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Overview of Phase II

Phase II | Objectives | Institutional Capacity Development | Strategy

Phase II

The UNDP Support to Development Posts Project continues to pursue its primary objective to strengthen the capacity of the state institutions in Timor-Leste by providing advisors to key government departments and other state institutions in support of their efforts to reduce poverty and promote sustainable development. The project has now entered a new phase of capacity development in which an institutional approach to capacity development is emphasized as well as the consolidation of the achievements attained since the programme began in May 2002.

 

Objectives

The objectives of the Institutional Capacity Development Support Project in its second phase are:

(a) To further enhance the capacity of Timorese staff and the state institutions through advisors placed in various positions in a cost effective manner.

(b) To provide limited in-country and/or overseas training opportunities to complement on-the-job training conducted by advisors.

(c) To transit from primarily advisor modality to institution based capacity development assistance.

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Shift to Institutional Capacity Development

Building on lessons learned from Phase I, in Phase II a more targeted approach to capacity development will be introduced, addressing capacity development needs on the institutional, sectoral, and cross-sectoral levels as opposed to treating the Public Administration as a unified whole with common needs. Click here to view a chart that illustrates the key characteristics of Phase II, and its place in the overall capacity development process .

This transition has been based around the implementation of several key initiatives, namely

  • The shift from one-to-one to one-to-many capacity development modality.
  • The introduction of new institutional capacity development work plans reflecting the 3 pillars' (Skills and Knowledge; Systems and Processes; and Attitudes and Behaviours) approach to capacity development.
  • The introduction of a new monitoring and evaluation system common to the UNDP (Critical) and UNMISET (Most Critical) advisory programmes and based on these three pillars.

For more information, please see the Project Document, available here or from the Downloads page.

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Strategy

Some of the main strategies that the project employs to fulfill the above-mentioned objectives are as follows:

Broadened scope of capacity development:
While the project will continue to place advisors in various key positions as was done in the previous phase, the project in Phase II will enhance the effectiveness of skills transfer to national counterparts by broadening the scope of capacity development to the three pillars of Skills and Knowledge, Systems and Processes and Attitudes and Behaviors. The Terms of Reference of all advisors have been drafted to reflect the three areas.

Diverse capacity development modalities:
Also, different modalities will be employed depending on their applicability. They include (a) one-to-one modality, (b) one-to-many modality, (c) cross-ministerial modality and (d) intermittent modality.  One-to-one modality is preferred when a position requires highly technical or political skills, and there is only one relevant national counterpart.  In Phase II, one-to-many modality will be the norm.  Cross-ministerial modality will be employed when the expertise of advisor can be shared across more than two institutions, e.g., in the areas of general administration, human resources management, IT or interpretation and translation.

Closer cooperation with UNMISET, other UNDP projects and other bilateral initiatives:
There will be closer cooperation with the UNMISET Institutional Capacity Development Unit.  In June 2004, the UNDP project team physically moved to the UNMISET compound, and they now share a common office space.  Management structure, implementation policy, reporting procedure and information systems will also be further harmonized to create synergies between the two sister initiatives.

The project will also work closely with the existing UNDP projects. Cooperation with the Human Resources Management (HRM) project is particularly important as the HRM project supports the development of the Civil Service Act, introduction of Personnel Management Information System (PMIS), and the institutional development of INAP and NDPS, all of which are crucial to build an effective and transparent public administration. The HRM project conducted a number of diagnostic workshops to identify the skills level of various state institutions, and the results and recommendations of the workshop could be followed by the advisors placed through the follow-on project.  In some cases, a cost-sharing of positions between development posts project and other UNDP projects will be explored. When appropriate, these advisors may technically report to the existing UNDP projects in order for UNDP to ensure quality of the advisory/capacity development service and coordination with the on-going UNDP projects. The project will also facilitate coordination with multilateral and bilateral agencies, which provide capacity development assistance in respective areas.