Policy/NEROP 5 Promote domestic market obligations National Energy Policy/NEROP 6 Accelerate Rural Electrification Roll-out, including strengthen partnership National Energy Policy/NEROP 7 Develop, expand and strengthen partnership on the roll-out of the electrification program National Energy Policy/NEROP 8 Formulate National Energy Security Policy National Energy Policy/NEROP Table 4 Indicators Base- Annual Targets No. Indicator Source line (2020) 2023 2024 2025 2026 2027 Proportion of households accessing National Energy 1 19 24 31 33 36 40 electricity (%) Policy, NEROP Proportion of rural population accessing National Energy 2 12 15 18 21 24 30 electricity (%) Policy Proportion of urban population accessing National Energy 3 60 65 70 75 80 90 electricity (%) Policy Total power generated by diesel generators 4 PPL 217a 200 180 170 160 150 (MW) Total power generation from renewable National Energy 5 618 650 750 850 950 1100 energy sources (MW) Policy Executing Agency: PNG Power Limited, KCHL, ICCC, National Energy Authority Sector Coordination Mechanism: High-Level Energy Coordination Committee Lead Sector Agency: National Energy Authority and DNPM (oversight) Edevu Hydro Power Plant, Central Province 135

2.6 Connect PNG - National Water Sanitation and Hygiene The Government aims to improve accessibility to safe drinking water from 48% to 70% and sanitation facilities from 33% to 60% by 2027. For the urban areas, it is aimed for 100% of the urban population to have access to improved drinking water source and 90% of improved sanitation facilities to the people. And, 70% of health and education facilities should have access to safe drinking water and sanitation services. Water PNG Limited, Kumul Consolidated Holdings Limited, Public Private Partnership Centre, Provinces and Districts are responsible to take the lead on delivering on these targets. A projected investment of K915 million is required to deliver these infrastructure priorities by 2027. The investments will focus on the following programs under this DIP; i) National Water and Sewerage Infrastructure Development Program (WaSH at Provincial Capitals); ii) District Towns Water Supply and Sanitation Program (WaSH at District Capitals); iii) Rural WaSH Intervention Programs (Rural WaSH); and iv) Establishment of the National WaSH Authority (NWaSHA). Tables 1 to 4 below show the investment requirements, KRAs, strategies and indicators to ensure the delivery of improved drinking water sources and sanitation facilities. Table 1 Investments DIP 2023 2024 2025 2026 2027 Total Est. Funding Investment Link (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Cost (K’mil) Source(s) National Water and Sewerage Infrastructure GoPNG/ 5.0 100.0 150.0 150.0 150.0 555.0 Development Program DPs District Towns Water Supply and Sanitation GoPNG/ 10.5 50.0 50.0 50.0 50.0 210.5 Program DPs DIP 2.6 GoPNG/ Rural WaSH Intervention Programs 5.0 30.0 30.0 30.0 30.0 125.0 DPs/NGOs Establishment of the National WaSH GoPNG/ 4.5 5.0 5.0 5.0 5.0 24.5 Authority DPs Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) Number of Provincial Capitals having improved water, WPNGL/KCH/ 1 2 7 12 17 21 sewerage and sanitation systems established DNPM Number of District HQs having improved water, sewerage WPNGL/KCH/ 2 5 12 25 50 70 and sanitation systems established DNPM Number of rural communities having clean drinking water, 3 10 30 120 250 500 DNPM/NDoH sewerage and sanitation systems NWaSHA Fully Established as an Authority and DNPM/PPP 4 NWaSHA fully established and functional functional Centre Table 3 Strategies No. Implementation Strategy Policy Reference 1 Provide improved WaSH facilities at all Provincial Capitals PNG National WASH Policy 2015-2030 2 Provide improved sanitation and hygiene facilities for District Headquarters PNG National WASH Policy 2015-2030 3 Provide safe water and improved sanitation facilities for public institutions PNG National WASH Policy 2015-2030 Establishment of National WaSH Authority (NWaSHA) and capacity 4 PNG National WASH Policy 2015-2030 development arrangements 5 Development of necessary policy and legislative frameworks PNG National WASH Policy 2015-2030 136 6 Building Provincial and District Capacity for WaSH Authority PNG National WASH Policy 2015-2030 Upgrading and rehabilitation of existing national and provincial WaSH 7 PNG National WASH Policy 2015-2030 infrastructure 8 Promote desalination PNG National WASH Policy 2015-2030 9 Development of peri-urban WaSH roll-out PNG National WASH Policy 2015-2030 10 Development of WaSH sector development plan PNG National WaSH Policy 2015-2030 11 Coordination of implementing partners in WaSH PNG National WASH Policy 2015-2030 Table 4 Indicators Base- Annual Targets No. Indicator Source line (2020) 2023 2024 2025 2026 2027 Proportion of total population using an 1 WASH PMU 19 23 28 32 35 40 improved drinking water source (%) Proportion of the total population using an 2 WASH PMU 33 38 43 48 53 60 improved sanitation facility (%) Proportion of rural population using an 3 WASH PMU 39 43 49 53 57 60 improved drinking water source (%) Proportion of urban population using an 4 WASH PMU 86 89 92 95 98 100 improved drinking water source (%) Proportion of rural population using improved 5 WASH PMU 15 20 25 30 35 40 sanitation facilities (%) Proportion of urban population using improved 6 WASH PMU 65 70 75 80 85 90 sanitation facilities (%) Proportion of health and education institutions 7 with access to safe water and sanitation WASH PMU 56 59 61 64 67 75 services (%) Executing Agency: Water PNG Limited, DNPM, KCH, PPP Centre, Provinces, Districts Sector Coordination Mechanism: High-Level WaSH Coordination Committee Lead Sector Agency: Water PNG Limited and DNPM (oversight) 137

2.7 Connect PNG - National Housing Infrastructure The Government focuses on providing affordable housing in the cities, Provinces and Districts, aimed at easing the high cost of living and improve the living standards of people. The District Housing Program is important under the decentralisation system where public servants employed in district centres need proper accommodation to live and work. Department of Personnel Management, National Housing Corporation, Provinces and Districts are responsible to deliver on these targets. The MTDP IV will map out the eco-system of the housing sector, and then allow the public and private sector participation to facilitate affordable housing solutions in order to stimulate and grow the economy. The Government aims to build 2,000 houses over the medium term. A projected investment of K640 million is needed to deliver these infrastructure priorities by 2027. Investments will focus on the following programs under this DIP: i) Institutional Housing Development Program (institutional and staff houses development for National Government Agencies); ii) District Public Service Housing Program; iii) Provincial and District Public Service Housing Program; and iv) National Affordable Housing Program. Tables 1 to 4 below show the investment requirements, KRAs, strategies and indicators to deliver adequate national housing infrastructure. Table 1 Investments DIP 2023 2024 2025 2026 2027 Total Est. Funding Investment Link (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Cost (K’mil) Source(s) Institutional Housing Development Program 20.0 20.0 20.0 20.0 20.0 100.0 GoPNG/PPP District Public Service Housing Program 0.0 50.0 50.0 50.0 50.0 200.0 GoPNG/DDA DIP 2.7 Provincial Public Service Housing Program 0.0 30.0 30.0 30.0 30.0 120.0 GoPNG/PG National Affordable Housing Program 20.0 50.0 50.0 50.0 50.0 220.0 GoPNG/PPP Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) Number of applicants successfully obtaining housing 1 100 300 600 1,000 2,000 NHC loans Number of houses developed through Public Service All Govt 2 60 120 180 240 300 Institutional Housing Programs Agencies Number of public servants who have benefited from Home 3 20 30 40 50 60 NHC Ownership home ownership schemes 4 Number of institutional houses in the Province 0 100 200 300 400 NHC/DPLGA 5 Number of institutional houses in the District headquarters 0 150 300 450 600 NHC/DPLGA 6 Land made available for housing (hectares) 25 30 30 25 33 DLPP Table 3 Strategies No. Implementation Strategy Policy Reference National Housing Corporation 1 Develop Policies, Plans and Regulations Act 1994 Regulate the building construction industry in terms of importation and sale of fake lighting National Housing Corporation 2 bulbs, electrical fittings, ceramic tiles, corrugated iron roof standards, etc. Act 1994 Reform NHC: Separate policies (Department), regulatory functions (Authority) and housing National Housing Corporation 3 assets (SoE) Act 1994 138 Mobilise customary land for public housing development programs at the National and Sub National Housing Corporation 4 National levels, including the districts Act 1994 5 Promote PPP arrangements in delivering public housing PPP Act National Housing Corporation 6 Standardise home ownership schemes, including institutional housing Act 1994 Provinces and districts to start planning to build institutional houses in the provinces and National Housing Corporation 7 districts using local labour and mate-rials Act 1994 Table 4 Indicators Base- Annual Targets No. Indicator Source line (2020) 2023 2024 2025 2026 2027 Proportion of population living in traditional 1 Census N/A NSO and NHC to collect data for these indicators dwelling homes (%) Proportion of population living in semi-permanent 2 Census N/A NSO and NHC to collect data for these indicators homes (%) Proportion of population living in permanent 3 Census N/A NSO and NHC to collect data for these indicators homes (%) Proportion of population living in modern homes 4 Census N/A NSO and NHC to collect data for these indicators (%) Proportion of Public Servants living in Institutional 5 NHC Report NA 30 40 50 60 70 Housing (%) Proportion of estimated population living in urban 6 NHC Report NA 12 11 10 9 8 shanty settlements (%) Proportion of government institutions, including 7 Provinces and Districts with Public Service NHC Report NA 30 40 50 60 70 Housing (%) 8 Average rental costs in Urban centres NHC Report N/A NSO and NHC to collect data for these indicators Executing Agency: Department of Personnel Management, NHC, Provinces, Districts Sector Coordination Mechanism: Public Service Institutional Housing Coordination Committee Lead Sector Agency: Department of Personnel Management and DNPM (oversight) Building Construction, Central Province 139

2.8 Urban Township and District Growth Centers The Government intends to develop new Provincial and District towns and growth centres to manage the growing demand and cater for the supply side pressure on modern services and facilities. With the roll-out of the Connect PNG Program, the development of Urban Townships and District Growth Centres along the corridors is necessary. This will manage internal migration and create socio-economic activities, creating jobs, and revenue generation. Department of Provincial and Local Level Government Affairs, Public Private Partnership Centre, Provinces and Districts are responsible to take lead to achieve the targets. A projected investment of K760 million is required to deliver these infrastructure priorities by 2027. The Investments will focus on the following programs under this DIP: i) Regional Townships/Hub Development Program; ii) Provincial Towns Development Program; iii) District Growth Centres; and iv) Connect PNG Corridor Growth Centres. Tables 1 to 4 below show the investment requirements, KRAs, strategies and indicators to deliver urban townships and district growth centres. Table 1 Investments DIP 2023 2024 2025 2026 2027 Total Est. Funding Investment Link (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Cost (K’mil) Source(s) Regional Hub Development Program 20.0 20.0 20.0 20.0 20.0 100.0 GoPNG/DPs Provincial Towns Development Program 0.0 50.0 50.0 50.0 50.0 200.0 GoPNG/DPs DIP 2.8 District Growth Centres 0.0 100.0 100.0 100.0 100.0 360.0 GoPNG/DPs Connect PNG Corridor Growth Centres 20.0 20.0 20.0 20.0 20.0 100.0 GoPNG/DPs Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) Four (4) Regional Hub developed with full scale DPLLGA/ 1 0 1 1 1 1 infrastructure and services facilities Provinces 2 Nadzab City developed √ MPG/GoPNG Number of provinces with full scales trunk All Govt Agencies/ 3 15 17 19 20 22 infrastructures developed Provinces All Govt Agencies/ 4 Number of district growth centres developed 30 40 60 70 90 Provinces Number of Connect PNG corridor growth centres All Govt Agencies/ 5 0 10 20 40 60 developed Provinces Number of growth centres having access to full All Govt Agencies/ 6 30 40 60 70 90 government services Provinces Number of private sectors operating in the All Govt Agencies/ 7 NA +5,000 +10,000 +10,000 +20,000 township and growth centres Provinces Number of towns and district growth centres having All Govt Agencies/ 8 NA +10 +10 +20 +35 financial services established Provinces 140 Table 3 Strategies No. Implementation Strategy Policy Reference The four (4) regions including the ABG to identify their central town for regional hub. It will be 1 one of the existing provincial towns or urban centres • Aligned Provincial and 2 Promote and establish Nadzab City District Development Plans • Organic Law on Provincial Provinces and districts to facilitate the freeing up of land for the development of the towns and and Local Level Government 3 district growth centres Affairs Appropriate legislative and policy frameworks to be put in place for the creation and • Service Delivery Framework 4 management of these township and growth centres • Planning and Monitoring Proper boundary survey with physical planning is done and approved before resources are Responsibility Act 5 • Public Finance Management mobilised for development Act 6 Private Sector is considered as critical partners in facilitating development around these areas • Constitution of the Funding of these growth centres shall be from the PSIP and DSIP. Some support from Autonomous Region of 7 National Government and Donors will be through Kina-4-Kina arrangement Bougainville Local resource and labour to be used to develop these township and growth centres. Local 8 ownership by the people Table 4 Indicators Base- Annual Targets No. Indicator Source line (2020) 2023 2024 2025 2026 2027 Proportion of population being served by the NSO and DPLLGA to collect data for these 1 Census N/A Regional Growth Centres (%) indicators Proportion of population being served by the NSO and DPLLGA to collect data for these 2 Census N/A Provincial Towns (%) indicators Proportion of population being service by the NSO and DPLLGA to collect data for these 3 Census N/A District Growth Centres (%) indicators Proportion of Internal Revenue Generated from NSO and DPLLGA to collect data for these 4 HIES N/A the Regional Hub (%) indicators Proportion of Internal Revenue Generated from NSO and DPLLGA to collect data for these 5 HIES N/A the Provincial Towns (%) indicators Proportion of Internal Revenue Generated from NSO and DPLLGA to collect data for these 6 HIES N/A the District Growth Centres (%) indicators Executing Agency: Provinces Government and District Development Authorities Sector Coordination Mechanism: Relevant State Agencies Lead Sector Agency: Department of Provincial and Local Level Government Affairs Dragahafen, Morobe Province 141 Objective: Achieve quality, affordable and easily accessible health care Delivering quality, affordable and accessible health care in Papua New Guinea is critical to productivity of human capital and contributing to economic growth. The Government will invest in the DIPs to address and improve the health indicators as identified in the National Health Plan 2020-2030 and MTDP IV. Through the National health reform, the establishment of Provincial Health Authorities have been created to administer the delivery of health services in the provinces. The MTDP IV recognises the acute shortage of specialised cadres of health workers and technicians, professionals and specialist medical doctors equipped with the latest medical equipment and technologies to deliver health services in the country. PNG is also faced with the burden of diseases both infectious and emerging chronic lifestyle diseases that remains challenging to maintaining an effective and active population. A projected investment of K5.804 billion is needed to deliver the priorities of the health sector by 2027. Therefore, the following DIPs are identified to address the above challenges:

3.1 Primary Health Care Under the primary health care, the following programs will be delivered: i) Upgrading of medical stores and storage facilities in all provinces; ii) Strengthening the integration of clinical services, public health interventions and primary health care at all levels; iii) Improvement of medical supply chains to ensure adequate, affordable and continuous availability of safe and good quality medicines that can be used rationally and consistently; iv) Tele-health (e-health) service facilities provided in health centres and hospitals; and establishment and operationalisation of Provincial Health Authorities.

3.2 Specialised Health Care Under the specialised health care, the following programs will be delivered: i) The rehabilitation of Port Moresby General Hospital as the national specialised referral and teaching hospital of the country; 142 ii) Establishment of cancer and heart units in Level 5 and Level 6 hospitals; iii) The procurement of specialised equipment and services for cancer and cardiac services; and iv) The construction of the national reference laboratory.

3.3 Health Infrastructure The critical infrastructure required for the sector will be developed under these programs: i) Provincial Referral Hospitals Program; ii) District Hospitals Program; iii) Community Health Infrastructure Program; and iv) Health Infrastructure Rehabilitation Program.

3.4 Specialised Training and Accreditation To maintain standards in health services, the following programs will be undertaken: i) Construction of the new University of Medicine and Health Sciences; ii) Specialised medical training program; and iii) Medical research and diagnosis program. Tables 1 to 4 below show the details of investments, strategies, KRAs and the development indicators. Table 1 Investments Total DIP 2023 2024 2025 2026 2027 Est. Investment Funding Source(s) Link (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Cost (K’mil) Community Health Infrastructure GoPNG/DPs/Provinces/ 150.0 200.0 200.0 200.0 200.0 950.0 Development DDAs GoPNG/DPs/Provinces/ DIP 3.1 Medical Equipment and Cold Chain 5.0 5.0 5.0 5.0 5.0 25.0 DDAs Transition to Health Program 50.0 50.0 50.0 50.0 50.0 250.0 GoPNG/DPs Provincial Health Authorities 100.0 100.0 100.0 100.0 100.0 500.0 GoPNG/DPs Tele-health (e-health) Development GoPNG/DPs/Provinces/ 5.0 5.0 5.0 5.0 5.0 25.0 Program DDAs/PPP Port Moresby General Hospital 0 50.0 50.0 50.0 50.0 200.0 GoPNG/DPs/PPP Rehabilitation Program National Reference Laboratory 4.0 4.0 4.0 4.0 4.0 20.0 GoPNG/DPs Development DIP 3.2 Medical Research Laboratory 5.0 10.0 10.0 4.5 2.5 32.0 GoPNG/DPs Development Specialised Referral Hospitals 50.0 100.0 200.0 200.0 250.0 800.0 GoPNG/DPs/PPP GoPNG/DPs/Provinces/ Specialised Equipment & Services 25.0 30.0 30.0 30.0 30.0 145.0 DDAs/PPP Cancer, Cardiac and Mental Health GoPNG/DPs/Provinces/ 30.0 30.0 30.0 30.0 30.0 150.0 Program PPP Health Services Sector Program 80.0 80.0 80.0 80.0 80.0 400.0 GoPNG/DPs DIP 3.3 GoPNG/DPs/Provinces/ District Hospital Program 70.0 100.0 100.0 100.0 100.0 470.0 DDAs/ PPP GoPNG/DPs/Provinces/ Provincial Referral Hospitals 150.0 150.0 150.0 150.0 150.0 750.0 PPP Health Infrastructure Rehabilitation GoPNG/DPs/Provinces/ DIP 3.3 Program 50.0 100.0 100.0 100.0 100.0 450.0 DDAs/PPP ANGAU Hospital Redevelopment 160.0 20.0 20.0 20.0 20.0 240.0 GoPNG/DPs/PPP New Enga Provincial Hospital 30.0 20.0 5.0 0.0 0.0 55.0 GoPNG/DPs/PPP 143 New University of Medicine and Health 50.0 40.0 30.0 20.0 10.0 150.0 GoPNG/DPs Sciences GoPNG/DPs/Provinces/ DIP 3.4 Specialist Training Program 30.0 30.0 30.0 30.0 30.0 150.0 DDAs/PPP GoPNG/DPs/Provinces/ Medical Research and Diagnosis Program 2.0 10.0 10.0 10.0 10.0 42.0 DDAs/PPP Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) DIP 3.1 Primary Health Care 1 Number of Community health posts in operation 40 10 10 10 10 NDoH/ PHAs/ DDAs 2 Number of PHAs fully operational All completed and commissioned by 2027 NDoH/ PHAs/ DDAs Number of Health Centres / hospitals having Tele-health 3 Completed and commissioned by 2027 NDoH/ PHAs/ DDAs (e-health) facilities and services DIP 3.2 Specialised Health Care 288 1 Number of Medical laboratory staff on strength 360 432 504 576 NDoH/ PHAs/ DDAs (2018) Number of Cancer units established in Level 5 and Level 2 1 1 1 2 1 NDoH 6 hospitals Number of Kidney Dialysis Units to be established within 3 1 1 1 1 5 NDoH/ PHAs/ DDAs Provincial referral hospitals Specialised equipment and services for cancer and Procured, installed and commissioned by 4 NDoH cardiac services 2027 The National Reference Laboratory constructed and fully 5 Completed and commissioned by 2027 NDoH functional 6 The Medical Laboratory constructed and fully functional Completed and commissioned by 2027 NDoH DIP 3.3 Health Infrastructure 1 Number of District hospitals established and in operation 14 19 25 31 39 NDoH/ PHAs/ DDAs 2 Number of District hospitals rehabilitated and in operation 20 20 20 20 18 NDoH/ PHAs/ DDAs Number of New Provincial Hospitals built (Central, Jiwaka, At least 4 completed and commissioned by 3 NCD, West New Britain, East Sepik, Hela, Southern 2027 (East Sepik, West New Britain and 2 NDoH/ PHAs/ DDAs Highlands Provinces) others) DIP 3.4 Specialised Training and Accreditation NDoH/ DHERST/ 1 Number of Medical doctors trained [Baseline:604 (2020)] 950 1,089 1,123 1,274 1,314 SMHS Number of Trained Laboratory Technicians [Baseline: 288 NDoH/ DHERST/ 2 306 312 318 322 328 (2020)] SMHS Number of Community Health Workers trained [Baseline: NDoH/ DHERST/ 3 6,543 6,967 7,299 7,876 8,363 4,591 (2020)] SMHS NDoH/ DHERST/ 4 Number of Midwives trained 677 1,000 1,000 1,000 1,000 SMHS Number of Health Extension Officers currently working NDoH/ DHERST/ 5 633 653 674 695 717 [Baseline: 365 (2020)] SMHS NDoH/ DHERST/ 6 Number of Nurses trained [Baseline: 4,047 (2020)] 5,805 6,205 6,737 7,297 7,766 SMHS Review and amend Public Hospital Act to enable PMGH 7 to perform the function of a national referral, research and Completed and commissioned by 2027 NDoH teaching hospital. University of Medicine and Health Sciences constructed 8 Completed and commissioned by 2027 NDoH and operational Number of Provincial hospitals taking up specialised 9 All completed and commissioned by 2027 NDoH/ PHAs/ DDAs functions 144 Table 3 Strategies No. Implementation Strategy Policy Reference National medical laboratory service strengthening that supports diagnosis, treatment, moni- 1 toring and prevention of diseases, and surveillance and control of diseases of public health National Health Plan 2021-2030 importance, appropriate for each level of the healthcare system 2 Medical Stores and storage facilities upgrading and development in all provinces National Health Plan 2021-2030 Provision of supervision and training to TB program officers at the Sub-National level to 3 National Health Plan 2021-2030 increase access to quality diagnosis and treatment services Strengthen integration of clinical services, public health interventions and primary healthcare 4 National Health Plan 2021-2030 at all levels of service Medical supply chain improvement to ensure adequate, affordable and continuous availabili- 5 National Health Plan 2021-2030 ty of safe and good-quality medicines that can be used rationally and consistently PMGH developed and equipped to provide a full complement of services including “high 6 National Health Plan 2021-2030 end” specialist services such as pediatrics, obstetrics, surgery, medicine and gynaecology Sub-specialist care developed that meets international standards dedicated to a wide range 7 National Health Plan 2021-2030 of services defined under the NHHS (2nd edition) Review and amend Specialised Public Hospital Act to enable PMGH to perform the function 8 National Health Plan 2021-2030 of a national referral, research and teaching hospital 9 Promote and establish e-health systems National Health Plan 2021-2030 Table 4 Indicators Base- Annual Targets No. Indicator Sources line (2020) 2023 2024 2025 2026 2027 DHS 2016- 1 Maternal mortality rate per 100,000 live births 171 149.7 142.6 135.5 128.4 121.3 2018 Infant mortality rate (up to 12 months) per 1,000 DHS 2016- 2 33 28.2 26.6 25 23.4 9 live births 2018 DHS 2016- 3 Under 5 Mortality rate (per 1,000 live births) 44 36.8 34.4 32 29.6 27.2 2018 DHS 2016- 4 Life Expectancy Rate 64.73 66.31 66.84 67.37 67.89 68.42 2018 5 Total Fertility Rate NHIS 3.50 3.37 3.33 3.29 3.24 3.20 6 TB incidence per 100,000 population NHIS 432 430.4 400.2 391 362.8 327.6 Incidence of reported malaria patients per 1000 7 NHIS 108 105.3 104.4 103.5 102.6 101.7 population Proportion of children under 1-year old immunised 8 NHIS 46 48.7 49.6 55.6 51.4 52.3 against measles (%) Proportion of 1-year old children immunised with 9 NHIS 47 49.4 50.2 51 51.8 52.6 doses of DTP Hep B Hib (%) Proportion of population accessing essential health 10 NHIS 1.08 15.8 20.6 25.5 30.4 35.3 services (Level 4-6) (%) 11 Number of health facilities per 1,000 population NHIS 0.002 0.007 0.009 0.01 0.01 0.01 POMGH/ To decline over time (Total Admissions between 2018- 12 Cancer incidence rate per 100,000 population (%) ANGAU/ 2022: 940) NHIS Number of Cardio incidences per 100,000 POMGH/ 13 To decline over time (Total Admissions in 2022: 450) population NHIS National Department of Health, Provincial Health Authorities, Port Moresby Executing Agency: General Hospital, Laloki Psychiatric Hospital, NSO Sector Coordination Mechanism: Health Sector Coordination Committee Lead Sector Agency: National Department of Health and DNPM (oversight) 145

3.5 HIV/AIDS The Government aims to advocate and provide for a healthy population free from sexually transmitted infections. In 2020, PNG recorded 55,000 cases of HIV/AIDS. Despite the support of Development Partners and Government’s investments in HIV/AIDS, the disease prevalence rate and new infections rates have increased over the last decade. During the MTDP IV period, the Government intends to invest K45.0 million to ensure that: i) There is greater coverage of HIV/AIDS awareness in all provinces and districts; ii) More Districts and Provinces have access to HIV/AIDS treatment services; iii) An e-Research HIV Prevention Management Information System is established; and iv) One-stop-shops are established in strategic areas as an information hub and safe places for people living with HIV/AIDS. Tables 1 to 4 below show the details of investments, strategies, KRAs and the development indicators. Port Moresby General Hospital, NCD 146 Table 1 Investments DIP 2023 2024 2025 2026 2027 Total Est. Funding Investment Link (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Cost (K’mil) Source(s) GoPNG/ National HIV/AIDS Prevention Program 3.0 5.0 5.0 5.0 5.0 23.0 DPs DIP 3.5 HIV/AIDS Capacity Building Support GoPNG/ 3.0 5.0 5.0 5.0 4.0 22.0 Program DPs Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) 1 Establish e-Research HIV Prevention DMIS 1 1 1 1 1 NAC and NDoH Percentage of coverage on HIV/AIDS awareness in 2 100 100 100 100 100 NAC and NDoH provinces per year (%) 3 Percentage of Districts accessing HIV Services (%) 1 2 2.5 3.0 3.5 NAC and NDoH 4 Establish one-stop-shop as information hub & safe place 5 5 5 5 3 NAC and NDoH Table 3 Strategies No. Implementation Strategy Policy Reference 1 Develop HIV Prevention DMIS National HIV and AIDS Strategy 2 Mitigate socio-economic impacts of HIV/AIDS National HIV and AIDS Strategy 3 Upscale & implement 5 HIV Prevention Pillars National HIV and AIDS Strategy 4 Upskilling of professionals at VCT & Couple Counselling Services National HIV and AIDS Strategy 5 Integrate HIV procurement, supply and distribution into national programs National HIV and AIDS Strategy 6 Strengthening of awareness and HIV prevention programs National HIV and AIDS Strategy 7 Strengthening partnerships with all stakeholders National HIV and AIDS Strategy 8 Reactivate Parliamentary Committee on HIV/AIDS National HIV and AIDS Strategy Table 4 Indicators Base- Annual Targets No. Indicator Source line (2020) 2023 2024 2025 2026 2027 Spectrum - HIV/AIDs prevalence rate per 1,000 people 0.9 0.83 0.83 0.82 0.82 0.82 EPP M: 0.7 0.52 0.5 0.4 0.3 0.3 Spectrum - - Prevalence of HIV/AIDs by gender (15-49) 1 EPP F: 1.2 0.8 0.7 0.6 0.5 0.4 - STI/HIV prevalence among young people aged Spectrum - M=0.2 0.14 0.12 0.1 0.08 0.06 15-24 years old by gender EPP F=0.3 0.2 0.18 0.15 0.12 0.09 Proportion of People Living with HIV (a) Known Spectrum - 73-65- 95-95- 95-95- 95-95- 95-95- 95-95- 2 HIV Status (b) On ART (c) Virally Suppressed (%) EPP 95 95 95 95 95 95 Number of new HIV infections per 1,000 Spectrum - 3 3,400 2,440 2,120 1,800 1,480 1,160 (uninfected) population EPP Executing Agency: National AIDS Council Secretariat Sector Coordination Mechanism: Health Sector Coordination Committee Lead Sector Agency: National Department of Health and DNPM (oversight) 147 Objective: Achieving an educated, skilled and productive human capital that provides the enabling environment for resilient economic growth In this medium term the Government intends to invest in the education sector to ensure that the population is properly educated, better trained and equipped with the necessary professional, technical and vocational skills. Deliberate intervention programs will be tailored to meet the sector priorities captured under the National Education Policy (NEP 2020-2029), particularly to deliver quality education focusing on early childhood, primary and secondary education. In the Higher Education sector, the target is on the tertiary education with improving infrastructure, research and development, institutional accreditation, and Tertiary Education Scholarship Assistance Scheme (TESAS). The Higher and Technical Education Strategy Implementation Plan (HTESIP) 2017-2038 underpins the charter for high-level of teaching and learning in our universities and tertiary institutions. Government will work with the universities to assist them to achieve some levels of financial autonomy. In addition, the Government is keen on developing research, science and technology to enhance its efforts in the manufacturing and downstream processing sector. Another critical area being targeted is the domestic market for skilled labour so that local jobs, especially in the extractive industries sector, are available for Papua New Guineans. The Technical Vocational Education and Training (TVET) is considered important given the technical skills gap that are urgently required to develop various sectors of the economy. The Government will roll-out TVET in each district through the MTDP IV period. To achieve the quality of education during the MTDP IV period an estimated K4.19 billion will be expended in the following DIPs:

4.1 Early Childhood Education Early childhood education sets the foundations for children’s learning. The Government is committed to ensuring that the roll-out of early childhood learning in communities is prioritised to provide every child between three and six years of age with a strong foundation for learning early for life. Data available indicate that training a child early has a four to nine times return on the investment. A National Literature and Numeracy (NLN) test will be instituted to assess the child’s innate traits at an early age for targeted and streamlined education. 148

4.2 Quality Basic Primary and Secondary Education In implementing the MTDP IV, investments will be made under the six (6) critical areas with the aim to construct and rehabilitate school infrastructure, improve teacher to students’ ratio and raise the qualifications of teachers. The Government will continue to finance the Tuition Fee Free (TFF) program to achieve 100 per cent gross enrolment and retention at primary and secondary education levels. The following are the investment programs that will be implemented in line with both programs as highlighted in Table 1 below: i) Early Childhood Education Development Program; ii) New Primary and Secondary Schools Establishment Program; iii) Education Infrastructure Development (SLIP); iv) Schools of Excellence Program; v) Quality Teacher Training and Development; and vi) Education Curriculum Development Program. The above investments will improve the key indicators in Table 4 over the tenure of this MTDP IV. As demonstrated by the investment in the previous MTDPs, overall national literacy rate currently stands at 63.4% (2020). With the focused investments, this is expected to increase to 70% by 2027. The Government expects similar improvements on other indicators with the implementation of MTDP IV. Tables 1 to 4 below show the details of investments, strategies, KRAs and the development indicators. Table 1 Investments DIP 2023 2024 2025 2026 2027 Total Est. Investment Funding Source(s) Link (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Cost (K’mil) Early Childhood Education Development GoPNG/ Provinces/ DIP 4.1 5.0 20.0 20.0 20.0 20.0 85.0 Program DDAs/DPs/PPP New Primary & Secondary Schools GoPNG/Provinces/ 4.00 100.0 100.0 100.0 100.0 404.0 Establishment Program DDAs/DPs/PPP Education Infrastructure Development GoPNG/Provinces/ DIP 4.2 30 100.0 100.0 100.0 100.0 430.0 (SLIP) DDAs/DPs/PPP GoPNG/DPs/ Schools of Excellence Program 10.00 20.0 20.0 20.0 20.0 90.0 DDAs, DPs/PPP Quality Teacher Training & Development 4.1 20.0 20.0 20.0 20.0 84.1 GoPNG/DPs DIP 4.5 Education Curriculum Development 3.00 20.0 20.0 20.0 20.0 83.0 GoPNG/DPs Program Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) DIP 4.1 Early Childhood Education Number of Early Childhood Learning teachers with PNGIE 1 19,385 200 200 200 200 approved teaching qualifications PG/Districts/ Number of Early Childhood Education model preschools Churches 2 120 300 900 2,100 2,700 established in Wards DIP 4.2 Primary & Secondary Education All existing schools’ infrastructure to be 3 Existing school Infrastructure rehabilitated NDoE rehabilitated to good quality 4 Number of Schools with decent WaSH facilities All schools to have good safe WaSH facilities NDoE Number of Secondary schools accessing affordable All school to have access to some form of energy 5 NDoE green energy (electricity) to support learning purposes 6 Number of students enrolled in Secondary Schools 289,117 335,884 386,800 444,544 503,142 NDoE 149 Number of new Secondary Schools established and 7 2 2 3 3 4 NDoE registered Number of Secondary Schools with standard science 8 166 200 220 240 250 NDoE labs and equipment All schools to have access to quality library 9 Number of Secondary schools with library facilities NDoE including e-library system Number of Secondary Schools offering FODE and 10 0 10 15 20 25 NDoE vocational programs Number of FODE centres upgraded and /or established 11 5 5 5 5 5 NDoE in the country 12 Number of students enrolled into STEM classes in NSOE 600 900 1,200 1,500 1,800 NDoE Number of Public Libraries and Archives established in 13 2 2 2 2 2 Nat Library the country Number of registered Permitted Private Education Institu- All permitted private schools to provide primary/ 14 NDoE tions providing Primary and Secondary Education secondary education Number of Grade 12 students who pass out from the 15 Number to increase every year NDoE Private permitted secondary schools Number of primary schools offering compulsory second 16 Number to increase every year NDoE language (foreign) as a subject Number of secondary schools offering compulsory 17 Number to increase every year NDoE second language (foreign) as a subject Number of districts roll-out the compulsory Christian 18 NDoE education DIP 4.5 Quality Training and Accreditation Number of Teacher College graduates registered by All graduates to be registered and employed into 19 TSC and employed in the education sector one year of TSC the classrooms graduating (2022: 347) Kikori School, Gulf Province 150 Table 3 Strategies No. Implementation Strategy Policy Reference DIP4.1 Early Childhood Education Establish inclusive Early Childhood Education schools in National Education Plan 2021-2029 / ECE Policy 2020 1 the country DIP4.2 Quality Basic Primary & Secondary Education Develop a Teacher Qualifications Upgrading Policy for all 2 levels of education Increase and improve enrolment of students in lower and 3 upper secondary schools 4 Establish and Improve WaSH facilities in schools National Education Plan 2020-2029 Promote and increase enrolment of girls in lower and 5 upper secondary schools 6 Improve school infrastructure Increase production and distribution of school learning 7 materials 8 Restructure of high schools to secondary schools Establish new primary and secondary schools to Provincial Education Plans and Provincial and District 5 Year 9 accommodate increase in student population Integrated Development Plans Coordinate all Private Permitted Schools to meet the 10 National Education Plan 2021-2029 NDoE education standards 11 Improve infrastructure that complements STEM education NEP 2021-2029, SOE POLICY (2020) Improve teachers’ qualifications to deliver STEM 12 NEP 2021-2029, SOE POLICY (2020) education Encourage and support compulsory second language in 13 NEP 2021-2029, SOE POLICY (2020) schools Improve teachers’ qualifications to deliver compulsory 14 National Education Plan 2021-2029 second language (foreign) Curriculum materials developed (braille, sign language, 15 NEP 2020-2029 foreign language and speech) Free up land for educational institutions and infrastructure 16 NEP 2020-2029 expansion Integrate improved quality education into Provincial and 17 NEP 2020-2029 District Development Plans Financial resource mobilisation through the National and 18 NEP 2020-2029 Provincial Budgetary process Enhance consistent monitoring and inspections to promote 19 NEP 2020-2029 quality and standards Establishment of e-Libraries in the Schools and Public National Library Archives and Records Services 10 Year Strategic 20 Libraries in the country Plan 2016-2025 21 Improve and increase National Literacy rate NEP 2020-2029, NPP 2015-2024 Establish Out of School Children (OOSC) program to re- 22 NEP 2020-2029 enrol school age children back to school NDoE to develop a compulsory Christian education policy 23 NEP 2020-2029 and curriculum DIP 4.5 Quality Training & Accreditation National Higher & Technical Education Plan 2021-2030/DHERST Enhance collaboration with NDoE, TSC and other relevant 24 Strategic Priorities-Teacher Colleges 2020/National Education agencies to create employment opportunities for graduates Plan Enhance capacity development for teachers, trainers and National Higher & Technical Education Plan 2021-2030, National 25 support staff from ECE, lower Secondary Schools, upper Skills Development Plan 2021-2025[2] Secondary Schools, SoE, FODE, Inclusive Education 151 Table 4 Indicators Baseline Target Years No. Indicator Source (2020) 2023 2024 2025 2026 2027 Early Childhood Education (ECE) 1 Gross enrolment ratio in ECE (%) EMIS 56 62 74 85 90 100 2 Net enrolment ratio in ECE (%) EMIS 54 60 70 80 90 100 3 Teacher: Pupil Ratio ECE EMIS 1:55 1:50 1:45 1:40 1:35 1:30 Lower Secondary Gross enrolment ratio in lower Secondary 4 EMIS 81 82 83 84 90 95 Education (%) Net enrolment ratio in lower Secondary 5 EMIS 58 60 67 75 85 92 Education (%) 6 Progression Rate (%) Gr 8 to Gr 9 EMIS 72.9 72.9 75.4 77.8 80.3 82.8 Teacher Pupil Ratio Lower Secondary 8 EMIS 1:35 1:34 1:32 1:30 1:28 1:25 Education Gender Parity Index (GPI) lower 9 EMIS 0.94 0.95 0.96 0.97 0.98 0.99 Secondary Education Upper Secondary Gross enrolment ratio in Upper 10 EMIS 35 52 55 58 63 73 Secondary Education (%) Net enrolment ratio in Upper Secondary 11 EMIS 22 30 40 50 60 70 Education (%) 12 Progression rate Gr 10 to Gr 11 (%) EMIS 59 60 62 64 66 68 Teacher: Pupil Ratio Upper Secondary 13 EMIS 1:38 1:37 1:35 1:33 1:30 1:28 Education Gender Parity Index (GPI) Upper 16 EMIS 0.98 0.98 0.99 0.99 1.0 1.0 Secondary Education Vocational Schools Proportion of Districts with Vocational 17 NDoE-VOC/MPR 84 85 89 92 96 99 Schools (%) 18 Proportion of students graduated with NC1: 80 84 85 90 94 95 National Certificate (NC) 1 and National NDoE-VOC/MQA Certificate 2 (%) NC2: 67 69 72 76 79 82 19 Proportion of teachers attached to NDoE-VOC/MPR 84 86 88 90 92 94 teaching positions (%) National Schools of Excellence Total number of National School of 20 TMT Report 21 6 7 8 9 10 11 Excellence Proportion of Gr.11 students enrolled in 21 TMT Report 21 10 20 30 40 50 60 STEM curriculum (%) FODE 22 Gross Enrolment Ratio FODE (%) NEP 20-29 60 63 64 76 78 90 23 Net Enrolment Ratio FODE (%) NEP 20-29 46 42 43 52 63 75 FODE Strategic 24 Teacher: Pupil Ratio FODE 1:457 1:400 1:300 1:250 1:200 1:100 Plan Inclusive Education Proportion of children with special needs 25 EMIS/ IES 5 7 12 20 35 50 enrolled in school system (%) Teaching Services 152 TSC Annual Report ECE 26 20 25 28 30 40 20 (out/30,000): 10 TSC Annual Report Primary School 27 10 15 20 25 30 20 (out/31,688): 5 TSC Annual Report High/Secondary 28 Schools 10 15 20 25 30 20 (out/5,665): 5 Proportions of teacher graduates TSC Annual Report Vocational 29 admitted into teaching workforce (%) 5 7 9 11 13 20 Schools: 3 TSC Annual Report Inclusive 30 4 6 8 10 12 20 Education: 2 TSC Annual Report 31 FODE: 5 6 7 8 9 10 20 TSC Annual Report 32 NSoE: 3 6 9 12 15 18 20 Literacy Education Services 33 National Literacy Rate in % NEP 20-29 63.4 63.7 65 66 67 70 NEP 20-29, OOSCI 34 Proportion of Out-of-School Children in % 24 22.5 20 18 16 14 Report 20 Library and Archives Services 6 Provinces (NCD, Number of Public Libraries and Archives Chimbu, 35 EMIS 7 8 9 10 11 established EHP, Milne Bay, ENB, Morobe) 492 (6%) pre-schools 5 prov. 5 prov. 5 prov. 5 prov. 2 prov. Number of schools supplied with library 3,175 3,175 3,175 3,175 36 EMIS 1215 (63%) schools schools schools schools schools books (by Province) 92% primary 23% 46% 69% 100% schools Executing Agency: Department of Education, Provinces, Districts, Churches Sector Coordination Mechanism: Lower Education Group (LEG) Lead Sector Agency: Department of Education and DNPM (oversight)

4.3 Tertiary Education Tertiary education plays an important role in fostering growth, innovation and a sustainable livelihood. PNG’s Higher Education sector has made important gains in recent years including the introduction of national guidelines for institutional accreditation, improvements to the TESAS, increasing gender balance of students and diversification of academic programs offered at different national universities and colleges. In this medium-term, investments such as the Academic Excellence Scholarship (AES), TESAS, Higher Education Cost Assistance Scheme (HECAS) and Higher Education Loan Program (HELP) are critical to ensure that the tertiary space continues to meet the skilled labour demands of a growing economy. These investments are tailored towards addressing the shortages of skilled labour required across key sectors of the economy. The Government aims to invest K1,294.2 million in the sector to develop next generation of qualified professionals. The programs that will be developed under the MTDP IV Tertiary Education cluster are: i) Infrastructure and Capacity Development; ii) Tertiary Education Scholarship and HELP Program; iii) Research and Curriculum Development; iv) Quality Assurance and Accreditation; and v) Elevation of Highlands Agriculture College (HATI in Mt. Hagen) to university. 153 Tables 1 to 4 below show the details of investments, strategies, KRAs and the development indicators. Table 1 Investments Total DIP 2023 2024 2025 2026 2027 Est. Funding Investment Link (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Cost Source(s) (K’mil) Specialised Training Colleges Infrastructure 40.00 50.00 50.00 50.00 50.00 240.00 GoPNG/DPs Development and Recapitalisation Programs University Capacity Building & Infrastructure 50.00 100.00 100.00 100.00 100.00 450.00 GoPNG/ DPs Development Program GoPNG/PSIP/ DIP 4.3 Research and Development Program 4.0 15.00 20.00 20.00 20.00 79.00 DSIP Tertiary Education Scholarship and HELP GoPNG/PSIP/ 40.00 76.31 76.31 76.31 76.31 345.24 Program DSIP Highlands Agriculture College University GoPNG/PSIP/ 0.0 20.0 50.0 50.0 30.0 150.0 (Hati, Mt. Hagen) DSIP Specialised Education Curriculum GoPNG/PSIP/ DIP 4.5 0.0 10.00 10.00 5.00 5.00 30.0 Development Program DSIP Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) DIP 4.3 Tertiary Education DHERST Number of State-owned tertiary Institutions in the 1 57 57 58 58 59 country. 2 Number of registered Teachers colleges All teacher’s colleges to be fully registered DHERST 3 Number of registered Nursing and CHW Colleges All colleges to be fully registered DHERST 4 Number of registered Technical & Business Colleges All colleges to be fully registered DHERST Number of permitted & Registered Private Tertiary Number to increase to complement state 5 DHERST Training Colleges/Institutions institutions Total number of students on National Government 6 Total number of students to increase per year DHERST scholarships; (a) HECAS (b) AES Total number of students on Higher Education Loan 7 14,253 14,836 15,419 15,890 16,000 HELP Program (HELP) 8 Total number of students on Kumul Scholarship Program 250 500 750 1,000 DHERST Graduates from Technical and Business and 9 8,327 8,744 9,181 9,640 10,000 DHERST Polytechnic Institutions 10 STEM Teachers Number graduating to increase every year TSC/NDoE/ UoG 11 Primary School Teachers Number graduating to increase every year TSC/ NDoE/UoG 12 Secondary School Teachers Number graduating to increase every year TSC/ NDoE/UoG 13 TVET School Instructors Number graduating to increase every year TSC/NDoE/UoG `14 Agriculture university established √ Table 3 Strategies No. Implementation Strategy Policy Reference 1 Develop new Higher Education legislative framework MTDP IV Review all Higher Education programs provided by State and private National Higher & Technical Education Plan 2021- 2 providers for accreditation and licensing 2030 Strengthen compliance and enforcement of the National Standards and 3 PNGNQF, National Skills Development Plan National Qualifications Framework to meet international standards. Improve career guidance and awareness of Technical, Business and National Higher & Technical Education Plan 2021- 4 Polytechnic Institutions programs to grade 12 school leavers and non- 2030, National Skills Development Plan 2021-2025 school leavers 154 Construct new and improve existing teaching, learning and support National Higher & Technical Education Plan 2021- 5 infrastructure for nursing and CHW colleges 2030, National Health Plan 2021-2030 Target scholarships towards need areas (cancer/heart/seafarers/ heavy 6 MTDP IV machine operators/etc) National Higher & Technical Education Plan 2021- 7 Integration of higher and technical education through reforming the sector 2030, NEC Decision NG 25/2017 Improve infrastructure Development in all education institutions across National Higher & Technical Education Plan 2021- 8 the country 2030, National Skills Development Plan 2021-2025 National Higher & Technical Education Plan 2021- 9 Establish and elevate Highlands Agriculture College to University 2030 National Higher & Technical Education Plan 2021- 10 Establish an endowment fund to support Kumul Scholarship program 2030 Table 4 Indicators Base- Annual Targets No. Indicator Source line (2020) 2023 2024 2025 2026 2027 Proportion of total grade 12 students selected for 1 NOAS 36 35 34 33 32 30 university studies (%) Proportion of grade 12 students selected to other 2 DHERST DHERST to provide data higher learning institutions Total number of students on National Government 3 DHERST DHERST to provide data scholarships: (a) HECAS (b)AES Total number of students on Higher Education 4 HELP 13,670 14,253 14,836 15,419 15,890 16,000 Loan Program (HELP) 5 Portion of graduates from National universities DHERST DHERST to provide data 6 Portion of graduates from tertiary institutions (%) HELP 1.75 2.25 2.75 3.25 3.75 4.25 Graduate Portion of graduates into the workforce after one 7 Tracer 50 55 60 65 70 80 year of graduating (%) Study Department of Higher Education, Research Science and Technology Executing Agency(ies): (DHERST), Universities, Department of labour and Industrial Relations Sector Coordination Mechanism: High-Level Higher Education Coordination Committee Lead Sector Agency: DHERST and DNPM (oversight) Goroka Secondary School, Eastern Highlands Province 155

4.4 Technical, Vocational Education and Training (TVET) Technical Vocational Education and Training (TVET) provides a parallel pathway for students to pursue education and training in trade-related disciplines. The TVET sector development is aimed at empowering individuals, supporting industries with skilled labour, promote and foster increased participation in businesses in the MSMEs and innovations (R&Ds) spaces. The Government expects all Provinces to have a Technical College that provides technical training for industries requirements and for self-employment. Further, at the District level, the Districts are required to build at least two TVET centres to cater for the growing youth population. TVET development has been costed out and is part of the sector expenditure provided above. Of the K4.04 billion estimate for the whole education and human capital development sector, TVET development in the country is estimated to cost around K1.72 billion over the five-year period. The deliberate investment programs under this subsector are: i) National Polytechnic; ii) Provincial Technical Colleges; iii) District TVET Roll-out; iv) Specialised Training Colleges Infrastructure Development Program; v) Teacher Training and In-service Program; and vi) Curriculum Development. Tables 1 to 4 below show the details of investments, strategies, KRAs and the development indicators. Table 1 Investments Total DIP 2023 2024 2025 2026 2027 Investment Est. Cost Funding Source(s) Link (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) National Polytechnical College 0.0 50.00 50.00 50.00 50.00 200.0 GoPNG/ DPs Provincial Technical College 20.0 30.00 30.00 30.00 30.00 140.0 GoPNG/ SIPs/ DPs DIP 4.4 District TVET Roll-out Program GoPNG/PSIP/ 0.0 150.00 150.00 150.00 150.00 600.0 DSIP/DPs/ PPP TVET Infrastructure Development 0.0 30.00 30.00 30.00 30.00 120.0 GoPNG/ SIPs/ DPs Program Specialised Training Colleges 0.0 150.00 150.00 150.00 150.00 600.0 GoPNG/ SIPs/ DPs Infrastructure Development Program DIP 4.5 Teacher Training & In-service Program 0.0 10.00 10.00 10.00 10.00 40.0 GoPNG/ SIPs/ DPs Curriculum Development 0.0 5.00 5.00 5.00 5.00 20.0 GoPNG/DPs Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) DIP 4.4 Technical Vocational Education & Training (TVET) Total Number of Districts that do not have at least 1 1 All districts to have minimum of 1 NDoE TVET Centre Number of Polytechnic Institutions (Colleges) in the 2 2 - - - 4 DHERST country Number of Grade 12 Graduates enrolled in TVET 3 33,179 Increase over time DHERST/NDoE colleges Number of non-Grade 12 certified youths enrolled in NDoE to 4 Increase over time DHERST/NDoE TVET colleges provide data Proportion of grade 12s applying to Technical, 5 Business and Polytechnic institutions of the total 19 21 23 25 27 DHERST grade 12 school leavers (%) Proportion of grade 12 students selected to study in 6 47 46 44 43 41 DHERST Technical, Business and Polytechnic institutions (%) 156 Proportion of grade 12 students selected to study in 7 0.2 1 2 3 4 DHERST Agriculture Colleges (%) Proportion of grade 12 students selected to study in 8 12 13 15 17 19 DHERST Nursing Colleges (%) Proportion of grade 12 students selected to study in 9 33 35 37 39 40 DHERST/NDoE Teacher Colleges (%) Number of graduates from Technical and Business 10 8,327 8,744 9,181 9,640 10,122 DHERST and Polytechnic Institutions Proportion of students graduating with National NC1: 80 84 85 90 94 DHERST/NDoE 11 Certificate (NC) 1 and National Certificate (NC) 2 NC2: 67 69 72 76 79 DHERST/NDoE (%) DIP 4.5 Quality Training and Accreditation TSC to 1 Number of certified TVET trainers (NQF). Increase over time DHERST/NDoE provide data Table 3 Strategies No. Implementation Strategy Policy Reference DIP 4.4 Technical Vocational Education & Training Districts & provinces to roll out the establishment of TVET National Higher & Technical Education Plan 2021-2030/ 1 centres in provinces & districts National Education Plan Provinces to build at least 1 Technical College and districts 2 National Education Plan 2021-2030 to have at least 2 TVET centres Improve career guidance and awareness of Technical, National Higher & Technical Education Plan 2021-2030/ 3 Business and Polytechnic Institutions programs to grade National Skills Development Plan 2021-2025 12 school leavers and non-school leavers Increase the number of student enrolment places available National Higher & Technical Education Plan 2021-2030/ 4 in the Technical, Business and Polytechnic Institutions National Skills Development Plan 2021-2025 Ensure the delivery and management of technical training National Higher & Technical Education Plan 2021-2030/ 5 programs are relevant to industry standards National Skills Development Plan 2021-2025 Encourage engagement of industry with regard to National Higher & Technical Education Plan 2021-2030/National 6 employment opportunities for graduates Skills Development Plan 2021-2025, NEC Decision 190/2020 Construct new and improve existing teaching, learning National Higher & Technical Education Plan 2021-2030/ 7 and support infrastructure for Technical, Business and National Skills Development Plan 2021-2025/NEC Decision Polytechnic Institutions 176/2019, NEC Decision 190/2020 Develop or Review and Align Institutions’ Development National Higher & Technical Education Plan 2021-2030/ 8 Plans to the call of Government for effective Technical National Skills Development Plan 2021-2025/NEC Decision Vocational Education Training (TVET) 176/2019, NEC Decision 190/2020 Provide Up-to-date teaching and learning equipment for all National Higher & Technical Education Plan 2021-2030/ 9 Polytechnic and Vocational Centres National Skills Development Plan 2021-2025 Table 4 Indicators Base- Annual Targets No. Indicator Source line 2023 2024 2025 2026 2027 (2020) Proportion of grade 12s applying to Technical, NDoE-TVET/MPR/ 1 Business and Polytechnic institutions of the total 15 20 25 30 35 40 DHERST grade 12 school leavers (%) Proportion of students who enrolled in Technical, NDoE-TVET/MPR/ 2 Business and Polytechnic Institutions successfully NA Increase over time DHERST graduated with NC1 and NC2 certificates (%) Proportion of students enrolled for Technical, NDoE-TVET/MPR/ 3 NA Increase over time Business and Polytechnic course are female (%) DHERST National Department of Education, Department of Higher Education, Executing Agency(ies): Research Science and Technology, Provincial & District Education Division, Vocational Institutions, TVET Institution Sector Coordination Mechanism: National TVET Coordination Committee Lead Sector Agency: National Department of Education, Department of Higher Education 157 Objective: Strengthen the systems and processes of Government and enforcement of rule of law to achieve a safe, just and secure environment for all The Government plans to reduce the crime rate by 55% from 49 crimes committed per 100,000 people down to 22, improve ratio of police personnel to people from 1:1,846 to 1:1,200, reduce the back log of court cases by 30%, reduce the prison population and improve ratio of correctional officers to inmates by 202728. Royal PNG Constabulary (RPNGC), Correctional Services, the Department of Justice and Attorney General (DJAG) and other Law and Justice Sector Agencies will take the lead in building a safe, just and secure community for all. The Key Result Areas (KRAs) assigned to the responsible sector agencies to deliver under MTDP IV are: building five new mobile police barracks, establish police ICT system, construction of houses for Judges and Magistrates, build eight new rural lock-ups, establish 15 Juvenile Centres, and establish proper community village courts. The strategies to deliver the KRAs and improve the indicators include: increasing recruitment and training of Police, CIS and Court officials, infrastructure and capacity building for all law and justice sector agencies, community justice system, rehabilitation and reintegration, and crime prevention. Over the 5-year period, Government plans to invest over K2,898.5 million. The investments will be focused on the following DIPs: 28 See Deloitte. True Cost of Policing Services in PNG. Final Report. January 2020. 158 Tables 1 to 4 below show the details of investments, strategies, KRAs and the development indicators. Table 1 Investments DIP 2023 2024 2025 2026 2027 Total Est. Funding Investment Link (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Cost (K’mil) Sources GoPNG/ Special Police Assistance Program 150.0 200.0 200.0 200.0 200.0 950.0 DPs GoPNG/ Enforcement 10.0 20.0 20.0 20.0 20.0 90.0 DPs GoPNG/ Police Mobile Barracks 0.0 30.0 30.0 30.0 30.0 120.0 DPs Connect PNG Highway Patrol Bases GoPNG/ 0.0 30.0 30.0 30.0 30.0 120.0 Program DPs DIP 5.1 Sea Patrol Base (Water Police) GoPNG/ 0.0 30.0 30.0 30.0 30.0 120.0 Establishment Program DPs Police ICT infrastructure & Integrated Data GoPNG/ 0.0 10.0 15.0 20.0 18.0 63.0 Management System DPs GoPNG/ Forensic Laboratory and Diagnostic Centre 0.0 20.0 20.0 20.0 20.0 80.0 DPs GoPNG/ Smart City Program 0.0 10.0 10.0 10.0 10.0 40.0 DPs GoPNG/ Court House Development Program 40.0 100.0 100.0 100.0 100.0 440.0 DPs Law and Justice Sector ICT System GoPNG/ 10.0 20.0 20.0 10.0 10.0 70.0 Development DPs DIP 5.2 Legal Training Institute Capacity GoPNG/ 10.0 45.0 45.0 45.0 40.0 185.0 Development Program DPs GoPNG/ Legislative Reviews 0.0 5.0 5.0 5.0 5.0 20.0 DPs GoPNG/ Jail Infrastructure & Rural Lockup Program 20.0 25.0 25.0 25.0 25.0 120.0 DPs Community Correction Centres (Rural GoPNG/ DIP 5.3 5.0 10.0 10.0 10.0 10.0 45.0 lockup) DPs GoPNG/ Prison Industry Program 2.0 2.5 2.5 2.5 2.5.0 12.0 DPs Village Courts and Community Justice GoPNG/ 76.1 76.1 76.1 76.1 76.1 380.5 Program DPs DIP 5.4 Crime Prevention & Community Public GoPNG/ 3.0 10.0 10.0 10.0 10.0 43.0 Safety Program DPs Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) DIP 5.1: National Policing and Crime Prevention (RPNGC) 1 Number of new Mobile Barracks Built 1 1 1 1 1 RPNGC Number of Connect PNG New Highway Patrol 2 RPNGC/PA/DDA to provide data RPNGC/PA/DDA Police Post Built 3 Number of Sea Police Base Established RPNGC to provide data RPNGC 4 Police ICT System established System Established RPNGC Number of Forensic Laboratories and Diagnostic 5 Laboratories Established RPNGC Centres established Number of cities and towns implementing smart 6 city program DIP 5.2: Effective Judiciary System (DJAG, NJSS, MS) Number of Magistrate Housing constructed in the 7 10 10 10 10 10 NJSS/MS provinces 8 Number of Judge’s Housing constructed 5 5 5 5 5 NJSS/MS 159 Number of court facilities Constructed and 9 17 20 20 20 17 NJSS rehabilitated Number of legal service offices for OPP, OPS and 10 4 7 12 16 19 NJSS/DJAG OC established in the provinces Establish the NJSS & Courts ICT System into full 11 System established DJAC/NJSS operation by 2027 DIP 5.3: Correctional Services Rehabilitation and Reintegration (CIS) 11 Number of Existing Prisoners rehabilitated 1,000 1,000 1,000 1,000 1,000 CIS 12 Number of Rural Lockup Established 0 2 2 2 2 CIS/Police 13 Number of Juvenile Centres Established 3 4 4 4 CIS/DJAG 14 Number of Prisons into full Industry Development 4 4 4 4 4 CIS DIP 5.4: Community Peace and Restorative Justice (DJAG, Police, PA, DDA) 15 Number of Community Village Courts Built 15 15 15 15 15 DJAG / PG/DDA Number of Community Reserve Police recruited 16 500 500 700 800 800 NJSS / Police/PG/DDA and engaged at community level Table 3 Strategies No. Implementation Strategy Policy Reference DIP 5.1: National Policing and Enforcement (RPNGC) 1 Increase recruitment of qualified policemen and women NSP 2013 2 Increase recruitment of police reservists and community police to reduce petty crimes PNG L & J White Paper 2007, NSP 2013 3 Infrastructure development PNG L & J White Paper 2007, NSP 2013 5 Strengthen and enhance crime prevention strategies to curb crime prevalence issues PNG L & J White Paper 2007, NSP 2013 Forge and strengthen partnership arrangements between police and relevant 6 PNG L & J White Paper 2007, NSP 2013 stakeholders, private sector and development partners Improve and establish the communication and integrated information management 7 PNG L & J White Paper 2007 system to monitor and report on performance at sector and agency levels Enforce disciplinary measures to rogue policemen and policewomen to uphold the 8 PNG L & J White Paper 2007 rule of law 9 Establishing Forensic Laboratories and Diagnostic Centres PNG L & J White Paper 2007 10 Promote and support smart city program PNG L & J White Paper 2007 DIP 5.2: Effective Judiciary System (DJAG, NJSS, MS) 11 Increase the number of magistrates and judges to reduce the backlog of cases MS Annual Reports, Judges Report 12 Establish and construct proper housing for Magistrates, Judges and Judicial officers MS Annual Reports, Judges Report Construct and renovate court facilities in provinces and districts to improve effective 13 PNG L & J White Paper 2008 and efficient court services MS Annual Reports, OPP Project 14 Upgrade and reintegration of the Case Management System in all agencies implementation report, Judges Report Extension of legal services to the sub national levels to make it more accessible for 15 PNG L & J White Paper 2008 the rural population Effective provision of independent advice on Constitutional laws and other law reviews 16 CLRC Reports and reform activities DIP 5.3: Correctional Services Rehabilitation and Reintegration (CIS) 17 Increase recruitment of CS officers and capacity building CS Strategic Plan II 2019-2022 18 Effective reduction in the probationary cases to reduce prison population CS Strategic Plan II 2019-2022 19 Improve reconciliation, reintegration and deterrence PNG Law and Justice White Paper 2007 20 Establishment of rural lock-ups in the 92 districts CS Strategic Plan 21 Develop programs to effectively deal with probation and parolees Parolee Act 1991 22 Review and revise legislation relating to convicted juveniles Juvenile Court Act 1991 DIP 5.4: Community Peace and Restorative Justice (DJAG, Police, PA, DDA) Develop crime prevention programs to curb the crime prevalence issues at the 22 DJAG-Village Courts Report community level 23 Increase and formalise the recruitment and training of village court officials. DJAG –Village Courts Report 24 Involve youths in crime prevention activities DJAG-Village Court Report 160 25 Strengthen peace mediation in communities DJAG- Village Court Report Table 4 Indicators Base- Annual Targets No. Indicator Source line (2020) 2023 2024 2025 2026 2027 Crime Rate per 100,000 persons NPHC 2011 49 40 35.5 31 26.5 22 Police - National Crime - Reported cases of robbery 556 339 267 195 122 59 Statistics Report Police - National Crime - Reported cases of fraud 149 89 70 50 30 10 1 Statistics Report Police - National Crime - Reported cases of rape 57 38 31 25 18 12 Statistics Report Police - National Crime - Reported cases of murder 520 323 257 191 126 60 Statistics Report Police - National Crime 2 Ratio of Police personnel to population 1:1,846 1:1,800 1:1,700 1:1,550 1:1,400 1:1,200 Statistics Report 2019 Annual Judge’s 3 Backlog of National Court cases 24,724 19,271 17,453 15,635 13,817 12,000 Re-port MS Annual Report 20,742 4 Backlog of District Court cases 17,424 16,318 15,212 14,106 13,000 2018 (2019) Total number of prison inmate Prison Detainee Daily 5 4,696 3,936 3,556 3,175 2,796 2,415 population Break-ups Proportion of Prison Inmate Population Prison Detainee Daily 6 6 6 5 5 5 5 (Female) (%) Break-ups 195 7 Total number of Juveniles convicted Juvenile Database 145 120 95 70 45 (2021) 8 Ratio of Wardens to in-mates Correctional Service N/A Total number of Rural Lockups in CS Rural Lock-up 9 6 12 14 16 18 20 operation Annual Report RPNGC, NJSS, Magisterial Services, PNG Correctional Services, Office of Public Executing Agency(ies): Solicitor, Office of Public Prosecutor, PNG Ombudsman Commission, CLRC Sector Coordination Mechanism: National Coordination Mechanism (NCM) for the Law and Justice Sector Lead Sector Agencies: Department of Justice and Attorney General and DNPM 161 Goal: Strengthen national security through capacity enhancement of security agencies The Government places special attention to the National security of the country. The various organisations of Government mandated to enforce national security issues include; PNG Defence Force, PNG Royal Constabulary, National Intelligence Organisation, NAQIA, PNG Customs Authority, Immigration and Citizenship Authority, Investment Promotion Authority, PNG Civil and Identity Registry (PNGCIR /NID) and the Department of Communication and Information Technology (DICT). The DIPs that support the responsible sector agencies to strengthen the national security of the country include: Investments over the MTDP IV period for various programs and projects developed within the respective sector agencies is estimated at K794.5 million. This will include support to development of the National Surveillance System Capability, reduction in transnational and cross-border crime, and improvement on national intelligence. The Plan will protect the sovereignty of the country. Tables 1 to 4 below show the details of investments, strategies, KRAs and the development indicators. Table 1 Investments Total DIP 2023 2024 2025 2026 2027 Est. Funding Investment Link (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Cost Sources (K’mil) PNGDF Reset Program 0.0 5.0 2.0 2.0 2.0 11.0 GoPNG/ DP National Service Civic Program 5.0 15.0 15.0 15.0 15.0 65.0 GoPNG/ DP DIP 6.1 Border Surveillance Modernisation Program 40.0 50.0 50.0 50.0 50.0 240.0 GoPNG/ DP Murray Barracks Relocation Program 0.0 10.0 30.0 30.0 30.0 100.0 GoPNG/ DP DIP 6.2 Immigration Infrastructure and System 0.0 5.0 10.0 10.0 10.0 35.0 GoPNG/ DP Cyber Security Infrastructure Development 0.0 10.0 10.0 10.0 10.0 40.0 GoPNG/ DP DIP 6.3 Program Cyber Security System Capability 2.0 10.0 10.0 10.0 10.0 42.0 GoPNG/ DP 162 Agriculture & Livestock Bio Security 0.0 5.0 5.0 5.0 5.0 20.0 GoPNG/ DP DIP 6.4 GoPNG/ NAQIA Lab and Office Infrastructure 5.0 10.0 25.0 25.0 25.0 90.0 DP/ Internal Reve-nue Imported Product Certification 3.5 3.5 3.5 3.5 3.5 14.0 GoPNG/ DP DIP 6.5 Imported Substitution of Primary Products 1.5 1.5 1.5 1.5 1.5 7.5 GoPNG/ DP Reserved Business program 0.0 5.0 5.0 5.0 5.0 20.0 GoPNG/ DP National Intelligence Capacity & Capability 5.0 5.0 5.0 5.0 5.0 25.0 GoPNG DIP 6.6 Program National Intelligence Head Office Construction 10.0 20.0 20.0 20.0 15.0 85.0 GoPNG Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) DIP 6.1 National Defence and Surveillance 1 Number of Active Military Personnel (2020 Baseline:4157) 5,375 5,875 6,425 7,025 7,675 PNGDF 2 Number of Defence Force newly recruited and trained 450 500 550 600 650 PNGDF 3 Number of Defence Personnel engaged in civic duties 1,340 1,760 2,240 2,800 3,450 PNGDF/DoF National classified Defence Information system 4 √ NIO established 5 Defence Infrastructure Program (Barracks and bases) 4 4 4 4 4 PNGDF DIP 6.2 Immigration Number of people accessing immigration system using ICA to report on this as part of Digital 1 NID cards Government Integration Number of passports issued increase by 50% 2 Number of PNG Passports issued annually PNG ICA annually 3 Number of Registered Naturalised citizens PNG ICA to provide data 4 Number of regional immigration offices established 1 1 1 1 5 Establish offices overseas for overseas mission 1 1 1 1 1 PNG DFA DIP 6.3 Cyber Security 1 Cyber security capacity and capability developed √ DICT Number of educational schools and institutions engaged 2 3 5 10 20 30 DICT/NDoE in teaching cyber security Adaptation of National Digital assets such as imaging 3 10% 15% 20% 30% 40% DICT technologies DIP 6.4 Bio Security Number of biosecurity Containment centres to mitigate 1 2 6 10 16 22 incursions 2 Number of Biosecurity Import Permits issued 9,581 9,310 9,040 8,770 8,500 NAQIA/ DAL 3 Number of Biosecurity Export Permits issued 4,626 5,095 5,563 6,031 6,500 4 Periodic Surveillance and Monitoring √ 5 Bio-Security Lab refurbishment All labs are refurbished DIP 6.5 National Business Protection Number of foreign entities engaged in reserved business IPA/DCI 1 Reduced by 100% activities DIP 6.6 National Intelligence 1 Number of reported cases of transnational crime Reduced by 70% Number of Foreigners involved in transnational crime in 2 Reduced by 100% the country PNGNIO Number of PNG Nationals involved in transnational crime 3 Reduced by 100% in the country Number of specially trained intelligence officers attached 4 50 55 60 65 70 with PNG NIO 163 Table 3 Strategies No. Implementation Strategy Policy Reference National Defence 1 Continue to recruit, train and develop the Defence Force 2 Improve PNGDF Infrastructure and facilities 3 Develop and build the land, air and sea capabilities and appropriate border infrastructure DWP 2013, Medium Strengthen existing bilateral and security arrangement that aims to promote PNG’s sovereignty and Term Capability Plan 4 2018-2022, NSP strengthen its borders 5 Effectively utilise the military in Nation building tasks, civil emergency and international obligations Strengthen the cooperation and partnership between regulatory agencies associated with border 6 security Immigration Consolidate and streamline visa and work permit into a single product and only one agency, ICA to 7 make it easier for skilled workers, business people, tourists and former citizens to come in Improve IT systems and infrastructure in all PNG ICA offices with procurement of integrated border 8 management system ICA Annual Report / Integrate Immigration system with PNGCIR/NID system for identification of citizens to be authenticated PNGCIR 9 by the NID Card Quarterly review and removal exercise conducted annually by Immigration Task Force to remove 10 overstayed persons, persons breaching visa conditions, violate PNG constitution and exploit natural resources 11 Full implementation of National Refugee Policy to take the proactive role in managing refugee issues. Cyber Security Enforcement of Cyber security, Digital Government and Data Protection Standards in Government 12 agencies 13 Protection of critical infrastructure for Cyber security development Increase Public awareness of online safety and cyber security and cyber-crime on social media and 14 schools Digital Government 15 Strengthening the Monitoring and reporting processes of cyber security incidents Plan 2023-2027, Improved coordination among Government agencies on all cyber related issues by combating National Cyber 16 Security Policy 2021 cyber-crime 17 Strengthen law enforcements’ capability or capacity to investigate and prosecute cyber criminals 18 Collaborate with Education Department to include cyber security/ crime lessons in school Strengthen regional and international cooperation and coordination through relevant institutions, 19 treaties and conventions to deal with cyber security Development of national laws to recognise admissibility of electronic evidence in the Courts to 20 successfully prosecute offences Bio Security 21 A sound biosecurity framework supported with appropriate implementing tools 22 Boost production quality and standards, facilitate trade and make exports more competitive Improve activities to contain incursions and preparedness plans on threats of possible incursions of 23 Bio Security Policy pests and diseases 2021-2027, NSP 2013 24 Increase awareness campaigns in the non-infected regions/provinces 25 Increase consultation/collaboration with industries/stakeholders and research institutions 26 Domesticate international standards relating to biosecurity measures Upgrade and enhance laboratory diagnostic capacity for testing and confirmation of samples both from 27 felid surveys and industries 164 National Business Protection 28 Publish and advocate the reserved business listing by industries 29 Tighten the Business Registration process to filter all reserved business for nationals only Reserve Business 30 Registration of businesses to be done by NID card system Legislation & Policy, 31 IPA system to integrate with NID System as part of Digital Government DCI, MTDP III 32 Reserved business to be part of the National MSME program development Foreigners who violate the laws and regulations and conduct any form of business under the “reserved 33 business “category will be prosecuted and assets coinvestigated as State property National Intelligence 34 Improving policy and legislation covering all aspects of National security 35 Scale up training programs associated with the administration of National security DWP 2013, NSP 2013, DSP 2010-2030 36 Improve intelligence capacity and capability 37 Strengthen intelligence coverage at the borders and in the country 38 Improve technologies to detect National security treats 39 Strong penalties of NIO officials compromising national security and intelligence information Table 4 Indicators Base- Annual Targets No. Indicator Source line (2020) 2023 2024 2025 2026 2027 National Surveillance System Capability PNGDF Annual 1 40 60 70 80 90 100 (%) Report Coverage of training of personnel for civic 2 PNGDF/DoD 25 25 30 35 40 45 duties (%) Proportion of population accessing Digital Government Integration to be presented as a 3 immigration services using their NID card ICA/PNGCIR percentage system Proportion of foreigners non-compliant 4 ICA ICA to provide update on this indicator with immigration laws Proportion of detected Cybercrime cases Annual NIO Report, 25 5 40 48 55 63 70 investigated (%) NICTA reports (2021) PNG Ranking in Global Cyber Security Digital Government 118th 6 100th 80th 70th 55th 50th Index Plan 2023-2027 (2022) Digital Government 113th 7 National Cyber Security Index (NCSI) 100th 80th 70th 55th 50th Plan 2023-2027 (2022) Percentage of public agencies monitored Digital Government 5 8 through the National Cyber Security 40 80 100 100 100 Plan 2023-2027 (2022) Centre (NCSC) (%) Response time to reports of invasive NAQIA Monthly 11 48 42 36 30 22 12 pests and disease incursions (hrs) Report Agency Reports- Reduction in transnational and cross- 15 12 PNGICA, PNGCA, 26.7 32.5 38.3 44.2 50.0 border criminal activities (%) (2021) DFA, RPNGC Improved Coverage of National 45 13 Annual NIO Report 63.0 72.5 81.7 90.8 100.0 Intelligence (%) (2021) Proportion of reserved businesses Responsible agencies to enforce the reserved business IPA, IRC, PNGICA, 14 illegally owned and operated by laws and provide report as part of MTDP IV Indicator MSMEC foreigners (%) reporting Executing Agency(ies): PNGDF, PNGCA, PNGICA, DFA, DITI, NAQIA, NIO, DICT, NICTA, RPNGC Sector Coordination Mechanism: National Coordination Mechanism (NCM) for the Law and Justice Sector Lead Sector Agencies: Department of Justice and Attorney General and DNPM (oversight) 165 Objective: Strengthen tax and non-tax revenue and expenditure management The Government plans to invest an estimated K51 billion to implement the MTDP IV. To realise this will require strengthening revenue generation and public finance management, and closer collaboration of revenue collection and expenditure management. The focus is to support tax and non-tax revenue mechanisms through improved compliance, collection, governance, management, capacity enhancement, and exploring new revenue sources. The Government will strengthen accountability and administration of non-tax revenues such as Government fees and charges, and dividend payments from SOEs. Besides revenue generation and collection, MTDP IV also supports prudent expenditure management. This is aimed at achieving a balanced budget by 2027 in accordance with the Government’s Budget Repair and Reconstruction Strategy and the Public Finance Management Act. The responsible agencies to deliver these targets are Internal Revenue Commission, PNG Customs, Department of Finance, and Department of Treasury. SPA 7 identifies areas for Government to strengthen public finance management and improve revenue collection. The DIPs are: Tables 1 to 4 below show the investments, KRAs, strategies and development indicators. Table 1 Investments DIP 2023 2024 2025 2026 2027 Total Est. Funding Investment Link (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Cost (K’mil) Source(s) DIP 7.1 Tax Revenue Administration 20.0 50.0 50.0 50.0 50.0 220.0 GoPNG/DPs DIP 7.2 Customs Administration 10.0 20.0 20.0 20.0 20.0 90.0 GoPNG/DPs DIP 7.3 Non-Tax Revenue Administration 6.0 20.0 20.0 20.0 20.0 86.0 GoPNG/DPs Public Finance Management 5.0 10.0 10.0 10.0 10.0 45.0 GoPNG/DPs DIP 7.4 E-Procurement 2.0 5.0 5.0 5.0 5.0 22.0 GoPNG/DPs DIP 7.5 Payroll Management System Upgrade 29 2.0 3.0 3.0 3.0 3.0 14.0 GoPNG/DPs 29 See Deloitte Report, PNG Government Payroll Diagnostic Review | Final Report, April 2023. 166 Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agencies 1 Increased Tax Revenue Collections 7,623 12,140 13,250 15,176 17,387 IRC 2 Increased Custom Duty Collections 3,674.2 3,496.7 4,239.3 4,553.7 4,891.4 Customs Commission Increased Collections of Fees & Dividends into 3 2,657.9 2,610 2,905 3,534 4,204 Finance Department WPA (Non Tax) Improve and Digitalised Public Finance 4 80 85 90 95 100 Finance Department Management (%) 5 Payroll Administration – Reduction of Pay Bills 5,301.6 5,250 5,150 5,050 5,000 DPM/Finance 6 E-Procurement NPC to provide Data *Coverage of Government Agencies including Districts & Provinces Table 3 Strategies No. Implementation Strategy Policy Reference 1 Roll-out of Integrated Tax Administration System (ITAS) to the provinces IRC Reforms 2 Improve Reforms on Customs Administration and roll-out of ASYCUDA++ Customs Commission Improve Non-Tax Revenue Digitations in all Government agencies, provinces and 3 Finance Department districts including SOEs dividends management 4 GoLand to manage all land fees and charges throughout the provinces Department of Lands & Physical Planning 5 IFMS Roll-out to Government Agencies including Provinces and Districts Finance Department 6 Improving Payroll System – Audit and Data Cleansing DPM & Finance 7 E-Procurement NPC Table 4 Indicators Base- Annual Targets No. Indicator Source line 2023 2024 2025 2026 2027 (2022) Number of registered tax payers IRC IRC to establish total number of registered tax payers IRC to report on number of corporate tax payers to - Proportion of tax compliant companies (%) IRC establish the corporate tax base IRC to report on the total entrepreneurs to measure the - Proportion of tax compliant sole proprietors (%) IRC 1 success of MSME developments IRC to report on Salary and Wages Tax (Establish the total - Proportion of tax compliant individuals (%) IRC formal employment in the country) - Proportion of tax compliant foreign companies IRC to provide report on total foreign companies who are IRC (%) complying to tax laws 2 Total Internal Revenue (K'mil) (excluding grant) DoT 15,564 17,895 18,424 20,101 22,949 26,144 3 Integrated Tax Administration System Roll-Out (%) IRC 100% Roll-out PNG 4 ASYCUDA++ Roll-Out (%) 100% Roll-out Customs Finance 5 IFMS Roll-Out (%) 100% Roll-out Department 6 Public Service Payroll Roll-Out (%) DPM/DoF 100% coverage by 2027 7 E-Procurement Roll-Out (%) NPC NA 100% Roll-out Executing Agency: IRC, Customs, Finance, DPM and other relevant Agencies Sector Coordination Mechanism: Budget Management Committee (BMC) and PDC Lead Sector Agency: Finance & Treasury 167 Objective: Strengthen good governance, efficient public service through digital government transformation and anchored on a digitally driven robust data collection, classification and statistical system The Government envisages an efficient and sustainable digital government and high-quality statistical system that will allow simple, clear, fast and safe access to public information and government services to promote transparency and accountability at all levels of Government. For rationalising of investment and improved service delivery, investments under this Key Result area and all other digitalisation investment will be guided by the GoPNG Technology Stack Framework. The Technology Stack is a framework for implementing digital transformation for governments throughout the world. With the trailblazing examples of economies such as Estonia, Singapore, and India, PNG is implementing the GoPNG Technology Stack which aligns investments in digital government using common re-usable technologies such as shared infrastructure, government cloud, digital identity, a federated secured data exchange, and digital payments that can be shared by whole-government digital services. This modular approach to digital government services is aimed at rationalizing investment and improving the Government’s interface with citizens (G2C), businesses (G2B) and within government itself (G2G). The Key Result Areas (KRAs) assigned to the implementing agencies are listed under the DIPs. These include digital government platforms, national census, NID and biometric, electronic voting system, digitalisation of content classification for censorship, public information portal, and content censorship. The strategies to deliver the KRAs and improve the indicators include: establish Central Government Digital Infrastructures and platform, conduct national census and surveys, accelerate the NID rollout, roll out biometric voting system and manage public information dissemination and censored materials. Over the 5-year period, Government plans to invest K1,752 million. The investments will focus on the following DIPs: Tables 1 to 4 below show the investments, KRAs, strategies and development indicators. 168 Table 1 Investments DIP Total Est. Funding Investment 2023 2024 2025 2026 2027 Link Cost (K’mil) Source(s) G2C eGovernment Portal 14.0 50.0 50.0 50.0 50.0 214.0 GoPNG/DPs DIP 8.1 G2G Sectoral eGovernment Portal 0.0 50.0 50.0 50.0 50.0 200.0 GoPNG/DPs G2G Sub-National eGovernment Portal 0.0 25.0 50.0 50.0 50.0 175.0 GoPNG/DPs National Surveys such as HIES, DIP 8.2 50.0 200.0 50.0 50.0 50.0 400.0 GoPNG/DPs Demographic & Census DIP 8.3 NID Registration 10.0 20.0 20.0 20.0 20.0 90.0 GoPNG GoPNG/DPs/ DIP 8.4 E-Voting System 0.0 50.0 100.0 100.0 50.0 300.0 PPP DIP 8.5 Censorship Program 4.0 2.0 2.0 2.0 2.0 12.0 GoPNG/DPs Public Service Performance Management 13.0 15.0 15.0 15.0 15.0 73.0 GoPNG/DPs System Development & Reforms Program Somare University of Public Service DIP 8.6 0.0 20.0 50.0 50.0 30.0 150.0 GoPNG/DPs (PILAG) Policy Design 0.0 10.0 10.0 10.0 10.0 40.0 GoPNG/DPs Auditor General Capacity Building 0.0 2.0 2.0 2.0 2.0 8.0 GoPNG/DPs Open Government Partnership Initiatives 1.0 3.0 4.0 4.0 4.0 16.0 GoPNG/DPs DIP 8.7 Ombudsman Commission Support 2.0 5.0 5.0 5.0 5.0 22.0 GoPNG/DPs Program ICAC Support Programs 2.0 7.5 7.5 7.5 7.5 32.0 GoPNG/DPs Annual Coordination Forum of DIP 8.8 0.0 5.0 5.0 5.0 5.0 20.0 GoPNG/DPs Whole-of-Government Performance Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agencies DIP 8.1 Integrated Digital Government System 1 Number of Districts & LLGs using Recorder Books 20 20 20 20 16 DICT/DPLGA State Agencies & Sub-Nationals establish Data 2 34 34 34 34 34 DICT/DPLGA Management System All Agencies interface with Integrated Data Exchange 3 34 34 34 34 34 DICT/DPLGA and Depository Data Sharing Agreements and Data Governance 4 29 29 29 29 29 DICT/DPLGA Authority DIP 8.2 National Statistical System Census, HIES, DHS, Business Survey and all 1 National Census & Surveys conducted NSO/DNPM other survey to be completed before 2025 DIP 8.3 National Identification Registration 1 Citizens registered PNG ICA and PNG Civil Registry to provide data 2 Immigration to integrate with NID DIP 8.4 Electronic Voting System 1 Biometric Voting System established √ PNGEC DIP 8.5 Censorship 1 Offensive digital materials removed Censorship Office to provide data DIP 8.6 Public Sector Administration Proportion of Government Institutions with upgraded 1 20 40 60 80 100 DPM Performance Management System (%) 2 Somare Public Service University established √ DHERST DIP 8.7 Public Sector Governance 169 1 Number of Public Servants Charged for Corruption PSC to provide 2 Number of Leaders referred to Leadership Tribunal OC to provide Number of Commitments under the Open Government DNPM/DoF/ 3 8 12 17 25 30 Partnership funded DoT DIP 8.8 Central Agencies Coordination Complete Annual Coordination Forums for the Whole-of- 1 PM & NEC to provide Government Table 3 Strategies No. Implementation Strategy Policy Reference DIP 8.1 Integrated Digital Government System. Design and Deploy eGovernment Platforms, Establish Central Data Repository & Integrated DICT 1 National Information System (Secure Data Exchange Platform). DIP 8.2. National Statistical System. 1 Establish the ward recording system at Ward levels in the Country DPLGA/Sub Nationals DPLGA/Sub Nationals 2 Establish Statistical Units in all Government Agencies & Provinces NSO 3 Conduct Census & Surveys DIP 8.3 National Identification Registration 4 Accelerate Civil and NID Registration NID DIP 8.4 Electronic Electoral System 5 Roll-out biometric voting system PNGEC DIP 8.5. Censorship 6 Improve and increase censorship control Office of Censorship, PNG DIP 8.6. Public Service Administration Right-sizing public service sector (as recommendation of the Functions & Expenditure 7 Review 2021) DPM DPM 8 Enhanced on Capacity Building (On-Job-Training, Short-Term & Postgraduate Studies) DPM 9 Improve Public Service Recruitment Processes DPM/All Departments 10 Review & Develop Policy & Plans such as Corporate Plans, Retrenchment Policy & Others 11 Elevate PILAG to Somare Public Service University DPM/ DHERST DIP 8.7. Public Service Governance 12 Review & Strengthen Compliance & Enforcement of relevant Legislations DPM, DoF, NPA, & Others Increase support for ICAC, Ombudsman Commission, Auditor General’s Office, OGP & 13 others DIP 8.8. Central Agencies Coordination PM&NEC 14 Accelerate Civil and NID Registration Table 4 Indicators Base- Annual Targets No. Indicator Source line (2020) 2023 2024 2025 2026 2027 Ease of accessing public information and services 1 DICT/WB 11 13 20 30 40 60 (% of population) Ease of accessing socio-economic data (scale 2 NSO/WB 40.8 50 50.5 60 70 80 0-100) Proportion of voting population registered for 3 PNGEC PNGEC to provide data elections 4 Population issued with birth certificates (million) PNGCIR 2.2 2.6 4 6 8 10 5 Population issued with NID cards (million) PNGCIR 1.1 1.5 2.5 4.5 7.5 9 170 Proportion of population obtaining passports using 6 PNGCIR CRVS and Immigration to provide data NID information and data Office of 7 Proportion of uncensored materials reduced Censorship Censorship Office to provide data Database Government Public Service Effectiveness (world 8 WB (WGI) 18.75 30.12 33.89 37.68 41.46 45.25 percentile rank) (%) Annual Management Performance Reports DPM Annual 9 NA DPM to provide data submitted to Cabinet Reports DPLG 10 Capacity at Sub-National Level (%) Annual 40 42 47 52 60 67 Reports OC/ICAC 11 Successful referrals & prosecutions Annual NA Ombudsman Commission to provide Data Reports AGO/DPM/ 12 Government Agencies & Public Bodies Audited Annual NA Auditor General Office to provide data Reports Executing Agencies: All Agencies of Government mentioned above Sector Coordination Mechanism: Public Sector ICT Steering Committee Lead Sector Agency: DICT and DNPM (oversight) Submarine Fibre Optic Cable Connection, Madang Province 171 Objective: For informed decision making through innovative research, science and technology Research, Science and Technology (RST) is essential to transform PNG. PNG is endowed with the following strategic assets; owning 7% of the world’s biodiversity, having 15% of the world’s tuna stock, having the third largest rainforest in the world, expanding rivers systems and streams; and abundance of unexplored mineral and petroleum resources. There is enormous potential in growing the economy based on these strategic assets on the back of a strong RST system. The Key Result Areas (KRAs) assigned to the sector agencies to deliver under the MTDP IV are: Scientific Research Programs, Peer Reviews of Scientific Publications and Registered and Patented intellectual properties. The strategies to deliver the KRAs to improve the indicators include: building high quality research facilities and infrastructure, recruit and maintain highly qualified research scientists, and allocate funding for quality and collaborative research programs. The Government aims to invest up to K100 million over the 5-year term on the following DIPS: Tables 1 to 4 below show the investments, KRAs, strategies and development indicators. Table 1 Investments Total DIP 2023 2024 2025 2026 2027 Funding Investment Est. Cost Link (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Source(s) (K’mil) Medical Research Development & Support DIP 9.1 0.0 5.0 5.0 5.0 5.0 20.0 GoPNG/DPs Program DIP Environment & Bio-science Research 0.0 5.0 5.0 5.0 5.0 20.0 GoPNG/DPs 9. 2 Support Program DIP Agriculture and Food Security Research 3.0 5.0 5.0 5.0 5.0 23.0 GoPNG/DPs 9.3, 9.6 Support Program Engineering and Technological Innovation & DIP 9.4 0.0 5.0 5.0 5.0 5.0 20.0 GoPNG/DPs Adaptation Support Program Socio Economic Policy Research Support DIP 9.5 0.0 5.0 5.0 5.0 5.0 20.0 GoPNG/DPs Program 172 Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) DHERST/ 1 Number of HEI Research Labs Grants 5 10 10 10 Universities 2 Number of STEM Labs and Equipment Grants 1 1 2 1 1 NDoE/DHERST Number of Education Action Research Projects with NDoE, 3 3 3 3 3 NDoE/DHERST DHERST, 4 Number of Education Action Research Publications 3 3 3 3 NDoE/DHERST PNG STS/ 5 Number of Research Internships Program 1 1 2 2 2 DHERST PNG STS/ 6 Number of National Science Research Fellowship Program 1 1 2 3 3 DHERST PNG STS/ 7 Number of Collaborative Research Programs 1 1 2 3 3 DHERST PNG STS/ 8 Number of Science Research Co-Supervision Programs 1 1 2 3 3 DHERST PNG STS/ 9 Number of peer reviewed policy research publications 1 2 3 3 DHERST PNG STS/ 10 Number of peer reviewed scientific research publications 1 2 3 3 DHERST PNG STS/ 11 Number of peer reviewed engineering publications 1 2 3 3 DHERST PNG STS/ Number of patented Intellectual properties registered as a 12 1 2 3 3 DHERST/IMR/ result of research in the field of Medical Science NDoH PNG STS/ Number of patented Intellectual properties registered as a 13 1 2 3 3 DHERST/NARI/ result of research in the field of Agriculture Science DAL PNG STS/ Number of patented Intellectual properties registered as a 14 1 2 3 3 DHERS/NARI/ result of research in the field of Food Technology DAL Number of patented Intellectual properties registered as a PNG STS/ 15 1 2 3 3 result of research in the field of Engineering DHERST PNG STS/ Number of patented Intellectual properties registered as a 16 1 2 3 3 DHERST/DPE/ result of research in the field of Minerals and Petroleum DMPGM Number of patented Intellectual properties registered as a PNG STS/ 17 result of research in the field of Land Development, Surveying 1 2 3 3 DHERST/DLPP and Physical Planning Number of patented Intellectual properties registered as a PNG STS/ 18 1 2 3 3 result of research in the field of Environment and Biology DHERST/CEPA PNG STS/ Number of patented Intellectual properties registered as a 19 1 2 3 3 DHERST/ result of research in the field of Forestry PNGFA Number of patented Intellectual properties registered as a PNG STS/ 20 1 2 3 3 result of research in the field of Fisheries and Marine Life DHERST/NFA PNG STS/ Number of patented Intellectual properties registered as a 21 1 2 3 3 DHERST/NRI/ result of research in the field of Public Policy and Economics DNPM/ INA PNG STS/ Number of patented Intellectual properties registered as a 22 1 2 3 3 DHERST/NRI/ result of research in the field of Social Studies and Culture NCC/INA 173 Table 3 Strategies No. Implementation Strategy Policy Reference 1 Build capacity of all research institutions in the country including Universities. STI Plan (2022-2030) 2 Develop and establish research infrastructure STI Plan (2022-2030) 3 Establish a national research grant and permit scheme STI Plan (2022-2030) 4 Enhance leadership and collaboration for good governance within the RSTI sector STI Plan (2022-2030) Establish coordination, sustainability and funding mechanisms for research, development and 5 STI Plan (2022-2030) diffusion of innovation 6 Build RSTI partnerships and engagement to science, technology and innovation development STI Plan (2022-2030) 7 Develop Registry and Inventory of all patents, copy rights and notaries on research and innovation STI Plan (2022-2030) 8 Conduct baseline review/survey of all research activities in all Higher Learning Institutions STI Plan (2022-2030) 9 Develop a Roadmap and Strategic Framework for cutting-edge research and innovation STI Plan (2022-2030) Support Universities and research institutions to take up Research as an important pathway for 10 PNGDSP 20210 - 2030 development of the country Establish partnerships and strategic alliances with both internal and external research and 11 PNGDSP 20210 - 2030 development organisations and institutions 12 Protect scientific and technological discoveries and research results PNGDSP 20210 - 2030 Table 4 Indicators Baseline Annual Targets No. Indicator Source (2020) 2023 2024 2025 2026 2027 Gross expenditure on research and 1 RCAS 2016/2021 0.03 0.04 0.05 0.075 0.085 1.0 development (GERD) (% of GDP) Number of researchers per 1 million 729 1,000 1,050 1,350 1,500 2 RCAS 2016 850 (HC) Inhabitants (Full Time Equivalence) (HC) (HC) (HC) (HC) (HC) By Field of R&D (FTE): 3 Agriculture, Fisheries and Forestry 57(HC) 80 100 110 160 185 4 Natural Sciences 174(HC) 215 245 255 305 330 5 Engineering and Technology 38(HC) 70 90 100 150 175 6 Health and Medical sciences 132(HC) 205 235 240 290 315 RCAS 2016 7 Social Sciences 156(HC) 250 275 280 330 355 8 Humanities and Arts 17(HC) 30 55 65 115 140 9 Marine Biology NA 5 10 15 20 30 10 Climate Change NA 10 15 20 25 30 Number of National R&D infrastructure 11 (committed to R&D) in Public Institutions, 239 239 239 245 247 250 Private institutions and Universities: Number of buildings and research 12 laboratories (proportion in excellent 38.5 39 42 45 47 49 condition) (%) Number of buildings and research 13 laboratories (Proportion needing major RCAS 2016 29.2 27 24 21 19 17 refurb/unusable) (%) Total number of R&D equipment and 14 426 426 430 445 450 450 machines Equipment and machines (Proportion in 15 37.3 39 43 45 47 50 excellent/Condition) (%) Equipment and machines (Proportion to be 16 54.7 53 51 49 47 44 procured and needing maintenance) (%) Number of Partnerships for RSTI through: 174 MoU/MoA with Provincial Governments, 17 Government Departments, Private Business PNGSTS Annual 9 11 20 25 30 35 sector, Higher Learning Institutions Management 18 Grant Agreements Report 2021 NA 1 2 3 4 4 19 Collaborative RSTI Programs NA 1 2 3 4 4 Sector Agencies: NARI, UPNG, UNITECH, UoG, PAU, DWU, UNRE, PNGIMR, INA Sector Coordination Mechanism: Research, Science and Innovation Coordination Lead Sector Agency: PNGRSTI, DHERST, NRI, and DNPM (oversight) "Nathan" Graphic Artist creating artwork for MTDP IV "Nathan" Creating Graphic Artwork for MTDP IV 175

9.6 Food Security The Government recognises that good nutrition is the cornerstone for survival, health and development. In 2020, the prevalence of stunting of children under 5 years of age stood at 37.0%, whilst the prevalence of wasting in children, at the same age, stood at 9.6%. These are concerning numbers for PNG and its future. Hence, it aims to reduce the percentage of wasting and stunting of children in this medium term. Through the National Nutrition Policy and National Food Security Action Plan, the Government has the objective to promote and increase production of staple foods, livestock breeding, roll- out of inland aquaculture and apiculture (honey bees) programs that have nutritional values. In this medium term, the critical focus areas of Government in the area of Food Security include: i) Food production and access to address adequate supply of food; ii) Protection and preservation of our traditional food crops through research; and iii) Research and development to discover climate resilient food crops. The Government aims to invest an estimate of K40 million in RST in this medium term. Tables 1 to 4 below show the investments, KRAs, strategies and development indicators. Table 1 Investments DIP 2023 2024 2025 2026 2027 Total Est. Funding Investment Link (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Cost (K’mil) option DIP 9.6 Food Security and Nutrition Program 0 10.0 10.0 10.0 10.0 40.0 GoPNG/DPs Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) Number of Districts developing food security program 1 NA 15 20 25 25 DDAs/NARI through supply of food crop seedlings 2 Number of Districts developing school nutritional programs NA 15 20 25 25 DDAs/PEB Number of provinces mainstreaming awareness on 3 NA 3 5 5 6 PGs Nutrition in the province Number of food research that lead to new high breed food 4 NA 2 2 3 3 NARI varieties 5 Number of food crops in gene bank NA 2 2 3 3 NARI Table 3 Strategies No. Implementation Strategy Policy Reference Establish a National Food Security Council/Authority to guide, support and monitor 1 PNG NFS 2016-2025 implementation of PNG NFS 2016-2025 Support hygiene, nutrition and dietary education, programs and awareness among families, 2 PNG NFS 2016-2025 households and schools Establish partnerships among local, national and international stakeholders to food security 3 PNG NFS 2016-2025 and related concerns Put in place strong biosecurity measures to safeguard local food crops against pests and 4 PNG NFS 2016-2025 diseases Support research and development for innovative farming methods for climate-smart 5 PNG NFS 2016-2025 agriculture 6 Support technology and skills development in downstream processing and food preservation PNG NFS 2016-2025 7 Research and Development of the Gene pool preservation PNG NFS 2016-2025 176 Table 4 Indicators Base- Annual Targets No. Indicator Source line (2020) 2023 2024 2025 2026 2027 NFSP 2016-2025/ 1 Prevalence of stunting in children <5 (%) 37 25.43 21.57 17.71 13.86 10 HIES/FSP NFSP 2016-2025/ 2 Prevalence of wasting in children <5 (%) 9.6 6.77 5.83 4.89 3.94 3 HIES/FSP 3 Prevalence of Under Nourishment (%) HIES 2010, FAO 21.6 20 18 15 12 9 Composite staple food production index NFSP 2016-2025/ 4 4.6 5.84 6.26 6.67 7.09 7.5 (million tonnes) HIES/FSP Sector Agencies: NARI, FPDA, UPNG, UNITECH, UoG, PAU, DWU, UNRE, PNGIMR Sector Coordination Mechanism: Research, Science and Innovation Coordination Lead Sector Agency: PNGRSTI, DHERST, NRI "Lysie" Gardening in Boera, Central Province 177 Objective: Building a resilient economy from the adverse effect of climate change, environment degradation and natural disasters Climate change affects PNG significantly and is vulnerable to floods, droughts, earthquakes, volcanic activity, tsunamis, and sea-level rise. The Government intends to safeguard its socio- economic loss from adverse impacts of climate change and natural disaster through the National Reduction on Emission on Reforestation and Degradation (REDD+) Strategy 2017-2027. This is part of the country’s ongoing commitment as member of the United Nations Framework Convention on Climate Change (UNFCCC), Paris Agreement (COP21) and other global programs. The Government will specifically target investments in the climate change mitigation, adaptation, environment protection and disaster management space. The State agencies including Climate Change Development Authority, ONG Conservation and Environment Protection Authority, PNG Forestry Authority, Department of Petroleum and Energy, Department of Transport, Department of Provincial and Local Government Affairs, Provinces and Districts will undertake these programs in collaboration with key local and international stakeholders. The following DIPs will support SPA 10: An estimate of K569.5 million will be spent to fund programs identified under the four DIPs.

10.1 Climate Change Mitigation and Adaptation The Government will address the climate change challenges by undertaking the following mitigation and adaptation programs: i) REDD+ Safeguard Information System; ii) Enhanced Determined Contribution Implementation Plan 2020-2030; iii) Adaptation Program; and iv) Mitigation Program. Tables 1 to 4 below show the investments, KRAs, strategies and development indicators. Table 1 Investments Total 2023 2024 2025 2026 2027 Funding DIP Link Investment Est. Cost (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Source(s) (K’mil) REDD+ Safeguard Information System 0.0 2.0 2.0 2.0 2.0 8.0 GoPNG/DPs Enhanced Determined Contribution 0.0 5.0 5.0 5.0 5.0 20.0 GoPNG/DPs DIP 10.1 Implementation Plan 2020-2030 Climate Change Adaptation Program 5.0 10.0 10.0 10.0 10.0 45.0 GoPNG/DPs Climate Change Mitigation Program 5.0 10.0 10.0 10.0 10.0 45.0 GoPNG/DPs 178 Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) DIP 10.1 Climate Change Mitigation Number of laws, policies, strategies, plans or regulations 1 addressing climate change (mitigation or adaptation) 2 5 9 10 11 CCDA officially proposed, adopted, or implemented Number of Climate Resilient codes and standards policies 2 1 3 5 CCDA developed, adopted, and applied to adaptation sectors 3 Develop Carbon Trade Regulation in 2024 √ CCDA Number of Provinces effectively mainstreaming the climate 4 5 10 15 205 22 CCDA governance and monitoring system 5 Number of declared carbon trade areas (ha) 2 6 10 15 25 CCDA DIP 10.2 Climate Change Adaptation Establishment of a National Forest Inventory (to Improve 6 √ PNG FA the country specific Emission Factor (EF) 7 Develop a Renewable Energy Policy √ DPE Minimum Energy Performance Standards and Labeling 8 √ DPE Regulation established Table 3 Strategies No. Implementation Strategy Policy Reference DIP 10.1 Climate Change Mitigation 1 Improved Reporting and Monitoring of CO2 emission PNG National Determined Contribution 2020-2030 Effective framework mechanisms for climate 2 PNG Enhanced National Determined Contribution 2020-2030 governance, monitoring and reporting Effective safeguard information systems and Reducing Emission from Deforestation and Degradation (REDD+) 3 grievance and readiness mechanism 2017-2027 DIP 10.2 Climate Change Adaptation Climate Change incorporated in National Health Reducing Emission from Deforestation and Degradation (REDD+) 4 Standards 2017-2027 Reducing Emission from Deforestation and Degradation (REDD+) 5 Establish an effective Carbon Trade Regulation 2017-2027 Reducing Emission from Deforestation and Degradation (REDD+) 6 Promote Climate Change Resilient Infrastructure 2017-2027 Effective implementation and administration of Reducing Emission from Deforestation and Degradation (REDD+) 7 Resettlement Program 2017-2027 Mainstream climate change and environment Reducing Emission from Deforestation and Degradation (REDD+) 8 education 2017-2027 Table 4 Indicators Baseline Annual Targets No. Indicator Source (2020) 2023 2024 2025 2026 2027 Average CO2 emissions in PNG (grams/ 10,000 20% of 40% of 50% of 60% of 70% of 1 CCDA Liter (g/L) Gg CO2 the GHG the GHG the GHG the GHG the GHG Average CO2 emissions in PNG from the 10,000 20% of 40% of 50% of 60% of 70% of 2 Land Use, Land Use Change and Forestry CCDA Gg CO2 the GHG the GHG the GHG the GHG the GHG Sector (Gg CO2 eq) Share of renewable energy from on-grid 3 NEA 30 40 50 60 70 78 source (installed capacity) (%) Proportion of protected land area registered CCDA, 4 CCDA / PNGFA to administer and report on this indicator. for carbon trade (%) UNDP Executing Agencies: Climate Change Development Authority (CCDA), PNG Forest Authority, DPE Sector Coordination Mechanism: Climate Change and Environmental Protection Coordination Committee Lead Sector Agency: CCDA and DNPM (oversight) 179

10.2 Environment Protection PNG is endowed with rich natural resources and culture. It has the third world’s largest tropical rainforest and its biodiversity is globally known as hotspot. All these are all under considerable pressure from the impact of climate changes. The Government intends to secure 16% of both terrestrial and 8% of maritime as “protected area” by from 2020 baseline of 3.69% and 3.98% respectively. This is aimed at protecting biological diversity and reducing the primary forest depletion rate from 9% to 6.5 % by 2027. Other actions include banning of plastics and adopting innovative methods of waste management. Specific focused areas are: i) Sustainable Environment Management Program; ii) National Waste Development Program; and iii) Bio-Waste Energy Development Program. Tables 1 to 4 below show the investments, KRAs, strategies and development indicators. Table 1 Investments Total 2023 2024 2025 2026 2027 Est. Funding DIP Link Investment (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Cost Source(s) (K’mil) Sustainable Environment Management 0.0 5.0 5.0 5.0 5.0 20.0 GoPNG/DPs Program DIP 10.2 National Waste Development Program 0.0 10.0 15.0 15.0 15.0 50.0 GoPNG/DPs Bio-Waste Energy Development Program 0.0 10.0 15.0 15.0 15.0 50.0 GoPNG/DPs Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) DIP 10.2 Environment Protection 1 Number of declared and protected areas (ha) 2 4 6 10 15 CEPA Number of Provinces enforcing environmental 2 14 16 18 20 22 CEPA compliance laws Number of Provinces having proper waste 3 5 8 12 18 22 CEPA management systems at Provincial headquarters Table 3 Strategies No. Implementation Strategy Policy Reference DIP 10.2 Environment Protection Improve biodiversity conservation for the purposes of eco-tourism & protecting & PNG Protected Areas Policy/ PNG 1 maintaining PNG’s diverse flora & fauna, including medicinal values. (Marine and Land) Marine Program 2019-2023 2 Utilise innovative methods used for waste management Waste Management Policy Climate Change and Environment 3 Develop payment of ecosystem services guidelines Act 4 Complete banning of plastic products Waste Management Policy 5 Promotion of environment and biodiversity rehabilitation Waste Management Policy 180 Table 4 Indicators Base- Annual Targets No. Indicator Source line (2020) 2023 2024 2025 2026 2027 Percentage of terrestrial areas protected to PNG State of 1 maintain and improve biological diversity Environment 3.69 4.0 5.0 6.0 7.0 8.0 (%) Report 2020 Papua New Percentage of marine and coastal areas Guinea Marine 2 protected to maintain and improve biological 3.98 4.0 5.0 6.0 7.0 8.0 Program 2019- diversity (%) 2023 PNG State of Proportion of pollution complaints 3 Environment 20 30 35 40 45 50 investigated and resolved (%) Report 2020 Primary forest depletion rate per year due to PNG State of 4 commercial agriculture, logging, mining and Environment 9 8.5 8.0 7.5 7.0 6.5 urban town development (%) Report 2020 Proportion of municipal cities adopting PNG State of 5 innovative methods of waste management. Environment 5 10 15 20 25 30 (%) Report 2020 CEPA, Climate Change Development Authority (CCDA), PNG Forest Authority, Executing Agencies: DPE, MRA Sector Coordination Mechanism: Climate Change and Environmental Protection Coordination Committee Lead Sector Agency: CCDA and DNPM (oversight) 181

10.3 Natural Disaster Management PNG is vulnerable to natural disasters which severely affect lives, food crops, economic and environment. The Government intends to implement a long-term strategy aimed at mitigation, preparedness, response and recovery. Appropriate programs on disaster risk responses (DRR), disaster risk management (DRM) and climate change mitigation will be developed to manage the risk associated with natural disasters. The three focused areas of Government intervention include: i) Natural Disaster Program; ii) Integrated Early Warning System; and iii) Natural Disaster Resilient Infrastructure. Tables 1 to 4 below show the investments, KRAs, strategies and development indicators. Table 1 Investments Total DIP 2023 2024 2025 2026 2027 Est. Funding Investment Link (K’mil (K’mil) (K’mil) (K’mil) (K’mil) Cost Source(s) (K’mil) Natural Disaster Program 11.5 15.0 15.0 15.0 15.0 71.5 GoPNG/DPs Integrated Early Warning System 0.0 5.0 5.0 5.0 5.0 20.0 GoPNG/DPs DIP 10.3 Natural Disaster Resilient Infrastructure 0.0 50.0 50.0 50.0 20.0 170.0 GoPNG/DPs Program Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency (ies) DIP 10.1 Climate Change Mitigation Number of Provincial Disaster and Emergency 1 1 5 10 15 22 DoT and NWS Operation Centres fully established Number of Standard Operating Procedures, developed, 2 1 3 8 11 13 DoT and NWS endorsed and implemented DIP 10.1 Climate Change Adaptation Number of Provinces establishing early warning 3 4 8 12 18 22 DoT and NWS systems 4 Review the legislation and policies Review and Implementation of the Law and Policy DoT and NWS DIP 10.3 Natural Disaster Management Number of tertiary institutions teaching Disaster 5 All tertiary institutions DHERST Management Courses Table 3 Strategies No. Implementation Strategy Policy Reference DIP 10.1 Climate Change Mitigation PNG Disaster Risk Reduction and Disaster 1 Integration of Disaster Management Courses into tertiary institutions Management Frame-work for Action 2 Establishment of Provincial Disaster Centres National Disaster Risk Management Plan 3 Development of Disaster Management Policies, Procedures and regulations National Disaster Risk Management Plan 4 Development of e-disaster system National Disaster Risk Management Plan 5 Review and development of legislation and policies. National Disaster Risk Management Plan DIP 10.1 Climate Change Adaptation Development of Natural Disaster, Preparedness, Mitigation and Adaptation 6 National Disaster Risk Management Plan Program 182 7 Establishment and enhancement of integrated early warning systems National Disaster Risk Management Plan 8 Build Capacity of National and Provincial Disaster Office National Disaster Risk Management Plan DIP 10.3 Natural Disaster Management Established Disaster Risk Reduction and Disaster Management Framework 9 National Disaster Risk Management Plan in 2024 Comprehensive Hazard Assessment & Risk Management (CHARM) 10 National Disaster Risk Management Plan Diploma Course introduced at UPNG in 2025 Table 4 Indicators Base- Annual Targets No. Indicator Source line (2020) 2023 2024 2025 2026 2027 Proportion of population affected and displaced Internally displaced policy to be developed and implemented 1 DPLLGA by natural disaster by DPLGA Proportion of Provinces and Districts having DPLLGA to engage with provinces to report on 2 DPLLGA NA Disaster Preparedness Strategies in place this indicator DoT Economic Relevant agencies to establish the loss in 3 Share of GDP Loss as a result of natural disaster NA Bulletin monetary value to calculate the loss Report 2022 Executing Agencies: NDC/ DRMC, DoWH, CEPA, CCDA Sector Coordination Mechanism: High-Level National Disaster Coordination Committee Lead Sector Agency: National Disaster Commission and DNPM (oversight) 183 Objective: Sustainable, Inclusive and Productive Population for development A sustainable, inclusive and productive population is integral for development. The MTDP IV identifies deliberate programs to manage population growth, youth bulge, and issues affecting women. A projected investment of K681.5 million is needed to deliver these priorities by 2027. Priority investments will be focused on the following DIPs:

11.1 Sustainable Population The Government envisages to manage its population growth by reducing the fertility rate and increasing the proportion of the population accessing family planning services by 2027. The strategies to achieve sustainable population growth include: review of the National Population Policy 2015-2024, effective family planning services, promote education and employment opportunities for girls, and strengthen partnerships with stakeholders to address the population related issues. An investment projection of K60 million is needed to deliver the priorities by 2027. The investments will focus on the following programs under this DIP: i) Reproductive Health & Family Planning; and ii) Girls Education Support Program and Curriculum/ Training Scholarships. Tables 1 to 4 below show the investments, KRAs, strategies and development indicators. Table 1 Investments Total DIP 2023 2024 2025 2026 2027 Funding Investment Est. Cost Link (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Source(s) (K’mil) Reproductive Health & Family Planning 0.0 5.0 5.0 5.0 5.0 20.0 GoPNG DIP

11.1 Girls Education Support Program & 0.0 10.0 10.0 10.0 10.0 40.0 GoPNG/DPs Curriculum/Training Scholarships 184 Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) Number of registered partners implementing population 1 2 5 15 30 60 DNPM management programs Attending school (% of population aged 5-29 of female 2 55.1 64.1 73.1 82.1 91.1 NSO students) 3 Number of new ‘girls only’ schools built - 1 3 5 10 NDoE 4 Percentage of GoPNG scholarships for girls (%) 10 20 30 40 50 NDoE 5 Percentage of scholarships for girls provided by DPs (%) 50 50 50 50 50 NDoE Table 3 Strategies No. Implementation Strategy Policy Reference 1 Population Coordination Unit established within DNPM National Population Policy, Vol.1 Policy Statement 2015-2024 Effective Implementation of population management through 2 National Population Policy, Vol.1 Policy Statement 2015-2024 family planning services 3 Promote education and employment opportunities for girls National Population Policy, Vol.1 Policy Statement 2015-2024 4 Review of Population Policy 2015-2024 National Population Policy, Vol.1 Policy Statement 2015-2024 Formulation and implementation of Population Policy 2025- 5 National Population Policy, Vol.1 Policy Statement 2015-2024 2034 6 Conduct 2024 National Population & Household Census NEC Decision Strengthen partnerships to administer the population related 7 National Population Policy, Vol.1 Policy Statement 2015-2024 issues Enhance and empower organisations that are administering 8 National Population Policy, Vol.1 Policy Statement 2015-2024 orphanages Integration of the National Population matters into all 9 National Population Policy, Vol.1 Policy Statement 2015-2024 development plans 10 Awareness of population management throughout the country National Population Policy, Vol.1 Policy Statement 2015-2024 Table 4 Indicators Baseline Annual Targets No. Indicator Source (2021) 2023 2024 2025 2026 2027 Total Population estimate (million) 11.8* 13.0 13.6 14.3 15.0 15.7 - Male 6.1* 6.8 7.1 7.4 7.8 8.2 1 - Female NSO 5.6* 6.2 6.5 6.8 7.2 7.5 - Youth (15-24) 2.5* 2.8 2.9 3.1 3.2 3.4 - Persons with disabilities N/A NSO and DfCDR to provide data Proportion of population that is economically NSO/PNG- 2 50.6 52 53 54 55 56 active (Ages 15-65) (%) CIR NSO/PNG- 3 Proportion of population living in urban areas NSO and PNGCIR to provide data CIR 4 Population growth rate (%) NSO 4.8 4.8 4.8 4.8 4.8 4.8 5 Total Fertility Rate (%) NSO 4.2 4.2 4.0 3.8 3.6 3.4 6 Family Planning (%) NSO 37 38 42 44 46 48 Executing Agencies: All relevant Agencies, Dept. of Health, Dept. of Education, PNGCIR Sector Coordination Mechanism: High-Level Population and Youth Coordination Committee Lead Sector Agency: National Statistics Office (NSO) and DNPM (oversight) *2021 NSO PME baseline 185

11.2 Youth Development and Labour Mobility The Government will deliberately mobilise resources to invest in the country’s youth population to address the youth bulge and associated social issues that impede the development of the country. Through the MTDP IV, opportunities will be created in education, sports, employment, business, and other economic activities to harness the demographic dividend. Over the MTDP IV period, 22 Provincial Youth Development Centres will be established across the country; increase youth participation in MSME, National Voluntary and Civic Service, National Compulsory Service, and labour mobility. Strategies to improve youth indicators include: review the National Youth Policy 2020-2030, review legislations, create access to MSME facilities, civic engagements, student governance in tertiary institutions, increase education and training opportunities, job placement and graduate schemes. An investment projection of K190.8 million is needed to deliver the priorities by 2027. The investments will focus on the following programs under this DIP: i) Youth Development Program; ii) Juvenile Detention Support Program; iii) Labour Mobility and Employment Program; iv) National Compulsory Service; and v) Other labour and employment related programs. Tables 1 to 4 below show the investments, KRAs, strategies and development indicators to deliver youth development and labour mobility priorities. Table 1 Investments Total 2023 2024 2025 2026 2027 Funding DIP Link Investment Est. Cost (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Source(s) (K’mil) Youth Development Program 5.0 15.0 15.0 15.0 15.0 65.0 GoPNG/DPs Juvenile Detention Support Program 0.0 5.0 5.0 5.0 5.0 20.0 GoPNG/DPs DIP 11.2 Labour Mobility and Employment 10.8 10.0 10.0 10.0 10.0 50.8 GoPNG Program National Compulsory Service 0.0 5.0 10.0 20.0 20.0 55.0 GoPNG/DPs Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency 1 Number of youth development centers 1 8 12 18 22 NYDA 2 Total number of youths engaged in MSMEs 36,000 50,000 80,000 120,000 150,000 NYDA Number of youths engaged in the National Voluntary NYDA and 3 36,000 36,000 36,000 36,000 36,000 Services (NVS) NVS Coverage of basic life skills training for youths in 4 5 10 20 25 30 NYDA provinces and districts (%) Number of youths in labour mobility schemes with other 5 5,000 7,500 10,000 15,000 20,000 DLIR/DoT countries 6 Number of youths enrolled in NCS 0 2,000 5,000 10,000 20,000 DNPM Table 3 Strategies No. Implementation Strategy Policy Reference 1 Review of the National Youth Policy 2020-2030 National Youth Policy 2020-2030 186 Empower youth through MSME incubation, labor mobility schemes and 2 National Youth Policy 2020-2030 employment opportunities Support youth in civic engagements and democratic participation process in 3 National Youth Policy 2020-2030 schools, communities, institutions and society Improve education and skills training and personal development programs that 4 National Youth Policy 2020-2030 meets job markets and for self-employment Encourage job placements, graduate schemes and on the job capacity building 5 National Employment Policy 2021-2031 and specialised trainings Table 4 Indicators Base- Annual Targets No. Indicator Source line (2020) 2023 2024 2025 2026 2027 Employment to population ratio, 15+ (%) 51 53 58 62 67 70 - Females, 15+ (%) DLIR, NSO 49 51 54 57 60 65 1 - Vulnerable, 15+ (%) 74 75 76 78 80 82 - Youth (15-24) (%) NYDA, NSO 32.5 40 42.5 45 47.5 50 BPNG and 2 Annual Average Remittance from abroad (K’mil) 30* 33 35 36 38 40 FIs 3 Proportion of youth in schools (%) EMIS N/A NDoE to provide data Proportion of youth population who completed 4 EMIS Gr. 12 (%) N/A NDoE and DHERST to provide data Proportion of youth population who attained 5 EMIS technical skills training (%) Executing Agencies: National Youth Development Authority and others Sector Coordination Mechanism: High-Level Population and Youth Coordination Committee Lead Sector Agency: NSO and DNPM (oversight) *2021 baseline 187

11.3 National Sports Development The target of MTDP IV is to increase the proportion of youths engaged in sports; ensure at least 50% of all the Provinces and Districts have improved sporting facilities, and increase sports remittances from overseas and sports tourism. The key result areas for National Sports Development are: ensure at least 10 Provinces and 40 Districts have an improved sporting facility, increase the number of youth athletes participating in regional youth games, increase the number of athletes on scholarships studying abroad, and increase the number of professional sports elite export. The strategies to develop sports over the medium-term period include: reviewing the existing PNGSF Act 2006 and enact the PNG Sports Act, improve and develop sporting infrastructure for different sporting codes, increase youth participation, develop and promote school sports programs, and roll out nation-wide sports excellence programs. An investment projection of K195 million is needed to deliver the priorities by 2027. The investments will focus on the following programs under this DIP: i) Sport Development Program; ii) Sports Infrastructure Development; iii) Sports High Performance (HP) Centres; and iv) Sports Research, Education and Training. Tables 1 to 4 below show the investments, KRAs, strategies and development indicators. Table 1 Investments Total DIP 2023 2024 2025 2026 2027 Investment Est. Cost Funding Source(s) Link (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Sport Development Program 5.5 10.0 10.0 10.0 10.0 45.0 GoPNG/DPs/PPP Sports Infrastructure Development 10.0 15.0 15.0 15.0 15.0 70.0 GoPNG/DPs/PPP DIP 11.3 Sports High Performance 10.0 15.0 15.0 15.0 15.0 70.0 GoPNG/DPs/PPP Sports Research, Education and 1.0 2.0 2.0 3.0 2.0 10.0 GoPNG/DPs/PPP Training (SRET) Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) Number of provinces with at least one improved sporting 1 6 7 8 9 10 PNGSF facility 2 Number of districts with at least one improved sporting facility 10 15 20 30 40 PNGSF Number of Youth athletes participating in Regional Youth 4 5,000 6,000 8,000 9,000 10,000 PNGSF Games 5 Athletes participating in PNG Games (No.) 6,500 - 10,000 - 12,000 PNGSF 6 Athletes on scholarships studying abroad (No.) 100 150 200 250 300 PNGSF 7 Number of professional sports elites exported 10 20 30 40 50 PNGSF Table 3 Strategies No. Implementation Strategy Policy Reference Review the existing PNGSF Act 2006 and enact the PNG Sports Act to establish 1 National Sports Policy 2020-2050 sport legislative framework Improve and develop sporting infrastructure to meet the demand of the different 2 National Sports Policy 2020-2050 sporting codes in the country 188 National Sports Policy 2020-2050, Increase mass participation of youths at District levels through regional youth games 3 National Youth Development Authority as a pathway for semi-professional and professional sportsmanship Policy National Sports Policy 2020-2050, Encourage and promote school sports programs and competitions in partnership 4 National Department of Education with NDoE Strategic Plan 2019-2023 5 Roll out sports excellence programs throughout PNG using regional sports facilities National Sports Policy 2020-2050 6 Working in partnership with Olympic Committee and National Federations in hosting National Sports Policy 2020-2050 sporting competitions 7 Design an Athlete Development Framework from amateur to elite level and integrate National Sports Policy 2020-2050 the framework into the SMTIP 8 Provide sporting infrastructure to meet minimum occupational health and safety National Sports Policy 2020-2050 standards at venues in schools, and at the National and Sub-National levels 9 Establish high performance infrastructure and develop a modern HP administration National Sports Policy 2020-2050 to encompass training and research in NSI, Goroka. Table 4 Indicators Base- Annual Targets No. Indicator line Source 2023 2024 2025 2026 2027 (2020) Proportion of total youth aged population engaged 1 PNGSF N/A PNGSF and NSO to consider in formal sports development programs (%) Proportion of Provinces and Districts with 2 PNGSF N/A 20 25 30 40 50 improved sporting facilities (%) 3 Sports remittance from overseas (K’mil) PNGSF 0.5 1 2 3 4 5 PNG Sports Foundation, National Federations and PNG Olympic Executing Agencies: Committee, and Others Sector Coordination Mechanism: High-Level Sports Coordination Committee Lead Sector Agency: PNG Sports Foundation and DNPM (oversight) 189

11.4 Women Empowerment In this medium-term, the Government aims to increase the Gender Parity Index for females in education, employment and business. Government also aims to reduce incidences of Gender Based Violence (GBV) and quadruple the number of women involve in leadership. The key result areas of women empowerment include: establishing programs for champions on women's advocacy issues, establish 80 Meri Seif Haus centres, increase the percentage of the victims of gender-based violence receiving counseling services, increase the number of financial inclusion and literacy training conducted for women, ensure all the State agencies, provinces and districts implement Gender Equality Social Inclusion (GESI) Policy, and increase the number of programs on women in leadership and business implemented by both the Government and partners. The strategies for Women Empowerment include: increase women’s access to economic opportunities and awareness of their rights, awareness of population management that incorporate gender issues throughout the country, support and strengthen Meri Seif Haus initiatives, promote women accessibility to education opportunities, and promote women in leadership and business. An investment projection of K148.7 million is needed to deliver the priorities by 2027. The investments will focus on the following programs under this DIP: i) Gender Based Violence and Meri Seif Haus; and ii) Women in business and leadership support program. Tables 1 to 4 below show the investments, KRAs, strategies and development indicators. Table 1 Investments Total DIP 2023 2024 2025 2026 2027 Funding Investment Est. Cost Link (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Source(s) (K’mil) Gender Based Violence and Meri Seif 40.7 22.0 22.0 22.0 22.0 128.7 GoPNG/DPs Haus DIP 11.4 Women in leadership and business 0.0 5.0 5.0 5.0 5.0 20.0 GoPNG/ DPs support program Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) Establish program for champions on women's DfCDR, NYDA, 1 √ issues (in 2024) Churches 2 Number of policies that mainstream gender 1 1 1 1 1 DfCDR, DPM Number of Meri Seif Haus centers established in 3 10 20 40 60 80 DfCDR the country Percentage of victims of gender-based violence 3 10 12 30 40 60 DfCDR, Police receiving counseling services (%) Number of financial inclusion & literacy training 4 4 5 5 6 2 CEFI conducted for women per year Number of state agencies implementing GESI 5 10 12 16 22 30 DPM Policy 6 Number of provinces implementing GESI Policy 2 5 12 17 22 DPM and DPLLGA Number of programs on women in leadership and 7 business implemented by both the government 5 10 20 30 40 DfCDR/DPM and partners 190 Table 3 Strategies No. Implementation Strategy Policy Reference Increase women’s access to economic opportunities & awareness National Population Policy, Vol.1 Policy Statement 2015- 1 of their economic rights 2024 Awareness of population management that incorporate gender 2 National SME Policy, CEFI issues throughout the country 3 Support and strengthen Meri Seif Haus initiatives GESI 4 Promote women accessibility to education opportunities National Education Plan 5 Promote women in leadership and business GESI Table 4 Indicators Baseline Annual Targets No. Indicator Source (2020) 2023 2024 2025 2026 2027 National Gross enrolment rate for females in Education 1 40 43 44 45 46 47 secondary education (%) Plan 2020- 2029 Primary: 0.94 0.94 0.95 0.97 0.99 1.0 2 Gender Parity Index by Education level (%) EMIS Secondary: 0.98 0.98 0.98 0.98 0.99 1.0 UNDP HDR 3 Gender Inequality Index (0-1) 0.73 0.6 0.55 0.5 0.4 0.3 2021-2022 Percentage of victims of gender-based 4 DfCDR/DoH N/A 25 40 60 80 100 violence receiving counseling services (%) 5 Total number of women with credit accounts BPNG/CEFI 123,705 141,705 159,705 177,705 195,705 213,705 6 Proportion of women in formal business (%) IPA, IRC N/A 10 15 25 30 35 7 Number of women in Parliament PNGEC 2 10 Proportion of women as elected LLG PNGEC, 8 2 10 presidents and ward councillors (%) DPLGA DPM, PNG Business 9 Proportion of women in leadership (%) N/A 10 15 25 30 35 Council, PNGCCI Reported Gender Based Violence cases (%) 30 40 50 60 70 80 DJAG, 10 - Females experiencing forms of violence N/A RPNGC Reduce by 50 percent - Males experiencing forms of violence N/A Dept. for Community Development & Religion, Dept. of Health, Dept. of Executing Agencies: Education Sector Coordination Mechanism: High-Level Population and Youth Coordination Committee Lead Sector Agency: Dept. for Community Development & Religion and DNPM (oversight) 191

11.5 Family and Social Inclusion During the medium term, the Government aims to support people with special needs and ensure that their right to a minimum standard of living is accorded. MTDP IV aims to reduce the dependency ratio (per 100 people) from 67.4% down to 41.2%, and improve accessibility for people living with disability by 10%. The key result areas for family and social inclusion are: reviewing of the Disability Policy; reviewing of the Social Protection Policy; and establish about 22 family support centers in provinces. The strategies to implement family and social inclusion are same as the key result areas. Building plans and infrastructure designs must incorporate the ease of access for people living with disability. An investment projection of K87.0 million is needed to deliver on the priorities by 2027. The investments will focus on the following programs under this DIP: i) Disability and Social Protection Program; and ii) Roll-out of provincial family support centers. Tables 1 to 4 below show the investment requirements, KRAs, strategies and indicators. Table 1 Investments DIP 2023 2024 2025 2026 2027 Total Est. Funding Investment Link (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Cost (K’mil) Source(s) Disability & Social Protection Program 7.0 10.0 10.0 10.0 10.0 47.0 GoPNG/DPs DIP 11.5 Provincial Family Support Centers 0.0 10.0 10.0 10.0 10.0 40.0 GoPNG/DPs Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) Undertake Review of Disability Policy in 2024 and 1 Review, formulate and implement the Policy DfCDR implementation Undertake Review of Social Protection Policy in 2023 and 2 Revised Social Protection Policy implemented DfCDR implementation 192 Number of family support centers established in provinces 5 3 8 13 18 22 DfCDR (Meri Safe Haus) Table 3 Strategies No. Implementation Strategy Policy Reference 1 Review of National Policy on Disability 2015-2025 and implementation Review of National Policy on Disability 2015-2025 Policy for Integrated Community Development 2019- 2 Review of Social Protection Policy and implementation 2028 Incorporate into building plans, the ease of access for people living 3 Review of National Policy on Disability 2015-2025 with disability Table 4 Indicators Annual Targets Baseline No. Indicator Source (2020) 2023 2024 2025 2026 2027 National 1 Dependency Ratio (per hundred persons) 67.4 56.2 52.4 48.7 45 41.2 Census 2011 Percentage of access for people living with 2 DfCDR N/A 1 2 5 7 10 disability into buildings (%) Executing Agencies: Department of Community Development and Religion, and Others High-Level Family and Social Protection Coordination Committee; High-Level Sector Coordination Mechanism: Population and Youth Coordination Committee Lead Sector Agency: DCDR and DNPM (oversight) 193 Goal: Forging strategic partnerships for greater development results PNG has diplomatic relations and strategic development cooperation arrangements with bilateral and multilateral partners. These partnerships and arrangements will be strengthened to advance PNG’s commercial, development cooperation, and security cooperation. The Government will also work with its Development Partners to align their policies and programs with the MTDP IV and support areas of their comparative advantages. Specific arrangements are defined in the Government’s Development Cooperation Policy. Bilateral Partners include Australia, Japan, New Zealand, the People’s Republic of China, and United States of America. To strengthen commercial, development and security cooperation, PNG will develop a new Foreign Policy and enhance its capacity in its diplomatic missions. The Government also engages with major multilateral partners that include the Asian Development Bank (ADB), World Bank Group (WBG), International Monetary Fund (IMF), European Investment Bank (EIB), European Union (EU), United Nations (UN) and the EXIM Banks. These partners continue to support high impact development programs and projects in PNG. The private sector continues to play an important role in infrastructure development and service delivery through Corporate Social Responsibilities (CSR). In the medium-term, the Government envisages a more extensive role through innovative financing and delivery modalities. The role of NGOs, CSOs, FBOs and Philanthropies are recognised in the implementation and delivery of basic services. Their support and assistance complement government efforts to provide services to rural communities and are an important network of Government. National and international volunteers are active partners that complement skills gaps required in specialised fields and remote areas. The Government will support the roll-out of the National Volunteers Policy. In this medium-term, an estimated investment of K234.2 million will be mobilised to support the implementation of SPA 12. The MTDP IV Deliberate Intervention Programs (DIPs) for SPA 12 include: 194 Tables 1 to 4 below show the Investments, KRAs, Strategies and Indicators for DIP 12.1 to DIP 12.5. Table 1 Investments Total DIP 2023 2024 2025 2026 2027 Funding Investment Est. Cost Link (K’mil) (K’mil) (K’mil) (K’mil) (K’mil) Sources (K’mil) Foreign missions’ infrastructure 0.0 10.0 10.0 10.0 10.0 40.0 PIP Rehabilitation and Development Foreign Service Officers Capacity Building DIP 12.1 0.0 1.0 1.0 1.0 1.0 4.0 PIP program Development and Implementation of PNGs 0.0 1.0 1.0 1.0 1.0 4.0 PIP Foreign Policy Development of new DCP and CSO GoPNG 2.0 0.3 0.3 0.3 0.3 3.2 Policies (PIP)/DPs Institutional strengthening, Capacity Building and technical assistance for GoPNG DIP 12.2 0.0 2.0 2.0 1.0 1.0 6.0 executing agencies and implementing (PIP)/DPs agencies PNG Development Assistance Database GoPNG 0.0 1.0 0.2 0.2 0.2 1.6 project (PIP)/DPs Public Private Partnership Technical 1.8 1.8 1.8 1.8 1.8 9.0 GoPNG/DPs DIP 12.3 Assistance program Private Sector Development Initiative (TA) 0.2 1.0 1.0 1.0 1.0 4.2 DPs/GoPNG CSO State Partnership Program 0.2 1.0 2.0 2.0 2.0 7.2 GoPNG/DPs DIP 12.4 Church-State Partnership program 5.0 20.0 20.0 20.0 20.0 85.0 GoPNG/DPs GoPNG/ DIP 12.5 National Volunteer Intervention Program 10.0 15.0 15.0 15.0 15.0 70.0 DPs/ SIPs Table 2 Key Result Areas Responsible No. Key Performance Indicator 2023 2024 2025 2026 2027 Agency(ies) DIP 12.1: Foreign Relations PNG Foreign Policy completed and under Completed 1 Ongoing DFAIT implementation and launched Number of Highly Skilled Foreign Service 2 20 30 60 100 150 DFAIT Officers Regional and International Agreements 3 3 3 3 3 3 DFAIT concluded with emerging economies 4 PNG missions rehabilitated and developed 1 1 1 1 1 DFAIT DIP 12.2: Development and Economic Partnership PNG Development Cooperation Policy (DCP) 1 Completed √ DFAIT Review Report completed and launched 2 New DCP formulated and implemented √ DNPM Number of Development partner Country 3 All aligned DNPM Partnership Strategies aligned to MTDP IV Number of signed Economic Partnership DNPM/ 4 3 4 6 10 15 Agreements DFAIT Increasing portion of aid focused on economic DNPM/ 5 50 60 65 70 75 enabling infrastructure (%) Treasury DIP 12.3: Private Sector Centre 1 PPP Centre established and operational Centre operational DoF established Number of PPP projects prepared and 2 1 3 7 15 20 DNPM/DoF implemented 195 PNG Number of private sector initiatives under 3 5 10 15 20 25 Business implementation Council DIP 12.4: Civil Society and Churches CSO Policy CIMC/ 1 CSO Policy reviewed and new policy formulated New CSO Policy launched and implemented reviewed DNPM Council of 2 Number of churches engaged 5 6 10 20 40 Churches/ DNPM CIMC/ 3 Number of CSOs engaged 8 10 20 30 40 DNPM DIP 12.5: National Volunteer Services Number of Papua New Guineans registered 1 by category and participating in volunteer 500 700 800 900 2,900 NVS placements Number of International Volunteers registered 2 by category and participating in volunteer 60 50 40 30 20 NVS placements (NOTE: decrease over time) 3 Number of districts engaging volunteer services 20 20 20 20 18 NVS Table 3 Strategies No. Implementation Strategy Policy Reference DIP 12.1: Foreign Relations 1 Develop and rehabilitate PNGs Foreign missions DFAIT Corporate Plan 2 Provide appropriate training for foreign service officers engaged in missions DFAIT Corporate Plan Strengthen key strategic partnerships with regional organisation including PIF, 3 DFAIT Corporate Plan ASEAN, ACP-EU and others to enhance trade and economic relations 4 Forge new relations and partnerships with countries with emerging economies DFAIT Corporate Plan DIP 12.2: Development and Economic Partnership Ensure Development Partner programs are aligned to the development priorities of PNG Development Cooperation Policy 5 government (PNG DCP) Ensure government leadership in the coordination and management of development 6 PNG DSP, PNG DCP partner programs 7 Increase mobilisation of DP resources towards economic enabling infrastructure PNG DSP, PNG DCP Increase mobilisation and allocation of DP resources towards activities focusing on 8 PNG DSP, PNG DCP trade and investment 9 Provide tax incentives and grants to attract investors (FDIs) PNG DSP, PNG DCP 10 Mobilise private sector resources towards energy infrastructure and development PNG DSP, PNG DCP 11 Strengthen relationship and coordination with all development partners PNG DSP, PNG DCP Strengthen relationship and coordination with NGOs, civil society, philanthropic 12 PNG DSP, PNG DCP organisations 13 Develop Manual to implement the PNG DCP PNG DSP, PNG DCP 14 Ensure counterpart funding is allocated to loan financed programs PNG DSP, PNG DCP DIP 12.3: Private Sector 15 Create awareness on the Public Private Partnership modality PNG DCP/PPP Policy 16 Undertake study tour to countries that have implemented PPP successfully PPP Policy 17 Undertake reforms to create a conducive environment for private sector to operate PPP Policy, PNG DCP/PNG DSP 18 Dialogue with the private sector on an annual basis consistent with DCP PNG DCP/PPP Policy DIP 12.4: Civil Society and Churches Enhance engagement with CIMC on a regional basis through the regional and 19 CSO Policy National development forums 20 Activate the dialogue mechanism for engagement with the CSOs and churches PNG DCP/PPP Policy DIP 12.5: National Volunteer Services National Policy on National Volunteerism 21 Restructure and modernise the National Volunteer Services 2020-2025 196 Develop a Competency and Accreditation Framework to manage the NVS National Policy on National Volunteerism 22 Profession 2020-2025 Promote tripartite arrangements with local administrations, corporate citizens and National Policy on National Volunteerism 23 NVS 2020-2025 Introduce school and graduate program for development of professional National Policy on National Volunteerism 24 volunteerism 2020-2025 Mainstream NVS in the public service as a prerequisite into the public service National Policy on National Volunteerism 25 employment 2020-2025 Incorporate respective sector priority on supply of skilled/technical resource National Policy on National Volunteerism 26 personnel in various plans (and budgets) 2020-2025 National Policy on National Volunteerism 27 Review of policies and legislations to effect the NVS integration program 2020-2025 National Policy on National Volunteerism 28 Ongoing capacity building for volunteers 2020-2025 Table 4 Indicators Base- Annual Targets No. Indicator Source line (2020) 2023 2024 2025 2026 2027 Increase in the number of countries with diplomatic 1 relations, multilateral agreements/ arrangements to DFA 20 30 40 50 65 70 enhance growth and security of PNG The number of regional/international meetings 2 DFA 20 25 25 25 25 35 which PNG hosts (chairs) annually Number of foreign missions rehabilitated and 3 DFA 1 2 2 2 2 3 developed Proportion of aid allocated towards economic 4 DNPM 6 50 65 70 80 85 enabling infrastructure (%) Proportion of aid allocated towards capacity 5 DNPM 10 15 20 20 20 25 building and institutional strengthening (%) Proportion of aid allocated towards trade and 6 DITI, DNPM 50 55 60 65 70 75 investment (%) Proportion of aid expanded on Technical 7 DNPM N/A 50 35 20 15 10 Assistance (TA) (%) Percentage of private sector participation in service 8 DNPM N/A 5 10 12 15 30 delivery (%) Proportion of aid towards Public Private 9 DNPM, DoF N/A 0.30 2 3 4 5 Partnership (%) Percentage of civil society and churches 10 participation in policy advocacy and development DNPM 5 8 12 15 25 27 (%) Percentage of CSOs and churches participation in 11 DNPM 3 8 10 15 20 25 service delivery (%) Percentage increase in number of registered 12 volunteers participating in volunteer placements NVS N/A 3 10 15 20 25 (%) Percentage increase in population registered and 13 NVS N/A 4 5 6 8 10 volunteering in institutions (by category) (%) Percentage of international volunteers participating 14 NVS N/A 12 10 8 5 2 in volunteer placements (%) Executing Agencies: DFAT, DNPM, CIMC, NVS, and Others Coordination Mechanism: High-Level Development Cooperation Forum Lead Sector Agency: DNPM (oversight) 197 C1 INTRODUCTION The Government’s objective of achieving a K200 billion economy and becoming a middle- income country by 2030 requires the conscious and collective efforts of the entire Nation. In order to ensure that these achievements are shared equitably to improve the quality of life of every citizen, we need to establish socio-economic service delivery standards for every level of government. Part C spells out the Minimum Service Standards (MSS) for the Provinces and Districts to deliver during the MTDP IV period. These are comprehensively reflected in the 12 SPAs and their respective DIPs. The MSS have been formulated through extensive consultations with stakeholders and reflect their development needs. It is the responsibility of each Province and District to mobilise resources and coordinate with stakeholders to deliver the MSS. Each Province and District are also required to strategically identify and unlock their economic potentials to support the National growth agenda for prosperity. The Provinces and Districts will mobilise their resources to develop their economy and contribute to the objectives of the National development agenda: i) Create economic wealth; ii) Increase Internal Revenue; and iii) Create employment. The 2023 Provincial Governors’ Conference resolved to adopt certain legislative and functional reforms to empower the Provinces to effectively administer service delivery. These resolutions are captured in the MTDP IV SPAs and DIPs for implementation. Table C1.1 provides the list of relevant resolutions. C1.1 2023 Governors' Resolutions and Actions The call for greater decentralisation by Provincial governments have been an ongoing agenda for over a decade. The Government will continue to build capacities of Sub-National government to empower them to contribute to the country’s economic growth and prosperity whilst effectively delivering the goods and services to the people as mandated under the Organic Law on Provincial and Local Level Government. The 2023 Provincial Governors’ resolutions reenforced the agenda of decentralisation of specific powers, functions and responsibilities from the National Government to the Provincial Government as agreed. The following Table provides the list of potential development programs that will be implemented under the decentralised model of government and aligned to the SPA of MTDP IV. 200 Table C1.1 2023 Provincial Governors’ Conference Resolutions Resolution Governors Resolution Development Planning Considerations MTDP IV Responsible Agency Number SPAs

1.2 Provincial Procurement Provinces to efficiently administer the procurement SPA 7 DNPM, DoF, DPLLGA Threshold from K10m to under the extended threshold to progress K20m implementation of the planned development programs to deliver the Minimum Service Standards identified under the Service Delivery Framework

1.3 Provincial Tax: Financial Provinces to administer fees, levies and charges SPA 7, IRC, DoF, DPLLGA Autonomy under the Revenue Sharing Agreement to support SPA 8 their development programs identified under MTDP IV

2.2 PFM & District Treasurer Decentralisation of Provincial and District Finance/ SPA 8 DoF, DPLLGA Decentralisation Treasury Officers to report to the Provincial Administrators.

2.4 Village Courts and Land Decentralise the Village Courts and Land Mediation SPA 5 DJAG, DPLLGA Mediation to the Provinces to administer community peace and restorative justice as required under MTDP IV

2.5 Decentralisation of PHAs The reporting protocols of PHA to be through the SPA 3 NoDH, DPLLGA, PG to Provinces Provincial Government to effectively coordinate the implementation of health care infrastructure development and services in the Province

2.6 Resource Law Resource benefit sharing for promoted equality SPA 7 SPA 8 DoT, DP, DMGH, DPLLGA

2.9 Customary Land Freeing up land for development SPA 1 DLPP Management

2.13 Decentralisation of Coordination of Demographic information and SPA 8 PNGCIR, EC, NSO, Population Date, NID, development information DCIT Population Census, Common Roll

2.14 Gender Based Violence Address peace, security, safety of women and girls SPA 11 DJAG, DfCDR, Police and SARV

3.0 Economic Projects for The comparative advantage economic potentials SPA 1 DAL, Commodity Provinces that Provinces have will be explored to contribute Boards, Fisheries, to the development of the country as identified Forestry, Mineral & under MTDP IV Petroleum, Fresh Produce Other resolutions are subject to legislative reviews based on Government decisions. All Provinces and Districts are required to align their development plans to deliver the MSS listed in Table C1.2 and develop their economic potentials. 201 Table C1.2 Minimum Services Standards at Different Levels of Government by MTDP IV SPA Classification SPA Sector Minimum Service Level Level of Funding Source Service Classification Government Requirement LLG Market Level 3, 4 PSIP/DSIP/DP District Markets District Market Level 4 PIP/PSIP/DSIP Provincial Market Level 5 Provincial PIP/PSIP/DP SME Incubation Level 3, 4 PIP/DSIP/DP District Growth Centre Supermarket Level 4 Private Sector District Township Level 4, 5 PIP/PSIP/DSIP/DP Large-scale Downstream District /Town Agriculture Level 4, 5 PIP/PSIP/DSIP/DP SPA 1 Processing Commercialisation Large Plantations & Farms Level 4, 5 PIP/PSIP/DSIP/DP Eftpos Machines Level 1, 2, 3 Private Sector ATM Level 4 Private Sector Banking and Banking Agent Level 4 Private Sector District Finance Micro Bank Branch Level 4 PSIP/DSIP/DP Commercial Bank Branch Level 4 PSIP/DSIP/DP District Roads Sealed Level 4 PIP/PSIP/DSIP/DP District Road Good Condition with proper Level 4 PIP/PSIP/DSIP/DP bridges District District Jetties/Wharves Level 4 PIP/PSIP/DSIP/DP Airstrips Level 4 PIP/PSIP/DSIP/DP Transport Provincial Road Sealed Level 5 PIP/PSIP/DP SPA 2 Provincial Wharves good Level 5 Provincial PIP/PSIP/DSIP/DP condition Provincial Airports Level 5 PIP/DP Shipping Ports Level 6, 7 PIP/DP National International Airports Level 6, 7 PIP/DP Main Grid Connectivity Level 4, 5 District / Provincial PIP/PSIP/DSIP/DP Electricity Off-Grid Connectivity Level 4, 5 PIP/PSIP/DSIP/DP Diesel Power Level 4, 5 PSIP/DSIP/DP Radio Coverage Level 4, 5 District / Provincial PIP/PSIP/DSIP/DP Information and TV Coverage Level 4, 5 PIP/PSIP/DSIP/DP Communications Technology Mobile Communication Level 4, 5 PIP/PSIP/DSIP/DP Internet (4G+) Level 4, 5 PIP/PSIP/DSIP/DP Province/District HQ Clean Level 4, 5 District / Provincial PIP/PSIP/DSIP/DP SPA 2 and Safe Water Water Communities with Clean Level 4, 5 PIP/PSIP/DSIP/DP Pipe/Tank Water Province/District HQ with Level 4, 5 District / Provincial PIP/PSIP/DSIP/DP proper Sanitation Sanitation Communities with Proper Level 4, 5 PIPPSIP/DSIP/DP Sanitation 202 Table C1.2 Minimum Services Standards at Different Levels of Government by MTDP IV SPA Classification SPA Sector Minimum Service Level Level of Funding Source Service Classification Government Requirement District Public Institutional Level 4 District PSIP/DSIP Houses Member of Parliament’s Level 4 PSIP/DSIP Housing House in District HQ LLG President House in Level 4 PSIP/DSIP SPA 2 District HQ Councillor’s House Level 1 District PSIP/DSIP District Head Quarters Level 4 District PSIP/DSIP Office of MP in District HQ Level 4 PSIP/DSIP Administration LLG President Office in Level 4 PSIP/DSIP District HQ Community Health Post Level 1, 2, 3 District PIP/PSIP/DSIP/DP Community Health Centre Level 3 PIP/PSIP/DSIP/DP SPA 3 Health District Hospital Level 3 PIP/PSIP/DSIP/DP Provincial Hospital Level 4 Provincial PIP/PSIP/DSIP/DP National Referral Hospital Level 5 National PIP/PSIP/DSIP/DP Early Childhood Education Level 5 PSIP/DSIP/DP Centre Primary School Level 5 PSIP/DSIP/DP High School Level 3, 4 PSIP/DSIP/DP TVET Level 4 PIP/PSIP/DSIP/DP SPA 4 Education Secondary School Level 5 Provincial PIP/PSIP/DSIP/DP University Centre Level 3, 4 PIP/DP Technical College Level 4 PIP/DP FODE Level 1, 2, 3 PIP/PSIP/DSIP National Polytech Level 4 National PIP/PSIP/DSIP/DP Training Colleges Level 4 PIP/PSIP/DSIP/DP Village Court House Level 1, 2, 3 District PSIP/DSIP/DP District Lockup Level 3 PIP/PSIP/DSIP District Police Station Level 3 PIP/PSIP/DSIP District Court House Level 4 Provincial PIP/PSIP/DP SPA 5 Law & Justice Provincial Police HQ Level 5 PIP/DSIP/DP Provincial CS Level 5 PIP/PSIP/DSIP/DP Provincial Mobile Squad Level 5 PIP/ PSIP/DSIP/DP (MS) Unit Land and marine Level 5 National PIP/PSIP/DSIP/DP Borders Protection and Surveillance Immigration and National Level 4, 5 National / Provincial PIP/PSIP/DSIP/DP Identification Security SPA 6 National Security Cyber Security Level 3,4,5,6 National / Provincial PIP/PSIP/DSIP/DP / District Bio Security Quarantine Level1,2,3,4,5 Provincial / District PIP/PSIP/DSIP/DP Facility MSME protection Level 3,4,5 Provincial / District PIP/PSIP/DSIP/DP 203 Table C1.2 Minimum Services Standards at Different Levels of Government by MTDP IV SPA Classification SPA Sector Minimum Service Level Level of Funding Source Service Classification Government Requirement Level 3.4 Provincial / District PIP/PSIP/DSIP/DP PIP/PSIP/DSIP/DP Provincial Internal SPA 7 IFMS Roll-out to Districts Level 3, 4 Provincial / District PIP/PSIP/DSIP/DP Revenue Alesco Payroll System Level 4, 5, 7 Provincial / District PIP/PSIP/DSIP/DP Level 1,2,3 Provincial / National PIP/PSIP/DSIP/DP PIP/PSIP/DSIP/DP Provincial and District Level 3,4 Provincial / National PIP/PSIP/DSIP/DP Database National Census & other Level 3,4,5,6 National / Provincial PIP/PSIP/DSIP/DP Surveys / District Ward Recorder SPA 8 Civil Registry & NID Level 3,4,5 National / Provincial PIP/PSIP/DSIP/DP System Roll-out / District Common Roll update Level 2,3,4,5 National / Provincial PIP/PSIP/DSIP/DP / District District Administration Level 3 Provincial / National PIP/PSIP/DSIP/DP Provincial Head Quarter Level 4 Provincial PIP/PSIP/DSIP/DP Level 1, 2, 3, 4 District PIP/PSIP/DSIP/DP PIP/PSIP/DSIP/DP Agriculture & Food Level 3,4,5,6 Provincial /District PIP/PSIP/DSIP/DP Social and SPA 9 Security Economic Research Medical and Science Level 3,4,5,6 Provincial / District PIP/PSIP/DSIP/DP Research Level 3,4,5,6 National / Provincial PIP/PSIP/DSIP/DP PIP/PSIP/DSIP/DP / District Adaptation programs Level 3,4,5,6 National / Provincial PIP/PSIP/DSIP/DP Climate Change / District SPA 10 Mitigation Reforestation Level 3,4,5,6 National / Provincial PIP/PSIP/DSIP/DP / District Afforestation Level 3,4,5,6 National / Provincial PIP/PSIP/DSIP/DP / District Level 3, 4, 5 National / Provincial PIP/PSIP/DSIP/DP PIP/PSIP/DSIP/DP / District Provincial Sports Stadium Level 3,4,5, 6 National / Provincial PIP/PSIP/DSIP/DP / District Youth Development Level 3,4,5, 6 National / Provincial PIP/PSIP/DSIP/DP District Sporting Program / District SPA 11 Fields/Facilities Labour Mobility Level 3,4,5, 6 National / Provincial PIP/PSIP/DSIP/DP / District Meri Safe Haus Level 3,4,5, 6 National / Provincial PIP/PSIP/DSIP/DP / District Family and Social Level 3,4,5, 6 National / Provincial PIP/PSIP/DSIP/DP Protection / District SPA 12 Level 3,4,5,6 National / Provincial PIP/PSIP/DSIP/DP PIP/PSIP/DSIP/DP / District Public Private Partnership Level 3,4,5,6 National / Provincial PIP/PSIP/DSIP/DP Church State / District Partnership Program Development Partners Level 3,4,5,6 National / Provincial PIP/PSIP/DSIP/DP Engagement / District Volunteer Services Level 3,4,5,6, National / Provincial PIP/PSIP/DSIP/DP / District 204 205 EASTERN HIGHLANDS PROVINCE C4.2 Hon. Simon Sia, MP Hon. Aiye Hon. John Boito, Hon. Kinoka Hon. Robert Tambua, MP MP Hotune Feo, MP Atiyafa, MP GOVERNOR GOROKA OBURA- UNGGAI-BENA HENGANOFI WONENARA Hon. Saki Hacky Hon. Simon Hon. William Hon. Ekime Mek Soloma, MP Kilepa, MP Hagahuno, LLB, MP Gorosahu, MP OKAPA LUFA KAINANTU DAULO EASTERN HIGHLANDS PROVINCE FACT SHEET POPULATION 784,535 R REGION HIGHLANDS LAND AREA C CAPITAL GOROKA 11,157 km2 Toll Free: 1800 150 D DISTRICTS 8 ECONOMY Agriculture, Livestock, Tourism L LLGs 24 Eastern Highlands Province covers an area of 11,157 km². The 2011 Census records the population of EHP at 579,825 – making it PNG’s second most populated Province. EHP shares common administrative boundaries with the Provinces of Madang to the north, Morobe to the east, Gulf to the south, and Chimbu to the west. It is land locked and its access is by air and road. The eight Districts of EHP are Daulo, Goroka, Henganofi, Kainantu, Lufa, Obura-Wonenara, Okapa and Unggai- Bena. Their development status varies significantly in terms of MSS and economic conditions. Table C2.1.1 reflects the current Status Service Categories in the District Townships. With the current classification of the Districts, EHP will align its Provincial and District Development Plans with the minimum service standards outlined in Table C1.2. Table 2.1.1 Current Status of Service Categories for each District in EHP District District LLG Name Current Status Headquarter 1. Watabung Rural Classification 3: Category C: Districts or Rural Daulo 2. Lower Asaro Rural Asaro Towns in Rural Districts that have Some Public 3. Upper Asaro Rural Utilities 1. Gahuku Classification 2: Category A: Districts in Goroka 2. Goroka Urban Goroka declared Provincial Towns that have very good 3. Mimanalo Rural Public Utilities 1. Kafetina Rural Classification 3: Category C: Districts or Rural Henganofi 2. Dunantina Rural Henganofi Towns in Rural Districts that have Some Public 3. Fayantina Rural Utilities 208 Yonki Hydro Power Station, EHP 209 Table 2.1.1 Current Status of Service Categories for each District in EHP District District LLG Name Current Status Headquarter 1. Kainantu Urban 2. Kamano 1 Rural Classification 3: Category B: Districts or Rural 3. Kamano 2 Rural Kainantu Kainantu Towns in Rural Districts that have adequate 4. Agarabi Public Utilities 5. Gadsup-Tairora Rural 1. Yagaria Rural Classification 3: Category C: Districts or Rural 2. Mount Michael Lufa Lufa Towns in Rural Districts that have Some Public Rural Utilities 3. Unavi Rural 1. Lamari Rural Classification 3: Category D: District or Rural Obura-Wonenara Lamari Towns in Rural Districts that are remote and 2. Yelia Rural have very low Access 1. East Okapa Rural Classification 3: Category D: Districts or Rural Okapa Okapa Bena Towns in Rural Districts that are remote and 2. West Okapa Rural have very low Access 1. Lower Bena Rural Classification 3: Category C: Districts or Rural Unggai-Bena 2. Upper Bena Rural Towns in Rural Districts that have Some Public 3. Unggai Rural Utilities Eastern Highlands Province Comparative Advantage for Economic Growth and Development EHP relies heavily on agriculture as the mainstay of its economy. The potential lies in expanding coffee, fresh produce, spice, honey and mushroom. There is also considerable potential in tourism and inland fishing. The Province is home to the Kainantu goldmine. The Province will focus on increasing production of its agriculture sector commodities, and improving the market value chain. Under the Planning and Service Delivery Frameworks, EHP will develop their five-year Provincial and District Development Plans in alignment to the MTDP IV, and incorporate all the District minimum service needs (Table C1.2) and strategic economic investment opportunities (Table C2.1.2). Table 2.1.2Eastern Highlands Province Strategic Economic Priorities Comparative Advantage Specific Areas Target 1. Coffee Smallholders/Plantation Developments 2. Rice Farming Commercial Agriculture & Livestock 3. Apiculture (Honey) Increase production and downstream Development 4. Cocoa processing 5. Fresh Produce 6. Poultry 7. Cattle Forestry Development 8. Forestry Downstream Processing 100% Downstream Processing 9. Kainantu Mining Support the development of resource Mining & Petroleum Development 10. Alluvial Mining Development sites 210 Table 2.1.2 Eastern Highlands Province Strategic Economic Priorities Comparative Advantage Specific Areas Target 11. District Market Developments MSME & District Growth Centres 12. District Growth Centres & MSME MSME development Development Incubation Hub 13. Financial Inclusion 14. Coffee downstream processing 15. Agro-Forestry 16. Rice processing and packaging Downstream Processing Produce value-adding Job creation 17. Abattoir for cattle and poultry 18. Fresh Produce Value Chain Development 19. Bena-Goroka-Asaro Agriculture SEZ Trade and Investment Promote SEZ and Industrial Hubs 20. Arona Yonki Industrial & Tourism Hub 21. Goroka Cultural Show Promote local and International Tourism Niche Product Development 22. Yonki Lake tourism development tourism 23. Land Registration, Physical Planning for development where Land Development land becomes bankable and the Bankable land land rights are NOT taken away from landowners 211 Enga-Sepik Highway, (Maramuni) Enga Province 212 ENGA PROVINCE C4.3 Hon. Sir Peter Ipatas, Hon. Don Polye, Hon. Miki Kaeok, Hon. Maso Hon. Dr Lino Tom, MP MP MP Karipe, MP MP GOVERNOR KANDEP WAPENAMANDA PORGERA-PAIELA WABAG Hon. Sir John Vacant Pundari, MP KOMPIAM-AMBUM LAGAIP ENGA PROVINCE FACT SHEET POPULATION 571,060 R REGION HIGHLANDS LAND AREA C CAPITAL WABAG 11,704 km2 Toll Free: 1800 150 D DISTRICTS 6 ECONOMY Agriculture, Mining, Tourism L LLGs 17 Enga Province occupies total land area of 11,800 km2. The 2011 Census records the population of Enga Province at 432,045 – making it PNG’s sixth most populous province. Enga shares common administrative boundaries with the provinces of Western Highlands, Southern Highlands, Hela, West and East Sepik. It is land locked and accessed by air and road. The entire population of Enga speaks only one language (“Enga Language”) which is an advantage for the province. The six Districts of Enga Province are Kandep, Kompiam-Ambum, Lagaip, Porgera-Paiela, Wabag and Wapenamanda. Their development status varies significantly in terms of MSS and economic conditions. Table C2.1.1 reflects the current Status Service Categories in the District Townships. Enga is challenged by its rugged terrain, weak infrastructure connectivity, high transport costs, governance issues and deteriorating law and order, which hinder the development of the province. Table C2.2.1 Current Status of Service Categories for each District in Enga Province District District LLG Name Current Status Headquarter 1. Kandep Rural Classification 3: Category D: Districts or Rural Kandep Kandep Towns in Rural Districts that are remote and 2. Wage Rural have very low Access 1. Ambum Rural Classification 3: Category D: Districts or Rural Kompiam- 2. Kompiam Rural Towns in Rural Districts that are remote and Kompiam have very low Access Ambum 3. Wapi Rural 4. Wali-Tarua 1. Lagaip Rural Classification 3: Category A: Districts or Rural Lagaip Lagaip Towns in Rural Districts that have very good 2. Pilikambi Public Utilities. 1. Paiela-Hewa Rural Classification 3: Category A: Districts or Rural Porgera- 2. Porgera Rural Towns in Rural Districts that have very good Porgera Public Utilities. Paiela 3. Porgera Urban 4. Maip-Muritaka Rural 213 Table C2.2.1 Current Status of Service Categories for each District in Enga Province District District LLG Name Current Status Headquarter 1. Wapenamanda Classification 3: Category A: Districts or Rural Rural Wapenamanda Wapenamanda Towns in Rural Districts that have very good 2. Tsak Rural Public Utilities. 1. Maramuni Rural Classification 2: Category A: Districts in Wabag 2. Wabag Rural Wabag declared Provincial Towns that have very good 3. Wabag Urban Public Utilities Enga Province Comparative Advantage for Economic Growth and Development Enga Province has a mixed economic base, driven by mineral development from Porgera and Mount Kare pros- pects, commercial agriculture, fresh produce, livestock and inland fish farming, tourism, forestry, and hydroelectrici- ty. The province will focus on increasing production of its agriculture sector commodities, and improving the market value chain. Enga intends to become the regional service hub, with the establishment of a “state of the art” hospital, nursing school, teachers’ college, Enga Innovative University, and a technical vocational training college. Under the Planning and Service Delivery Frameworks, Enga will develop their five-year Provincial and District De- velopment Plans in alignment to the MTDP IV, and incorporate all the district minimum service needs (Table C1.2) and strategic economic investment opportunities (Table C2.2.2). Table C2.2.2Enga Strategic Economic Priorities Comparative Advantage Specific Areas Target 1. Coffee Smallholders farming 2. Rice Farming Commercial Agriculture & Livestock Increase production and 3. Fresh Produce & Spice Development downstream processing 4. Poultry Development 5. Cattle Forestry Development 6. Forestry Downstream Processing 100% Downstream Processing 7. Porgera Mine Reopening 8. Mt Kare and Other Mining and petroleum Support the development of Mining & Petroleum Development prospects resource sites 9. Alluvial mine developments 10. District Market Developments MSME & District Growth Centres 11. District Growth Centres & MSME Incubation MSME development Development Hub 12. Financial Inclusion 13. Coffee downstream processing 14. Agro-Forestry Downstream Processing 15. Rice processing and packaging Produce value-adding Job 16. Abattoir for cattle and poultry creation 17. Fresh Produce Value Chain Development 18. Enga Education Hub Promote SEZ and Industrial Trade and Investment 19. Enga Medical Service Hub Hubs Promote local and International Tourism Niche Product Development 20. Enga Cultural Show tourism 21. Land Registration, Physical Planning for development where land becomes bankable Land Development Bankable land and the land rights are NOT taken away from landowners. 214 HELA PROVINCE C4.2 Hon. Philip Undialu, Hon. James Hon. Manaseh Hon. Daniel Hon. William MP Marape, MP Makiba, MP Tindipu, MP Bando, MP GOVERNOR TARI-PORI MARGARIMA KOMO-HULIA KOROBA- KOPIAGO HELA PROVINCE FACT SHEET POPULATION 765,142 R REGION HIGHLANDS LAND AREA C CAPITAL TARI 10,498 km2 Toll Free: 1800 150 D DISTRICTS 4 ECONOMY Agriculture, Petroleum, Tourism L LLGs 13 Hela Province occupies a land area of 10,498 km². The 2011 Census records the population of Hela at 249,449 – making it PNG’s 15th most populous Province. Hela was a District of the Southern Highlands Province until May 2012. It shares common administrative boundaries with the Provinces of East and West Sepik, Western, Enga, and Southern Highlands. It is land locked and is accessible by road and air. Hela has some good road network complemented by the Highlands Highway which connects to other Highlands Provinces. It hosts some of PNG’s major oil and gas fields. The four Districts of Hela are Magarima, Koroba-Lake Kopiago, Tari-Pori, Komo-Hulia. Their development status varies significantly in terms of MSS and economic conditions. Table C2.3.1 reflects the current Status Service Categories in the District Townships. Table C2.3.1 Current Status of Service Categories for each District in Hela Province District District LLG Name Current Status Headquarter 1. Upper Wage Rural Classification 3: Category D: Districts or Rural Magarima Magarima Towns in Rural Districts that are remote and 2. Lower Wage Rural have very low Access 1. Awi-Pori Rural 2. Lake Kopiago Rural Classification 3: Category D: Districts or Rural Koroba-Lake Koroba Towns in Rural Districts that are remote and Kopiago 3. North Koroba Rural have very low Access 4. South Koroba Rural 1. Hayapuga Rural Classification 2: Category B: Districts 2. Tagali Rural Tari-Pori Tari in declared Provincial Towns that have 3. Tari Urban adequate utilities 4. Tebi Rural 1. Hulia Rural Classification 3: Category D: Districts or Rural Komo-Hulia 2. Komo Rural Komo Towns in Rural Districts that are remote and 3. Mt. Sisa Rural have very low Access 215 Ambua Lodge, Hela Province 216 Hela Province’s Comparative Advantage for Economic Growth and Development Hela Province is the home of the PNG LNG project and oilfields. There is considerable potential in the agriculture sector, particularly in coffee; fresh produce, livestock, downstream processing of agricultural produce, spice and livestock. There are also opportunities for tourism development, and the generation of energy from hydro and gas. Under the Planning and Service Delivery Frameworks, Hela Province will develop their five-year Provincial and District Development Plans in alignment to the MTDP IV, and incorporate all the District minimum service needs (Table C1.2) and strategic economic investment opportunities (Table C2.3.2). Table C2.3.2Hela Province Strategic Economic Priorities Comparative Advantage Specific Areas Target 1. Coffee Smallholder Farming 2. Rice Farming Commercial Agriculture & Livestock 3. Fresh Produce & Spice Increase production and downstream Development 4. Apiculture (Honey) processing 5. Poultry Development 6. Cattle Development 7. Forest Products Development Forestry Development 100% Downstream Processing 8. Climate Change 9. Petroleum & LNG Wellheads 10. PNG LNG Pipeline 11. Alluvial Mining and other Mineral & Support the development of resource Mining & Petroleum Development Petroleum Prospects sites 12. Other new mining prospects and alluvial mine 13. Provincial & District Market Developments MSME & District Growth Centres 14. Growth Centres & MSME MSME development Development Incubation Hub 15. Financial Inclusion 16. Coffee downstream processing 17. Agro-Forestry 18. Rice processing and packaging Downstream Processing 19. Abattoir for cattle and poultry Produce value-adding Job creation 20. Fresh Produce Value Chain Development Trade and Investment 21. Special Economic Zones Promote SEZ and Industrial Hubs 22. Tourism Niche Product Promote local and International Tourism Niche Product Development Development tourism 23. Customary Land Registration (ILGs) Land Development Bankable land 24. Unlocking Land for Development 217 JIWAKA PROVINCE C4.2 Hon. Simon Kaiwi, MP Hon. Wake Goi, MP Hon. Joe Kuli, MP Hon. Benjamin Mul, MP GOVERNOR JIMI ANGLIMP-SOUTH NORTH WAHGI WAHGI JIWAKA PROVINCE FACT SHEET POPULATION 451,496 R REGION HIGHLANDS LAND AREA C CAPITAL BANZ 4,798 km2 Toll Free: 1800 150 D DISTRICTS 3 ECONOMY Agriculture, Livestock, Tourism L LLGs 7 Jiwaka Province occupies a land area of 4,798 km². The 2011 Census records the population of Jiwaka at 343,987 – making it PNG’s 10th most populous Province. It shares common administrative boundaries with the Provinces of Madang to the north, Chimbu to the east, Southern Highlands to the south, and Chimbu to the east. It is land locked and is accessible by road and air. It was part of Western Highlands Province until 2012, and still shares common infrastructure such as Kagamuga International Airport. The three Districts of Jiwaka are Anglimp-South Waghi, Jimi and North Waghi. Their development status varies significantly in terms of MSS and economic conditions. Table C2.4.1 reflects the current Status Service Categories in the District Townships. Jiwaka has some good road network complemented by the Highlands Highway which connects it to other Highlands Provinces as well as the coastal towns of Lae and Madang. Jiwaka is challenged by high population growth, with increasing squatters in Minj and Banz, poor road network and no road connectivity to Kambia and part of Jimi District; absence of urban water and sewerage systems; unreliable electricity and telecommunication connectivity; non-existence of an administrative setup; and deteriorating law and order. Table C2.4.1 Current Status of Service Categories for each District in Jiwaka Province District District LLG Name Current Status Headquarter 1. Anglimp Rural Classification 3: Category C: Districts or Rural Aglimp-South Minj Towns in Rural Districts that have Some Public Waghi 2. South Waghi Rural Utilities 1. Jimi Rural Classification 3: Category C: Districts or Rural Jimi 2. Kol Rural Tabibuga Towns in Rural Districts that have Some Public 2. Koinambe Rural Utilities 1. North Waghi Rural Classification 3: Category C: Districts or Rural North Waghi Banz Towns in Rural Districts that have Some Public 2. Nondugl Rural Utilities 218 219 Jiwaka Province’s Comparative Advantage for Economic Growth and Development Jiwaka Province has potential to become the agriculture and logistics hub in the Highlands. Investment opportunities exist in the agriculture sector, particularly coffee, cocoa, tea, spices, hemp, fruits, food crops, fresh produce, honey, livestock and inland fish farming, and including downstream processing of agricultural produce. There are also opportunities for tourism development, in particular eco-tourism and carbon trade, and in the renewable energy sector (solar and hydro). Harnessing the potential of the service sector will enable Jiwaka to further stimulate economic activities. Under the Planning and Service Delivery Frameworks, Jiwaka will develop their five-year Provincial and District Development Plans in alignment to the MTDP IV, and incorporate all the District minimum service needs (Table C1.2) and strategic economic investment opportunities (Table C2.4.2). Table 2.4.2 Jiwaka Province Strategic Economic Priorities Comparative Advantage Specific Areas Target 1. Coffee Smallholders/ Plantations 2. Cocoa Farming Commercial Agriculture & Livestock 3. Rice Farming Increase production and downstream Development 4. Fresh Produce processing 5. Poultry Development 6. Cattle Development 7. Forest Products Development Forestry Development 100% Downstream Processing 8. Climate Change 9. Alluvial Mining and other Mineral and Support the development of resource Mining & Petroleum Development Petroleum Prospects sites 10. Provincial & District Market Developments MSME & District Growth Centres 11. Growth Centres & MSME Incubation MSME development Development Hub 12. Financial Inclusion 13. Coffee downstream processing 14. Agro-Forestry 15. Rice processing and packaging Downstream Processing Produce value-adding Job creation 16. Abattoir for cattle and poultry 17. Fresh Produce Value Chain Development Trade and Investment 18. Special Economic Zones Promote SEZ and Industrial Hubs 19. Tourism Niche Product Promote local and International Tourism Niche Product Development Development tourism 20. Customary Land Registration (ILGs) Land Development Bankable land 21. Unlocking Land for Development 220 CHIMBU PROVINCE C4.2 Hon. Noah Kool, MP Hon. Kerenga Kua, Hon. James Hon. Muguwa Dilu, Hon. Lucas Dekena, MP Nomane, MP MP MP GOVERNOR SINASINA- CHUAVE KUNDIAWA- GUMINE YONGOMUGL GEMBOGL Hon. Francis Alua, Hon. Francis Siune, MP MP KARIMUI- KEROWAGI NOMANE CHIMBU PROVINCE FACT SHEET POPULATION 535,457 R REGION HIGHLANDS LAND AREA C CAPITAL KUNDIAWA 6,112 km2 Toll Free: 1800 150 D DISTRICTS 6 ECONOMY Agriculture, Tourism L LLGs 21 Chimbu Province has a land area of 6,112 km2. The 2011 Census records the population of Chimbu at 376,473 – making it PNG’s seventh most populous Province. Chimbu shares common administrative boundaries with the Provinces of Madang, Eastern Highlands, Gulf and Jiwaka. It hosts the highest mountain in Oceania and the most rugged interior of PNG. The six Districts of Chimbu are Chuave, Gumine, Karimui-Nomane, Kerowagi, Kundiawa Gembogl and Sina Sina Yongomugl. Their development status varies significantly in terms of MSS and economic conditions. Table C2.5.1 reflects the current Status Service Categories in the District Townships. Chimbu has some good road network complemented by the Highlands Highway which connects it to other Highlands Provinces as well as the coastal towns of Lae and Madang. Whilst there is a degree of road connectivity to some of its Districts, Chimbu is challenged by its rugged terrains, deteriorating infrastructure, insufficient bankable land, high transport costs, governance issues, and deteriorating law and order. Table C2.5.1 Current Status of Service Categories for each District in Chimbu Province District District LLG Name Current Status Headquarter 1. Chuave Rural Classification 3: Category C: Districts or Rural Chuave 2. Elimbari Rural Chuave Towns in Rural Districts that have some Public 3. Siane Rural Utilities 1. Bomai-Gumai Rural Classification 3: Category C: Districts or Rural Gumine 2. Gumine Rural Gumine Towns in Rural Districts that have Some Public 3. Mount Digine Rural Utilities 1. Karimui Rural Classification 3: Category D: Districts or Rural Kariui- 2. Nomane Rural Karimui Towns in Rural Districts that are remote and Nomane 3. Salt Rural have very low Access 1. Gena-Waugla Rural 2. Upper-Lower Koronigl Classification 3: Category C: Districts or Rural Kerowagi Rural Kerowagi Towns in Rural Districts that have Some Public 3. Kerowagi Urban Utilities 4. Kup Rural 221 Table C2.5.1 Current Status of Service Categories for each District in Chimbu Province District District LLG Name Current Status Headquarter 1. Kundiawa Urban 2. Mitnande Rural (Mount Classification 2: Category A: Districts in Kundiawa- Wilhelm Rural) Gembogl declared Provincial Towns that have very good Gembogl 3. Niglkande Rural Public Utilities 4. Waiye Rural 1. Tabare Rural (Sina Sina) Classification 3: Category C: Districts or Rural Sina Sina 2. Suai Rural (Suwai) Yonggomugl Towns in Rural Districts that have Some Public Yonggomugl 3. Yonggomugl Rural Utilities Chimbu Province will align its Provincial and District Development Plans with the minimum service standards outlined in Table C1.2. Chimbu Province Comparative Advantage for Economic Growth and Development Chimbu Province’s economy is dominated by the agriculture sector, including coffee, cocoa, fresh produce, honey and inland fish farming. The newly identified SEZ at Karimui will help unlock the development potential of the Province including hemp, grains and rice farming, livestock production, eco-tourism, and hydro energy. Chimbu also has a huge deposit of limestone resources. Under the Planning and Service Delivery Frameworks, Chimbu will develop their five-year Provincial and District Development Plans in alignment to the MTDP IV, and incorporate all the District minimum service needs (Table C1.2) and strategic economic investment opportunities (Table C2.5.2). Table C2.5.2Chimbu Province Strategic Economic Priorities Comparative Advantage Specific Areas Target 1. Coffee Smallholders Commercial Agriculture & 2. Cocoa Increase production and downstream Livestock Development 3. Fresh Produce processing 4. Poultry 5. Forest Products Development Forestry Development 100% Downstream Processing 6. Climate Change Mining & Petroleum Development 7. Limestone Support the development of resource sites 8. District Market Developments MSME & District Growth Centres 9. District Growth Centres & MSME MSME development Development Incubation Hub 10. Financial Inclusion 11. Coffee Smallholders 12. Cocoa Downstream Processing 13. Fresh Produce Produce value-adding Job creation 14. Poultry 15. Limestone Trade and Investment 16. Karimui SEZ Promote SEZ and Industrial Hubs Tourism Niche Product 17. Mt Wilhelm Tourism Promote local and International tourism Development 18. Tourism Niche Product Development 19. Customary Land Registration (ILGs) Land Development Bankable land 20. Unlocking Land for Development 222 223 Ipe River, Alimbu Village, Pangia, SHP 224 SOUTHERN HIGHLANDS PROVINCE C4.2 Hon. William Powi, MP Hon. Dr Billy Hon. Pila Niningi, Hon. Raphael Hon. Peter O’Neill, Joseph, MP MP Tonpi, MP MP GOVERNOR NIPA-KUTUBU IMBONGGU MENDI IALIBU-PANGIA Hon. Maina Pano, MP KAGUA-ERAVE SOUTHERN HIGHLANDS PROVINCE FACT SHEET POPULATION 927,306 R REGION HIGHLANDS LAND AREA C CAPITAL MENDI 15,089 km2 Toll Free: 1800 150 D DISTRICTS 5 ECONOMY Agriculture, Oil, Livestock L LLGs 20 Southern Highlands Province (SHP) covers an area of 15,089 km2. The 2011 Census records the population of SHP at 509,488 – making it PNG’s third most populous Province. SHP shares common administrative boundaries with the Provinces of Chimbu, Gulf, Jiwaka, WHP, Hela and Western. It is land locked and is accessible by air and road. The five Districts of SHP are Ialibu-Pangia, Imbonggu, Kagua-Erave, Mendi-Munihu, Nipa-Kutubu. Their development status varies significantly in terms of MSS and economic conditions. Table C2.6.1 reflects the current Status Service Categories in the District Townships. SHP has some good road networks complemented by the Highlands Highway which connects it to other Highlands Provinces as well as the coastal towns of Lae and Madang. A new highway links the Province with Kikori in Gulf Province. Road connectivity between Districts is good, however, SHP remains challenged by its rugged terrains, deteriorating infrastructure, insufficient bankable land, high transport costs, poor governance, and law and order issues. Table C2.5.1 Current Status of Service Categories for each District in SHP District District LLG Name Current Status Headquarter 1. East-Pangia Rural 2. Ialibu Urban Classification 3: Category A: Districts or Rural Ialibu- Ialibu Towns in Rural Districts that have very good Pangia 3. Kewabi Rural Public Utilities 4. South-Wiru 1. Ialibu Basin Rural Classification 3: Category D: Districts or Rural Imbonggu 2. Imbonggu Rural Imbonggu Towns in Rural Districts that are remote and 3. Lower Mendi Rural have very low Access 1. Erave Rural 2. Kagua Rural Classification 3: Category C: Districts or Rural Kagua- Kagua Towns in Rural Districts that have Some Public Erave 3. Kuare Rural Utilities 4. Aiya Rural 1. Karints Rural Classification 2: Category A: Districts in Mendi- Mendi declared Provincial Towns that have very good Munihu 2. Lai Valley Rural Public Utilities 225 Table C2.5.1 Current Status of Service Categories for each District in SHP District District LLG Name Current Status Headquarter 3. Mendi Urban 4. Upper Mendi Rural 1. Lake Kutubu Rural 2. Mount Bosavi Rural Classification 3: Category D: Districts or Rural Nipa- 3. Nembi Plateau Rural Nipa Towns in Rural Districts that are remote and Kutubu 4. Nipa Rural have very low Access 5. Poroma Rural Southern Highlands Province Comparative Advantage for Economic Growth and Development Southern Highlands Province’s economy is largely smallholder-based agriculture, including some commercial production of fresh produce, coffee, poultry, and inland fish farming. Gas and oil are extracted at Kutubu. There is potential for developing the production of hemp, grains and rice farming, livestock, eco-tourism, and hydro energy, and forest resources provide opportunities for carbon trade or development. SHP also has huge deposits of limestone resources. Under the Planning and Service Delivery Frameworks, SHP will develop their five-year Provincial and District Development Plans in alignment to the MTDP IV, and incorporate all the District minimum service needs (Table C1.2) and strategic economic investment opportunities (Table C2.6.2). Table C2.8.2Southern Highlands Province Strategic Economic Priorities Comparative Advantage Specific Areas Target 1. Coffee Smallholders 2. Cocoa 3. Rice Farming Commercial Agriculture & 4. Fresh Produce & Spice Increase production and Livestock Development downstream processing 5. Apiculture (Honey) 6. Poultry Development 7. Cattle Development 8. Forest Products Development 100% Downstream Forestry Development 9. Climate Change Processing 10. Kutubu Petroleum Mining & Petroleum 11. PNG LNG Pipeline Support the development Development 12. Alluvial Mining and other Mineral & Petroleum Prospects of resource sites 13. Other new mining prospects and alluvial mine 14. Provincial and District Market Developments MSME & District Growth 15. District Growth Centres & MSME Incubation Hub MSME development Centres Development 16. Financial Inclusion 17. Coffee Smallholders 18. Rice Milling and Packaging Produce value-adding Job Downstream Processing 19. Fresh Produce & Spice Value Chain creation 20. Apiculture (Honey) 21. Poultry & Cattle Processing Promote SEZ and Trade and Investment 22. Special Economic Zones Industrial Hubs Tourism Niche Product Promote local and 23. Tourism Niche Product Development Development international tourism 24. Customary Land Registration (ILGs) Land Development Bankable land 25. Unlocking Land for Development 226 WESTERN HIGHLANDS PROVINCE C4.2 Hon. Wai Rapa, Hon. Jacob Kop Hon. Win Daki, Hon. William Hon. Steven Pim, MP Maki, MP MP Duma, MP MP GOVERNOR MUL BAIYER TAMBUL- HAGEN DEI NEBILYER WESTERN HIGHLANDS PROVINCE FACT SHEET POPULATION 531,402 R REGION HIGHLANDS LAND AREA C CAPITAL MT. HAGEN 4,299 km2 Toll Free: 1800 150 D DISTRICTS 4 ECONOMY Agriculture, Livestock, Tourism L LLGs 9 Western Highlands Province (WHP) covers an area of 4,299 km2. The 2011 Census records the population of WHP at 362,850 – making it PNG’s ninth most populous Province. WHP shares common administrative boundaries with the Provinces of Jiwaka to the east, Enga to the west, SHP to the south, and Madang to the north. It is land-locked and its access is by air and road. The capital Mt. Hagen is the hub of the Highlands region; thus, it is more urbanised than others. The four Districts of WHP are Dei, Mt Hagen, Mul-Baiyer and Tambul-Nebilyer. Their development status varies significantly in terms of MSS and economic conditions. Table C2.7.1 reflects the current Status Service Categories in the District Townships. WHP has reliable road network with access to the Highlands Highway which is complemented by Kagamuga regional airport to connect the Province to other parts of the country. Despite this the Province remains challenged by low land mobilisation, high transport costs and law and order issues. Table C2.7.1 Current Status of Service Categories for each District in WHP District District LLG Name Current Status Headquarter 1. Dei Rural Classification 3: Category B: Districts or Rural Dei (Muglamp) Dei Towns in Rural Districts that have adequate 2. Kotna Rural Public Utilities 1. Mount Hagen Rural Classification 1: Category C: Districts in cities Mount Hagen Mount Hagen 2. Mount Hagen that have some Public Utilities Urban 1. Baiyer Rural Classification 3: Category B: Districts or Rural Mul-Baiyer 2. Lumusa Rural Baiyer Towns in Rural Districts that have adequate 3. Mul Rural Public Utilities 227 Rondon Ridge Lodge, WHP 228 Table C2.7.1 Current Status of Service Categories for each District in WHP District District LLG Name Current Status Headquarter Classification 3: Category B: Districts or Rural Tambul- 1. Mount Giluwe Tambul Towns in Rural Districts that have adequate Nebilyer Rural Public Utilities. Western Highlands Province Comparative Advantage for Economic Growth and Development WHP’s economy is largely agriculture-based, with coffee, tea, fresh produce and rice as the main crops, as well as livestock. With its better connectivity via roads and airports, WHP is a major producer and distributor of fresh fruits and vegetables including potatoes. The Province’s potential largely involves expanding and intensifying current crop production with the Baiyer and Ruti Valleys providing opportunities to upscale grain and cattle development. With the appropriate support, both areas can be developed into agricultural hubs. Investment opportunities for WHP vary across the Districts. It will focus on rehabilitating the Gumanch plantation and other rundown coffee plantations, building capacity and supply chain of the fruit and vegetable sector, and develop the Baiyer and Ruti Valley SEZ. Under the Planning and Service Delivery Frameworks, WHP will develop their five-year Provincial and District Development Plans in alignment to the MTDP IV, and incorporate all the District minimum service needs (Table C1.2) and strategic economic investment opportunities (Table C2.7.2). Table C2.7.2 Western Highlands Province Strategic Economic Priorities Comparative Advantage Specific Areas Target 1. Coffee Smallholders/ Plantations 2. Rice Farming Commercial Agriculture & Livestock Increase production and downstream 3. Fresh Produce Development processing 4. Poultry Development 5. Cattle Development 6. Forest Products Development Forestry Development 100% Downstream Processing 7. Climate Change 8. Provincial and District Market Developments MSME & District Growth Centres 9. District Growth Centres and MSME MSME development Development Incubation Hub 10. Financial Inclusion 11. Coffee Mill Processing 12. Rice Milling and Packaging Downstream Processing 13. Fresh Produce Value Chain Produce value-adding Job creation Development 14. Poultry and Cattle Processing Trade and Investment 15. Baiyer-Ruti SEZ Promote SEZ and Industrial Hubs 16. Mt Hagen Cultural Show Promote local and International Tourism Niche Product Development 17. Tourism Niche Product tourism Development 18. Customary Land Registration (ILGs) Land Development Bankable land 19. Unlocking Land for Development 229 AUTONOMOUS REGION OF BOUGAINVILLE C3.1 Hon. Peter Tsiamalili, Hon. Simon Hon. Timothy Vacant MP Dumarinu, MP Masiu, MP GOVERNOR CENTRAL BOUGAINVILLE SOUTH BOUGAINVILLE NORTH BOUGAINVILLE AUTONOMOUS REGION OF BOUGAINVILLE FACT SHEET POPULATION 641,431 R REGION NEW GUINEA ISLANDS LAND AREA C CAPITAL BUKA 9,384 km 2 Toll Free: 1800 150 D DISTRICTS 3 ECONOMY Mining, Agriculture, Livestock, L LLGs 12 Fisheries The Autonomous Region of Bougainville (AROB) covers an area of 9,384 km2. The 2011 Census records the population of AROB at 249,348 – making it PNG’s 16th most populous region. It is located 1,000 kilometers east of PNG’s capital of Port Moresby. The three Districts of the AROB are Central Bougainville, North Bougainville, and South Bougainville. The region is rebuilding itself, and the development status of each District varies. The current status of service categories is in Table C3.1.1. With sporadic development spread across the Districts, there are still weaknesses in governance and institutions, particularly those relating to delivery of public services, maintaining law and order, controlling corruption, and managing land and land titles. There is need for greater connectivity in transport, electricity and water supply. There are also shortages of skilled human capital and poor and unequal access to affordable and quality education; and unequal access to affordable and quality health services. AROB will align its Provincial and District Development Plans with the minimum service standards outlined in Table C1.2. Table C3.1.1 Current Status of Service Categories for each District in Autonomous Region of Bougainville District District LLG Name Current Status Headquarter 1. Arawa Rural Classification 3: Category C: Districts or Rural Central Arawa-Kieta Towns in Rural Districts that have Some Public Bougainville 2. Wakunai Rural Utilities 1. Atolls Rural 2. Buka Rural Classification 2: Category B: Districts in North 3. Kunua Rural Buka declared Provincial Towns that have adequate Bougainville 4. Nissan Rural utilities 5. Selau-Suir Rural 6. Tinputz Rural 232 233 234 Table C3.1.1 Current Status of Service Categories for each District in Autonomous Region of Bougainville District District LLG Name Current Status Headquarter 1. Bana Rural 2. Buin Rural Classification 3: Category C: Districts or Rural South Buin Towns in Rural Districts that have Some public Bougainville 3. Siwai Rural utilities 4. Torokina Rural Autonomous Region of Bougainville Comparative Advantage for Economic Growth and Development AROB’s economy is largely agriculture-based, with cocoa and coconut (copra). On a smaller scale, cultivation of spices, forestry activities, and alluvial mining contribute to sustaining livelihoods. The AROB’s potential largely involves redeveloping the cocoa and coconut crops and small-scale downstream processing, as well as fisheries and mining. The development of Bana SEZ in South Bougainville provides opportunities to harness the potential of the region. Under the Planning and Service Delivery Frameworks, AROB will develop their five-year Provincial and District Development Plans in alignment to the MTDP IV, and incorporate all the District minimum service needs (Table C1.2) and strategic economic investment opportunities (Table C3.1.2). Table C3.1.2Autonomous Region of Bougainville Strategic Economic Priorities Comparative Advantage Specific Areas Target 1. Coconut Development 2. Cocoa Development Commercial Agriculture & Livestock Increase production and downstream Development 3. Cattle and Livestock Development processing Program 4. Poultry Farming and Hatchery 5. Aquaculture & coastal fisheries Fisheries Development 70% fisheries processed onshore processed onshore 6. Forest Products Development Forestry Development 100% Downstream Processing 7. Climate Change 8. Manetai Limestone Development Support the development of resource Mining & Petroleum Development 9. Panguna Mine Redevelopment sites 10. Alluvial Mining Development 11. Provincial and District Market Developments MSME & District Growth Centres 12. District Growth Centres and MSME MSME development Development Incubation Hub 13. Financial Inclusion 14. Tuna Processing 15. Agro-Forestry Downstream Processing 16. Chocolate Produce value-adding Job creation 17. Abattoir 18. Bana SEZ Trade and Investment Promote SEZ and Industrial Hubs 19. Carbon Trade 20. Tourism Hub and Cultural Centre Tourism Niche Product Development Promote local and International tourism 21. Tourism Niche Product Development 22. Customary Land Registration (ILGs) Land Development Bankable land 23. Unlocking Land for Development 235 238 EAST NEW BRITAIN PROVINCE C3.2 Hon. Micheal Marum, Hon. Ereman Hon. Jelta Wong, Hon. Dr Allan Hon. Elias MP ToBaining, MP MP Marat, MP Kapavore, MP GOVERNOR KOKOPO GAZELLE RABAUL POMIO EAST NEW BRITAIN PROVINCE FACT SHEET POPULATION 457,169 R REGION NEW GUINEA ISLANDS LAND AREA C CAPITAL KOKOPO 15,816 km 2 Toll Free: 1800 150 D DISTRICTS 4 ECONOMY Mining, Agriculture, Tourism, L LLGs 18 Fisheries East New Britain (ENB) Province covers a total land area of 15,816 km2. The 2011 Census records the population of ENB at 328,369 – making it PNG’s 11th most populous Province. Provincial coastal waters extend over an area of 104,000 km2. The Province's only land border is with West New Britain Province. The four Districts in ENB are Gazelle, Kokopo, Pomio and Rabaul. The development status across the Districts varies. The current status of service categories is reflected in Table C3.2.1. ENB is relatively more developed compared to other Provinces. It has a reliable road network that facilitates access to most Districts. Kokopo City is one of the best places to do business in the country, and the region is major tourist destination. Tokua regional airport and the International Port of Rabaul connect the Province to the rest of the country and the World, with the latter enabling direct access to international commodity markets. Since the volcanic eruption of 1994 which destroyed Rabaul, the District and surrounding area are now being rebuild. An increasing population is leading to land pressures and deteriorating law and order issues. Access to water and electricity is limited during the dry season. Table C3.2.1 Current Status of Service Categories for each District in ENB District District LLG Name Current Status Headquarter 1. Central Gazelle Rural 2. Inland Baining Rural Classification 3: Category A: Districts or Rural Gazelle 3. Lassul Baining Rural Kerevat Towns in Rural Districts that have very good 4. Livuan-Reimber Rural Public Utilities 5.Toma-Vunadidir Rural 1. Bitapaka Rural 2. Duke of York Rural Classification 1: Category C: Districts in cities Kokopo Kokopo 3. Kokopo-Vunamami Urban that have some Public Utilities 4. Raluana Rural 239 Table C3.2.1 Current Status of Service Categories for each District in ENB District District LLG Name Current Status Headquarter 1. Central-Inland Pomio Rural 2. East Pomio Rural Classification 3: Category D: Districts or Rural Pomio 3. Melkoi Rural Pomio Towns in Rural Districts that are remote and 4. Sinivit Rural have very low Access 5. West Pomio-Mamusi Rural 1. Balanataman Rural 2. Kombiu Rural Classification 3: Category A: Districts or Rural Rabaul Rabaul Towns in Rural Districts that have very good 3. Rabaul Urban Public Utilities 4. Watom Island Rural East New Britain Province Comparative Advantage for Economic Growth and Development The economy of ENB is relatively more diverse than that of other Provinces, and includes agriculture, fisheries, forestry, and tourism. The Province produces substantial volumes of export commodities, including coconut products, cocoa, coffee, balsa, palm oil, spices and galip nut. The Province has the advantage of having proximity and accessibility to agricultural/husbandry services offered by the Cocoa and Coconut Research Institute, NARI, and UNRE. Cocoa, coconut and balsa, as well as tuna fishery offer potential for downstream processing. There is potential for developing geothermal electricity. The economic potential of the Province will be further unlocked through the implementation of the Gazelle Agro-SEZ masterplan. Under the Planning and Service Delivery Frameworks, ENB will develop their five-year Provincial and District Development Plans in alignment to the MTDP IV, and incorporate all the District minimum service needs (Table C1.2) and strategic economic investment opportunities (Table C2.7.2). Table C3.1.2 East New Britain Province Strategic Economic Priorities Comparative Specific Areas Target Advantage 1. Cocoa/cocoa plantations development 2. Coconut Plantation 3. Coffee Farming Commercial Agriculture & Increase production and 4. Livestock Development Program Livestock Development downstream processing 5. Fresh Produce Market and Value Chain Development 6. Palm Oil 7. Galip Nut 70% fisheries processed Fisheries Development 8. Aquaculture & coastal fisheries processed onshore onshore 9. Forest Products Development 100% Downstream Forestry Development 10. Climate Change Processing Mining & Petroleum Devel- 11. Sinivit Mining Support the development of opment 12. Alluvial Mining Development resource sites. 13. Provincial and District Market Developments MSME & District Growth 14. District Growth Centres and MSME Incubation Hub MSME development Centres Development 16. Financial Inclusion 16. Village-based guest houses and restaurants 240 Table C3.1.2 East New Britain Province Strategic Economic Priorities Comparative Specific Areas Target Advantage 17. Cocoa Products Factories 18. Chocolate Production 19. White Copra Production 20. Forest products Produce value-adding Job Downstream Processing creation 21. Balsa Development 22. Meat Production 23. Poultry Abattoir Processing 24. Tokua Airport SEZ Promote SEZ and Industrial Trade and Investment 25. Gazelle Agro SEZ Hubs 25. Kokopo Industrial Park Tourism Niche Product 26. Rabaul Waterfront Development Promote local and Development 27. Tourism Niche Product Development international tourism 28. Customary Land Registration (ILGs) Land Development Bankable land 29. Unlocking Land for Development 241 242 MANUS PROVINCE C3.3 Hon. Charlie Benjamin, Hon. Job Pomat, MP MP GOVERNOR MANUS MANUS PROVINCE FACT SHEET POPULATION 74,574 R REGION NEW GUINEA ISLANDS LAND AREA C CAPITAL LORENGAU 2,100 km 2 Toll Free: 1800 150 D DISTRICTS 1 ECONOMY Tourism, Fisheries L LLGs 12 Manus Province covers a total land area of 2,100 km2. The 2011 Census records the population of Manus at 60,485 – making it PNG’s least populous Province. Provincial coastal waters extend over an area of 220,000 km2. The Province consists of only one District (Manus District; with identical boundaries to those of the Province), 12 Local Level Governments (LLGs) and 127 Wards. The current status of service categories is reflected in Table C3.3.1. Table C3.3.1 Current Status of Service Categories for each District in Manus Province District District LLG Name Current Status Headquarter 1. Aua-Wuvulu Rural 2. Balopa Rural 3. Bisikani-Soparibeu Kabin Rural 4. Lelemadih-Bupichupeu Rural 5. Lorengau Urban 6. Los Negros Rural Classification 2: Category B: Districts Manus Lorengau in declared Provincial Towns that have 7. Nali Sopat-Penabu Rural adequate utilities 8. Nigoherm Rural 9. Pobuma Rural 10. Pomutu-Kurti-Andra Rural 11. Rapatona Rural 12. Tetidu Rural Manus Province Comparative Advantage for Economic Growth and Development Manus Province faces development challenges, including high transport costs, remoteness, rising sea level and limited income earning opportunities. Recent investments by the Government include the development of Momote Airport, Lombrum Naval Base, solar, desalination plant and other infrastructure and service delivery projects. The 243 Province has been declared as a Free Trade Zone, with great potential in fisheries and tourism. It has a comparative advantage to become a transport and ICT hub for the region because of its strategic geographic location. Under the Planning and Service Delivery Frameworks, Manus will develop their five-year Provincial and District Development Plans in alignment to the MTDP IV, and incorporate all the District minimum service needs (Table C1.2) and strategic economic investment opportunities (Table C3.3.2). Table 3.3.2 Manus Province Strategic Economic Priorities Comparative Advantage Specific Areas Target 1.Cocoa Farming (Smallholders) Commercial Agriculture & 2. Coconut Plantation Increase production and Livestock Development 3. Rubber Development downstream processing 4. Livestock & Poultry Development Program 70% fisheries processed Fisheries Development 5. Aquaculture & coastal fisheries processed onshore onshore 6. Forest Products Development 100% Downstream Forestry Development 7. Climate Change Processing 8. Provincial and District Market Developments MSME & District Growth 9. District Growth Centres and MSME Incubation Hub MSME development Centres Development 10. Financial Inclusion 11. Village-based guest houses and restaurants 12. Marine Products 13. White Copra Production Produce value-adding Job Downstream Processing 14. Forest products creation 15. Meat Production 16. Poultry Abattoir Processing Promote SEZ and Trade and Investment 17. Manus Free Trade Zone Industrial Hubs Tourism Niche Product 18. Manus Tourism Hub Promote local and Development 19. Tourism Niche Product Development International tourism 20. Customary Land Registration (ILGs) Land Development Bankable land 21. Unlocking Land for Development 244 NEW IRELAND PROVINCE C3.4 Hon. Sir Julius Chan, MP Hon. Walter Hon. Ian Schnaubelt, MP Ling-Stuckey, MP GOVERNOR NAMATANAI KAVIENG NEW IRELAND PROVINCE FACT SHEET POPULATION 232,351 R REGION NEW GUINEA ISLANDS LAND AREA C CAPITAL KAVIENG 7,404 km 2 Toll Free: 1800 150 D DISTRICTS 2 ECONOMY Mining, Fisheries, Agriculture L LLGs 10 New Ireland Province (NIP) covers a total land area of 7,404 km2. The 2011 Census records the population of New Ireland at 194,067 – making it PNG’s third least populous Province. The sea area of NIP is around 230,000 km². The two Districts in New Ireland are Kavieng and Namatanai. The development status across Districts varies. The current status of service categories is reflected in Table C3.4.1. Table C3.4.1 Current Status of Service Categories for each District in New Ireland Province District District LLG Name Current Status Headquarter 1. Kavieng Urban 2. Lavongai Rural Classification 2: Category A: Districts in declared Pro- Kavieng Kavieng 3. Murat Rural vincial Towns that have very good Public Utilities 4. Tikana Rural 1. Konoagil Rural 2. Namatanai Rural 3. Matalai Rural Classification 3: Category B: Districts or Rural Towns in Namatanai 4. Nimamar Rural Namatanai Rural Districts that have adequate Public Utilities 5. Central Niu Ailan Rural 6. Tanir Rural New Ireland Province Comparative Advantage for Economic Growth and Development New Ireland Province consist of mainland with many scattered islands. Delivering government services to the scattered islands is a major challenge, including high cost of transport, remoteness, rising sea level, and limited economic opportunities. The Province has potential for sustainable fisheries, agriculture, forestry and tourism development, and mineral resources. The Province hosts two World class gold mining projects. The Province has Kavieng airport and other economic projects including proposed St Mathias SEZ. 245 246 Under the Planning and Service Delivery Frameworks, NIP will develop their five-year Provincial and District Development Plans in alignment to the MTDP IV, and incorporate all the District minimum service needs (Table C1.2) and strategic economic investment opportunities (Table C3.3.2). Table C3.4.2New Ireland Province Strategic Economic Priorities Comparative Advantage Specific Areas Target 1. Cocoa Smallholders and plantations development Commercial Agriculture & Livestock 2. Coconut Plantation Increase production and downstream Development 3. Livestock Development Program processing 4. Fresh Produce Market & Value Chain Development 5. Aquaculture & coastal fisheries Fisheries Development 70% fisheries processed onshore processed onshore 6. Forest Products Development Forestry Development 100% Downstream Processing 7. Climate Change 8. Lihir Mining Support the development of resource Mining & Petroleum Development 9. Other Prospects sites. 10. Provincial and District Market Developments 11. District Growth Centres and MSME MSME & District Growth Centres Incubation Hub MSME development Development 12. Financial Inclusion 13. Village-based guest houses and restaurants 14. Marine Products 15. White Copra Production Downstream Processing 16. Forest products Produce value-adding Job creation 17. Meat Production 18. Poultry Abattoir Processing 19. Industrials and Free Trade SEZ Trade and Investment Promote SEZ and Industrial Hubs 20. Agriculture & Fisheries SEZ 21. Waterfront Development Tourism Niche Product Development Promote local and International tourism 22. Tourism Niche Product Development 23. Customary Land Registration (ILGs) Land Development Bankable land 24. Unlocking Land for Development 247 WEST NEW BRITAIN PROVINCE C3.5 Hon. Sasindran Muthuvel, Hon. Freddie Hon. Francis Hon. Joseph MP Kumai, MP Maneke, MP Lelang, MP GOVERNOR TALASEA NAKANAI KANDRIAN- GLOUCESTER WEST NEW BRITAIN PROVINCE FACT SHEET POPULATION 356,343 R REGION NEW GUINEA ISLANDS LAND AREA C CAPITAL KIMBE 20,387 km 2 Toll Free: 1800 150 D DISTRICTS 3 ECONOMY Agriculture, Livestock L LLGs 12 West New Britain (WNB) Province covers a total land area of 20,387 km2. The 2011 Census records the population of WNB at 264,264 – making it PNG’s 14th most populous Province. The northeast coast from Talasea to Sule is dominated by plains and floodplains with fertile volcanic soils. This area has been densely settled since the early 1970s through formal settlement schemes based on oil palm production. The three Districts in WNB are Kandrian-Gloucester, Nakanai and Talasea. The development status across Districts varies. The current status of service categories is reflected in Table C3.5.1. Table C3.5.1 Current Status of Service Categories for each District in West New Britain Province District District LLG Name Current Status Headquarter 1. Gasmata Rural 2. Gloucester Rural 3. Kandrian Coastal Kandrian- Classification 3: Category D: Districts or Rural Towns in Rural Kandrian Gloucester Rural Districts that are remote and have very low Access 4. Kandrian Inland Rural 5. Kove-Kaliai Rural 1. Hoskins Rural 2. Mosa Rural 3. Central Nakanai Classification 2: Category B: Districts in declared Nakanai Bialla Rural Provincial Towns that have adequate Public Utilities 4. East Nakanai Rural 1. Bali-Witu Rural Classification 2: Category B: Districts in declared Talasea 2. Kimbe Urban Kimbe Provincial Towns that have adequate Public Utilities 3. Talasea Rural 248 249 250 It is challenging for Government services to reach people. This is due to the difficult terrain and scattered islands, and it is very costly to access basic services such as the delivery of medical supplies and school materials across the Province. Access to health facilities and supply of medical supplies to remote health centres is another challenge. Rapid population growth from intra-Provincial migration is putting a strain on existing infrastructure. West New Britain Province Comparative Advantage for Economic Growth and Development The Province has vast potential in agriculture, livestock, fresh produce, forestry, fisheries, tourism, geothermal energy as well as upcoming mining prospects. The Province is the leading palm oil producer in the country. Under the Planning and Service Delivery Frameworks, WNB will develop their five-year Provincial and District Development Plans in alignment to the MTDP IV, and incorporate all the District minimum service needs (Table C1.2) and strategic economic investment opportunities (Table C3.5.2). Table C3.5.2 West New Britain Province Strategic Economic Priorities Comparative Advantage Specific Areas Target 1. Oil Palm Estate Development (Smallholders and Plantations) 2. Cocoa Smallholders and plantations Commercial Agriculture & Livestock development Increase production and downstream Development 3. Coconut Plantation processing 4. Livestock Development Program 5. Fresh Produce Market &/ Value Chain Development 6. Aquaculture & coastal fisheries Fisheries Development 70% fisheries processed onshore processed onshore 7. Forest Products Development Forestry Development 100% Downstream Processing 8. Climate Change 9. Provincial and District Market Developments MSME & District Growth Centres 10. District Growth Centres and MSME MSME development Development Incubation Hub 11. Financial Inclusion 12. Palm Oil Refinery 13. Cocoa Products Factories 14. White Copra Production Downstream Processing Produce value-adding Job creation 15. Forest products 16. Meat Production 17. Poultry Abattoir Processing 18. Oil Palm SEZ Trade and Investment Promote SEZ and Industrial Hubs 19. Palm Oil Manufacturing Hub 20. Tourism Development connecting Promote local and International Tourism Niche Product Development with the ENB and NGI regional Hub tourism 21. Customary Land Registration (ILGs) Land Development Bankable land 22. Unlocking Land for Development 251 EAST SEPIK PROVINCE C4.1 Hon. Allan Bird, MP Hon. Johnson Hon. Joseph Hon. Richard Hon. Gabriel Wapunai, MP Yopyyopy, MP Maru, MP Kapris, MP GOVERNOR AMBUNTI- WOSERA-GAWI YANGORU- MAPRIK DREKIKIR SAUSSIA Hon. Salio Vacant Waipo, MP ANGORAM WEWAK EAST SEPIK PROVINCE FACT SHEET POPULATION 681,518 R REGION MOMASE LAND AREA C CAPITAL WEWAK 43,426 km 2 Toll Free: 1800 150 D DISTRICTS 6 ECONOMY Mining, Agriculture, Livestock, L LLGs 26 Tourism East Sepik Province (ESP) covers a total land area of 43,426 km2. The 2011 Census records the population of East Sepik at 450,530 – making it PNG’s fifth most populous Province. The six Districts in East Sepik are Ambunti Dreikikir, Angoram, Maprik, Wewak, Wosera Gawi and Yangoru Saussia. The current status of service categories is reflected in Table C4.1.1. Table C4.1.1 Current Status of Service Categories for each District in East Sepik Province District District LLG Name Current Status Headquarter 1. Ambunti Rural 2. Tunap-Hunstein Ambunti- Range Rural Classification 3: Category D: Districts or Rural Towns in Ambunti Dreikikier Rural Districts that are remote and have very low Access 3. Gawanga Rural 4. Dreikikier Rural 1. Angoram-Middle Sepik Rural 2. Keram Rural Classification 3: Category C: Districts or Rural Towns in Angoram Angoram 3. Karawari Rural Rural Districts that have Some Public Utilities 4. Marienberg 5. Yuat Rural 1. Albiges-Mablep Rural 2. Bumbita-Muhian Rural Classification 3: Category A: Districts or Rural Towns in Maprik Maprik 3. Maprik-Wora Rural Districts that have good Public Utilities Rural 4. Yamil-Tamaui Rural 254 Table C4.1.1 Current Status of Service Categories for each District in East Sepik Province District District LLG Name Current Status Headquarter 1. Boikin Rural 2. Turubu Rural 3. Wewak Islands Classification 2: Category A: Districts in declared Provin- Wewak Wewak Rural cial Towns that have very good Public Utilities 4. Wewak Local 5. Wewak Urban 1. Burui-Kunai Rural 2. Gawi Rural Wosera- 3. North Wosera Classification 3: Category D: Districts or Rural Towns in Wosera Gawi Rural Rural Districts that are remote and have very low Access 4. South Wosera Rural 1. East Yangoru Rural Yangoru- 2. Numbor Rural Classification 3: Category C: Districts or Rural Towns in Yangoru Saussia 3. Sausso Rural Rural Districts that have Some Public Utilities 4. West Yangoru Rural The geography of the Province comprises highlands, mountains, valleys, coastal, and its islands. Each of these present unique development challenges. Coupled with these development challenges, social issues including law and order, migration, internal displacements, compounded with the high cost of delivering goods and services to remote areas. East Sepik Province Comparative Advantage for Economic Growth and Development The Province has economic potential in agriculture in rice, cocoa, spice, livestock, rubber, oil palm, forestry, mining, tourism, aquaculture and fisheries development. It has also potential in geothermal energy for food processing. The Province also hosts the country’s biggest river that needs to be utilised to reap the economic benefits that increase the agriculture productivity, generate electricity and become the transport means to support the Provinces along the waterway. Under the Planning and Service Delivery Frameworks, ESP will develop their five-year Provincial and District Development Plans in alignment to the MTDP IV, and incorporate all the District minimum service needs (Table C1.2) and strategic economic investment opportunities (Table C4.1.2).\ Table C4.1.2 East Sepik Province Strategic Economic Priorities Comparative Advantage Specific Areas Target 1. Oil Palm Development 2. Rice Farming 3. Cocoa Development Commercial Agriculture & Livestock 4. Cattle and Livestock Development Increase production and downstream Development Program processing 5. Poultry Farming and Hatchery 6. Spices Development Processing and Marketing 255 Table C4.1.2East Sepik Province Strategic Economic Priorities Comparative Advantage Specific Areas Target 7. Rubber Rehabilitation and Development Program 8. Fresh Produce Market Development 9. Provincial and District Market Developments MSME & District Growth Centres 10. District Growth Centres and MSME MSME development Development Incubation Hub 11. Financial Inclusion 12. Aquaculture and Coastal Fisheries 13. Sepik Fresh Chicken 14. Cacao Downstream Processing Produce value-adding Job creation 15. Palm Oil 16. Vanilla 17. Abattoir 18. Sepik Plan SEZ Trade and Investment Promote SEZ and Industrial Hubs 19. Carbon Trade 20. Tourism Niche Product Promote local and International Tourism Niche Product Development Development tourism 21. Land Development, Physical Land Development Planning and Rezoning Program Bankable land 22. Urban Settlements Management 256 257 MADANG PROVINCE C4.2 Hon. Ramsey Pariwa, Hon. Jimmy Hon. Kansol Hon. Kessy Hon. Alexander MP Uguro, MP Kamdaru, MP Sawang, MP Orme, MP GOVERNOR USINO-BUNDI MIDDLE RAMU RAI COAST SUMKAR Hon. Robert Vacant Naguri, MP BOGIA MADANG MADANG PROVINCE FACT SHEET POPULATION 797,807 R REGION MOMASE LAND AREA C CAPITAL MADANG 28,886 km 2 Toll Free: 1800 150 D DISTRICTS 6 ECONOMY Mining, Agriculture, Fisheries, L LLGs 19 Tourism Madang Province covers a total land area of 28,886 km2. The 2011 Census records the population of Madang at 493,906 – making it PNG’s fourth most populous Province. Some of the Province’s development challenges include aging infrastructure, and law and order. The six Districts in Madang are Bogia, Madang, Middle Ramu, Rai Coast, Sumkar and Usino-Bundi. The current status of minimum service standards is in Table C4.2.1. Table 2.1.1 Current Status of Service Categories for each District in Madang Province District District LLG Name Current Status Headquarter 1. Almami Rural Classification 3: Category C: Districts or Rural Towns in Bogia 2. Iabu Rural Bogia Rural Districts that have some Public Utilities 3. Yawar Rural 1. Ambenob Rural Classification 2: Category A: Districts in declared Provin- Madang 2. Madang Urban Madang cial Towns that have very good Public Utilities 3. Transgogol Rural 1. Arabaka Rural Middle 2. Josephstaal Rural Classification 3: Category D: Districts or Rural Towns in Simbai Ramu 3. Simbai Rural Rural Districts that are remote and have very low Access 4. Kovon Rural 1. Astrolabe Bay Rural 2. Naho Rawa Rural Classification 3: Category D: Districts or Rural Towns in Rai Coast Saidor Rural Districts that are remote and have very low Access 3. Nayudo Rural 4. Rai Coast (Saidor) 258 Table 2.1.1 Current Status of Service Categories for each District in Madang Province District District LLG Name Current Status Headquarter 1. Karkar Rural Classification 3: Category B: Districts or Rural Towns in Sumkar Karkar Rural Districts that have adequate Public Utilities 2. Sumgilbar Rural 1. Bundi Rural Classification 3: Category D: Districts / Rural Towns in Usino Bundi 2. Usino Rural Usino Rural Districts that are remote and have very low Access 3. Gama Rural The geography of the Province comprises highlands, mountains, valleys, coastal, and its islands. Each of these present unique development challenges. Coupled with these development challenges, social issues including law and order, migration, internal displacements, compounded with the high cost of delivering goods and services to remote areas. Madang Province Comparative Advantage for Economic Growth and Development The Province hosts the Ramu nickel/cobalt mine project, Pacific Marine Industrial Zone (PMIZ), Fish and Meat Canneries, and Ramu Agri Industries. Karkar island has completely gone green using biodiesels from coconut oil for power generation and all transportation (vehicles, tractors and ships). A lesson to learn and replicate to other coastal communities. The Province’s economic potential includes sugarcane, oil palm, livestock, copra, cocoa, coffee, fisheries, forestry, geothermal energy, downstream processing, mining and tourism. Make Madang beautiful again. Under the Planning and Service Delivery Frameworks, Madang will develop their five-year Provincial and District Development Plans in alignment to the MTDP IV, and incorporate all the District minimum service needs (Table C1.2) and strategic economic investment opportunities (Table C4.2.2). Table C4.2.2 Madang Province Strategic Economic Priorities Comparative Advantage Specific Areas Target 1. Cocoa/cocoa plantations development 2. Coffee Rehabilitation Commercial Agriculture & Livestock 3. Palm Oil, Rubber, Rice Development Increase production and downstream Development processing 4. Traditional Food Crops 5. Livestock Development Program 6. Fresh Produce Market Development 7. Aquaculture & coastal fisheries Fisheries Development 70% fisheries processed onshore processed onshore 8. Forest Products Development Forestry Development 100% Downstream Processing 9. Climate Change 10. Ramu Nickel Cobalt Mine and Support the development of resource Mining & Petroleum Development Other Minerals sites and ensure economic benefits for 11. Alluvial Mining the Province and Nation. 12. Provincial and District Market Developments MSME & District Growth Centres 13. District Growth Centres and MSME MSME development Development Incubation Hub 14. Financial Inclusion 259 Table C4.2.2Madang Province Strategic Economic Priorities Comparative Advantage Specific Areas Target 15. Copra Processing 16. Cocoa Products Factories 17. Palm Oil Processing 18. Poultry Abattoir Processing Downstream Processing Produce value-adding Job creation 19. Forestry Development Program 20. PMIZ Development 21. Nickel and Other Mineral Processing 22. PMIZ – Special Economic Zone 23. Middle Ramu Industrial Zone Trade and Investment Promote SEZ and Industrial Hubs 24. Manufacturing Enhancement Program 25. Tourism Hub – Make Madang Beautiful Again Tourism Niche Product Development Promote local and International tourism 26. Tourism Niche Product Development 27. Land Development, Physical Land Development Planning and Rezoning Program Bankable land 28. Urban Settlements Management 260 261 MOROBE PROVINCE C4.3 Hon. Luther Wenge, MP Hon. John Rosso, Hon. Patrick Basa, Hon. Kobby Hon. Koni Iguan, MP MP Bomareo MP MP GOVERNOR LAE KABWUM TEWAI-SIASSI MARKHAM Hon. Theo Hon. Marsh Hon. Jason Peter, Hon. Sam Basil Hon. Rainbo Hon. Solen Loifa, Pelgen, MP Narewec, MP MP Jnr, MP Paita, MP MP NAWAE WAU WARIA HUON-GULF BULOLO FINSCHHAFEN MENYAMYA MOROBE PROVINCE FACT SHEET POPULATION 1,139,789 R REGION MOMASE LAND AREA C CAPITAL LAE 33,705 km 2 Toll Free: 1800 150 D DISTRICTS 10 ECONOMY Mining, Agriculture, Livestock, L LLGs 36 Fisheries Morobe Province occupies a total land area of 33,705 km2. The 2011 Census records the population of Morobe at 674,810 – making it PNG’s most populous Province. The ten Districts in Morobe are Bulolo, Wau-Waria Finschhafen, Huon Gulf, Kabwum, Lae, Markham, Menyamya, Nawae and Tewai-Siassi with Lae District mostly urban. The current status of service categories is reflected in Table C4.3.1. The strategic location of the port of Lae has enabled Morobe Province to be the industrial hub of PNG. Currently the economy of Morobe is dominated by the exploitation of primary products, from agriculture, forestry, mining, and to a lesser extent, fishing. Agriculture remains the dominant sector. About 452.3 ha is under cultivation with coffee as the largest cash crop, followed by cocoa, cardamon, coconut, rice and chilies. Livestock development is dominant in the Markham Valley, and to some extent Wau and Bulolo Districts. Key challenges include poor infrastructure and weak service delivery which are impediments to economic development. The economic base of the Morobe Province depends on agriculture production, especially horticulture, as well as forestry, fisheries, tourism and light manufacturing. Mining is re-emerging as a prominent industry led by the coming onstream of the Wafi-Golpu mine. These industries will flourish with improved transport, logistics and marketing systems supported with quality utility services and growth centres. Investments within the MTDP IV period will target these areas to maximise on the scarce resources. Table C4.3.1 Current Status of Service Categories for each District in Morobe Province District District LLG Name Current Status Headquarter 1. Mumeng Rural 2. Waria Rural 3. Watut Rural Classification 3: Category A: Districts or Rural Bulolo Bulolo Towns in Rural Districts that have very good Public 4. Wau-Bulolo Urban Utilities 5. Wau Rural 6. Buang Rural 262 Bridge over river between Menyamya and Huon-Gulf Districts 263 Morobe Highway 264 Table C4.3.1 Current Status of Service Categories for each District in Morobe Province District District LLG Name Current Status Headquarter 1. Hube Rural 2. Kotte Rural Classification 3: Category C: Districts or Rural Finschhafen 3. Finschhafen Urban Gagidu Towns in Rural Districts that have some Public 4. Yabim-Mape Rural Utilities 5. Burum-Kwat Rural 1. Morobe Rural Classification 3: Category C: Districts or Rural Huon Gulf 2. Salamaua Rural Salamaua Towns in Rural Districts that have some Public 3. Wampar Rural Utilities 1. Deyamos Rural 2. Komba Rural (Seko) Classification 3: Category C: Districts or Rural Kabwum Kabwum Towns in Rural Districts that have some Public 3. Yus Rural Utilities 4. Selepet Rural 1. Ahi Rural Classification 1: Category B: Districts in cities with Lae Lae adequate Public Utilities 2. Lae Urban 1. Onga-Waffa Rural Classification 3: Category B: Districts or Rural Markham 2. Umi-Atzera Rural Kaiapit Towns in Rural Districts that have adequate Public 3. Wantoat-Leron Rural Utilities 1. Kapao Rural 2. Nanima Kariba Rural Classification 3: Category D: Districts or Rural Menyamya Menyamya Towns in Rural Districts that are remote and have 3. Kome Rural very low Access 4. Wapi Rural 1. Labuta Rural Classification 3: Category C: Districts or Rural Nawae 2. Nabak Rural Boana Towns in Rural Districts that have some Public 3. Wain-Erap Rural Utilities 1. Sialum Rural Classification 3: Category C: Districts or Rural Tewae- 2. Siassi Rural Wasu Towns in Rural Districts that have some Public Siassi 3. Wasu Rural Utilities 1. Wau Rural Classification 3: Category A: Districts or Rural Wau-Waria 2. Wau Urban Wau Towns in Rural Districts that have very good Public 3. Waria Rural Utilities The geography of the Province comprises highlands, mountains, valleys, coastal, and its islands. Each of these present unique development challenges. Coupled with these development challenges, social issues including law and order, migration, internal displacements, compounded with the high cost of delivering goods and services to remote areas. Morobe Province Comparative Advantage for Economic Growth and Development The Province hosts the Hidden Valley mine project, Wau-Bulolo Alluvial gold fields, vineyard and winery, honey, poultry farms, crocodile farm, industrial and manufacturing hub of PNG, International Port (gateway to PNG), and Ramu Agri Industries (palm oil and cattle). The Province’s economic potential includes oil palm, livestock, copra, cocoa, tea, coffee, rice, fruits, grains and maize, spice, cassava, fisheries, forestry, downstream processing, tourism, hydro and geothermal, limestone plant and SEZs. The Province is the host of the World class Wafi-Golpu mine. The potential of the Markham Valley will be unlocked through irrigation system and a transportation and logistics hub underpinned by a railway station between Watarais and Lae Port. 265 Under the Planning and Service Delivery Frameworks, Morobe will develop their five-year Provincial and District Development Plans in alignment to the MTDP IV, and incorporate all the District minimum service needs (Table C1.2) and strategic economic investment opportunities (Table C4.3.2). Table C4.3.2Morobe Province Strategic Economic Priorities Comparative Advantage Specific Areas Target 1. Coffee 2. Cocoa Commercial Agriculture & Livestock Increase production and downstream 3. Tea Development processing 4. Vanilla 5. Palm Oil Development 6. Aquaculture & coastal fisheries Fisheries Development 70% fisheries processed onshore processed onshore 7. Forest Products Development Forestry Development 100% Downstream Processing 8. Climate Change 9. Wafi-Golpu Mine Support the development of resource Mining & Petroleum Development 10. Hidden Valley Mine sites and ensure economic benefits 11. Provincial and District Market Developments 12. District Growth Centres and MSME MSME & District Growth Centres Incubation Hub Development 13. Financial Inclusion 14. Village-based Guest Houses and Restaurants 15. Abattoir Rehabilitation 16. Aquaculture and Coastal Fisheries Downstream Processing Program Produce value-adding Job creation 17. Nickel and Other Mineral Products Factories 18. Wawin SEZ 19. Yalu SEZ 20. Nadzab SEZ Trade and Investment 21. Labu SEZ Promote SEZ and Industrial Hubs 22. Lae SEZ 23. Finschafen SEZ 24. Lae Manufacturing Industries 25. Provincial and District Cultural Tourism Niche Product Development Shows Promote local and International tourism 26. Tourism Niche Product Development 27. Land Development, Physical Land Development Planning and Rezoning Program Bankable land 28. Urban Settlements Management 266 WEST SEPIK PROVINCE C4.4 Hon. Tony Wouwou, Hon. Belden Hon. Joe Sungi, Hon. Anderson Hon. Solan MP Namah, MP MP Mise, MP Mirisim, MP VANIMO-GREEN NUKU AITAPE-LUMI TELEFOMIN GOVERNOR WEST SEPIK PROVINCE FACT SHEET POPULATION 421,470 R REGION MOMASE LAND ZAREA C CAPITAL VANIMO 35,920 km 2 Toll Free: 1800 150 D DISTRICTS 4 ECONOMY Agriculture, Livestock, Tourism L LLGs 17 West Sepik Province (WSP) occupies 36,000 km2 of landmass in the northwest of PNG and covers an area of 35,920 km². The 2011 Census records the population of WSP at 248,411– making it PNG’s 17th most populous Province. The four Districts are Aitape-Lumi, Nuku, Telefomin and Vanimo-Green. Table C4.4.1 reflects the current Status Service Categories in the District Townships. Table C4.4.1 Current Status of Service Categories for each District in West Sepik District District LLG Name Current Status Headquarter 1. East Aitape Rural 2. East Wapei Rural Classification 3: Category B: Districts Aitape-Lumi Aitape or Rural Towns in Rural Districts that have 3. West Aitape Rural adequate Public Utilities 4. West Wapei Rural 1. Mawase Rural (Nuku) 2. Palai Rural Classification 3: Category C: Districts or Nuku Nuku Rural Towns in Rural Districts that have Some 3. Yangkok Rural Public Utilities 4. Maimai Wanwan Rural 1. Namea Rural 2. Oksapmin Rural Classification 3: Category D: Districts or Telefomin Telefomin Rural Towns in Rural Districts that are remote 3. Telefomin Rural and have very low Access 4. Yapsie Rural 1. Amanab Rural 2. Bewani-Wutung-Onei Rural Classification 2: Category A: Districts in Vanimo- 3. Green River Rural Vanimo declared Provincial Towns that have very good Green 4. Vanimo Urban Public Utilities 5. Walsa Rural 267 The geography of the Province comprises highlands, mountains, valleys, coastal, and its islands. Each of these present unique development challenges. Coupled with these development challenges, social issues including law and order, migration, internal displacements, compounded with the high cost of delivering goods and services to remote areas. WSP shares the country’s border with the Indonesian Province of Papua and experiences cross-border challenges. West Sepik Province Comparative Advantage for Economic Growth and Development. The Province has economic potential in agriculture in rice, cocoa, spice, livestock, rubber, oil palm, forestry, mining, tourism, aquaculture and fisheries development. It will be the host to the Vanimo SEZ. The head water of the Sepik River is situated in the Province. The Province needs to utilise the river system to reap the economic benefits – increase the agriculture and forestry productivity, generate electricity and become the transport means to support the riverine communities along the waterway. The Province is strategically located to harness the economic opportunities across the border and leverage the low cost of doing business in Indonesia. Extend Connect PNG to Indonesia including connecting the existing and available electricity grid from Wutung to Vanimo. Make Vanimo the next Bali (surfing and tourism) in PNG. Under the Planning and Service Delivery Frameworks, WSP will develop their five-year Provincial and District Development Plans in alignment to the MTDP IV, and incorporate all the District minimum service needs (Table C1.2) and strategic economic investment opportunities (Table C4.4.2). Table C4.2.2 West Sepik Province Strategic Economic Priorities Comparative Specific Areas Target Advantage 1. Cocoa/cocoa plantations development 2. Coffee Rehabilitation Commercial Agriculture & 3. Palm Oil, Rubber, Rice Development Increase production and Livestock Development 4. Traditional Food Crops downstream processing 5. Livestock Development Program 6. Fresh Produce Market Development 70% fisheries processed Fisheries Development 7. Aquaculture & coastal fisheries processed onshore onshore 8. Forest Products Development Forestry Development 100% Downstream Processing 9. Climate Change Mining & Petroleum 10. Frieda Mine Support the development of Development 11. Other explorations resource sites. 12. Provincial and District Market Developments MSME & District Growth 13. District Growth Centres and MSME Incubation Hub MSME development Centres Development 14. Financial Inclusion 15. Village-based Guest Houses and Restaurants 16. Cocoa Products Factories 17. Poultry and Halal Meat Abattoir and Processing Produce value-adding Job Downstream Processing 18. Furniture Factory creation 19. Aquaculture and Coastal Fisheries Program 20. Special Economic Zones Promote SEZ and Industrial Trade and Investment 21. Carbon Trade Hubs Tourism Niche Product 22. Provincial and District Cultural Shows Promote local and International Development 23. Tourism Niche Product Development tourism 24. Land Development, Physical Planning and Land Development Rezoning Program Bankable land 25. Urban Settlements Management 268 269 CENTRAL PROVINCE C5.1 Hon. Rufina Peter, MP Hon. Sir Puka Hon. Peter Hon. Sir Ano Hon. Casmiro Aia, Temu, MP Isoaimo, MP Pala, MP MP GOVERNOR ABAU KAIRUKU RIGO GOILALA Hon. Keith Iduhu, MP HIRI-KOIARI CENTRAL PROVINCE FACT SHEET POPULATION 362,768 R REGION SOUTHERN LAND AREA C CAPITAL KWIKILA 29,900 km 2 Toll Free: 1800 150 D DISTRICTS 5 ECONOMY Agriculture, Forestry, L LLGs 13 Fisheries Central Province covers an area of 29,900 km2. The 2011 Census records the population at 237,016 people - making it PNG’s 13th most populous province. The five districts are Abau, Goilala, Kairuku, Hiri-Koiari and Rigo. The current status of service categories is in Table C5.1.1. Table C5.1.1 Current Status of Service Categories for each District in Central Province District District LLG Name Current Status Headquarter 1. Amazon Bay Rural Classification 3: Category C: Districts or Rural Abau 2. Aroma Rural Abau Towns in Rural Districts that have Some Public 3. Cloudy Bay Rural Utilities 1. Guari Rural Classification 3: Category D: Districts or Rural Goilala 2. Tapini Rural Tapini Towns in Rural Districts that are remote and have 3. Woitape Rural very low Access 1. Hiri Classification 3: Category C: Districts or Rural Hiri Koiari 2. Koiari Rural Bautama Towns in Rural Districts that have Some Public 3. Vanapa Brown Utilities 1. Mekeo Classification 3: Category C: Districts or Rural Kairuku 2. Kuni Bereina Towns in Rural Districts that have Some Public 3. Kairuku Utilities Classification 3: Category B: Districts or Rural Rigo 1. Rigo Central Rural Kwikila Towns in Rural Districts that have adequate Public Utilities The geography of the Province comprises highlands, mountains, lowlands, coastal, and its islands. Each of these present unique development opportunities and challenges. Coupled with these development challenges, social issues including law and order, migration, land grabbing, internal community displacements, compounded with the high cost of delivering goods and services to remote areas. Due to large concentration of poisonous snakes, 272 273 274 it becomes impediment to large-scale agriculture farming using human labour. Therefore, mechanised farming is recommended. Central Province Comparative Advantage for Economic Growth and Development The Province has rice farming (Rigo Rice), cattle farming, dairy, rubber, cocoa, coffee, spice, fresh produce, fruits, coconut, fisheries, forestry, manufacturing industry, tourism and SEZs. The Province is strategically located to harness the economic opportunities available from the nation’s capital which is located within the Province. It also supplies electricity and water to the Nation’s capital. Central Province has some villages within the Hiri Koiari District benefiting from the first PNG LNG project. It is the start of the famous Kokoda Track and the home of the ‘Fuzzy Wuzzy Angel’ and Hiri Moale Festival. Under the Planning and Service Delivery Frameworks, Central will develop their five-year Provincial and District Development Plans in alignment to the MTDP IV, and incorporate all the District minimum service needs (Table C1.2) and strategic economic investment opportunities (Table C5.1.2). Table C5.1.2 Central Province Strategic Economic Priorities Comparative Advantage Specific Areas Target 1. Cattle 2. Rice 3. Cocoa Commercial Agriculture & Livestock Increase production and 4. Fresh Produce Development downstream processing 5. Rubber 6. Palm Oil 7. Coconut 8. Aquaculture & coastal fisheries processed Fisheries Development onshore 9. Forest Products Development Forestry Development 100% Downstream Processing 10. Climate Change 11. PNG LNG Plant Site Support the development of Mining & Petroleum Development 12. Tolokuma Mine reopen and other potential resource sites explorations 13. Provincial and District Market Developments 14. District Growth Centres and MSME MSME & District Growth Centres Incubation Hub Development 15. Financial Inclusion 16. Village-based Guest Houses and Restaurants 17. Cocoa Products Factories 18. Poultry and Halal Meat Abattoir and Produce value-adding Job Downstream Processing Processing creation 19. Rice Mills 20. Central Agro SEZ Promote SEZ and Industrial Trade and Investment 21. Rigo Rice SEZ Hubs 22. Hiri Moale Festival Promote local and International Tourism Niche Product Development 23. Tourism Niche Product Development tourism 24. Land Development, Physical Planning and Land Development Rezoning Program Bankable land 25. Urban Settlements Management 275 GULF PROVINCE C5.2 Hon. Chris Haiveta, Hon. Soroi Eoe, Hon. Thomas MP MP Opa, MP GOVERNOR KIKORI KEREMA GULF PROVINCE FACT SHEET POPULATION 201,388 R REGION SOUTHERN LAND AREA C CAPITAL KEREMA 34,472 km 2 Toll Free: 1800 150 D DISTRICTS 2 ECONOMY LNG, Fisheries, Forestry L LLGs 15 Gulf Province covers a land area estimated at 34, 472 km2. The 2011 Census records the population at 158,197 – making it PNG’s second least populated Province. The two Districts are Kerema and Kikori with varied development status. The current status of service categories is reflected in Table C5.2.1. Table C5.2.1 Current Status of Service Categories for each District in Gulf Province District District LLG Name Current Status Headquarter 1. Kaipi-Melaripi Rural 2. Moripi Rural 3. Kaintiba Rural 4. Kerema Urban Classification 2: Category A: Districts in Kerema 5. Kotidanga Rural Kerema declared Provincial Towns that have very good District 6. Lakekamu-Tauri Rural Public Utilities 7. Toaripi Rural 8. Wake Rural 9. Malalaua Rural 1. Baimuru Rural 2. East Kikori Rural 3. East Ihu Rural Classification 3: Category D: Districts or Rural Kikori Kikori Towns in Rural Districts that are remote and District 4. West Ihu Rural have very low Access 5. West Kikori 6. Kikori Urban The geography of the province comprises highlands, mountains, lowlands, and coastal areas. Each of these present unique development opportunities and challenges. Coupled with these challenges, many big rivers, vast areas of swamps as well as dense forest areas impose high transport costs of delivering goods and services. 276 277 The geography of the Province comprises highlands, mountains, lowlands, and coastal areas. Each of these present unique development opportunities and challenges. Coupled with these challenges, many big rivers, vast areas of swamps as well as dense forest areas impose high transport costs of delivering goods and services. Gulf Province Comparative Advantage for Economic Growth and Development Gulf Province has huge potential in coconut, coffee, oil palm, cocoa, rubber, fisheries, tourism, limestone, hydro, oil and gas. Given the presence of vast natural resources, which include Pasca A, Pandora off-shore fields, Papua LNG, Purari hydro, mineral sands, coal deposits, the Province is poised to become the largest supplier of energy and mineral resources. Combined with the construction of Kikori wharf, Kikori Industrial Park and Ihu SEZ, these will rapidly boost economic growth and development. Considering the availability of these resources, there are prospects for establishing a steel mill. Addressing transportation constraints through an integrated roads, rivers and waterways network will be the key trigger to realising the many development opportunities for the Province. Construction of the ‘missing link’ road under the Connect PNG Program will unlock the enclaved communities and the resources potential. Under the Planning and Service Delivery Frameworks, Gulf Province will develop their five-year Provincial and District Development Plans in alignment to the MTDP IV, and incorporate all the District minimum service needs (Table C1.2) and strategic economic investment opportunities (Table C5.2.2). Table C5.2.2 Gulf Province Strategic Economic Priorities Comparative Advantage Specific Areas Target 1. Coffee 2. Coconut Commercial Agriculture & Livestock 3. Cocoa Increase production and Development 4. Rice downstream processing 5. Rubber 6. Fresh Produce - Sago and Breadfruit 7. Aquaculture & coastal fisheries processed 70% fisheries processed Fisheries Development onshore onshore 8. Forest Products Development Forestry Development 100% Downstream Processing 9. Climate Change 10. Papua LNG Wellheads 11. LNG Pipeline Support the development of Mining & Petroleum Development 12. Alluvial Mining and other Mineral & Petroleum resource sites. Prospects 13. Provincial and District Market Developments MSME & District Growth Centres 14. District Growth Centres and MSME Incubation MSME development Development Hub 15. Financial Inclusion 16. Cocoa Products Factories 17. Poultry and Halal Meat Abattoir and Produce value-adding job Downstream Processing Processing creation 18. Rice Mills Promote SEZ and Industrial Trade and Investment 19. Ihu SEZ Hubs 20. Provincial Cultural Show Promote local and International Tourism Niche Product Development 21. Tourism Niche Product Development tourism 22. Land Development, Physical Planning and Land Development Rezoning Program Bankable land 23. Urban Settlements Management 278 MILNE BAY PROVINCE C5.3 Hon. Gorden Wesley, Hon. Ricky Hon. Douglas Hon. Isi Henry Hon. Jimmy MP Morris, MP Tomuriesa, MP Leonard, MP Maladina, MP GOVERNOR ALOTAU KIRIWINA- GOODENOUGH SAMARAI- MURUA ESA’ALA MILNE BAY PROVINCE FACT SHEET POPULATION 748,196 R REGION SOUTHERN LAND AREA C CAPITAL ALOTAU 14,345 km 2 Toll Free: 1800 150 D DISTRICTS 4 ECONOMY Agriculture, Tourism, Fisheries L LLGs 16 Milne Bay Province (MBP) covers a land area of 14,345 km2. The 2011 Census records the population for MBP at 276,512 people – making it the 12th most populous Province. The four Districts in MBP are Alotau, Esa’ala, Kiriwina-Goodenough and Samarai-Murua. The development varies across these Districts. The current status of service categories is reflected in Table C5.3.1. Table C5.3.1 Current Status of Service Categories for each District in Milne Bay Province District District LLG Name Current Status Headquarter 1. Alotau Urban 2. Daga Rural 3. Huhu Rural Classification 2: Category A: Districts in Alotau 4. Makamaka Rural Alotau declared Provincial Towns that have very good 5. Maramatana Rural Public Utilities 6. Suau Rural 7. Weraura Rural 1. Dobu Rural Classification 3: Category C: Districts or Rural Esa'ala 2. Duau Rural Esa'ala Towns in Rural Districts that have Some Public 3. West Ferguson Utilities 1. Goodenough Island Classification 3: Category C: Districts or Rural Kiriwina- Rural Kiriwina Towns in Rural Districts that have Some Public Goodenough 2. Kiriwina Rural Utilities 1. Bwanabwana Rural 2. Louisiade Rural Classification 3: Category C: Districts or Rural Samarai- Murua Towns in Rural Districts that have Some Public Murua 3. Murua Rural Utilities 4. Yaleyamba Rural 279 280 The geography of the Province comprises high mountains, coastal areas and islands. Each of these present unique development opportunities and challenges. Coupled with these challenges, many widely scattered islands, rising sea levels, sea piracy, and poor transport services impose high cost of delivering goods and services. Milne Bay Province Comparative Advantage for Economic Growth and Development The Province has potentials in fisheries and marine resources, agriculture (oil palm, coffee, cocoa, coconut, and vanilla), livestock, forestry (ebony), tourism, geothermal, and mining (Woodlark mine, Misima mine and alluvial). The Province is host to the Jomard Passage. This provides a great opportunity for revenue generation from pilotage fees from ships. In addition, it has existing trade skills in boat building that need to be revitalised to support the development of a maritime industry. There is immense tourism potential including eco-tourism, cruise ship visits, surfing, diving, and the Milamala and Canoe festivals. Gurney airport and Alotau port connect the Province to the rest of the country and the world, with the latter accessed by cruise ships. The Province will target the south-bound tourism markets to Australia, New Zealand and New Caledonia. Under the Planning and Service Delivery Frameworks, MBP will develop their five-year Provincial and District Development Plans in alignment to the MTDP IV, and incorporate all the District minimum service needs (Table C1.2) and strategic economic investment opportunities (Table C5.3.2). Table C5.3.2 Milne Bay Province Strategic Economic Priorities Comparative Advantage Specific Areas Target 1. Copra 2. Rice Commercial Agriculture & Livestock 3. Cocoa Increase production and Development 4. Fresh Produce downstream processing 5. Rubber 6. Cattle Breeding 7. Aquaculture & coastal fisheries processed 70% fisheries processed Fisheries Development onshore onshore 8. Forest Products Development Forestry Development 100% Downstream Processing 9. Climate Change Mining & Petroleum Development 10. Misima and Woodlark Gold Mines Development of resource sites 11. Provincial and District Market Developments MSME & District Growth Centres 12. District Growth Centres and MSME MSME development Development Incubation Hub 13. Financial Inclusion 14. Cocoa Products Factories 15. Poultry and Halal Meat Abattoir and Processing Produce value-adding Job Downstream Processing creation 16. Rice Mills 17. Forestry Promote SEZ and Industrial Trade and Investment 18. Special Economic Zones Hubs 19. Provincial Cultural Show Promote local and International Tourism Niche Product Development 20. Tourism Niche Product Development tourism 21. Land Development, Physical Planning and Land Development Rezoning Program Bankable land 22. Urban Settlements Management 281 NATIONAL CAPITAL DISTRICT (NCD) C5.4 Hon. Powes Parkop, Hon. Justin Hon. Lohia Hon. John MP Tkatchenko, MP Samuel, MP Kaupa, MP GOVERNOR MORESBY SOUTH MORESBY NORTH MORESBY NORTH WEST EAST NATIONAL CAPITAL DISTRICT FACT SHEET POPULATION 513,918 R REGION SOUTHERN LAND AREA C CAPITAL PORT MORESBY 240 km 2 Toll Free: 1800 150 D DISTRICTS 3 ECONOMY Economic hub L LLGs 9 The National Capital District (NCD) is surrounded by Central Province, and occupies a land area of 240 km2. It is host to PNG’s Capital City of Port Moresby. The 2011 Census records its population at 364,125 – making it the 8th most populous Province. The NCD has three electorates: Moresby South, Moresby North East and Moresby North West. It is a business hub and the seat of the National Government. The current status of service categories is reflected in Table C6.1.1. Table C6.1.1 Current Status of Service Categories for each District in National Capital District District District LLG Name Current Status Headquarter 1. Gerehu Urban Moresby Port North-West 2. Waigani-University Moresby Urban Classification 1: Category B: Districts in 1. Tokarara-Hohola Urban cities that have adequate Public Utilities Moresby 2. Gordons-Saraga Urban Port North-East 3. Boroko-Korobosea Moresby Urban 1. Kilakila-Kaugere Urban Moresby 2. Town-Hanuabada Urban Port Classification 1: Category B: Districts in South 3. Laloki-Napanapa Urban Moresby cities that have adequate Public Utilities 4. Bomana Urban The geography of NCD encompasses Motu-Koitabu villages, urban dwellings, peri-urban settlements, business and government institutions. It houses Motu-Koitabu Assembly, the headquarters of Central Province, the National Parliament, and diplomatic missions. It also has the largest airport, the second largest seaport, the largest university, the National referral hospital and National sports stadiums. Rapid growth and urbanisation have led to the proliferation of informal settlements, high unemployment, poor city 282 APEC Haus, Port Moresby, NCD 283 planning, deteriorating law and order and social issues. These have contributed to major constraints concerning water and electricity supply and other services. This has further increased the already high cost of doing business. NCD’s Comparative Advantage for Economic Growth and Development The NCD provides all the business opportunities that come with its status as the host of the country’s capital. As such, it has large potential for a wide range of economic activities including MSME, fisheries and aquaculture, tourism and sports. Mobilisation of land for real estate development, SEZ and industrial development, and the availability of skilled human capital offer considerable opportunities for growing the economy and improving quality of life of the people. Under the Planning and Service Delivery Frameworks, NCD will develop their five-year Provincial and District Development Plans in alignment to the MTDP IV, and incorporate all the District minimum service needs (Table C1.2) and strategic economic investment opportunities (Table C6.1.2). Table C6.1.2 National Capital District Strategic Economic Priorities Comparative Advantage Specific Areas Target 1. MSME Incubation Hubs MSME & District Growth Centres 2. Financial Inclusion MSME development Development 3. Fisheries and Aquaculture 4. Light industrial manufacturing Manufacturing and value- Downstream Processing 5. Food processing adding 6. Development of Paga Hill SEZ 7. Port Moresby Waterfront SEZ Development of SEZs and Trade and Investment 8. Business Development Hub Industrial Hubs 9. Hospitality industry 10. Logistics infrastructure and services Banking and Financial Banking and Finance 11. Banking and Financial Services Services development 12. Cultural Show that is representative of the country Promote local and International Tourism Niche Product Development 13. National Museum tourism 14. Sports Tourism 15. Land Development, Physical Planning and Land Development Rezoning Program Bankable land 16. Urban Settlements Management 284 NORTHERN PROVINCE C5.5 Hon. Gary Juffa, MP Hon. Richard Hon. Henry Hon. David Arore, Masere, MP Amuli, MP MP GOVERNOR POPONDETTA SOHE IJIVITARI NORTHERN PROVINCE FACT SHEET POPULATION 271,193 R REGION SOUTHERN LAND AREA C CAPITAL POPONDETTA 22,800 km 2 Toll Free: 1800 150 D DISTRICTS 3 ECONOMY Forestry, Fisheries, Tourism L LLGs 8 Northern Province covers a land area of 22,800 km2. The 2011 Census records the population for the Province at 186,3019 – making it the third least populated Province of PNG. The three Districts are Ijivitari, Popondetta and Sohe. The current status of service categories is reflected in Table C5.4.1. Table C5.4.1 Current Status of Service Categories for each District in Northern Province District District LLG Name Current Status Headquarter 1. Afore Rural Classification 2: Category B: Districts in Ijivitari Tufi declared Provincial Towns that have adequate 2. Safia Rural Public Utilities 1. Popondetta Urban Classification 2: Category B: Districts in Popondetta 2. Oro Bay Rural Popondetta declared Provincial Towns that have adequate Public Utilities 3. Higaturu Rural 1. Kira Rural Classification 3: Category C: Districts or Rural Sohe 2. Kokoda Rural Kokoda Towns in Rural Districts that have some Public Utilities 3. Tamata Rural The geography of the Province comprises high mountains, lowlands, and coastal areas. Each of these present unique development opportunities and challenges. Coupled with these challenges, natural disasters, remoteness, difficult terrains, law and order, and poor transport network impose high cost of delivering goods and services. 285 Northern Province Comparative Advantage for Economic Growth and Development The Province has the potential in agriculture (cocoa, coconut, coffee, rice, rubber and oil palm), livestock, tourism, fisheries, forestry, hydro, carbon trading, alluvial mining and nickel. The Province is the home of the World’s largest butterfly, ‘The Queen Alexandria’s Birdwing Butterfly’, and the Kokoda Track with the historical sites of the Second World II including war relics and the legendary “Fuzzy Wuzzy Angels”. The road connecting Ianu in the Central Province to Musa over the Owen Stanley Range and onwards to Popon- detta is part of the Connect PNG’s Southern Coast Corridor Road. This will unlock the economic potential along the corridor. Musa River has the prospect for hydro power generation. Under the Planning and Service Delivery Frameworks, Northern will develop their five-year Provincial and District Development Plans in alignment to the MTDP IV, and incorporate all the District minimum service needs (Table C1.2) and strategic economic investment opportunities (Table C5.4.2). Table C5.4.2 Northern Province Strategic Economic Priorities Comparative Advantage Specific Areas Target 1. Palm Oil 2. Coconut Commercial Agriculture & Livestock 3. Cocoa Increase production and Development 4. Rice downstream processing 5. Poultry 6. Cattle Breeding 7. Aquaculture & coastal fisheries processed 70% fisheries processed Fisheries Development onshore onshore 8. Forest Products Development Forestry Development 100% Downstream Processing 9. Climate Change 10. Provincial and District Market Development MSME & District Growth Centres 11. District Growth Centres and MSME Incubation MSME development Development Hub 12. Financial Inclusion 13. Cocoa Products Factories 14. Poultry and Meat Abattoir and Processing Produce value-adding Job Downstream Processing 15. Rice Mills creation 16. Forestry Promote SEZ and Industrial Trade and Investment 17.Special Economic Zones Hubs 18. Provincial and District Cultural Show Promote local and International Tourism Niche Product Development 19. Tourism Niche Product Development tourism 20. Land Development, Physical Planning and Land Development Rezoning Program Bankable land 21. Urban Settlements Management 286 287 Ok Tedi Mine, Western Province 288 WESTERN PROVINCE C5.6 Hon. Taboi Yoto, MP Hon. James Hon. Sekie Agisa, Hon. Agena Hon. Maso Donald, MP MP Gamai, MP Hewabi, MP GOVERNOR NORTH FLY SOUTH FLY DELTA FLY MIDDLE FLY WESTERN PROVINCE FACT SHEET POPULATION R R REGION SOUTHERN 315,273 REGION NEW GUINEA ISLANDS LAND AREA C CAPITAL DARU 99,300 km 2 Toll Free: 1800 150 D DISTRICTS 4 ECONOMY Petroleum, Forestry, Rubber, L LLGs 16 Fisheries Western Province covers a land area of 99,300 km2. The 2011 Census records the population of the Province at 201,300 – making it PNG’s 18th most populous. The four Districts are North Fly, Middle Fly, South Fly and Delta Fly. The current status of service categories is reflected in Table C5.5.1. Table C5.1.1 Current Status of Service Categories for each District in Western Proivince District District LLG Name Current Status Headquarter 1. Kiunga Rural 2. Kiunga Urban Classification 3: Category A: Districts or Rural North Fly 3. Ningerum Rural Kiunga Towns in Rural Districts that have very good 4. Olsobip Rural Public Utilities 5. Star Mountains Rural 1. Balimo Urban 2. Bamu Rural Classification 3: Category D: Districts or Rural Delta Fly Balimo Towns in Rural Districts that are remote and 3. Aramia Gogodala Rural have very low Access 4. Fly Gogodala 1. Lake Murray Rural Classification 3: Category D: Districts or Rural Middle Fly Nomad Towns in Rural Districts that are remote and 2. Nomad Rural have very low Access 1. Daru Urban 2. Fore Kiwai Classification 2: Category B: Districts in South Fly 3. Fly Kiwai Daru declared Provincial Towns that have adequate 4. Morehead Rural Public Utilities 5. Oriomo-Bituri Rural 289 The geography of the Province comprises high mountains, extensive lowlands, swamp areas, coastal areas, deltas and islands. Each of these present unique development opportunities and challenges. Coupled with these challenges, natural disasters, remoteness, difficult terrains, law and order issues, lack of safe drinking water, prevalence of communicable diseases (tuberculous and typhoid) and poor transport networks impose high cost of delivering goods and services. Western Province shares the country’s International border with Indonesia and Australia, which poses unique cross- border challenges, including the Treaty Communities. Western Province Comparative Advantage for Economic Growth and Development Western Province has economic potential in agriculture (rice, cocoa, spice, rubber, oil palm), livestock, forestry, mining, tourism, aquaculture and fisheries. It hosts the OK Tedi mine, the largest gold and copper mine in PNG. There are also vast gas resources (including P’nyang Stanley and other stranded fields). The Fly River flows through the entire length of the Province from north to south and provides a vital means of transportation and access to the hinterlands. The Province needs to utilise the river system to harness the economic benefits from agriculture, fisheries, and forestry activities. The river also provides the means to deliver goods and services to the riverine communities. The wetlands of Bensbach comprise the largest wildlife reserve in the Southern Hemisphere and provides unique habitats for migratory species. This is a strategic asset for conservation with potential for research and development, and for eco-tourism. The Province’s strategic location at the border of Indonesia provides economic opportunities for trade of goods and services across the border and taking advantage of the low-cost business environment there. Extending Connect PNG to Indonesia, including through accessing the existing Merauke electricity grid, will provide substantial benefits. Development of a port facility facing the Arafura Sea will enable exports to the growing Indian market. Under the Planning and Service Delivery Frameworks, Western Province will develop their five-year Provincial and District Development Plans in alignment to the MTDP IV, and incorporate all the District minimum service needs (Table C1.2) and strategic economic investment opportunities (Table C5.5.2). Table C5.5.2 Western Province Strategic Economic Priorities Comparative Advantage Specific Areas Target 1. Cocoa 2. Vanilla Commercial Agriculture & Livestock 3. Rubber Increase production and Development 4. Rice downstream processing 5. Fresh produce 6. Cattle & Livestock 7. Aquaculture & coastal fisheries processed 70% fisheries processed Fisheries Development onshore onshore 8. Forest Products Development Forestry Development 100% Downstream Processing 9. Climate Change 10. Petroleum & LNG Wellheads 11. PNG LNG Pipeline Mining & Petroleum Development Development of resources 12. OK Tedi Mining & Alluvial Prospects 13. Other new prospects 14. Provincial and District Market Developments MSME & District Growth Centres 15. District Growth Centres and MSME Incubation MSME development Development Hub 16. Financial Inclusion 290 Table C5.5.2Western Province Strategic Economic Priorities Comparative Advantage Specific Areas Target 17. Cocoa Products Factories 18. Halal Poultry and Meat Abattoir and Processing Produce value-adding Job Downstream Processing creation 19. Rice Mills 20. Forestry 21. Special Economic Zones Promote SEZ and Industrial Trade and Investment 22. Arafura Sea Port Hubs 23. Provincial and District Cultural Show Promote local and International Tourism Niche Product Development 24. Tourism Niche Product Development tourism 25. Bensbach Wildlife Reserve 24. Land Development, Physical Planning and Land Development Rezoning Program Bankable land 25. Urban Settlements Management Tabubil-Telefomin Road, Western Province 291 Annexes: Annex 1: Glossary Annex 2: Acronyms Annex 3: Classification of Districts Annex 4: Sustainable Development Goals Indicators

Annex 5: Quick Response (QR) Codes • QR Codes for National Standards • QR Code for Alignment Template • QR Code for Public Investment Program Management Guidelines References and Credits 292

Annex 1: Glossary WORDS DEFINITIONS Strategic Priority Areas are MTDP IV policy priorities of the Government where actions of both the Strategic Priority Areas Government and its Development Partners will be pulled into alignment under this framework. Alignment refers to the translating MTDP IV into sectoral and Sub-National development plans with Alignment specific programs and projects with amicable investment strategies. Bilateral Bilateral Development Partners consist of political, economic, or cultural relations between two sovereign Development states based on the mutual understandings. Partners Broad Based Broad Based Economic Growth is defined as an economic growth that has widespread involvement of Economic Growth individuals in the economy and society at large. Cascading Logic refers to logical framework in the development planning structure which starts with the Cascading Logic Preamble of the Constitution and ends with the Ward Development Plan. Civil Society Civil Society Organisation is a non-government organisation that partners with the Government to Organisation enhance service delivery. Climate Change Adaption Climate Change Adaption refers to preventive measures taken to avoid climate change effects Country Partnership Country Partnership Strategy is a Development Partners’ in-country strategy outlining assistance Strategy programs that are aligned to Government development plans and policies. Deliberate Deliberate Intervention Program is a key priority investment program that translates Strategic Priority Intervention Program Areas into investment programs to achieve MTDP IV targets. Development Cooperation Framework provides the platform for the GoPNG and Development Partners to Development collaborate effectively in the delivery of development assistance in the country. This framework provides a Cooperation clear guide for Development Partners to engage with the Government in terms of aligning their respective Framework country assistance strategies and Programs to the GoPNGs development policies and plans. Development Development Partners comprised of bilateral and multilateral donor countries and financial institutions Partners who provide development assistances to Government. Digital Government Digital Government is the use of ICT to provide public goods and services to its citizens. District Service District Service Improvement Program is a funding source for the district to sustain its service delivery in Improvement the district. Program Downstream Downstream Processing is the processing of raw materials into finished products. Processing Exclusive Economic Zone Exclusive Economic Zone is an area that the State has special rights to utilise for economic purposes. Green Investments and Green Investments and Sustainable Development is an investment in the renewable sector to manage Sustainable Development and use resource more sustainably. Gross Domestic Product refers to the total monetary value of final goods and services produced in a Gross Domestic Product country in a given period of time. Gross Domestic Product per Capita refers to the sum of gross value added by all resident producers in Gross Domestic Product the economy plus any product taxes (less subsidies) not included in the valuation of output, divided by per Capita mid-year total population. Gross National Income refers to the total domestic and foreign output claimed by residents of a country Gross National Income minus income earned in the domestic economy by the non-residents. Household Income and Household Income and Expenditure Survey refers to a survey carried out to generate household Expenditure Survey consumption data that is used to rebase country’s Consumer Price Index. Integrated Financial Management System is a system that supports the management of public sector Integrated Financial budgetary and financial accounting operations and promote better public financial management with a Management System centralised registry of public sector revenues and expenditure. Integrated Information Integrated Information Repository System is a national statistical system that coordinates all development Repository System information in terms of collection, computing, assessing, reporting and publication. Integration Integration means linking elements or priorities of various policies. Investment Plan Investment Plan is defined as the plan developed to guide State investments. Medium Term Development Plan is a 5-Year Investment Plan that guides the resource allocations Medium Term and investment in the country. It translates the PNG Strategic Development Plan into a rolling 5-Year Development Plan investment plan. 293 WORDS DEFINITIONS Monitoring and Monitoring and Evaluation Framework refers to the policy framework that provides to enhance monitoring, Evaluation evaluation and reporting in the country. Framework Multinational Multinational Development Partners are financial institutions such as World Bank, Asian Development Development Bank etc.. Partners National Budget Framework is the framework that links the MTDP investment priorities into Capital National Budget Investment Budget on an annual basis ensuring that the Budget is policy-driven and the MTDP priorities Framework are achieved. National Data Centre refers to the Integrated National Databased that coordinates information storing, National Data Centre computing, safeguarding, disseminating, and reporting and also coordinates the operation of all agency and sub-national governments database National Ownership National Ownership Advocacy Program is a program to disseminate MTDP IV Advocacy Program National Planning Framework highlights the medium- and long-term plans to achieve Vision 2050. National Planning It presents the plans in cascading and logical manner from the sector levels up to the overarching Framework development goals and visions. National Service Delivery Framework refers to the framework that provide the structure of service delivery National Service Delivery standards, demarcation of roles and responsibilities of both National and Sub-National agencies and Framework provide the significant link between the MTDP IV and the Sectoral and Sub-National Development Plans and policies. Open Government Open Government Partnership refers to a policy platform that promotes transparency, accountability and Partnership integrity in the Government systems and processes and make Government responsive to citizens’ needs. Philanthropies refer to the non-Government international institutions that provides development grants for Philanthropy service delivery purposes. PNG Development PNG Strategic Development Plan is a 20-year Strategic Plan with long term specific policy targets that Strategic Plan translate Vision 2050. The plan aims to make PNG a middle-income country by 2030. Provincial Service Provincial Service Improvement Program refers to the sources of development funding that is Improvement appropriated for all provinces for service delivery and routine maintenance. Program Public Private Public Private Partnership is an investment or service delivery model that enhance the collaboration of Partnership Government and Private Sector to enhance service delivery and private sector investments. Renewable energy is the energy that is collected from the renewable sources that are naturally Renewable Energy replenished on a human timescale. Strategic Economic Strategic Economic Investment is defined as the investment that optimise benefits or investment that Investment meets the 20/80 Pareto model. Strategic Partnership Strategic Partnership refers to the partnership that builds on the mutual understanding and interest. Strategy for Strategy for Responsible Sustainable Development refers to the Strategy that focuses on the responsible Responsible management and the use of natural resources and diversifying its investment using proceeds from the Sustainable extractive industry to renewable sector. Development Sustainable Development Goal refers to the international development agenda that aims to achieve the Sustainable balance between economic, social and ecological dimensions of sustainable development without severe Development Goal harm to environment . Sustainable Sustainable Infrastructure refers to the infrastructure that is used by people for a lengthy period of time Infrastructure and receiving same level of benefits or services. Un-solicited Project Un-solicited Project Financing is defined as the project that is outside of the PIP process. Financing Ward Recorder System is defined as a system in which the Ward Recorders from respective Council Ward Recorder System Wards are involved in collecting and reporting the up-to-date information for each sector to the Integrated District Information database. 294

Annex 2: Acronyms AES Academic Excellence Scholarship DJAG Department of Justice and Attorney General AIDS Acquired Immunodeficiency Syndrome DLIR Department of Labour & Industrial Relations AMTDP Agriculture Medium Term Development Plan DLPP Department of Lands & Physical Planning ANGAU Australia New Guinea Administrative Unit DMIS Dimensional Measuring Interface Standard ART Anti-Retroviral Therapy DMO Domestic Market Obligation ASYCUDA Automated System for Customs Data DMPGHM Department of Mineral Policy & Geohazards BCS Bogia Coconut Syndrome Management BMC Budget Management Committee DoC Department of Commerce CAS Country Assistance Strategies DoD Department of Defence CASA Civil Aviation Safety Authority DoE Department of Education CBB Coffee Berry Borer DoF Department of Finance CCDA Climate Change Development Authority DoT Department of Treasury CCS Coffee Cooperative Society DoT Department of Transport CEFI Centre for Excellence in Financial Inclusions DoWH Department of Works & Highways CEPA Conservation & Environment Protection Agency DPC Development Partners Coordination CGS Credit Guarantee Scheme DPE Department of Petroleum & Energy CHARM Comprehensive Hazard Assessment & Risk DPF Development Planning Framework Management DPLGA Department of Provincial and Local Level Government CHW Community Health Workers Affairs CIB Capital Investment Budget DPM Department of Personnel Management CIC Coffee Industry Corporation DRM Disaster Risk Management CIMC Consultative Implementation & Monitoring Council DRR Disaster Risk Response CIR Civil & Identity Registry DSIP District Service Improvement Program CIS Correctional Services DSP Development Strategic Plan CLRC Constitutional & Law Reform Commission DWU Divine Word University CNO Crude Coconut Oil ECE Early Childhood Education CPB Cocoa Pod Borer EEZ Exclusive Economic Zone CPS Country Partnership Strategies EFA Education For All CSR Corporate Social Responsibility EIB European Investment Bank DAL Department of Agriculture and Livestock EMIS Education Management Information System DCF Development Cooperation Framework EPA Expenditure Priority Areas DCI Department of Commerce and Industry EPP Environmental Preferable Purchasing DCP Development Cooperation Policy ESC Economic Sector Coordination DDA District Development Authority FDP Forestry Development Plan DDP District Development Plan FFB Fresh Fruit Bunch DFA Department of Foreign Affairs FOB Free On Board DFAT Department of Foreign Affairs and Trade FIES Food Insecurity Experience Scale DfCDR Department for Community Development and Religion FPDA Fresh Produce Development Agency DHERST Department of Higher Education, Research, Science & FTZ Free Trade Zone Technology GBV Gender Based Violence DHS Demographic and Health Survey GCF Green Climate Fund Department of Implementation and Rural Development GDP Gross Domestic Product DICT Department of Information and Communications GERD Gross Expenditure on Research & Development Technology GESI Gender Equality Social Inclusion DIMS District Information Management System GHG Greenhouse Gas DIP Deliberate Intervention Program GNI Gross National Income DIRD Department of Implementation and Rural Development GoPNG Government of Papua New Guinea DITI Department of International Trade & Investment 295 GPCO Gas Projects Coordination Office NCM National Coordination Mechanism HDI Human Development Index NCS National Compulsory Service HECAS Higher Education Contribution Assistance Scheme NDC National Determined Contribution HEI Higher Education Institute NDC National Disaster Centre HELP Higher Education Loan Scheme NDoE National Department of Education HIES Household Income and Expenditure Survey NDoH National Department of Health HLF High Level Forum NEA National Energy Authority HVCP High Value Coconut Products NEP National Education Policy ICA Immigration & Citizenship Authority NEROP National Electrification Roll Out Program ICAC Independent Commission Against Corruption NFA National Fisheries Authority ICCC Independent Consumer and Competition Commission NFIS National Financial Inclusion Strategy ICDC Industrial Centres Development Corporation NFS National Food Security ICT Information & Communication Technology NFSP National Food Security Policy IDP International Development Partners NHC National Housing Corporation IFMS Integrated Financial Management System NHIS National Health Information System IMF International Monetary Fund NHP National Health Plan IMR Institute of Medical Research NICTA National Information & Communications Technology IMS Information Management System Authority IPCC International Panel on Climate Change NID National Identification IRC Internal Revenue Commission NIO National Intelligence Office ISC Infrastructure Sector Coordination NJSS National Judicial Staff Service ISP International Ships & Ports NLDP National Land Development Plan ITCS Infrastructure Tax Credit Scheme NMSA National Maritime Safety Authority JICA Japanese International Cooperation Agency NNP National Nutrition Policy KCHL Kumul Consolidated Holdings Limited NOAS National Online Applications Selections KIK Kokonas Indastri Koporesen NPB National Pharmaceutical Board KOICA Korea International Cooperation Agency NPC National Procurement Commission KRA Key Result Area NPF National Planning Framework LDC Limestone Development Corporation NQF National Qualification Framework LEG Lower Education Group NRI National Research Institute LNG Liquified Natural Gas NRN National Road Network MEL Monitoring, Evaluation & Learning NCSC National Cyber Security Centre MEF Monitoring and Evaluation Framework NSDF National Service Delivery Framework MPR Multi-Purpose Room NSDP National Spice Development Program MRA Mineral Resources Authority NSI National Sports Institute MSME Micro Small Medium Enterprise NSL Nambawan Supa Limited MSS Minimum Service Standards NCSI National Cyber Security Index MTTP Medium Term Transport Plan NSO National Statistics Office MYEFO Mid-Year Economic Focus Outlook NSoE National School of Excellence NAC National Airports Corporation NSP National Security Policy NAQIA National Agriculture & Quarantine Inspection Authority NSPC Non-State Partners Coordination NARI National Agriculture Research Institute NSS National Strategy for Statistics NBBA National Building Board Act NVS National Voluntary Services NBF National Budget Framework NWaSHA National Water Health and Sanitation Authority NC1 National Certificate 1 NWS National Weather Service NC2 National Certificate 2 NYDA National Youth Development Authority NCAR National Civil Aviation Regulation NZAID New Zealand Agency for International Development NCC National Cultural Commission OGP Open Government Partnership 296 OOSC Out of School Children StaRS Strategy for Responsible Sustainable Development PAU Pacific Adventist University STEM Science, Technology, Engineering & Mathematics PDL Petroleum Development Licence STS Specialist Teaching Services PEB Provincial Education Board TCS Tax Credit Scheme PFMA Public Finances Management Act TESAS Tertiary Education Scholarship Assistance Scheme PHA Provincial Health Authority TFF Tuition Fee Free PIP Public Investment Program TMT Teaching Mathematics with Technology PMGH Port Moresby General Hospital TPA Tourism Promotion Authority PMIZ Pacific Maritime Industrial Zone TSC Teaching Services Commission PMRA Planning and Monitoring Responsibility Act TSCMIC Transport Sector Coordination, Monitoring and PNG DSP Papua New Guinea Development Strategic Plan Implementation Committee PNG FA Papua New Guinea Forest Authority TSDP Tourism Sustainable Development Plan UPNG University of Papua New Guinea PNGCB Papua New Guinea Cocoa Board TToR Typical Types of Roads PNGCCI Papua New Guinea Chamber of Commerce and Industry TVET Technical Vocational Education Training PNGDF Papua New Guinea Defence Force TWG Technical Working Group PNGEC Papua New Guinea Electoral Commission UNDP United Nations Development Program PNGEI Papua New Guinea Education Institute UNFCCC United Nations Framework on Climate Change Convention PNGSC Papua New Guinea Securities Commission UNITECH University of Technology PNGSF Papua New Guinea Sports Foundation UNRE University of Natural Resources & Environment POMGH Port Moresby General Hospital UNSDG United Nations Sustainable Development Goals PPFL Petroleum Processing Facility Licence UNSDI United Nations Sustainable Development Indicators PPL Petroleum Prospecting Licence UoG University of Goroka PPL PNG Power Limited UPNG University of Papua New Guinea PPP Public Private Partnership USAID US Agency for International Development PRC People’s Republic of China VCO Virgin Coconut Oil PRL Petroleum Retention Licence WaSH Water Sanitation and Hygiene PSC Public Service Commission WBG World Bank Group PSIP Provincial Service Improvement Program QEB Quarterly Economic Bulletin RAA Rural Airstrip Agency REDD+ Reducing Emissions from Deforestation and forest Degradation RPNGC Royal Papua New Guinea Constabulary RST Research, Science and Technology SDF Service Delivery Framework SDG Sustainable Development Goal SEZ Special Economic Zone SIB Spice Industry Board SIP Service Improvement Program SLIP Successful Learning Intervention Program SLOS Social, Law and Order Sector SMEC Snowy Mountain Engineering Corporation SMHS School of Medicine & Health Sciences SML Special Mining Lease SNSC Sub National Sector Coordination SOE State Owned Enterprise SPA Strategic Priority Area 297

Annex 3: Classification and Categories of Districts The classifications of districts are determined by the locations of districts and the level of services that is accessible while the category of these classified districts are determined by the Indicators established by DPLGA for Service and Growth Centres. The categories also take into account capacity in terms of the enabling environment by locations and historical purpose for their establishment. Classifications and Categories of Districts 1) Districts in the cities 2) Districts in Provincial Towns 3) District Towns or headquarters in rural PNG CLASSIFICATION CATEGORY OF DISTRICTS Classification 1: Category A: Districts in cities that have very good Public Utilities Classification 1: Category B: Districts in cities that have adequate Public Utilities Classification 1: Category C: Districts in cities that have some Public Utilities Classification 2: Category A: Districts in declared Provincial Towns that have very good Public Utilities Classification 2: Category B: Districts in declared Provincial Towns that have adequate Public Utilities Classification 3: Category A: Districts or Rural Towns in Rural Districts that have very good Public Utilities Classification 3: Category B: Districts or Rural Towns in Rural Districts that have adequate Public Utilities Classification 3: Category C: Districts or Rural Towns in Rural Districts that have some Public Utilities Classification 3: Category D: Districts or Rural Towns in Rural Districts that are remote and have very low access 298 Annex 4: Sustainable Development Goals Indicators Table 6.2.1 Localisation of SDGs SPA 1. Strategic Economic Investments DIP MTDP IV Indicator SDG Goal SDG Indicator 1.4.2.2 Proportion of customary lands SDG 1: No poverty that have been assigned to Integrated Proportion of customary land Land Group Agriculture mobilized for Commercial SDG 2: Zero hunger 2.b.2 Agricultural export subsidies Agriculture 5. a.1 (b) Share of women among SDG 5: Gender Equality owners or rights –bearers of agricultural land. GDP contribution of the sector 14.7.1 Sustainable fisheries as a Fisheries SDG 14: Life below Water (%) percentage of GDP in PNG Total forested area (million ha) 15.1.1 Forest area as a proportion of SDG 15: Life on Land sq. km total land area Proportion of land under 15.2.1.3 Proportion of forest land Forestry reforestation with active efforts at fighting forest SDG 15: Life on Land Proportion of land under degradation through afforestation and afforestation reforestation Proportion of adults (15 years 8.10.2 Proportion of adults (15 years and older) with an account at a and older) with an account at a bank bank or other financial institution SDG 8: Decent work and or other financial institution or with or with a mobile-money service economic growth Banking and Finance a mobile-money-service provider by provider by U/R Sector of Urban/Rural Sector of residence residence (%) Proportion of population having SDG 8: Decent work and 8.10.1.1 Number of commercial bank access to financial facilities (%) economic growth branches as per 100,000 adults 9.3.2 Proportion of small-scale Micro, Small and Medium Proportion of MSMEs having SDG 9: Industry, Innovation industries with a loan or line of credit By Enterprises access to financial credits (%) and Infrastructure SME Category (Micro-enterprise, Small, Medium, & Large enterprises) National Tourism Culture GDP contribution of the sector SDG 8: Decent work and 8.9.1 Tourism direct GDP as a and Development (%) economic growth proportion of total GDP GDP contribution of the sector 9.2.1 Manufacturing value added as a (%) SDG 9: Industry, Innovation proportion of GDP Manufacturing Share of population employed and Infrastructure 9.2.2 Manufacturing employment as a by sector proportion of total employment 1.4.2.3 Proportion of land directly Total Land Alienated (%) owned by the state Land Development SDG 1: No Poverty Number of Registered ILGs in 1.4.2.2 Proportion of customary lands the Country that have been assigned to ILGs 299 SPA 2. Sustainable Enabling Infrastructure DIP MTDP IV Indicator SDG Goal SDG Indicator Connect PNG Roads 9.1.1 Proportion of the rural population Total km of National Roads in good SDG 9: Industry, Innovation and Other Land who live within 2km of an all-season condition and Infrastructure Transport road Proportion of total population 1.4.1.2 Proportion of population living in households having access to SDG 1: No Poverty households with access to electricity electricity (%) Energy Development Proportion of rural population having access to electricity (%) SDG 7: Affordable and 7.1.1 Proportion of population with Proportion of urban population Clean Energy access to electricity having access to electricity (%) Proportion of population with access to telecommunication SDG 9: Industry, Innovation 9.c.1 Proportion of population covered National services (fixed or mobile and Infrastructure by a mobile network Telecommunication subscribers per 100 people) & Information and 17.6.2.1 Fixed internet broadband SDG 17: Partnerships for Communication subscriptions per 100 inhabitants, by Proportion of population with Goals Connectivity speed access to internet (%) SDG 17: Partnerships for 17.6.2.2 3G & 4G Internet subscriptions Goals per 100 inhabitants Proportion of total population using 6.1.1 Proportion of population with SDG 6: Clean Water and an improved drinking water source access to safe drinking water sources Sanitation (%) by Urban/Rural sector of residence 6.2.1 Proportion of population (or Proportion of the total population SDG 6: Clean Water and households) with access to safe and using an improved sanitation facility Sanitation secure toilet facilities Proportion of rural population using an improved drinking water source 6.1.1 Proportion of population with SDG 6: Clean Water and Proportion of urban population access to safe drinking water sources Sanitation using an improved drinking water by Urban/Rural sector of residence source Proportion of rural population using improved sanitation facilities 6.2.1 Proportion of population (or SDG 6: Clean Water and households) with access to safe and Proportion of urban population Sanitation secure toilet facilities using improved sanitation facilities Water, Sanitation and Hygiene (WaSH) 4.a.1.5. Proportion of elementary and primary schools with access to basic clean drinking water 4.a.1.6. Proportion of secondary schools with access to basic clean Proportion of health and education drinking water institutions with access to safe SDG 4: Quality Education water and sanitation services 4.a.1.7. Proportion of elementary and primary schools with access to single- sex basic sanitation facilities 4.a.1.8. Proportion of secondary schools with access to single-sex basic sanitation facilities 6.a.1 Amount of water- and sanitation- Proportion of Development SDG 6: Clean Water and related official development assistance Partners contribution to WaSH Sanitation that is part of a Government- through the national budget coordinated spending plan Proportion of Estimated population 11.1.1 Proportion of urban population National Housing SDG 11: Sustainable cities living in urban shanty settlements living in slums, informal settlements or Infrastructure and Communities (%) inadequate housing 300 SPA 3. Quality & Affordable Health Care DIP MTDP IV Indicator SDG Goal SDG Indicator Maternal mortality rate per 100,000 SDG 3: Good Health & 3.1.1 Maternal Mortality Ratio live births Well-Being Infant mortality rate (up to 12 SDG 3: Good Health & 3.2.2 Neonatal mortality rate months) per 1,000 live births Well-Being Under 5 Mortality rate (per 1,000 SDG 3: Good Health & 3.2.1 Under-five mortality rate live births) Well-Being Life Expectancy Rate 3.7.2 Adolescent fertility rate (aged 13- SDG 3: Good Health & Total Fertility rate 18 years) per 1,000 women in that age Well-Being group (15-19 y.o) TB incidence per year per 100,000 SDG 3: Good Health & 3.3.2 Tuberculosis incidence per population Well-Being 100,000 population 3.3.1 Number of new HIV infections per HIV/AIDs prevalence rate per 1000 SDG 3: Good Health & 1,000 (uninfected) population by gender people Well-Being and region Incidence of reported malaria case SDG 3: Good Health & 3.3.3 Malaria incidence per 1,000 Quality & Affordable per 1000 population per year. Well-Being population Health Care SDG 3: Good Health & 3.c.1.2. Number of health centres/Aid Well-Being Posts per 1000 population 1.a.2.2 Proportion of total health SDG 3: Good Health & sector spending that is borne by the Well-Being Government 3.4.1 Mortality rate attributed to SDG 3: Good Health & cardiovascular disease, cancer, Well-Being diabetes or chronic respiratory disease SDG 3: Good Health & 3.c.1.1 Number of hospitals per 1000 Well-Being population SDG 3: Good Health & 3.c.1.2. Number of health centres/Aid Well-Being Posts per 1000 population SDG 3: Good Health & 3.c.1.3. Number of Medical Doctors per Well-Being 1000 population SDG 3: Good Health & 3.c.1.4. Number of trained nurses/ Well-Being midwives per 1000 population SDG 3: Good Health & 3.c.1.4. Number of trained nurses/ HIV/AIDS Well-Being midwives per 1000 population SPA 4. Quality Education & Skilled Human Capital DIP MTDP IV Indicator SDG Goal SDG Indicator Early Childhood Gross enrolment ratio in SDG 4: Quality 4.2.2. Proportion of children under 6 years enrolled in Education ECE (%) Education early childhood education institutions by gender Gross Enrolment at Primary SDG 4: Quality 4.1.1.1 Proportion of girls and boys in grade 3 achieving education Education minimum proficiency level in reading and mathematics 4.1.1.2 Proportion of girls and boys at the end of grade Retention rate at Grade 6, 10 SDG 4: Quality 5 achieving minimum proficiency level in reading and Quality Basic and 12 Education mathematics Primary & Gender Parity Index (GPI) SDG 4: Quality 4.5.1.2. Gender ratio population aged 13 -18 years and Secondary lower Secondary Education Education adolescents enrolled in secondary schools Education Number of WaSH facilities in 4.a.1.6. Proportion of secondary schools with access to Upper Secondary Schools SDG 4: Quality basic clean drinking water Education 4.a.1.8. Proportion of secondary schools with access to single-sex basic sanitation facilities 301 DIP MTDP IV Indicator SDG Goal SDG Indicator Quality Basic Primary & Gender Parity Index (GPI) SDG 4: Quality 4.5.1.2. Gender ratio population aged 13 -18 years and Secondary Upper Secondary Education Education adolescents enrolled in secondary schools Education SDG 4: Quality 4.5.1.3. Gender ratio of population aged 12-24 years Education enrolled in vocational and technical schools Total number of enrolments in TVET per year SDG 17: 17.6.1 Number of science and/or technology cooperation Partnerships for agreements and Programs with PNG, by type of the Goals cooperation 4.c.1.2. Proportion of teachers in primary schools who SDG 4: Quality have received at least the minimum organized teacher Education training (e.g., pedagogical training) pre-service or in- TVET, Science & service by gender Technology 4.c.1.3. Proportion of teachers in secondary schools who Number of trained TVET SDG 4: Quality have received at least the minimum organized teacher instructors /Teachers Education training (e.g., pedagogical training) pre-service or in- service by gender 4.c.1.4. Proportion of teachers in vocational and technical SDG 4: Quality schools who have received at least the minimum Education organized teacher training (e.g. pedagogical training) pre- service or in-service by gender Literacy Education SDG 4: Quality 4.6.1 Literacy rates (population aged 10 years and above) National Literacy Rate in % Services Education by age and by gender Total Number of Graduate SDG 4: Quality 4.5.1.4. Gender ratio of population aged 18 years and Tertiary Education Students by fields of study Education above, enrolled in tertiary institutions SPA 5. Rule of Law & Justice DIP MTDP IV Indicator SDG Goal SDG Indicator Number of community SDG 16: Peace, 16.10.2.2 Evidence that PNG is effectively implementing Justice Service centres Justice and Strong constitutional, statutory and/or policy guarantees for public established Institutions access to information SDG 16: Peace, 16.6.1 Primary Government expenditures as a proportion Number of new police Justice and Strong of original approved budget, by sector (or by budget officers recruited Rule of Law & Institutions codes or similar) Justice SDG 16: Peace, Justice and Strong 16.6.3 Open Budget Index score for PNG Institutions Enforcement of ICAC SDG 16: Peace, 16.6.4 Proportion of Government departments and Justice and Strong agencies at all levels that have been fully audited in the Institutions previous 12 months SPA 6. National Security DIP MTDP IV Indicator SDG Goal SDG Indicator Customs compliances SDG: 17: Partnerships 17.10.1 Total value of custom duties levied by PNG on National Security measures for all Goals imports from all its trading partners SPA 7. National Revenue and Public Finance Management DIP MTDP IV Indicator SDG Goal SDG Indicator Proportion of tax Tax Revenue compliant companies SDG 8: Decent Work 17.10.1 Total value of tax from companies and individuals Administration Proportion of tax and Economic Growth compliant individuals 302 SPA 8. Digital Government, National Statistics and Public Service Governance DIP MTDP IV Indicator SDG Goal SDG Indicator Number of Women in SDG 5: Gender 5.5.1.1 Proportion of seats held by women in the national Digital Government Parliament Equality parliament & National Data SDG 17: System 17.19.2.2 Evidence that PNG has 100% national Birth Citizens registered with NID Partnerships for registration coverage the Goals Good Governance SDG 16: Peace, 16.6.4 Proportion of Government departments and Government agencies and & Public Service Justice and Strong agencies at all levels that have been fully audited in the public bodies audited Transformation Institutions previous 12 months SPA 9. Research, Science & Technology DIP MTDP IV Indicator SDG Goal SDG Indicator Gross expenditure on SDG 9: Industry Research, Science 9.5.1 Research and development expenditure as a research and development Innovation and & Technology proportion of GDP (GERD) (% of GDP). Infrastructure Prevalence of stunting in SDG 2: Zero 2.2.1 Prevalence of stunting among children under 5 children <5 (%) Hunger years of age by gender and LLG SDG 2: Zero 2.1.1 Prevalence of under nourishment Hunger Food Security 2.1.2 Prevalence of moderate or severe food insecurity in Prevalence of Under SDG 2: Zero the population, based on the Food Insecurity Experience Nourishment (%) Hunger Scale (FIES) SDG 2: Zero 2.4.1 Proportion of agriculture area under productive (and Hunger sustainable) agriculture by region SPA 10. Climate Change & Natural Environment Protection DIP MTDP IV Indicator SDG Goal SDG Indicator Climate Change SDG 9: Industry, Average CO2 emissions in 9.4.1 CO2 emission per unit of value added or Carbon Mitigation and Innovation and PNG (grams / Litre (g/L) Dioxide Emission (CO2, thousand metric tons of CO2 Adaptation Infrastructure Percentage of terrestrial areas protected to maintain SDG 15: Life on 15.1.2.1 Proportion of important sites for terrestrial and improve biological Land biodiversity that are covered by protected areas diversity (%) Percentage of marine and Environment coastal areas protected SDG 15: Life on 15.1.2.2 Proportion of important sites for freshwater Protection to maintain and improve Land biodiversity that are covered by protected areas biological diversity (%) Proportion of innovative SDG 11: 11.6.1 Proportion of urban solid waste regularly collected methods used for waste Sustainable Cities and with adequate final discharge out of total urban solid management in municipal and Communities waste generated by cities cities Proportion of population SDG 11: 11.5.1 Number of deaths, missing persons and per-sons affected and displaced by Sustainable cities affected by disaster per 100,000 people Natural Disaster natural disaster and Communities Management SDG 11: 11.5.2 Direct disaster economic loss in relation to global Share of GDP Loss as a Sustainable cities GDP, including disaster damage to critical infrastructure result of natural disaster and Communities and disruption of basic services 303 SPA 11. Population Dynamics & Development DIP MTDP IV Indicator SDG Goal SDG Indicator SDG 3: Good 3.7.2 Adolescent fertility rate (aged 13-18 years) per 1,000 Total Fertility Rate (%) Health & women in that age group (15-19 y.o) WellBeing Sustainable Population 3.7.1 Unmet need for family planning among women of SDG 3: Good reproductive age (aged 15-49 years) (Also contraceptive Family Planning (%) Health & prevalence rate by gender) accessing family planning WellBeing methods SDG 8: Decent Proportion of youths 8.6.1 Proportion of youth (aged 15-24 years) not in Work and unemployed (<24%) education, employment, or training Youth Development Economic Growth and Labour Mobility Annual Remittance from SDG 10: Reduced 10.c.1 Remittance cost (into PNG) as a proportion of the temporary and permanent Inequalities amount remitted migration SDG 1: Zero 1.a.2.3 Proportion of total social protection sector Reported case of Gender Hunger spending that is borne by the Government Based Violence & sorcery related violence against 1.b.1 Proportion of Government recurrent and capital SDG 1: Zero women spending to sectors that disproportionately benefit Hunger Gender women, the poor and vulnerable groups SDG 5: Gender 5.5.1.2 Proportion of seats held by women in local Proportion of women Equality Governments population holding leadership positions in Government SDG 5: Gender 5.5.2.1 Proportion of women in managerial positions in the Equality Public Service and Public Corporations SPA 12. Strategic Partnerships DIP MTDP IV Indicator SDG Goal SDG Indicator Proportion of aid allocated SDG 9: Industry, 9.a.1 Total official international support (official towards economic enabling Innovation and development assistance plus other official flows) to infrastructure Infrastructure infrastructure SDG 17: 17.15.1 Evidence of use of country-owned results Partnerships for frameworks and planning tools by providers of the Goals development cooperation Strategic Partnerships Proportion of Development 17.16.1 Existence of reports prepared by PNG on SDG 17: Partners aligning their progress in multi-stakeholder development effectiveness Partnerships for development Country monitoring frameworks that support the achievement of the Goals Program to MTDP IV the sustainable development goals SDG 17: 17.19.2.1 Evidence that PNG has conducted one Partnerships for population and housing Census 2011 in the last 10 years the Goals 304

Annex 4: Quick Response (QR) Codes - National Standards QR Code National Standards Sector Civil Works and Bridge Construction Downstream Processing Education Service and Infrastructure Energy Food and Beverage Industry Health Service and Infrastructure Hospitality and Tourism Housing and Building Construction ICT 305 QR Code National Standards Sector Law, Justice and National Security Markets Sports Facilities Trade and Investment Transport Water and Sanitation National Statistical Office Quick Response (QR) Codes - Alignment and PIP MTDP IV Alignment Template Public Investment Program Management Guidelines 306 References and Credits References Bank of Papua New Guinea, Quarterly Economic Bulletin, December 2011-2015 December 2018-2019 December 2020-2021 March 2022 Centre of Excellence for Financial Inclusion, National Financial Strategy 2018-2030 Civil Aviation & Safety Authority, Corporate Plan Cocoa Board, Cocoa Industry Strategic Plan 2016-2025 Coffee Industry, Internal Database 2020 Coffee Strategic Business Plan 2020-2024 Commodity Boards, Internal Database, various years Conservation and Environment Protection Authority, Internal Database 2018 Environment Act PNG Marine Program 2019-2023 PNG Protected Areas Policy Climate Change & Development Authority, REDD+ 2017-2027 PNG National Determined Contribution 2020-2030 Constitutional Law Reform Commission, Annual Reports Department for Community Development & Religion, National Disability Policy 2015-2025 Policy for Integrated Community Development 2019-2028 Department of Agriculture & Livestock, Agriculture MTDP 2020-2022 National Food Security 2016-2025 Department of Commerce & Industry, Micro-Small & Medium Enterprise Policy 2016 National Content Policy National Trade Policy 2017-2032 Department of Defence, Medium Term Capability Plan 2018-2022 Department of Finance, Public Finance Management Act 1995 Department of Foreign Affairs and International Trade, Corporate Plan Department of Higher Education, Research, Science & Technology, National Higher & Technical Education Plan 2021-2030 Strategic Priorities – Teachers Colleges 2020 National Skills Development Plan 2021-2025 Department of Information, Communication & Technology, PNG Digital Transformation Policy National Cyber Crime Policy 2014 National Cyber Security Policy 2021 307 Department of Lands & Physical Planning, Internal Database 2020 Department of National Planning and Monitoring, Medium Term Development Plan III (2018-2022), Volume 1 & 2 Development Cooperation Policy 2015 Development Strategic Plan 2010-2030 Internal Database 2022 MTDP IV Consultations for the Regions, National Stakeholders, Development Partners, Private Sector, CSOs and NGOs, 2022 National Population Policy 2015-2024 PNG Strategy for the Development of Statistics 2018-2027 Planning and Monitoring Responsibility Act 2016 Water Sanitation and Hygiene Policy 2017 Department of Personnel Management, Public Service Management Framework Department of Petroleum & Energy, National Energy Policy Department of Provincial & Local Level Government, (n.d) Final Report: Audit of Facilities, Classifications and Categories of Service and Growth Centres – Population Centres in Papua New Guinea, Volume 1 Summary of District Profiles – Minimum Standards for District Service and Growth Centres, Volume 2 Provincial and District Consultations: Profiles and Priorities, Volume 3 Department of Transport, Transport Medium Term Strategy Department of Treasury, Final Budget Outcome 2021 Mid-Year Economic Fiscal Outlook Report 2022 Budget Strategy Paper 2023 Budget Department of Works & Highways, Connect PNG Strategy Kokonas Indastri Koporesen, Internal Database 2020 Coconut Industry Strategic Plan 2016-2025 Magisterial Services, Annual Reports Mineral Resources Authority, Internal Database 2020 National Agriculture Quarantine & Inspection Authority, Bio Security Policy 2022-2032 National AIDS Council Secretariat, National HIV & AIDS Strategy National Airports Corporation, Corporate Plan Annual Report National Department of Education, Education Statistics – Annual Education Statistics Bulletin Early Childhood Education Policy 2020 National Education Plan 2021-2029 National Department of Health, Health Plan 2021-2030 National Disaster Centre, PNG Disaster Risk Reduction and Disaster Management Framework for Action 308 Image Credits Alex Wapia Pages; 224, 284 Department of Information and Communications Techniology (DICT) - www.ict.gov.pg Pages; 38, 133, 171, and 175 Department of the Prime Minister and National Executive Council - www.pmnec.gov.pg Page; 55 (Opening Edevu Hydro Power Station) Jerry Albaniel - www.facebook.com/jerryalbaniel01 Pages; 224, 242, and 257 Ok Tedi Mining Limited - www.oktedi.com Page; 288 (Dump Truck Loading in Main Pit) Tourism Promotion Authority - www.papuanewguinea.travel Pages; 5, 7, 47,69,108, 109, 115, 117, 136, 181, 191, 193, 198, 206, 216, 219, 230, 233, 234, 236, 238, 241, 248, 249, 253, 256, 260, 269, 270, 273, 277, 280, 283, and 287 Mineral Resources Development Company (MRDC) - www.mrdc.com.pg Pages; 23 (Dirio Power Station), 26 (Gulf-SHP Missing Link Road), 31 (Gulf-SHP Missing Link Road), 76 (Dirio Power Station), 105 (PNG LNG), 111, (Kikori Missing Link Road), 113 (BSP Investment), 131, 150 (Kikori School Computer Lab Opening), 155 (Kikori School Computer Lab Opening), 205, 289 and Rear Cover (Opening of Double Classrooms at Mendi School) National Court - www.pngjudiciary.gov.pg Page; 158 National Parliament - www.parliament.gov.pg Page; xvii Paradise Foods - www.paradisefoods.com.pg Page; 120 (Biscuit Production Line) Spencer William Wangare Pages; 54, 55, 209 Trans-Niugini Tours - www.pngtours.com Page; 228 (Rondon Ridge Lodge) 309 PAP UA N E W G U I N E A WOKBATOK GAU KARA DO IA HEREVA NATIONAL PROSPERITY THROUGH GROWING THE ECONOMY DEPARTMENT OF NATIONAL PLANNING AND MONITORING