Analysis of the Results-Oriented Workshop on the Roles and Functions of International Advisors: Towards a Capacity Building Strategy and Action Plan for Timor-Leste

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Sophal Ear ([email protected]) Assistant Resident RepresentativeToshi Nakamura ([email protected])Programme Officer

11 December 2002

Analysis of the Results-Oriented Workshop on theRoles and Functions of International Advisors

Towards a Capacity Building Strategy and Action Plan for Timor-Leste

GABINETE DO PRIMEIRO MINISTRO

CAPACITY DEVELOPMENT

COORDINATION UNIT

UNMISET

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Content

1. ANALYSIS OF 4 NOV WORKSHOP

WORKING GROUP SESSION 1


2. MAPPING OF MAJOR ISSUES AND SUGGESTIONS

3. TENTATIVE ACTION PLAN


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WORKING GROUP SESSION 1: OBJECTIVES

Source: November 4 Workshop

Morning Session Objectives

1. To clarify the vision and direction of the roles and functions ofinternational advisors & Timor-Leste counterparts.

2. To identify factors impeding these roles and functions in order tobridge the present gap.

3. To consult broadly with stakeholders and separate the desirablefrom the achievable.

4. To flag areas adversely affecting the attainment of the goal and seekurgent attention for action by the Government of Timor-Leste.

5. To exhibit the functional difference between the stability &development advisors.

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WORKING GROUP SESSION 1: EXPECTED OUTPUTS

1. Clear role and function of international advisor and Timor-Leste counterpart;

2. Factors impeding the mentoring & coaching role andexerting pressure to deliver line functions by internationaladvisors;

3. What is realistically achievable by May 2004?4. Areas adversely affecting the attainment of the goal set by

the Security Council and recommended actions seekingurgent attention of the Government of Timor-Leste; and

5. Difference between the role and functions of stability &development advisors

Morning Session Expected Outputs


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ANALYSIS OF 4 NOV WORKSHOP: WORKING GROUP SESSION 1

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6

5

5

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Roles & Functions of AdvisorsNumber of Groups Out of 10

Roles & Functions of CounterpartsNumber of Groups Out of 10

To transferskills

To mentorand coach

To assessskills ofcounterparts

To developinstitution

Todemonstratecompetency

To learn

To identifytheir ownneeds

To takeresponsibility

To implementaction plan

To performline functions

5

5

3

2

2


5


10

7

7

6

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Factors impeding the mentoring &coaching role and exerting pressureto deliver line functionsNumber of Groups Out of 10

Realistically achievable by May 2004and how to align advisors andcounterparts as partnersNumber of Groups Out of 10

Communication(language)

Culture

Lack ofexperience ofcounterparts

Pressure fromaction plan

Absence ofcounterpart

Partial transfer ofskills

Training ofcounterpart

Continuousevaluation of skilltransfer

Periodicevaluation ofworkprogrammes

Buildingteamwork

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3

2

2

2



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4

3

3

2

Areas adversely affecting the attain-ment of the aforementioned goalsNumber of Groups Out of 10

Recommended actions seeking urgentattention of the DRTLNumber of Groups Out of 10

Lack of basiclaws

Communication(language)

Lack ofincentives

Culture

Enactment ofbasic law

Filling vacantposts

Transparentrecruitment

Training ofcounterparts

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3

3

3


7


3

3

2

Difference between stability and development advisorsNumber of Groups Out of 10

Nodifference

Differentfundingmechanism

Differentroles andfunctions



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Content


WORKING GROUP SESSION 1 WORKING GROUP SESSION 2



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WORKING GROUP SESSION 2: OBJECTIVES AND EXPECTED OUTPUTS


Afternoon Session Objectives Afternoon Session Expected Outputs

1. To identify solutions to the constraintsbased on discussions of the WorkingGroup Session I.

2. To recommend specific capacity building

activities that need to be undertaken fromnow until May 2004, by both theGovernment and donor countries andorganizations.

3. To identify specific elements of aneffective exit strategy for the use ofinternational advisors.

1. At least five specific measures on whatinternational advisors can do to ensuretransfer of skills and capacity developmentof Timorese colleagues.

2. At least five specific measures on whatsteps the government colleagues can taketo deal with the constraints facing themand ensure transfer of skills byinternational advisors.

3. At least five specific measures theGovernment, donor countries, andinternational organizations can take,respectively, in support of transfer of skillsand capacity building of Timoresecolleagues and institutions. Pleaseconsider yourself designer of a majorcapacity building project.

4. At least five elements of what couldconstitute an exit strategy for the use ofinternational advisors by May 2004.


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5

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Measures to be taken by internationaladvisors to ensure transfer of skillsand capacity developmentNumber of Groups Out of 10

Measures to be taken by theirGovernment colleaguesNumber of Groups Out of 10

Rapportbuilding

Graduallyfading out ofline functions

Be culturallysensitive

Work closelywithcounterpartsImproveevaluationmechanism

Activelylearn/seekfeedback/beassertive

Improvelanguage skills

Evaluateadvisors

Demonstrate agood example

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6

3

2

Acquirelanguageskills


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7

5

5

3

3

3

Measures to be taken by theGovernment of Timor-LesteNumber of Groups Out of 10

Measures to be taken by bilateral andmultilateral donorsNumber of Groups Out of 10

Develop trainingfacility

Evaluate/ identifyskills gap

Languagetraining

Identify quicklearner

Ensuretransparency

Fill advisor posts(that meansfunding theseposts)

Provide learningopportunity intheir owncountries

Match aid withthe needs of thecountry

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3

2

Fill vacantcounterpart posts



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8

5

4

3

2

2

Elements that constitute an exit strategyNumber of Groups Out of 10

Clear transitionplan

Leavehandbook/manualswhen leaving

Periodic evaluationof capacity buildingstatus

Fill counterparts

Enact basic laws

Ensurecounterparts to betrainers


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Content







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MAPPING ISSUES AND SUGGESTIONS


Gov ernm en t o f TL Co un terp arts A dv is ors B ilat eral do nors Mu lt i lat eral o rg 1 a. provide language

Training (3)a. actively learn/seekfeedback/be assertive(9)

a. Rapport building (7)

b. improve languageskills (6)

b. Acquire languageskills (5)c. Be culturallysensitive (5)

2 a. strengthen evaluationmechanism (5)

a. gradually andactively take on moreresposibility (6)

a. Gradual fading outof line functions (6)

a. strengthenevaluation mechanism(5)

a. strengthenevaluationmechanism (5)

3 a. Developtraining facilities (7)

a. actively learn/seekfeedback/be assertive(9)

a. Provide learningopportunities in theirown countries (3)

b. Evaluate/identify s killsgap (5)

4 a. Unfreeze recruitment oflocal staff (5)

5 a. Ensure basic laws tobe drafted, discussed,and enacted (7)

6 a. develop strategy (8) a. ensureinstitutionalisation ofknowledge(manual/handbook)(5)

Sugges t ions made

Difficulty incommunication/insufficientcultural sensitivity (10)

Line functions performed byadvisors

Lack of experience ofcounterparts (7)

Counterpart/advisor posts notfilled (5)

Lack of basic law (4)

Need to develop exit strategy(8)

Major i s sues r a i sed

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Content







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TENTATIVE ACTION PLANS

Major issuesraised

Difficulty incommunication/

Cultural barrier

Line functionsPerformed by

Advisors

Lack of experienceOf counterparts

Counterpart/Advisor posts not

filled

Lack of basic laws

Need to developAn exit strategy

Tentative action plan

Action 1:Overcoming communication and cultural

barriers

Action 2:Ensuring line functions to be performed bycounterparts wherever possible

Action 3:Enhancing the capacity of nationalcounterparts

Action 4:filling up the advisor and counterparts posts

Action 5:Enacting basic laws

Action 6:Developing exit strategy

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ACTION 1: OVERCOMING COMMUNICATION AND CULTURAL BARRIER

PRELIMINARY

Actions Responsibility Timing

1-a. Hold a workshop for advisors on working inmulticultural settings

The Government of Timor-Leste through Civil ServiceTraining Center (CSTC)design and implement thecourses with assistance ofCDCU, UNMISET andUNDP

1-b. Provide both advisors and counterparts withlanguage training courses in Portuguese,Tetun, English, or Bahasa Indonesian

The Government of Timor-Leste through Civil ServiceTraining Center design andimplement the courses withassistance of CDCU,UNMISET and UNDP

February 2003

In progress


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ACTION 2: ENSURING LINE FUNCTIONS TO BE PERFORMED BYCOUNTERPARTS WHEREVER POSSIBLE

PRELIMINARY


2-b. Strengthen the performance evaluationmechanism to monitor the progress of skilltransfer

The Government of Timor-Leste, CDCU, UNMISET,UNDP and donor countriesare jointly developing theperformance evaluationmechanism

2-a. Hold a workshop for advisors on mentoringand coaching methodologies

The Government of Timor-Leste through CSTC designand implement withassistance of UNMISETand UNDP

In progress

February 2003

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ACTION 3: ENHANCING THE CAPACITY OF NATIONAL COUNTERPARTS

PRELIMINARY


3-a. Identify skills gap of individual staff, basedon the Annual Action Plan

The Government of Timor-Leste with the support of abilateral project currentlyunder consideration

March 2003

3-b. Design and implement training courses ongeneric skills and work ethics based on the

findings of the above exercise

The Government of Timor-Leste through CSTC design

and implement withassistance of bilateral andmultilateral donors inpartnership with CDCU

May 2003


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ACTION 4: FILLING UP THE ADVISOR AND COUNTERPART POSTS

PRELIMINARY


4-c. Strengthen the project management team ofdevelopment posts to speed up therecruitment process

UNDP assesses how manyadditional staff are required

Donor countries requestedto provide resources

4-a. Unfreeze the recruitment of local staff The Government of Timor-Leste In progress

4-b. Prioritize both counterpart and advisor poststo be filled

CDCU In progress

January 2003

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ACTION 5: ENACTING BASIC LAWS

PRELIMINARY


5-a. Ensure basic laws to be drafted, discussed,and enacted.

The Government of Timor-Leste

Advisors help thegovernment prioritize anddraft the basic laws asrequired

Bilateral donors, UNMISETand UNDP support theprocess of drafting/enactingof the basic laws

As soon as possible


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ACTION 6: DEVELOPING EXIT STRATEGY

PRELIMINARY


6-a. Assess the current status of theinternational advisors, and make a projectionon the status in May 2004

The Government of Timor-Leste through CDCU, incooperation with bilateraldonors, UNMISET, andUNDP

March 2003

6-b. Based upon the above mentioned exercise,develop an exit strategy that is conducive tothe Annual Action Plan and NationalDevelopment Plan

The Government of Timor-Leste through CDCU, withassistance of bilateraldonors, UNMISET, andUNDP

May 2003

Analysis of the Results-Oriented Workshop on the Roles and Functions of International Advisors: Towards a Capacity Building Strategy and Action Plan for Timor-Leste

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