Annual Report 2013 _ Partnerships (Alliance) for Dialogue

8/12/2019 Annual Report 2013 _ Partnerships (Alliance) for Dialogue

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ANNUAL REPORT

2013

Partnerships (Alliance)for Dialogue

Preventing Social Conflict over the Use of Natural Resources


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The project Preventing Social Conflict over the Use of Natural Resources ari-ses in a context of changes in the country, where the governments approachto social conflict mainly regarding the use of natural resources is crucial

to the national agenda. This initiative was launched in 2012 thanks to synergiesbetween the United Nations Development Programme (UNDP), the Departmentof Foreign Affairs, Trade and Development of the Government of Canada and theOffice of the President of the Council of Ministers of Peru.

Our purpose is clear: to support government agencies concerned with theprevention and management of conflict over the use of natural resources, in the

implementation of policies regarding conflict prevention and management andthe promotion of democratic dialogue, for the sustainable development and thedemocratic governance in Peru.

During this period, we have attained significant achievements, faced new cha-llenges and lessons learned that encourage us to improve and develop a morestrategic approach to the execution of actions. All this would not have been pos-sible without the joint effort and leadership of our counterparts, i.e., central, re-gional and local governments, civil society, and the private sector.

Foreword

This report provides relevant information about the work conducted and the achieve-ments at the project level in 2013, as well as the challenges facing us in 2014.

Two more years remain for the implementation of the project, during which we willcontinue to support the leadership of our counterparts and enhance our own work alongfive thematic areas that constitute the basis of our integrated approach for the preven-tion of social conflict over the use of natural resources. These are Democratic Dialogueand Conflict Prevention, Environmental Management and Sustainable Development,Local and Preventative Development, Inter-Culturality, and Gender.

We would like to thank the Department of Foreign Affairs, Trade and Developmentof the Government of Canada and the Office of the President of the Council of Ministersof Peru and its National Office of Dialogue and Sustainability, for their contribution tothe prevention of social conflict in Peru. We kindly invite you to browse through ourAnnual Report 2013.

Rebeca AriasResident Coordinator of the UN System in PeruResident Representative of the United Nations Development Program in Peru


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Table of Contents

Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Table of Contents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

Acronyms and Abbreviations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

I. Project Preventing Social Conflict over the Use of Natural Resources . . . . . . . . . . . . . . . . . . . 6

1.1. Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

1.2. Partners for the Dialogue and Conflict Prevention . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 1.3. Key Thematic Areas of Work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

1.3.1. Democratic Dialogue and Conflict Prevention

1.3.2. Environmental Management and Sustainable Development

1.3.3. Local and Preventative Development

1.3.4. Multi-Culturality

1.3.5. Gender

II. Progress in the Process of Preventing Conflict in Peru. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

2.1. Institutionalizing Dialogue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

2.2. Developing Capacities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

2.3. Building Tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

III. What progress have we made so far? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

IV. What have we learned so far? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

V. New Challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

VI. Project Team. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24


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Acronyms and Abbreviations

ANA: National Water Authority.

AAA: Administrative Water Authority.

ALAS:Local Water Authority.

ANGR:National Assembly of Regional Governments.

BCPR:Bureau for Crisis Prevention and Recovery

CAL:Local Environmental Committees.

CAR:Regional Environmental Committees.

DP:Office of the Ombudsman.

GORE:Regional Government.

MoA: Ministry of Agriculture.

MINAM: Ministry of the Environment.

MINEM: Ministry of Energy and Mines.

MoC:Ministry of Culture.

DFATD: Department of Foreign Affairs, Trade and Development of the Government of Canada.

ONDS:National Office of Dialogue and Sustainability.

NGO:Non-Governmental Organisation.

OEFA:Environmental Evaluation and Monitoring Agency.

CSOs:Civil Society Organisations.

PCM:Office of the President of the Council of Ministers.

PNP: Peruvian National Police.

UNDP:United Nations Development Program.

CP&M:Conflict Prevention & Management.

RAT:Early Warning Networks.

SART: Early Warning and Response System.

SINAPREGC:National System for Conflict Prevention and Management.


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Throughout its history, Peru has witnessed several

controversies between the government, civil society,

and the private sector, particularly in the innermost

regions of the country. A concrete result of this is the number

of social conflicts caused by the use of natural resources,

which have in some cases, resulted in human and material

losses, thereby weakening the countrys social fabric.

The project Preventing Social Conflict over the Use

of Natural Resources is an initiative put forward by the

United Nations Development Program (UNDP) and the

Office of the President of the Council of Ministers (in Spa-

nish, PCM), with financial support from the Department

of Foreign Affairs, Trade and Development of the Govern-

ment of Canada (DFATD).

This Project is one of the first initiatives to address this

complex issue in Latin America and the Caribbean and in

the two years since its implementation, significant achie-vements have been obtained, with positive impacts on the

countrys development and democratic governance.

Our efforts are aimed at promoting a State-led new

concept of work: The institutionalization of dialogue, and

the creation of proper spaces and conditions to make it

possible. In addition, we provide technical assistance, build

tools and develop capacities across all levels of govern-

ment and civil society, including inter-institutional and

multi-level coordination.

Introduction


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We are working together with 15 regions in the country:

Loreto, Piura, Cajamarca, La Libertad, San Martin, Ancash,

Pasco, Junin, Cusco, Madre de Dios, Apurimac, Puno, Arequi-

pa, Moquegua, and Tacna, with the support of the National

Assembly of Regional Governments (in Spanish, ANGR).

The Projects 2013 Annual Report provides an overview

of our work throughout this year. Section One provides

a description of the projects history and organizatio-

nal structure, as also introduces our counterparts in the

ongoing process to institutionalize dialogue and conflict

prevention. Finally, it introduces the five key thematic

areas cross cutting our work: (1) Democratic Dialogue

and Conflict Prevention, (2) Environmental Management

and Sustainable Development, (3) Local and Preventative

Development, (4) Inter-Culturality, and (5) Gender.

Section Two addresses the progress made in the

process of conflict prevention in Peru and outlines theprojects main achievements as a result of the coordinated

work with the concerned counterparts.

Our progress and achievements are organized in three

areas: (1) Institutionalization of Dialogue, (2) Capacity

Development and (3) Building Tools.

Finally, we present a programmatic and financial

summary regarding the Project implementation during

2013 as also the identification of learned lessons and new

challenges.


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1.1. Background

The project Preventing Social Con-flict over the Use of Natural Resour-ces was launched in 2012 within theframework of a cooperation agree-ment between the United NationsDevelopment Program (UNDP), the

Department of Foreign Affairs, Tradeand Development of the Governmentof Canada, and the Office of the Pre-sident of the Council of Ministries ofthe Government of Peru.

From the onset of the Project, wehave created the necessary conditionsto enable an effective coordination withour counterparts. This has resulted instrengthening our relationship with theNational Office of Dialogue and Sustai-

nability of the Office of the President ofthe Council of Ministers, the Ministry ofEnvironment, the Ministry of Energy andMines, the Ministry of Culture, and theOffice of the Ombudsman, as well as withRegional Governments and Civil Society.

While the project has earned asignificant recognition, we are currentlyundergoing a consolidation and expan-sion phase, and are therefore workingto materialize our partnerships and tho-se generated by our counterparts into

concrete results. Following, the Projectstructure is presented.

The development processgenerates unavoidable conflictsas new actors emerge, resourcesand priorities change, and

social divisions phase out orare further deepened. Manyof these conflicts, if properlymanaged, may become []signs of positive social changesand lead to more stable andinclusive societies.

BAN KI MOON UN Secretary General

1.Project PreventingSocial Conflict over theUse of Natural Resources


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Increase the

involvementof institutions

and leaders in

the 15 regions,

members of

the multi-level

coordination

platform

(national,

regional, and

local), in the

nationaldialogue

processes with

support from

international

donors

Enhance the

ability of

Lima-based

government

agencies to

coordinate

conflict

prevention

within a

collaborative

framework, in-

cluding regionalgovernments,

in dialogue and

conflict preven-

tion issues

Strengthen

competences ofthe civil society

organized at

national and

regional levels,

including indi-

genous groups

and mining

companies, etc.

regarding

conflict pre-

vention andmanagement

Contribute to strengthening the democratic governanceand sustainable development by reducing social conflictover the use of natural resources through an approachbased on prevention and dialogue as essential tools.

OUTCOME1

OUTCOME2

OUTCOME3

OVERALL AIM

OUTCOME 1supports the institutio-nalization of dialogue by strengthe-ning the leadership of governmentin preventing and managing conflict,while providing our counterparts withthe tools, methodology, analysis and

good practices required to achieve theproposed aim.

OUTCOME 2,seeks to strengthen thecapacities of central and regional gover-nments to become constructive actorsin dialogue and conflict prevention /management processes over the use ofnatural resources.Finally, OUTCOME 3aims to develop

conflict prevention and management ca-pacities, and support the active engage-ment of organized civil society, indige-nous groups, and extractive industriesat national and regional levels.

Piura

Cajamarca

ncash

Junn

Apurmac

Arequipa

Moquegua

San Martn

Pasco

La Libertad

Madre de Dios

Cusco

Puno

Tacna

Loreto

The Project structure is complex, not onlybecause of the context it addresses , but alsotaking into account the different institutions andstakeholders that participate in it; furthermore,its implementation is national, though currentlyis being implemented in 15 regions:


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1.2. Partnership for dialogueand conflict prevention

There are high stakes involved in the quest to institutionalize dialogue and conflictprevention, requiring significant institutional commitment, a national-wide effort andthe political will to create and coordinate synergies to achieve effective results. UNDPand the Department of Foreign Affairs, Trade and Development of the Government ofCanada (DFATD) have joined strategies to contribute to this challenge.

A global agency created by the United Nations (UN) with the objective of propo-

sing strategies for the development of national capacities, by providing technical

assistance and support for the creation and proper implementation of public po-

licies, to achieve human development and the priorities of each country. Demo-

cratic governance is one of the UNDPs programmes.

United Nations Development

Program (UNDP)

Government agency conducting actions on behalf of the Government of Canada with the aim to contri-

bute to international development. Its work focuses on the development of policies, programmes and

projects to reduce poverty and build effective, stable, and thriving societies. The cross-cutting key themes

in all of DFATDs work include environmental sustainability, gender equity, and democratic governance.

Department of Foreign Affairs,

Trade and Development of Canada


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National Office of Dialogue and Sustainability (in Spanish, ONDS)

Technical office of the PCM. Responsible for conducting the dialogue processes

with different social actors, representatives of private institutions and public

officials, to manage any differences, controversies and social conflicts within

the country, to enhance democratic governance.

Counterparts of the ProjectUNDP is in charge of the Project implementation, and we coordinate and supportthe leadership of government agencies concerned with issues of conflict preventionand management in all planned activities. Throughout 2013, we have worked withnine counterparts:

Directorate General of Environmental Management Policies, Norms and ToolsResponsible for preparing and approving environmental management tools

at national level in order to optimize environmental policy and regulations.

Socio-environmental Issues Advisory Office

Responsible for the identification, monitoring and follow up of ongoing or

potential conflicts, while contributing to their transformation into spaces of

consensus and development.

General Office for Social Management (OGGS)

An advisory unit responsible for promoting good relations between private sec-

tor engaged in mining and energy with civil society and government (including re-

gional and local governments); providing mechanisms for dialogue and consensus

building while encouraging the design of sustainable development programmes.

www.minem.gob.pe

www.minam.gob.pe

www.pcm.gob.pe http://onds.pcm.gob.pe/

Ministry ofEnergy and

Mines(MINEM)

Office of thePresident of theCouncil of Minis-

ters (in Spanish,PCM)

Ministry of the

Environment(MINAM)

Just as deeply embedded as economic and social change in Peru is a deeplyrooted feeling of distrust between its citizens. We have been offered today a historicalopportunity to change this, by developing a new culture of trust and dialogue in thesearch for improved governance, development, and welfare for all

NATIONAL OFFICE OF DIALOGUE AND SUSTAINABILITY, Willaqniki Report N 14.


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Vice-Ministry of Interculturality (VMI)

Responsible for devising policies, programmes and projects that promote inter-

culturalism as a guiding principle, to promote and safeguard the rights and com-

prehensive development of culturally diverse groups and build citizenship that

acknowledges, respects, and is nurtured by its interactions with cultural diversity.

It is responsible for enforcing Law No. 29785, (Law on the Right to Prior Consul-

tation of Indigenous or Native Peoples), as set forth in the 169 Convention of the

International Labor Organization (ILO).

Government entity responsible to promote a sustainable use of water

resources based on an integrated management of water resources and in line

with national environmental policies.

www.ana.gob.pe

www.cultura.gob.pe

National

Water Authority(ANA)

Ministry

ofCulture

Responsible for the Peruvian agricultural sector, its role is to lead the national

agricultural policy, by generating high quality goods and services for the agrarian

sector (with a focus on rural families and small-scale producers), while promoting

development with a social inclusion.

www.minag.gob.pe

Ministry

of Agriculture(MINAGRI)

Environmental

Evaluation andMonitoring

Agency (OEFA)

The decision-making and consensus-building process must be based on agreement.This practice was crucial, as it allowed stakeholders to become more actively involvedand exchange arguments, challenge them, include new insights and engage in discussionuntil their concerns or information gaps were addressed. The outcomes, such asagreements reached as a result of consensus, will ensure greater sustainability.

EXPERIENCE WITH DIALOGUE, CONFLICT TRANSFORMATION AND CONSENSUS BUILDING.A case study on the Quallaveco Project in Moquegua, 2012.

Technical unit under the MINAM. Responsible for supervising the fulfillment of

environmental obligations in accordance with the environmental regulations,

environmental management tools, and any administrative acts and regulations

issued by OEFA by those entities under its scope of competence. It is the governing

body of the National System for Environmental Evaluation and Monitoring (in

Spanish, SINEFA).

www.oefa.gob.pe


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A government organization which organizes, conducts, and manages, each one of the

twenty-five regions of Peru. It has political, economic, and administrative autonomy in the

subjects of its matter. The project currently support 15 regional governments, including

the Regional Government of Piura, Regional Government of Loreto, Regional Govern-

ment of Cajamarca, Regional Government of Ancash, Regional Government of Pasco, Re-

gional Government of Junin, Regional Government of Apurimac, Regional Government of

Cusco, Regional Government of Madre de Dios, Regional Government of Arequipa, Re-

gional Government of Puno, Regional Government of Moquegua, Regional Government

of Tacna, Regional Government of La Libertad, and Regional Government of San Martin.

A non-governmental association created by agreement of the regional governmentsin Peru. It was created as a platform for consensus and representation in the face of

the central government. Its role is to promote, enhance, and uphold the decentra-

lization process in Peru and strengthen the capacity of regional actors to improve

conditions for a comprehensive and sustainable human development in the country.

Autonomous public institution responsible for the safeguard and promotion of the

rights of peoples and the community. It supervises the actions of government and theprovision of public services, drawing attention to any violation of rights, with impact in

the enhancement of public policies and management. The project works with two units:

Department for Social Conflict Prevention and Governance

Department for Environment, Public Services and Indigenous Peoples (including

the Indigenous Peoples Programme).

www.defensoria.gob.pe

www.angr.org.pe

Officeof the

Ombudsman

RegionalGovernments

NationalAssembly

of RegionalGovernments

We also have strategic partnerships with civil society counterparts, such as mass media,

universities and research institutions; non-governmental organizations (NGOs) and civil society

organizations (CSOs); indigenous, peasant and native communities; dialogue groups, privatesector and the international community.


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1.3. Thematiclines forconflict preventionThe challenges posed by social conflictsover the use of natural resources haverequired that we take on a comprehensive

approach to conflict prevention and

management. We have thereforeincorporated five thematic lines thatcrosscut all of our activities.

1.3.1. Democratic Dialogue

and Conflict Prevention

We strengthen inclusive, meaningful,reasonable, authentic andtransformational dialogue that respectsand strengthens democratic institutions

and goofd governance.

What do we promote?

Strengthening of the existing

infrastructure for peace and publicpolicies set forth to prevent conflicts.

Development of national capacitiesof key actors

Generation and sharing of knowledge.

1.3.4. Interculturality

We are committed to theacknowledgement of cultural diversity

recognition across the country andintercultural dialogue as a mechanismfor encounter and exchange ofproposals and views regarding

development. We also promote therespect for human rights and thecollective rights of indigenous peoples.

What do we promote?

Implementation and effective safe-guard of the indigenous peoples

rights Strengthening the capacity of the

State to incorporate the views of indi-genous peoples into national policy

Promote a better understanding

regarding the structural causes of theconflicts

Upholding the rights of indigenouswomen and promote their partici-pation in the processes of conflict

resolution and peace-building Promoting Consultation Rights.

1.3.5. Gender

We contribute to further equality

between men and women and thereforesupport specific gender-equity actionsto promote womens empowermentand leadership as well as womensinvolvement in conflict prevention and

management processes.

What do we promote?

Strengthening the capacity of public

institutions to include a gender ap-proach into their conflict preventionpolicies

Promoting womens participation

in consultation, peace-building anddevelopment processes.

Strengthening the capacity of orga-nized womens groups to make an

impact in the integration of a genderapproach fornational, regional or localpolicy making.

1.3.2. Environmental Management

and Sustainable Development

We propose to achieve a balance bet-

ween economic development and anadequate environmental management,to reduce the liabilities that resultproductive activities, by promoting

effective biodiversity conservation andefficient water resource management inthe face of a climate change scenario.

What do we promote?

Strengthening and fostering ofcitizen participation processes for

environmental governance Promoting an Integrated Water

Resources Management (IWRM)approach

Strengthening the control and supervi-

sion roles of the Peruvian government Promoting corporative social respon-

sibility practices within extractiveindustries policies and operations.

Cross cutting climate change strate-

gies within conflict prevention andmanagement strategies.

Fostering local and territorialdevelopment.

1.3.3. Local and Preventative

Development

We support actions, processes, andpolicies that promote and strengthen

territorial development and thataddress the structural causes of conflict.Therefore understanding by territory asthe sum of its institutions, communities,

and ecosystems.

What do we promote?

Organizational support to the ANGR

as a partner for dialogue and providerof capacities

Development and strengtheningof regional and local capacities

for conflict-prevention from amultisectoral support platform

Strengthening the impact of socialinvestment programs in zones of ri sk,

vulnerability or conflict, by supportingdialogue and development roundtables.

Interculturality is part of our daily reality. Dialogue is essential to achieveinterculturality, but we still need to develop tools to incorporate others points ofview, rather than communicating ours only. A multisectoral approach is neededto address the realities of social conflict in our country, particularly concerningnatural resources. This is essential to rethink a point of encounter between publicpolicy and social dynamics.

FEEDBACK PROVIDED BY A PARTICIPANT TO THE WORKING SESSION,The challenges facing universities with regard to the prevention

and management of social conflict over the use of natural resources


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The prevention of social conflict overthe use of natural resources involvesengaging with several stakeholders.For this reason, in 2013 we liaised withcentral and regional governments, civilsociety (universities, research institu-tions, CSOs, NGOs, extractive industryrepresentatives, native and peasant

communities, and indigenous groups),and international cooperation agencies.

In short, our work focused mainlyon three broad areas: (1) Institutio-nalizing Dialogue; (2) DevelopingCapacities; and (3) Building Tools;which enabled us to achieve significantsuccess in preventing social conflictsand promoting the sustainability ofthese processes.All these achievements have helpedin reducing social conflicts and theirimpact on development, and have suc-ceeded in bringing together differentstakeholders as a result of a processof confidence building, and increasedthe responsiveness and presence ofgovernment when dealing with socialconflict.

2.1.InstitutionalizingDialogue

Strengthening the governments

structure and technical support

We have provided technical support tostrengthen the capacities of the PCMsNational Office of Dialogue and Sustai-nability in its role as a specialist bodyresponsible for addressing social conflict,facilitating dialogue, and coordinatinggovernment agencies to provide a

swiftly and timely response to this issue.We also strongly support turning the ins-titutionalization of dialogue and conflictprevention into government policies.

This has resulted in the promotionof a policy based on the creation ofa National System for Conflict Pre-vention and Managementaimed atstrengthening multi-sectoral and multi-level coordination to support conflictprevention and management, as well asthe development of shared tools andstrategic guidelines.

2.Progress Made inthe Process of PreventingConflict in Peru


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We have also helped in creatingand setting up an Early Warning andResponse System (in Spanish, SART),under the leadership of the ONDS;while providing technical assistance forthe creation of a National Institute forDialogue and Consensus, with the remitto promote a culture of dialogue andpeace and therefore improve synergiesbetween government and civil society.Furthermore, the project has workedin providing guidelines for the creationof a Centre for Excellence in Social and

Environmental Responsibility, designedas a space for extractive industries,government, and civil society to putforward strategic proposals to improvethe relationship of extractive industrieswith their environment.

Our work to further institutionalizethe ONDS has been significant. Theproject has provided technical supportto the ONDS from the onset, throughthe deployment of 22 professionals withexpertise in dialogue and conflict preven-tion, who have supported the following:

IDENTIFICATION OF AN AGENDA OF COMMON INTERESTS AND NEEDS OF

GOVERNMENT ORGANIZATIONS RESPONSIBLE FOR CONFLICT PREVENTION ANDMANAGEMENT, BASED IN LIMA AND REGIONAL OFFICES.

THE DRAFTING AND DISSEMINATION OF WEEKLY AND MONTHLY CONFLICT

REPORTS BY THE ONDS, AS WELL AS THE PRODUCTION OF RESEARCH PAPERS,

HANDBOOKS, AND VIDEOS ON GOOD PRACTICE DEVELOPED BY CENTRAL ANDREGIONAL GOVERNMENTS.

TECHNICAL SUPPORT AND TRAINING TO STAKEHOLDERS INVOLVED IN

DIALOGUE PROCESSES FOR THE DEVELOPMENT AND OPERATION OF THE SAME.

IMPROVING THE PERFORMANCE OF THOSE UNITS RESPONSIBLE FOR

RESEARCH, PREVENTION, MANAGEMENT, TRAINING, AND DISSEMINATION

OF A CULTURE OF PEACE.

THE DEVELOPMENT OF A METHODOLOGY FOR RESEARCH AND GOOD PRACTICE

PROMOTION AT CENTRAL AND REGIONAL GOVERNMENT LEVELS.

DEVELOPMENT AND IMPLEMENTATION OF A DATA BASE WITH INFORMATION

ON INDIVIDUAL CONFLICTS, THE OFFICIALS AND SECTORS IN CHARGE, ACTIONS

UNDERTAKEN, CURRENT STATUS, AND FOLLOW-UP.

STRENGTHEN ONDS COORDINATION CAPACITIES THROUGH COLLABORATIVE

WORK, WHILE INTEGRATING LOCAL AND REGIONAL GOVERNMENTS IN

ADDITION TO ENGAGING PROFESSIONAL TEAMS AT REGIONAL LEVELS.

DEVELOPMENT AND IMPLEMENTATION OF A METHODOLOGY FOR

ANALYZING AND PREVENTING CONFLICT AT REGIONAL OFFICES.

THE DEVELOPMENT OF STRATEGIES TO PROVIDE COUNSELING IN DECISION

MAKING PROCESSES.


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In addition, this technical assistancehas enabled the ONDS to address -byusing a number of different dialoguemechanisms-, 130 conflicts nationwide(61 are currently being managed and 69are being prevented), with 50 percent ofits staff attending dialogue and develo-pment roundtables.

In 2013, the ONDS attended 37 Dialo-gue and Development Round Tables and37 Technical Round Tables, acting as facili-tator, mediator and/or guarantor bet-ween the parties involved (government,extractive industry, and communities),

amongst others. Dialogue and Develop-ment Round Tables are multi-stakeholderspaces to address community demands,in order to build consensus, strengthensocial investment and promote a moreactive presence of the government inthose areas where extractive industryoperations are being implemented.

We also support different sectors of thecentral government to enhance their capa-city and participation in dialogue processesof conflict prevention and management.

Following are a number of figures toillustrate the above.

In regard to Prior Consultation Rightsof Indigenous Peoples, we provided techni-cal support for the development and imple-mentation of procedures and standards to

be implemented at national and regionallevels, in partnership with the Ministry ofCulture. Furthermore, we facilitated theinvolvement of indigenous leaders in PriorConsultation and other policy-making pro-cesses under an interculturality approach,thus contributing to strengthen the workof the Vice-Ministry of Interculturality ofthe Ministry of Culture.

We are currently providing technicalsupport to the Ministry of Environment for

the implementation of a National Systemof Environmental Impact Assessment (inSpanish, SEIA), notably to develop standards

Source: ONDS - PCM. December 2013.

Location of55 finalized casesat national andmulti-regional levels

Conflicts Prevented

by Location

ONDSis actively engaged in

67 Dialogue andDevelopmentroundtables,

resulting in: Public investmentsfor S/. 1,723,012,297.00 /or US$ 615,361,535.00

Private investmentsfor S/. 3,397,206,572.00 /or US$ 1,213,288,061.00

MINEMmonitors and/or is engaged in

85 dialogue processes50 relating to mining and35 to the energy sector

MINAMis actively involved in

22 dialogue processesANA

monitors and/or is engaged in

45 dialogue processes


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on citizen participation and guidelinesfor working on social management.

We also supported the develop-ment of 10 Early Warning Networks inMoquegua, Cusco, Cajamarca, Arequipa,Loreto, Junin, Pasco, Madre de Dios,Ancash, and Puno, in close collaborationwith the Ministry of the Environment.Likewise, Regional Environmental Com-mittees (CAR) and Local EnvironmentalCommittees (CAL) were also strengthe-ned to fulfill their conflict preventionand management roles.

Liaising and networkingat national levelWe facilitated multisectoral networkingby creating spaces for bringing togetherthe ONDS, government ministries, auto-nomous authorities, and regional govern-ments, to strengthen links between them,

enable the sharing of information andexperiences, and kick off a process of sy-nergies and joint action and mobilizationfor conflict prevention and management.

The main achievement in this areawas the creation of an ONDS-ANGR-UNDP Coordination Platform in Sup-port of Regional Governments, with theaim to help strengthen regional govern-ments capacity for dialogue and conflictprevention.

The first Platform meeting enabledsharing information between the teamsof 13 regional governments on theprogress achieved related to the insti-tutionalization of dialogue and conflictprevention units. In addition, informa-tion about the structure and use of toolsand mechanisms to promote dialogueand conflict prevention was provided,supporting as well the creation andimplementation of a National Systemfor Conflict Prevention and Manage-

ment. Likewise, we also worked in closecollaboration with CSOs.

During this past year we succeeded increating spaces for bringing together pro-ject and mining company staff, NGOs andresearch institutions, universities, and theDialogue Group on Mining and Sustaina-ble Development, which enabled sharinginformation and promoting synergiesin the use of tools and mechanisms fordialogue and conflict prevention.

In the same line, we supported thecreation of a National Network of SocialLeaders for Dialogue and Development,and four Decentralized Dialogue Groupswhose members include both male andfemale social leaders and representati-ves of extractive companies in Ancash,Arequipa, Apurimac, and Cusco.

Finally, the project supports theestablishment of an Informal Groupof Conflict to be formed by membersof international cooperation agencies

supporting or implementing conflictprevention and management-relatedactivities. We are also actively involvedin an Inter-Agency Working Group onInterculturality whose aim is to stren-gthen networking between UN Systemagencies on issues facing interculturality.

Institutionalizing dialogueat regional levelWe promoted and strengthened the de-

velopment and implementation of threeRegional Offices for Conflict Preventionand Management in Puno, Moquegua,and Cusco. Other units are also currentlyin process of being created, includinga Committee on Dialogue and SocialConflict Prevention in Ancash, and twoRegional Offices on Dialogue and Con-flict Prevention in Loreto and Tacna.

Furthermore, we followed the prepa-ration of 11 proposals and/or validationsfor the strengthening of regional-level

institutions in dialogue and conflictprevention issues in Ancash, Apurimac,

How couldit be that, in theface of an adverseenvironment for

governance inthe country, asevidenced by thenegative impacts ofthe conflict aroundConga, there couldbe good news?Moreover, howcould it be that thiswas the result of aprocess of dialoguebetween severalparties, rather

than coercion beingexerted by one ofthem?

EXPERIENCE OFDIALOGUE, CONFLICT

TRANSFORMATIONAND CONSENSUS

BUILDING.A case study on the

Quellaveco Project inMoquegua, 2012.


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Arequipa, Cajamarca, Cusco, Loreto,Madre de Dios, Moquegua Piura, Puno,and Tacna.

Our work with regions aims atpromoting the deconcentration of theState along two lines of work. On theone hand, we supported the ONDS,which currently operates in 10 regions(Piura, Ancash, Puno, Cusco, Madrede Dios, Cajamarca, Lima, Apurimac,Ayacucho, and Huancavelica), and, onthe other, we supported officials andpublic servants to redeploy to regionalgovernments and decentralized offices,to enable their immediate access toconflict scenarios.

In partnership with the Office of theOmbudsman, opportunities for dialo-gue were created between high-rankingofficials of the Regional Governmentsof Madre de Dios, Loreto, La Libertad,

Ica, Piura, and Puno, to agree on actionsagainst illegal mining.

2.2. Developing

CapacitiesCapacity development activities wasprovided by the project to 1,200 officialsand public servants, male and femalecivil society leaders at national level anda number of institutions, comprising 55activities (workshops, training courses, un-dergraduate courses, etc.) on issues facingdialogue and social conflict prevention.

At a sector level, we worked with theMinistry of Energy and Mines, the Minis-

try of the Environment, the Ministry ofCulture, the Office of the Ombudsman,and the National Water Authority.

Furthermore, capacity-developmentwas provided to 11 Regional Govern-ments (Piura, Ancash, Loreto, Madre deDios, Puno, Cusco, Arequipa, Moquegua,Tacna, Apurimac, and Cajamarca), in theform of workshops on national and re-gional policies and processes to addressconflict prevention and management.We also developed the capacities ofeighty (80) local leaders from 12 regionsof the country in partnership with theNational Network of Social Leaders forDialogue and Development.

In partnership with the DialogueGroup on Mining and Sustainable Deve-lopment, we developed capacities of so-cial leaders (community organizations,federations, professional associations,companies, and NGOs) from the regionsof Arequipa, Ancash, Tacna, and Moque-gua in issues relating to environmental

management, human rights, dialogue,and conflict prevention-management.

In addition, training of public ser-vants on Early Warning and Responsemechanisms was provided in 24 work-shops held throughout the country, inpartnership with the National Police ofPeru and the ONDS.

2.3.BuildingToolsThe project supported the developmentof assessments, approaches, protocolsand strategies on conflict preventionand dialogue. The need for a tool

to help analyze existing differences,controversies and social conflicts, led bythe ONDS, was paramount. As a result

This workshop has helped us translate our knowledge into practice, by giving dialogueprocesses a structure [] and those of us who had previous experiences have been enabled toreinforce our learning and identify those mistakes that need to be removed to improve ourwork. Discussions taking place at the workshop also helped us reflect upon certain relevantissues which due to our daily workload we had been neglecting or had forgotten altogether.

Feedback provided by participant to a Higher Specialization Coursefor Negotiators and Facilitators of Dialogue Processes on Social Conflict.


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MINAMs Advisory

Office on Social and

Environmental Issues

MINEMs

Social Management

Office

Vice-Ministry of

Inter-Culturality of

the Ministry of Culture

Ministry of Culture

Regional Governments

ANA Office

of the National

Information Systemon Water Resources

Department for Environment,

Public Services, and Indigenous Peo-

ples of the Office of the Ombuds-

man and National Water Authority

Department for Social Conflict

Prevention and Governance of the

Office of the Ombudsman

National Office of Dialogue and

Sustainability and National Police

of Peru

ACTIVITY CONDUCTED IN

PARTNERSHIP WITH:

300

30

4 workshops

and 1 discussion

meeting

conducted

30

165

40

60

40

539

Workshops on how to manage and transform

social and environmental conflict:

Instruments for conflict analysis

and prevention.

Programme on Strategic Information

Analysis targeted at decentralized

office officials.

Workshop with regional government officials on the

Right to Prior Consultation

Workshop with male and female indigenous leaders on

the Right to Prior Consultation in Cusco and Apurimac

Informative workshop targeted at the Kichwa People

and Discussion Meeting between the Kichwa and

Maijuna people (consultation process on the Kichwa

Maijuna Regional Conservation Area).

Workshop on ILO Convention 169 on the Right to

Prior Consultation, and identification of administrative

measures together with regional governments.

Workshops on regional institutions

for conflict prevention

and management.

Workshop on consensus-building as a result of

opportunities for dialogue on water resources

management and the development of participatoryprocesses (targeted at AAA and ALAS staff).

Training course on water

resources management and

quality and their impact

on peoples rights.

Highly Specialized Course for

Negotiators and Facilitators of Dialogue

Processes to Address Social Conflict.

Workshops on the Early Warningand Response Programme.

WHAT WAS THE ISSUE ADDRESSED?

NUMBER OF

PARTICIPANTS

TRAINED

Following is a summary of capacity-development activitiesconducted for our partners.


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of this, support was provided to thedevelopment of an ONDS Conflict Mo-nitoring System, whose results were na-tionwide disclosed through the monthlypublication, Willaqniki as of Decem-ber 2012 (for further information, go to:www.pcm.gob.pe/willaqniki_onds ).

During this period we systematizedthe experience of dialogue, conflicttransformation and consensus buildingin a case study based on the Quellave-co Project. The resulting report will bepublished and disclosed in 2014.

A tool of utmost importance is theEarly Warning and Response Protocoldeveloped in a participatory mannerat a series of data-collection work-

Efforts made in the above three areas are intended to consolidate aninstitutional framework that enables the use of dialogue as a mechanism

for changing the underlying structural causes of conflict and, therefore,develop new policies to improve government-civil society,

government-private sector, and private sector-community relations.

shops. This tool will be extremelyuseful to the relevant sectors and tothe eight Early Warning and ResponseNetworks who currently have workplans in place for 2014.

We also supported the ONDSwith the drafting of the document,Development of the Organizatio-nal Basis for the Creation of theNational Institute for Dialogue andConsensus. Inputs on governmentmanagement and tasks to addressconflict prevention and managementwere also developed together withthe Ministry of the Environment, theMinistry of Culture, and the Officeof the Ombudsman.

National Office for Dialogue

and Consensus.

Department for Environment,

Public Services and Indigenous Peoples

of the Office of the Ombudsman.

Department for Social Conflict

Prevention and Governance of

the Office of the Ombudsman.

Directorate of Indigenous Policy

of the Vice-Ministry of Inter-Culturally

of the Ministry of Culture.

All Project Partners.

National Assemblyof Regional

Governments

ACTIVITY CONDUCTED

IN PARTNERSHIP WITH:

Development of organizational basis for the creation of

a National Institute for Dialogue and Consensus.

Report on Government Management

of Informal and Illegal

Mining in Peru.

National survey on peoples perceptions

of dialogue as an instrument

for conflict resolution.

Assessment on interculturality from the perspective of the

different sectors of government for the development of

guidelines for a national policy on indigenous peoples.

Baselines on the Conflict Prevention and Management

Capacities of Central and Regional Governments and Civil

Society and Mapping of Potential and/or Existing Conflicts.

Systematization of best practices in conflictprevention and management at regional government levels:

case studies from Arequipa, Piura, Puno, and San Martin.

WHAT WERE THE INPUTS DEVELOPED?


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Canada DFATC

UNDP

Total

Amount (US$)

2,066,633.52

103,543.53

2,170,177.05

%

95%

5%

100%

95%

Outcome 1

Outcome 2

Outcome 3

Total

Amount (US$)

1,754,795.76

268,734.58

146,646.71

2,170,177.05

%

81%

12%

7%

100%

81%

12%

7%

5%

This is our second year of project imple-mentation out of the four years plannedand significant progress has been achie-ved so far. However, still there are someprocesses to be finalized and others tobe strengthened.

In 2013, 96 percent of the plannedbudget was executed and 88 percent

3. What progress havewe made so far?

of the planned activities for the period2012-2013 were implemented. This isa manifestation of the importance andpriority given to the institutionalizationof dialogue and conflict prevention,which required a great amount ofefforts and work to strengthen capaci-ties and develop tools.

Financial Summary 2013Following, the financial summary of the Project implementation during 2013is presented based on the contributions made by each donor.

Expenditure Distribution in 2013

according to the three outcomesof the Project

Expenditure Distribution in 2013according to donors contribution


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5. New Challenges

The year 2014 is our third implementa-tion year and we have specific challengesset in the framework of the nationalprocess of dialogue institutionalizationand the work on conflict prevention:

a.During 2013 we succeeded increating spaces for agreement that haveallowed significant levels of multisec-

toral, multi-level, and multi-stakeholdercoordination. The major challenge

During the implementation processwe have considered our work carefully,and as a result the following learnedlessons were drawn:

1.Working in conflict preventionrequires a comprehensive understan-ding of the reality and thus, the esta-blishment of an integrated approach;therefore, incorporating cross cuttingthematic areas such as dialogue andconflict prevention; environment andsustainable development; local andpreventative development; intercultu-

rality, and gender is necessary.

2.The Projects technical contribu-tion plays a key role in the processof supporting dialogue and conflictprevention institutionalization at

4. What have we learned so far?government level. Thus, it is impor-tant for the Project to make efforts toconnect the national needs to the bestpractices of global UNDP.

3.Given the Project implementationcomplexity, considering the large num-ber of partners, strengthening of evalua-tion and monitoring has been essentialto determine the level of progress foreach outcome and activity, as well as tomanage knowledge and to emphasizethe progress achieved by the partners.

4.Considering the evolution of the so-cial and political context, the Project hasbeen obliged to adapt to new challengesand opportunities, to be reflected in thecreation and strengthening of productsand outcome indicators.

for this year is to leap forward, froma process of coordination to one ofintegration among all concerned actorsand to forge an agenda of consensus tobe jointly implemented.

b.Capacity development activitieshave been concrete and very significant;however, for this coming year we aim to

unify, synthesize and give coherence toa set of capacity-development tools for


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We need to understand the importance of securing support from internationaldonors, particularly in terms of mobilizing resources. It is important to join efforts toconsolidate all the project achievements; our commitment is to continue supportingconflict prevention through the project.

REBECA ARIASResident Coordinator of the UN System in Peru and Resident

Representative of the United Nations Development Programme in Peru.

the prevention of conflict over the useof natural resources, which should coverwork approaches of all sectors and beuseful for the national, regional and lo-cal government, as well as civil society.

c.In view of the activities prioritizedby the different counterparts in res-ponse to the challenges to be faced in2014 regarding conflict prevention andmanagement, as well as the need toconsolidate the progress made in dialo-gue institutionalization and preventionissues, the development of a resourcemobilization strategy for the project isessential to achieve the implementationof the Annual Work Plan agreed for2014 and 2014.

d.The project will strengthen effortsto identify and disseminate good prac-tices in conflict prevention and mana-gement; for this purpose we will placeemphasis on systematizing experiencesand best practices developed by natio-nal and regional counterparts, includingcivil society organizations.

e.During this coming period we willgive priority to the implementation of

the ONDS-ANGR-UNDP Coordina-tion Platform in Support to RegionalGovernments, aiming to speed up theinstitutionalization processes of thedialogue and conflict prevention unitsat a regional level.

f.We are currently working on anagreement between UNDP and UNWomen to help mainstream gender intoeach one of the project activities; forthis purpose, a portion of the budget isto be earmarked for this objective.

g.Visibility of the progress made on theissue of conflict prevention in Peru is veryimportant, considering the impact of theextractive activities in the developmentmodel of Latin American countries. There-fore, one of our major challenges this yearis to share and exchange information,

experiences and coordinate with otherUNDP offices at a global level.

h.In December 2014, Peru is to behost to the Conference of the Parties ofthe UN Framework Convention on Cli-mate Change (COP 20). The project hasendeavored to insist for an approach onthe relationship between conflict andclimate change impacts, and how theseincrease vulnerability and may generatesocio-environmental conflicts.

i.Priority has been given to five the-matic lines to be put in operation forimplementation by the Project in 2014,considering the need to adopt a com-prehensive approach to conflict preven-tion and management.

j.A mid-term evaluation will be con-ducted this year, and its findings will beused to improve the Projects second

half implementation stage.

k.For this new period, the project hasa Communications Plan 2014-2015 inplace. This effort is focused not onlyon the dissemination of informationabout the project, but also on providingconsistency and making sense out ofthe activities conducted; and thus, toincrease and strengthen the projects so-cial capital. In this way, communicationsmanagement will enhance the scopeand outcomes of the Project.


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6.Project Team

The project Preventing Conflict over the Use of Natural Resources is implemented by the United Na-tions Development Programme and relies on a multi-disciplinary team of experts and specialists on keyissues for its implementation.

THE UNDP TEAM IN PERU

Rebeca Arias. Resident Coordinator of the UN System in Peru and Resident

Representative of the UNDP in Peru.

Didier Trebucq.Deputy Resident Representative of the UNDP in Peru.Leonor Surez. UNDP Democratic Governance Official in Peru.

THE PROJECT TEAMLuis Francisco Thais Santa Cruz. Country Project Manager.Mirian Morales Crdova. Conflict Prevention Expert.Alison Hospina Papuico. Capacity Building and Gender Specialist.Miriam Venegas Contreras. Monitoring and Evaluation Specialist.Susan Bernuy Arenas. Communications Specialist.Percy Castillo Palomino. Administrative Assistant.Jenny Figueroa Castro. Administrative Assistant.

ACKNOWLEDGEMENTSPablo Ruiz, Manager, UNDP Regional Crisis Prevention andRecovery Practice for Latin America; Gaston Ain, RegionalAdviser on Conflict Prevention, UNDP Regional Center forLatin America and the Caribbean; Maria Eugenia Mujica,Program Specialist, UNDP Peru; Karim Capristan, Commu-nicator, UNDP Peru; Felipe Bedoya, Manuel Garcia, and JuanRusso, Country Project Consultants; Alejandra Salazar, Ad-ministrative Support; Miguel Angel Valdivia, Regional Con-sultant in Puno; Luis Alberto Suarez, Regional Consultantin Moquegua; and Renato Caceres, Regional Consultant inMoquegua; Giselle Huamani, Cesar Bedoya, Ronald Ibarra,Carlos Grey, and Alejandro Diaz, External Project Experts.

And a very special thanks to the leadership of our partners

in the institutionalization of dialogue and the promotion ofa culture for conflict prevention: the Department of ForeignAffairs, Trade and Development of the Government of Canada,

Planning Workshop POA 2013,December 2013.

the National Office of Dialogue and Sustainability (ONDS) ofthe Office of the President of the Council of Ministers; Ministryof the Environment; Ministry of Energy and Mines; Ministry ofAgriculture; Ministry of Culture; National Water Authority; En-vironmental Evaluation and Monitoring Organization; Office ofthe Ombudsman; National Assembly of Regional Governments;Regional Government of Piura, Regional Government of Loreto,Regional Government of Cajamarca, Regional Government ofAncash, Regional Government of Pasco, Regional Government of

Junin, Regional Government of Apurimac, Regional Governmentof Cusco, Regional Government of Madre de Dios, Regional Go-vernment of Arequipa, Regional Government of Puno, RegionalGovernment of Moquegua, Regional Government of Tacna, Re-

gional Government of La Libertad, and Regional Government ofSan Martn; Dialogue Group on Mining and Sustainable Develo-pment; Peace and Hope; and Catholic Relief Service.


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For more information on the project Alliances for Dialogue:Preventing Social Conflict over the Use of Natural Resources, please contact:

facebook.com/Alianzas-para-el-Dilogo

@AlianzasDialogo

Alianzas para el Dilogo

alianzasparaeldialogo.blogspot.com


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UNITED NATIONS

DEVELOPMENT PROGRAMME

Complejo Javier Prez de Cuellar

Avenida Prez Aranbar 750, Magdalena del Mar

Lima-Peru

Telephone: (511) 625-9000

www.undp.org.pe

Annual Report 2013 _ Partnerships (Alliance) for Dialogue

Documents

Transcript of Annual Report 2013 _ Partnerships (Alliance) for Dialogue