FPCD Analysis Report by Alex T. Drake

7/31/2019 FPCD Analysis Report by Alex T. Drake

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Section One: Introduction.....................................................................................................2

Section Two: Organizational Background and Management........................................2

Section Three: Partcipation...................................................................................................6

Section Four: Utility to Rsum.........................................................................................11

Section Five: Reflective Discussion..................................................................................11

Section Six: Conclusion.......................................................................................................12

Section Seven: Reference List ............................................................................................13

Appendix One: Sandalwood Park Memorandum of Understanding........................14

Appendix Two: United Nations Movement of Persons form......................................16

Appendix Three: Dili Development Pact ........................................................................17

Appendix Four: Journal Extracts........................................................................................18


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Section One: Introduction

Timor-Leste in South East Asia is recognised as one of the worlds poorest countries;

subjected to colonialism, war and fragility throughout its history.

The thirty-four days spent living and working there provided a multi-dimensional

experience. Surrounded by comprehensive learnings in history, politics, and

culture; working with the Foundation for Post-Conflict Development (FPCD)

enabled the application of academia in practice and vice versa.

This evaluative report will therefore analyse these experiences and the FPCD

through a lens of theoretical understanding and development in post-conflict

environments.

Section Two: Organizational Background and Management

The Executive Director of the FPCD, Ms Claudia Abate-Debat, worked for the United

Nations (UN) for thirteen years, experiencing global operations including those

within, what was then, East Timor. After holding a central role in organizing East

Timors independence event of 2002, she founded the FPCD in 2005.

The foundation works towards addressing community needs and overseas a

portfolio of projects in Timor-Leste. With strong relations and positioning in the

country, a network of professionals including diplomats, academics and practitioners

are utilized. However, all of these positions are voluntary which has multiple

benefits. Firstly, it keeps costs to a minimum, and secondly it harnesses the

motivation and passion that comes with the willingness to undertake a role without

payment. In addition, an equal and cohesive environment is created, and due to the

organizations small size, bureaucracy is largely mitigated and efficiency promoted.

The FPCDs operational effectiveness and accountability are also noteworthy. Work

is managed by practicing a bottom up approach, in turn ensuring that it is reflective

of social gaps. Needs assessments and community consultations form the basis of


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project proposals, decided upon by the board of directors; a well-balanced group that

encompasses a plethora of experience, driven by the following mission:

(FPCD Strategic Plan 2010-2014, p.6)

Such a mission statement acts as a tool for direction and prioritization, thus enabling

an organization to control decision making, review progress and influence

operations through strategic planning. Emerging from an organizations activities,

this is a plan describing how an organization interacts with its environment and

changes internally to achieve its purpose (Bernard and Walker, 1994, p.2), therefore

also considering resources and stakeholder expectations.

As founder and figurehead, the Executive Director is the lynchpin between strategy

and operations. Facilitated through partnerships and community-based

programmes, projects are targeted to the FPCDs Global Strategic Priorities (GSPs):

II. MISSION STATEMENT

SHORT VERSION

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(FPCD Strategic Plan 2010-2014, p.3)

Operationally these are implemented through locally resourced projects, funded

through fundraising events, partnerships, donations and merchandise sales.

However, the Strategic Plan (2010-2014, p.14) recognizes that In order to further the

mission of the FPCD and sustain the future of the FPCD, grant writing and

fundraising efforts are a priority.

As Fowler (1997, pp.129-130) explains, NGOs must find ways of accessing an

economic surplus produced elsewhere because development with poor people does

not generate what they need. Contracts with donors are an alternative yet frequent

example of financial capital accumulation, as assistance is notoriously supply -

rather than demand-driven, with the result that it is more influenced by donor

politics than those of the recipient communities (Chesterman, 2004, p.208). AsFowler continues, conditionsset by professional funders are usually written into

proposals and funding agreements, therefore, any adopted contracts should be

appropriate to organizational values and capacities.

WOMEN Priority 1: FPCD will build five maternity clinics.

Priority 2: FPCD will support the Iraqi Womens Fellowship Foundation.

YOUTH Priority 3: FPCD will build twenty youth centers.

Priority 4: FPCD will build one multi-purpose training center.

VETERANS Priority 5: FPCD will support one veterans museum.

Priority 6: FPCD will support research about veterans.

ENVIRONMENT Priority 7: FPCD will plant one hundred kitchen gardens.

Priority 8: FPCD will promote biodiversity and greener environments.

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Global Sources of NDGO Finance

(Fowler, 1997, p.135)

The FPCD utilizes project-based finance; funding streams applied for and channeled

to specific projects rather than programmes. Fowler (1997, p.131) argues that this

can seriously reduce the quality of aid funds for people-centered sustainable

development. However, it is worth considering that specific funding pots enable

increasingly accurate dissemination as well as accountability to both recipients and

donors due to the restricted flexibility of funds.


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Section Three: Participation

Ones participation in the work of the FPCD, although intertwined, is best

represented through the analysis of two phases:

1) Observation, learning and relationship building

2) Practical project participation

Phase one was intrinsic to familiarization with and understanding of the FPCDs work,

as well as the fragile and impoverished environment in which they operate.

Members of the Monaco Boys Choir sit with local children at the inauguration of the Maubara

Youth Centre in Timor-Leste. Photograph taken from the Monaco Boys Choir website.

The FPCD were hosting a high-profile visit from the Monaco Boys Choir and a

government representative as a result of a youth centre project they part-funded.

This created time to build rapport with colleagues, learn about Timor-Leste and the

FPCD, whilst visiting a number of districts and projects across the country. This was

important to contextualize the foundations positioning; ranging from youth centers

(GSP3), to a veterans museum (GSP5), and kitchen gardens (GSP7). These were of

particular interest - community hubs that nurture knowledge of sustainable

agriculture and poultry. The Prime Ministers observation that 70% of families in


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Timor-Leste rely on some sort of farming activity for their survival (Gusmo, 2011,

p.11), provided the harsh reality and importance of such projects. Further

endorsement was provided by Lao Hamutuk (2011, p.7), stating that Timor-Leste

should work to achieve Food Sovereignty, reducing import dependency by

producing the foodconsume[d].

These comments were related to the Timor-Leste Development Partners Meeting,

which set out the vision for the government, international community and Timorese

people to work towards in the coming twenty years. This was particularly relevant

for the FPCD to identify how their operations may fit into the national plan, how any

new needs can be met, and where funding may be available in order to do so. It was

interesting to hear the positions of the countries involved, the opinions of

development professionals and to obtain an understanding of the wider political and

socio-economic environment.

Phase two holds the focal point of ones responsibility through a Sandalwood Park and

Environmental Protection Center initiative (GSP8) in the isolated district of Oecussi.

This is one of the most poorest and isolated places on earth, highly inaccessible and

untouched, largely without water or power. As the first point of colonization by the

Portuguese in 1520, Sandalwood was heavily exported and is now nearly extinct.

Therefore, the Sandalwood Park has two objectives:

1) Create a public park that will contribute to the re-vitalization of Sandalwoodforestry; attract local visitors and tourists from East and West Timor as well as

internationally; and commemorate the historical, cultural and economic

significance of the region.

2) Create an environmental protection centre that will provide local technicalexpertise, employment and educational programming that will foster

environmentally responsible development.


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After analyzing the project documents and producing a Memorandum of

Understanding (see appendix one) for signing, a visit to the project site and region

was undertaken to achieve the following objectives:

View the project site to gauge its status and take photographs for FPCD records.

Understand the project scale and the environment for implementation.

Engage with and consult the Chief of the Lifau community.

Represent the foundation at a meeting with key stakeholders.

Provide a full report detailing any observations and recommendations.

The site of the future Sandalwood Park in Lifau, Oecussi.

Photograph taken by the author in July 2011.

Oecussis social expectations encourage any engagement to be done through thecommunity chiefs; the leaders and representatives of the local people. Indeed, it may

be considered rude to attempt a different approach. Through the luxury of a

translator (in these communities, where only multiple dialects of Tetum are spoken,

a multi-lingual companion is essential), the Chief of Lifau expressed full support for

the Sandalwood Park project. However, he mentioned that he would like the

community to have direct involvement and said they hadnt yet heard from the

Oecussi Park Commission. He also expressed concern that without appropriate

numbers of workers, and payment mechanisms, progress would be difficult.


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Mechanisms of participation and empowerment are becoming widely recognized

methods of community led development, through systems such as Participatory

Rural Appraisal (PRA). Such can enable practitioners to understand better the non-

project nature of peoples lives, the complex livelihood interlinkages that make an

impact in one area likely to be felt in others and the potential for unintended

consequences arising from any intended intervention or act (Giddens, 1984; Long,

1992; cited in Cleaver, 2002, p.227). However, the exclusionary and inclusionary

natures of participation must be recognized, as by engaging with some, one may

disengage with or risk ignorance towards others. As Cleaver (2002, p.227) explains

the individual is expected to take opportunities offered by development projects to

better themselves and so contribute to the development of the group or community.

The mechanisms of such empowerment are either startlingly clearor conveniently

fuzzy, therefore cultural respect, equality and outreach is essential.

Second from left; the Chief of the Lifau community, Oecussi.

Photograph taken during research in July 2011.

Ones discussion with the community chief was conveyed to project partners, at what

was a successful and productive meeting. The need for technical expertise and

community involvement was discussed and agreed, alongside the recognition that

more workers may be needed. In the long-term revenue from nursery sales is

expected to make a significant contribution to the parks sustainability and success.


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Project meeting in Oecussi.

Photograph taken during research in July 2011.

The final report to the FPCD included the following recommendations:

With extensive work to be undertaken and the technicalities involved, consider

endorsing the notion of accommodating more workers.

Consider engaging workers in peer education workshops on cultivatingSandalwood; run by a local horticultural expert to spread knowledge and

understanding.

Ensure a system of payment, perhaps based on deliverables rather than time.

Ask the Oecussi Park Commission to write a proposal to the Land and Property

Authority to release the land license for their/public use.

Monitor to ensure project progression and community engagement.

Prudent, but perhaps more problematic observations included sustained access to

resources, including water. The sea is near, but a feasible system, that may require

financial investment, will have to be devised to enable frequent watering.


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Section Four: Utility to Rsum

The foresaid demonstrates a variety of outputs and outcomes. In regards to

professional development, one now has recordable experience of working and living

in a developing and conflict affected country; engaging with highly disadvantaged

communities, communicating with senior government officials, participating in

cross-cultural project coordination, and undertaking community consultations.

These translate into a number of transferrable skills, namely those of interpersonal,

managerial and administrative natures.

Personally, however, it is noteworthy to incorporate the extensive understanding

and knowledge gained in how development in the field works. The adaptation

necessary to cope with the conditions, and the reality of working within complex

multi-agency agendas. One was fortunate in engaging with various Timorese

communities, government officials, and professionals including those of the UN.

Such interactions provoked thought and developed knowledge, in turn nurturing a

holistic perspective of the complexities that must be overcome in Timor-Leste, and

other countries emerging from conflict.

Experience is further endorsed as involvement continues in the awarded capacity of

UK Advisor to the FPCDs Board of Directors.

Section Five: Reflective Discussion

In post-Independence Timor-Leste, social gapswere filled by enterprising NGOs

(Chesterman, 2004, p.206) such as the FPCD, that recognized the need for socially

focused projects independent of political agendas and driven by demand. Social

needs within post-conflict society are vast with the challenges of overcoming trauma,

changing mindsets, and empowering communities to rebuild themselves. It is

within this broad and complex environment constrained by layers of political,

economical, sociological and technological factors where the FPCD operates.


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Rhetoric on conflict-affected countries implicitly portrays that they are often highly

vulnerable environments. Vulnerabilities are further compounded with the added

strain of frequent interruptions derived from reconstruction and reconciliation.

In a seemingly unorthodox statement of truth, Duffield (2007, p.25) explains how on

the basis of emergency and the politics of exception, these decades of conflict,

humanitarian disaster and increasing refugee flows provide an opportunity for

international NGOs to expand within an emergent world of peoples. Indeed, at a

moment in time where political systems are being challenged, social mobility is

increasing, and disparities continue to fuel dispute, conflict resolution and post-

conflict reconstruction is at the forefront of development thinking; evidencing a

continued need for civil societies global involvement.

Section Six: Conclusion

Reporting and reflecting on ones experience with the FPCD and development in

post-conflict environments brings realization to the crucial role of civil society in

countries otherwise vacuumed within perhaps political and militaristic agendas.

Such organizations, through the capacity of impartiality and the focus of

humanitarian solidarity can influence the future; improving livelihoods, upholding

democratic society, and potentially preventing conflict.

This experience was enlightening, inspiring, and fulfilling; enforcing the realization

that development, where possible, must be community led, un-imposing, and

reflective of cultural surroundings.


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Section Seven: Reference List

Bernard, H. and Walker, P. (1994) Strategies for Success, What is Strategic Planning?

NCVO Publications. [Online] UEL Plus.

Chesterman, S. (2004) You, The People: The United Nations, Transitional

Administration, and State-Building. Oxford: Oxford University Press.

Cleaver, F. (2002) Paradoxes of Participation: Questioning participatory approaches

to development. [Online] UEL Plus.

Duffield, M. (2007) Development, Security and Unending War: Governing the World

of Peoples. Cambridge: Polity Press.

Foundation for Post-Conflict Development (2010)Annual Report. New York, FPCD.

Foundation for Post-Conflict Development (2010) Strategic Plan 2010-2014: Achieving

the Millennium Development Goals through Education, Action and Development. New

York, FPCD.

Fowler, A. (1997) Mobilising Financial Resources. [Online] UEL Plus.

Gusmo, X. (2011) Address by His Excellency the Prime Minister, Timor-Leste

Development Partners Meeting. Dili Convention Centre, 12 July. Democratic

Republic of Timor-Leste.

Lao Hamutuk (2011) Preliminary thoughts on the Strategic Development Plan as

presented to Parliament. Timor-Leste Institute for Development Monitoring and

Analysis.


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Appendix One: Sandalwood Park Memorandum of Understanding

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National Sandalwood Park and Prince Albert II Environmental Protection Centre

In Oecussi, Timor-Leste

Memorandum of Understanding (MOU)

In recognition of the need for environmental conservation and education, this MOU

written on Friday 15th July 2011 portrays the responsibilities of the Foundation for Post

Conflict Development, The Solenusat Foundation, and the Oecussi Sandalwood Park

Commission, in delivery of the project named above.

The Foundation for Post-Conflict Development (FPCD) will:

Disperse funds to the Solenusat Foundation

Provide reports to, and liaise with the Prince Albert II Foundation as required

Conduct site visits as necessary

The Solenusat Foundation will:

Provide quarterly reports to the FPCD

Receive and Administer funds

Oversee the formation of the Oecussi Park Commission

The Oecussi Park Commission will:

Provide quarterly reports to the Solenusat Foundation

Update the project plans as necessary in collaboration with the FPCD

Design and build the Sandalwood Park and Environmental Protection Centre


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Receive, manage and control the funds in accordance with the budget

Maintain accurate records of money received and money expended

Handle any legal matters, including land ownership

Implement plans and provide technical expertise to ensure project success

Create and oversee a park organization that will manage day-to-day operations of

the park and environmental center and assure park maintenance and sustainability

in future years

Signed in Timor-Leste on . July 2011

On behalf of the Foundation for Post-Conflict Development

_________________________

Ms Claudia Abate

Founder and Executive Director

On behalf of the Solenusat Foundation

___________________________

Ms.

On behalf of the Oecussi Park Commission


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Appendix Two: United Nations Movement of Persons form


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Appendix Three: Dili Development Pact


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Appendix Four: Journal ExtractsThursday 7th July 2011

Coming into land at Dili, the country looked beautiful and isolated. As we touched the

ground we passed a number of United Nations helicopters before coming to a halt on open

tarmacI passed numerous UN blue berets, the peacekeeping soldiers deployed by UNMIT.

The airport is one small building only big enough to accommodate one flight at a time.

Sunday 10th July 2011

I took a wrong turn and passed numerous embassies surrounded by high concrete walls and

barbed wire, was circled by two wild barking dogs, and walked along a road where the

houses either side were literally made of metal sheeting. There is no street lighting,

pavements are limited, and the atmosphere was tense.

Monday 11th July 2011

This evening was the launch of the Timor-Leste Development Partners Meeting at the

presidential palace where the Monaco Boys Choir performed. The President, His Excellency

Dr. Jose Ramos-Horta hosted the event along with the attendance of the Prime Minister, other

senior government and agency officials, and ambassadors from across the world.

Thursday 14th July 2011

The UN police are often seenthe dusty roads, poverty, and the volume of barbed wire is asight you would perhaps see on televisionDili, the capital city, is heavily influenced by

international organizations whose security systems during the conflict have left a lasting

impression in an otherwise generally friendly environment.

We went to inaugurate a water pump that now serves a community of 800 people that

would otherwise have to walk 4.5 kilometers daily in search of water. The reception we

received was unbelievableday-to-day communities like this live off next to nothing, the

children do not even have shoes or socks but there are occasions when they will join

together to mark an event, namely weddings, funerals, and it would seem todays event.


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Saturday 16th July 2011

This morning we spent an hour and forty-five minutes at the Presidents home. It was a

privilege to meet His Excellency Dr Jose Ramos-Horta, not only because of his role in the

country, but also as a Nobel Peace Prize Laureate.

Thursday 21st July 2011

It is also interesting to reflect how in the UK, for example, core political issues revolve

around rights, and improving our already excellent health and education services whereas

in Timor-Leste political issues revolve around building roads, providing water and

electricity. A thought provoking contrast.

Saturday 30th/Sunday 31st July 2011

I joined the Secretary of State for the rest of the day to attend an evening with him, during

which he was launching his new partyThe village we arrived at has to be one of the most

remote communities in the world. Bearing in mind Oecussi does not cater flights and to visit

a twelve hour ferry trip from Dili would usually be required, this journey in addition was a

couple of hours along the most horrendous tracks to the middle of nowhere literally. This

community is very isolated and very poorI shook the hands of the village elders and

leaders and stood surroundedthey said they were very happy of my visit, to which I

replied I was honored to be there.

Tuesday 9th August 2011

It was strange flying away from Timor and it didnt feel real, a feeling that is difficult to

describe. Being dropped in Singapore Changi Airport is a dramatic contrast in itself the

spacious, peaceful and harmonized environment; modern interiors, luxury brands, and high

speed Internet access alone portrays the vast difference between countries.

FPCD Analysis Report by Alex T. Drake

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