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

II. MISSION STATEMENT

SHORT VERSION The Foundation for Post Conflict Development raises awareness and assists countries emerging from conflict situations. The mission of the FPCD is to fulfill the Millennium Development Goals (MDGs) and fulfill the aims and principles of the United Nations Charter in the context of post conflict situations. Through direct education, action and development the FPCD is dedicated to assist post conflict and conflict affected countries with projects necessary for their reconstruction, among them the demobilization/disbanding of child soldiers reintegration of war veterans, the creation of meaningful employment and cultural preservation. The FPCD is a civil society partner in improving global development and seeks to work with organizations that place development as a priority. In this vein the FPCD and Fundacao Xanana Gusmao, located in Timor-Leste, have joined efforts as sister foundations. The FPCD has signed the UN Global compact, committing the foundation to adhere to promoting principles of human rights, labour, the environment and anti corruption within its sphere of influence. The FPCD is a not-for-profit organization recognized as tax-exempt under Internal Revenue Code Section 501 (c) (3) and associated with the Department of Public Information of the United Nations.

(FPCD STATEMENT LONG VERSION MISSIONStrategic Plan -2010-2014, p.6) The Foundation for Post Conflict Development raises awareness and assists countries emerging from conflict situations The mission of the FPCD is to fulfill the Millennium Development Goals (MDGs); eradicate extreme poverty and hunger; achieve universal primary education; promote gender equality and empower women; reduce child mortality; improve maternal health; combat Such a mission statement other as a tool for direction and prioritization, thus enabling HIV/AIDS, malaria, and acts infectious diseases; ensure environmental sustainability; and develop a global partnership for development and fulfill the aims of the United Nations Charter an in the context of post conflict situations. organization to control decision making, review progress and influence operations through strategic planning. Emerging from an organizations activities, Through direct education, action and development the FPCD is dedicated to assist post this conflictplan describing how an organization interacts with reconstruction, amongand is a or conflict affected countries with projects necessary for their its environment
them the demobilization/disbanding of child soldiers reintegration of war veterans, the creation of meaningful employment and its purpose (Bernard and is a not-for-profit organization changes internally to achieve cultural preservation. The FPCD Walker, 1994, p.2), therefore recognized as tax-exempt under Internal Revenue Code Section 501 (c) (3) and associated with alsothe Department of Public Information of the United Nations. considering resources and stakeholder expectations. 6|Page

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):

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EXECUTIVE SUMMARY

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The Foundation for Post Conflict Development (FPCD) is a neutral organization and makes no judgment on conflict or the manner in which a conflict is resolved. FPCD provides tangible results in post conflict countries. The FPCD has defined 8 global strategic priorities: WOMEN YOUTH VETERANS ENVIRONMENT Priority 1: FPCD will build five maternity clinics. Priority 2: FPCD will support the Iraqi Womens Fellowship Foundation. Priority 3: FPCD will build twenty youth centers. Priority 4: FPCD will build one multi-purpose training center. Priority 5: FPCD will support one veterans museum. Priority 6: FPCD will support research about veterans. Priority 7: FPCD will plant one hundred kitchen gardens. Priority 8: FPCD will promote biodiversity and greener environments.

The FPCD has identified global partner organizations to assist in executing the strategic plan. (FPCD Strategic Plan 2010-2014, p.3) The following pages define the history of the FPCD, its mission statement and elaboration on the 8 priorities based on its experience and successes of its first five years of operation. The FPCD has a reputation for diligent research, professionalism and high standards of accountability from proposal, execution and follow-up of projects such as the Becora Youth Center in Timor-Leste. 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. Proposal Site Visit
Visible Progress Inauguration

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 Follow-up politics than those of the recipient communities (Chesterman, 2004, p.208). As
Photos execution of Fowlerabove depict the phases ofH.S.H. Princethe Becora Youth Center in Dili, Timor-Leste. FPCD 19 2008; into continues, conditionsset Albert II of Monaco inaugurates Youth Center, April Executive by professional funders are usually written Director makes 2007 sites visits; FPCD Dili proposalsAdvisor follows-up in agreements, therefore, anyfor the community it serves inshould be and funding 2009;Youth Center is a hub of activity adopted contracts 2010.

appropriate to organizational values and capacities.

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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 Sandalwood forestry; 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 technical expertise, 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 the community 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. Oecussi Park Commission. However, he mentioned that he would like the community to have direct involvement and said they hadnt yet heard from the 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 nonproject 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. more workers may be needed. The need for technical expertise and community involvement was discussed and agreed, alongside the recognition that 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 cultivating Sandalwood; 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. economical, sociological and technological factors where the FPCD operates. It is within this broad and complex environment constrained by layers of political,

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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 postconflict 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. Republic of Timor-Leste. Lao Hamutuk (2011) Preliminary thoughts on the Strategic Development Plan as presented to Parliament. Analysis. Timor-Leste Institute for Development Monitoring and Dili Convention Centre, 12 July. Democratic

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Appendix One: Sandalwood Park Memorandum of Understanding

!"#$%&'()*(+,#"*%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 Extracts

Thursday 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. pavements are limited, and the atmosphere was tense. There is no street lighting,

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 a sight 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.

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