13. Non-acceptance of Limited value placed on research During Phase 1 Nabilan established a Research Reference Group program research findings by findings, leading to challenges in to ensure research methodologies are relevant to the context of key stakeholders uptake of findings in developing Timor-Leste, while continuing to draw on proven research Nabilan Team evidence based strategies. methodologies used globally. Although research will be more Leader, Pillar 2 3 M limited in Phase 2 due to funding constraints, any research Coordinators, findings will continue to be presented with positive messaging M&E team that is relevant to the local context. The strategic use of research and engagement with key stakeholders on research design and findings aim to mitigate this risk. 14. Difficulty in getting traction Impacts on the extent that the Nabilan’s new Change Ambassadors Program will introduce a within other DFAT sector Australian Government can support a new approach to leveraging GoA funded programs. Early programs holistic approach to ending violence indications are that a number of DFAT programs including GfD, against women and children (current TOMAK and Workforce Development are keen to participate in best practice) and maximise its this approach. Historically, the Foundation has attempted to use Australian investment in ending VAWC. the Australian Government Gender Action Plan developed in Government early 2014 as a basis for securing the involvement of other sector 3 3 M programs. In addition, the Foundation attempted to establish Nabilan Team regular policy dialogues per the recommendation of the Leader Technical Advisory Group, in order to support coordination between Nabilan and other programs. Nabilan has met with sector programs outside of the policy dialogues. This approach will be continued.. Nabilan Phase 2 will continue to encourage all DFAT Programs to use positive messaging on VAWC. Institutional Risks 1. Financial mismanagement by Loss of program funds, loss of The Foundation’s due diligence and financial management grantees confidence in the Nabilan Program, systems, including close monitoring and capacity building for Nabilan Team or the end of a relationship with a grantees, protect against financial mismanagement. Audits are Leader, Finance partner impacts on program delivery. conducted and any issues raised and followed up. The 3 2 M Manager, Pillar Foundation has placed increased resources on management of Impacts on clients if funding an Coordinators the grants to assist with monitoring and capacity building of organisation becomes not viable due partners. The Foundation will ensure close communication with to financial mismanagement.
13. Non-acceptance of program research findings by key stakeholders Limited value placed on research findings, leading to challenges in uptake of findings in developing evidence based strategies. 2 3 M During Phase 1 Nabilan established a Research Reference Group to ensure research methodologies are relevant to the context of Timor-Leste, while continuing to draw on proven research methodologies used globally. Although research will be more limited in Phase 2 due to funding constraints, any research findings will continue to be presented with positive messaging that is relevant to the local context. The strategic use of research and engagement with key stakeholders on research design and findings aim to mitigate this risk. Nabilan Team Leader, Pillar Coordinators, M&E team 14. Difficulty in getting traction within other DFAT sector programs Impacts on the extent that the Australian Government can support a holistic approach to ending violence against women and children (current best practice) and maximise its investment in ending VAWC. 3 3 M Nabilan’s new Change Ambassadors Program will introduce a new approach to leveraging GoA funded programs. Early indications are that a number of DFAT programs including GfD, TOMAK and Workforce Development are keen to participate in this approach. Historically, the Foundation has attempted to use the Australian Government Gender Action Plan developed in early 2014 as a basis for securing the involvement of other sector programs. In addition, the Foundation attempted to establish regular policy dialogues per the recommendation of the Technical Advisory Group, in order to support coordination between Nabilan and other programs. Nabilan has met with sector programs outside of the policy dialogues. This approach will be continued.. Nabilan Phase 2 will continue to encourage all DFAT Programs to use positive messaging on VAWC. Australian Government Nabilan Team Leader Institutional Risks 1. Financial mismanagement by grantees Loss of program funds, loss of confidence in the Nabilan Program, or the end of a relationship with a partner impacts on program delivery. Impacts on clients if funding an organisation becomes not viable due to financial mismanagement. 3 2 M The Foundation’s due diligence and financial management systems, including close monitoring and capacity building for grantees, protect against financial mismanagement. Audits are conducted and any issues raised and followed up. The Foundation has placed increased resources on management of the grants to assist with monitoring and capacity building of partners. The Foundation will ensure close communication with Nabilan Team Leader, Finance Manager, Pillar Coordinators
timor-leste-nabilan-monitoring-evaluation-learning-plan.docx