03-01-2013, 03:53 PM
SUPPORT TO THE TRUST-BUILDING PILLAR OF THE NATIONAL RECOVERY STRATEGY
SUPPORT TO THE TRUST.pdf (Size: 599.24 KB / Downloads: 27)
SITUATION ANALYSIS
The upheaval of April and May 2006 thrust the country into a socio-political crisis with
potentially catastrophic consequences for its future social and economic development. Long
simmering tensions and divisions, some of which pre-date the Portuguese colonisation of
Timor-Leste, the subsequent Indonesian occupation and the struggle for independence, gave
rise to open conflict triggered by the dismissal of close to 40% of the defence force. By the
time order was restored, the state security institutions had for all intent and purposes
collapsed, and the fledgling nation was teetering dangerously on the verge of civil war.
Fighting between the army and the police resulted in many casualties. An estimated 145,000
people were displaced with many taking refuge in IDP camps in Dili and throughout the
country (70,000 in Dili, more than half of Dili’s population), while an estimated 5,000 houses
and buildings were damaged or destroyed in Dili.
The presidential and parliamentary elections were held in 2007 in a free and fair manner,
although further conflict between politically aligned groups triggered significant displacement
in Ermera in the wake of the Presidential elections and again in Viqueque after the
Parliamentary elections.
The Fourth Constitutional Government was sworn in on 8 August 2007. One of the first acts
of the new Government was the delineation of three areas of national priority. Two of these
related to the resolution of factors affecting national security: the case of the ‘petitioners’
group previously discharged from the army and that of Alfredo Reinaldo and his rebel group.
The third was finding a sustainable solution for the displacement problem. Whilst all three
priorities have seen significant steps forward, the plight of the displaced population remains
a significant area for concern. Peace remains fragile with recurring violent incidents as
witnessed in 2006 and 2007. The armed attacks on the President and the Prime Minister in
February 2008 further underscored the fragility of the nation.
STRATEGY
The main objective of the umbrella programme is intended to operationalise the trustbuilding
or Hamutuk Hari’i Konfiansa pillar of the national strategy and enhance coordination
and complementarities among interventions undertaken by different concerned stakeholders.
Trust-building is an essential component that crosses all elements of the NRS. The objective
of the HHK pillar is to increase the trust between the people and the government and to
strengthen communities guaranteeing the participation of the displaced in the planning and
management of initiative for the promotion of return, resettlement and reintegration.
The UNDP will (a) take a leading role in assisting the GoTL in the associated dialogue
process and (b) provide overall management of an umbrella programme, with organisations
that submitted proposals to the TSA and others invited to review their proposals in light of
agreed criteria and re-submit. The project entitled “Strengthening Institutional Structures
and Mechanisms for Dialogue” will be integrated under the umbrella programme for more
coherence and synergy under the HHK pillar. Given the central nature of the above project
to the National Recovery Strategy and the necessity for a Government-led response, the
MSS/UNDP project will be pre-selected to be funded from the AusAID fund to cover all
remaining operational costs of $498,548 USD.
SELECTION PROCESS AND CRITERIA
The Hamutuk Hari’i Konfiansa Working Group shall be the forum for initial vetting and
submission of proposals. A Steering Committee, comprising representatives of the MSS,
UNDP and AusAID (with a possible observer from the HHK working group) will assess all
applications, ensuring complimentarity of projects and a holistic approach under this
initiative. Its funding allocation decisions are final.
Proposed projects must address the following eight (8) selection criteria in their application
for funding support.
Previous experience and capacity
A history of executing similar projects, or projects that rely upon a similar skill or knowledge
base, will be considered. This includes the implementation capacity and impact of the
agency/ies previous project implementation. Organizations should demonstrate their
institutional capacity for the skills and/or knowledge represented as core elements of the
proposed project.
Coverage
In considering applications for funding, the Steering Committee will try to ensure maximum
coverage for areas affected by the Crisis, both geographically and across the six areas of
HHK as envisaged within the NRS policy document. Additionally, proposals that benefit both
the IDPs and the wider community into which they are (re)integrating will be prioritised. This
includes a focus on preventing future conflicts by better equipping community leadership to
mitigate against future crises. Programme activities targeting women and youth are
envisaged as cross-cutting priorities and will be similarly prioritised