Timor-Leste Australia Alumni

Engagement Strategy

2017 - 2019

June 2017

1

- Alumni - influencers, creators, change agents and advocates for the

advancement of Timor-Leste and its linkages with Australia -

Prepared by: Maria Braz Gomes

Alumni Engagement Specialist Workforce Development Program Timor-Leste

2

1. Introduction The introduction of the Australian Global Alumni Engagement Strategy1 (AGAES) in 2015 by the Department of Foreign Affairs and Trade (DFAT), initiated a new era of commitment to international alumni. According to Australia’s Minister for Foreign Affairs, Julie Bishop, “it is not just the individual student who benefits from the insights and skills that they acquire – these experiences also help shape the way countries and their citizens engage with, and understand, each other”.

To further Australia’s engagement with Timorese who have studied in Australia, this Timor-Leste Australia Alumni Engagement Strategy (2017-2019) provides a framework to strengthen alumni contributions to the development of Timor-Leste and alumni engagement with each other, Australian organisations and individuals and with other Timorese stakeholders.

The Strategy takes into account the context of Timor-Leste and the special characteristics of the Timorese alumni. It promotes alumni ownership of engagement to maximise effectiveness and the sustainability of benefits. It is based on extensive consultation with alumni and analysis of a range of options for a realistic framework for alumni engagement.

The Strategy addresses three important issues: Investment in the Timor-Leste Australia Alumni Association

(TL3A); Enhancement of alumni skill/knowledge utilisation; and Promotion of positive linkages between

alumni and Australia.

The Strategy creates a path forward for the next three years. It forms the basis for implementing partners to develop detailed work plans that can be reviewed and updated and ensure all stakeholders can see the progress towards achieving the Strategy objectives.

2. Strategy Framework

1.1. Strategy Vision and Objectives The vision of this Strategy is for Alumni to foster greater engagement between Timor-Leste and Australia,

thus strengthening the bonds between the two nations, that will benefit both the alumni and their

partners/stakeholders2. It is acknowledged that this is a reciprocal relationship, engaged in two-way dialogue

that promotes establishment of long term relations that will offer mutual benefits to all parties.

Aligned with the AGAES, the objectives of the Timor-Leste Australia Alumni Engagement Strategy are that Timorese alumni who have studied in Australia

(1) are able to actively contribute to the sustainable development of Timor-Leste (2) emerge and be recognised as change leaders, nationally and globally (3) strengthen linkages with Australian people, organisations and institutions.

The strategy is dependent on the collaborative relationships between Timorese alumni, the Australia Government through DFAT, the Timor-Leste Australia Alumni Association (TL3A) and the Workforce Development Program Timor-Leste (WDPTL), as illustrated in the following diagram:

1http://dfat.gov.au/about-us/publications/Pages/australia-global-alumni-engagement-strategy-2016-2020.aspx 2 This strategy considers as partners/stakeholders the Timor-Leste Alumni, DFAT, WDPTL, Australia Universities and educational institutions, and

Timor-Leste Government, professional and business organizations and civil society.

3

Figure 1: Alumni Engagement Framework

1.2. Who are the Timor-Leste Australia Alumni? The AGAES uses an inclusive approach to Australia’s global alumni, acknowledging the two-way flow of

benefits of Australia’s education for international students. The Alumni can be categorized in the broad sense

as a Timor-Leste citizen who has completed their education, researched and/or trained at an education

institution in Australia.

The Timor-Leste Alumni Engagement Strategy identifies four alumni categories:

1. Australia Awards Scholarship recipients (including ADS, EDUKA and ALA)

2. Other Australia Awards recipients (e.g. ACIAR, Endeavour)

3. Australia Awards Fellowship recipients

4. Other Timorese who have completed tertiary study in Australia (sponsored or privately funded)

The Strategy is for a staged approach to progressively engage with all the alumni groups. Engagement will

commence with alumni already known to DFAT through the Australia Awards Scholarships and other

Australia Awards (categories 1 and 2). In the second and third years, it will extend to include the other

Timorese alumni, recognising that their involvement will enrich overall alumni networks and strengthen

development outcomes in Timor-Leste.

GoTL TL Private Sector

Australia

Universities/Instit

utions

Civil

Society/

NGO

Improve Alumni Engagement

Alumni emerge

and be

recognised as

change leaders,

nationally and

globally

Alumni are able to actively

contribute to the sustainable development of

Timor-Leste

Alumni

strengthen

linkages with

Australian

people,

organisations

and

institutions

TIMOR-LESTE AUSTRALIA ALUMNI

ASSOCIATION

DFAT WDPTL

TIMOR-LESTE ALUMNI ENGAGEMENT STRATEGY

4

Figure 2: Level of alumni influence and associated engagement activities

The Alumni Engagement Strategy aims to connect, mobilise and celebrate individuals and groups of alumni

in meaningful activities to achieve mutual benefits and contribute to the development of Timor-Leste.

Engagement will be structured around the following alumni influence groups:

1) Prominent Alumni (highly influential alumni)

Prominent alumni are individually identified and represent senior, high profile leaders across

government, the private sector, civil society organizations and academia. Their successes should be

celebrated and their engagement should occur at an individual level which promotes meaningful and

interesting benefits to not only themselves, but also to the wider alumni group and partners.

2) Professional Alumni (established alumni)

Sub-categories of alumni, organised by sector and interest in key industries, e.g. education, health,

agriculture, etc. For them activities should broaden their sector network and linkages and encourage

innovative approaches to strengthening their participation and work for the sector.

3) Young/Recent Alumni (new alumni)

Young and/or recently graduated (less than 2 years) alumni as well as those close to completing their

studies. Their primary interest is targeted opportunities to increase career and professional

opportunities. For them activities need to be broad-based and focused on connecting and mobilizing

them through interesting events and social media.

Adequate, relevant and targeted activities need to be developed to make the most of the alumni presence

in this engagement and sustain it to the future. It should be noted that after an initial settlement period in

country, some of the alumni will progress from a level 3 influencer to a level 2 or even level 1 influencer. For

alumni with potential to thrive and progress, the engagement should nurture and assist them to progress

through the levels of influence, so that they will continue to consider this engagement relevant and essential

for their professional growth.

LEVEL 1 –

PROMINENT ALUMNI

• High level development

discussions

• Leadership programs

/Executive Coaching

• Coach/mentor of

younger alumni

• Research & Development

• Alumni Advisory Board

• Social & networking

events

LEVEL 2 - PROFESSIONAL

ALUMNI GROUPS

• Sector specific

discussion groups

• Seminars/conferences

• Small grants

• Further academic /

professional

development

• Social & networking

events

LEVEL 3 –

YOUNG ALUMNI

• Reintegration support

• Professional Development

• Volunteerism

• Employment opportunties

• Career counselling

• Graduate Internship Program

• Social & networking events

5

3. Gender and Social Inclusion Of the current Australia Awards Scholarships alumni, 41% are female. Of the female alumni, 56 have

completed Bachelor and 42 Masters’ degrees. Many of these women are highly respected and are occupying

central positions in almost all sectors. Several of them in very senior positions, for example, the Vice Minister

for Education, Commissioner of the Civil Service Commission, CNRT Parliamentarian, Head of the Global

Fund, Advisers to Government Ministers/Directors, Country Representative of international companies.

Many of these women in senior roles will benefit more from individually targeted approaches so that they

can balance work and family responsibilities. For Alumni Engagement to be meaningful for women alumni as

leaders of change, a space must be created for innovative approaches to build and realise their full potential.

This might for example be, by conducting activities such as Executive Coaching for senior women influencers

or Group Coaching for women working in similar sectors.

Of equal importance, Alumni Engagement will offer opportunities for development, promotion and showcase

young female alumni professionals to compete and access capacity development, skill utilisation and

promotion opportunities in their careers.

In terms of social inclusion, Alumni Engagement will develop targeted support to alumni with disability to

assist with the promotion of their skills, knowledge and access to employment and career opportunities thus

contributing to development of Timor-Leste. Through implementation of the Strategy, alumni activities (e.g.

small grants) will increasingly benefit communities outside of Dili.

4. Responsibilities of Implementing Partners The key implementing partners responsible for implementing this Strategy are the Timor-Leste Alumni

(represented through the TL3A Advisory Board and supported by a Secretariat), WDPTL and DFAT. The

following table identifies the roles and responsibilities of the partners to make this Strategy a reality. It should

be noted that both the Alumni Advisory Board and Secretariat are not functioning currently and they need

to be established in order to revitalise the Alumni Association.

Table 1: Role and Responsibilities of Implementing Partners

Key Partners Roles & Responsibilities

TL3A Advisory Board

• Review the existing Constitution for the Alumni Association

• Approve the Alumni Association Strategic Plan

• Provide guidance and oversee the Association Secretariat

• Represent Alumni Association in formal activities, including high level engagement with DFAT and the GoTL

TL3A Secretariat

• Coordinate establishment of the Alumni Advisory Board and registration of the Association with the GoTL (if required)

• Draft for Advisory Board approval, the Alumni Association Strategic Plan and governance policies, procedures and systems for operationalization, reporting and accountability of the Secretariat

• Coordinate the Annual Alumni Partners Planning Day to set the Association’s priorities for the year ahead and define the annual calendar of events

• Manage alumni engagement activities

• Coordinate with WDPTL the dissemination of information regarding alumni support activities (e.g. Small Grants, Graduate Internship Program (GIP) and Professional Development)

• Establish social media and online platforms to communicate broadly with alumni

• Maintain a comprehensive alumni database

• Progressively involve all Australian graduate groups in the Alumni Association

• Work with WDPTL to establish mechanisms to measure success in alumni engagement

6

• Ensure alumni are involved in the pre-departure briefings for new-awardees and in the dissemination of information to new intakes

DFAT

• Funding of the Secretariat and agreed alumni engagement activities (initially through the WDPTL)

• Establishment of cooperative relationship with the Advisory Board

• Support linkages between Alumni and Australian organisations/individual

• Support promotion of alumni achievements

• Undertake engagement with alumni on Australia’s support for development in Timor-Leste

WDPTL

• Support the establishment of the Association Secretariat

• Manage the employment contracts of TL3A Secretariat staff

• Provide Secretariat with office space at WDPTL offices

• Manage the existing WDPTL alumni activities, in collaboration with the Secretariat

• Manage the DFAT funding provided to the Secretariat through WDPTL

• Support the Secretariat to establish sound governance, financial management, operational and reporting mechanisms

• Provide guidance to the Association to promote gender and social inclusion

• Support a progressive transition of alumni activities management to TL3A

• Monitor and evaluate the outcomes of the Alumni Engagement Strategy and offer recommendations for improvement

It is proposed that the partners of this strategy work together through the following mechanisms:

(a) Alumni Leaders Group Meetings – Quarterly, a representative of each sub-sector group appointed

by its members, will attend the Alumni Leaders Group to share findings, ideas, events or present their

plans, and also to listen to information from the Secretariat, DFAT or other relevant partners (upon

invitation). Secretarial support and facilitation will be provided by the Secretariat. These meetings

aim to connect alumni with DFAT and other partners, to seek or offer advice and direction on

engagement activities and initiatives.

(b) Annual Alumni Partners Planning Day – Each year, the Secretariat in consultation with DFAT will

convene an Annual Alumni Partners Planning Day, with participation or representation of each

alumni sub-sector group and others that are not part of any sub-group. This planning day will set the

priorities for the following year, and function as a key coordinating mechanism.

(c) Meetings between implementing partners – regularly, at an agreed time, implementing partners

meet to access progress of engagement activities.

5. Strategic Approach 2017-2019 The Timor-Leste Alumni Engagement Strategy has three core approaches that will be crucial to impacting

alumni desire to increase engagement, share/increase knowledge, skills and participation:

• Build foundations - strengthen a thriving, trusted and efficient TL3A Secretariat

• Culture of Engagement - consolidate and drive alumni engagement with partners and activities

• Profiling and Careers - identify and start building the profiles of alumni and promote their

contributions to development of Timor-Leste and linkages to Australia.

Table 2 below shows the actions needed to implement the three approaches. Please note that the list of

activities is not prescriptive but suggestions only that will need to be agreed upon and endorsed by the

implementers of this strategy.

7

6.

2.

3.

7.

Build foundations

The Alumni, in partnership with

DFAT, establish the foundations

for a solid and sustainable Timor-

Leste Alumni Association

• Revive the Timor-Leste Alumni Association

• Establish links with key partners

• Develop mechanisms to promote Alumni contributions to development of Timor-Leste

Culture of Engagement

Create long lasting bonds as

Australia Alumni with partners

and an expectation of giving

back to Timor-Leste

Profiling and Careers

Support and promote Alumni

as professionals, academics,

innovators and leaders of

change in the development of

Timor-Leste

• Work with DFAT, GoTL and private sector to engage alumni in career

mentoring, internship opportunties and job placements

• Provide social and professional networking opportunities for alumni

through special events

• Advocate for alumni to be active in supporting career aspirations of

Timorese students and young alumni

• Deliver meaningful engagement with and between alumni

• Create a strong slate of alumni programs to demonstrate value for

alumni engagement

• Offer a diverse array of marketing and programmatic strategies,

targeted to different alumni groups and encourage the idea of

engaging and giving back to the Association

8

Table 2: Proposed Plan of Action3, 2017-2019

Approach Jul-Dec 2017 Jan- Dec 2018 Jan – Dec 2019

Building Foundations

The Alumni, in partnership with DFAT,

establish the foundations for a solid and sustainable

Timor-Leste Alumni Association

• Implement a communication plan to launch the Strategy and TL3A

• Establish and strengthen the TL3A Secretariat

• Develop governance mechanism, systems and procedures to manage the association

• Conduct the first TL3A AGM and set the strategic directions for coming years

• Establish the Annual Alumni Stakeholder Planning Day

• Engage alumni with DFAT & GoTL through quarterly Leadership Conversations/Dialogues

• Develop TLA3A website and social media presence

• Develop a robust and reliable Alumni Dbase

• Create online tools to facilitate a two-way engagement among alumni and partners

• Establish the Alumni Leaders Group

• Refine the definition of alumni and initiate the association’s membership strategy and make it automatic upon graduation

• Organize and engage with alumni sector groups

• Devise strategies to attract sponsors and donations.

• Assess the program effectiveness and revise the strategy for the following three years

Culture of Engagement

Create long lasting bonds as Australia Alumni with

partners and an expectation of giving back

to Timor-Leste

• Develop communication platforms for email, events and activities

• Have a strong alumni presence during the scholarship process and relevant national events

• Present first-rate events that can engage the alumni community such as the Alumni Annual Event, Best Alumni Contribution Award, Reintegration and welcoming of new graduates,

• Promote new GIP and Small Grants initiatives

• Promote alumni association to new students so that engagement start from the beginning

• Increase TL3A Secretariat ability to engage their alumni through dedicated staff

• Launch the Alumni of the Year Award that celebrates and rewards the alumni that demonstrated impact to the development

• Ensure creative alumni branded items are available in the website and social media

• Further alumni links with Australia’s individuals, Universities and Institutions

• Collect stories of powerful alumni contributions

• Launch Facebook video competition for alumni & students to post positive stories about experiences in Australia or since returned to Timor-Leste

• Work with relevant partners to develop innovative ideas to support social enterprise and non-profit start-ups

• Assess the program effectiveness and revise the strategy for the following three years

Profiling and Careers

Support and promote Alumni as professionals, academics, innovators

and leaders of change in the development of

Timor-Leste

• Launch of Celebrating 17 years of AAS in Timor-Leste - alumni photographic book and videos

• Develop a resources page in the website dedicate to alumni profiling (so alumni know who is who)

• Develop the annual Alumni e_Magazine

• Recruit alumni mentors

• Promote alumni professional and technical know-how through targeted seminars, events

• Develop and launch Women Alumni Coaching Initiatives

• Link with universities in Australia to develop partnerships for making existing and new career resources available to alumni

• Assess the program effectiveness

3 These are just ideas for the alumni/association to consider once they are up and running.

9

6. Establishment of the Alumni Association The establishment of the Alumni Association is critical for the success of Alumni Engagement as it will provide

Timorese alumni with the means to self-determine the priorities and activities that will most effectively

support their careers, ongoing linkages with Australia and contribution to the development of Timor-Leste.

For effectiveness and sustainability, the Association’s development will need to be phased so that all building

blocks are in place to support its growth as an effective and efficient organization over time, as illustrated in

the figure below.

Figure 3: Staged Development of TL3A

For the Timor-Leste Alumni Association to become a reality, the following tasks will need to be undertaken:

1) The Alumni Engagement Strategy will need to be endorsed by DFAT and key alumni. DFAT approval of the funding of the Secretariat and Association activities will also be required.

2) A Communication Plan will need to be developed to ensure all Alumni are aware of the new Strategy and proposed TL3A. This will include communication with committee members of the current de-facto association.

3) Establish the TL3A Secretariat – TOR for the Secretariat and its staffing will be developed by the WDPTL, in close collaboration with DFAT and key alumni. Secretariat staffing will be recruited through a merit based selection process, open to all interested alumni.

4) Establishment of the TL3A Advisory Board once the Secretariat is in place. It may be necessary to set up an interim board (with members agreed through consultation with key partners) who will develop terms of reference for the Board, and then conduct full and open elections of officers for the Board. Clarification of the legal status of the Association will also need to be undertaken.

5) Develop Operational Guidelines for the Secretariat for approval by the Advisory Board. The guidelines will be drafted by the Secretariat with WDPTL support to include governance systems, financial management and operational procedures (including reporting and M&E)

6) Alumni Data - The success of these strategies relies on the quality of the alumni data. Whilst the WDPTL already has core alumni data, it will be important for the Secretariat to use innovative methods for maintaining up to date alumni data as possible.

7) Communication - The most pertinent form of alumni engagement is communication. With an alumni population that is very busy and always on the go, the communication plan must be timely, relevant and consistent. For this to occur, it is important to invest in recognizable branding and flexible and innovative communication/ social media platforms.

START-UP

First two to three years of

operations and still at the

ground level stage of

building staff and services

that are credible, reliable

and embraced by all

alumni and partners/

stakeholders

INTERMEDIATE

Gaining recognition but still

growing staff and services

and experiencing with

directions.

INDEPENDENT

Has been up and running for

several years with a

portfolio of repeated events

and services albeit in

striving for further

improvement and

efficiencies in line with good

business practices.

Alumni Association Staged Development Continuum

10

8) Undertake a feasibility study to expand the TL3A to incorporate other (AAF, other sponsored and privately funded) alumni in the Association.

In terms of legality of the existing alumni association, it is important that follow-up is conducted to ascertain if alumni association is already registered or not with the Ministry of Justice. The existence of the official registration set the basis for revitalising the association. However, if nothing finalized yet then it is an opportunity for the Secretariat to work with the alumni board to develop a revised charter, aligned to current reality, to be presented in the 1st AGM.

7. Alumni Engagement Activities The package of alumni engagement activities will be actively promoted to alumni following approval of the

Annual Alumni Calendar of events, during the Annual Alumni Stakeholder Planning Day.

Until the TL3A Secretariat is fully operational, the WDPTL will continue to manage the following existing alumni

engagement activities:

• Reintegration of new graduates

• Small Grants

• Professional development activities

• Graduate Internship Program (previously GGIP)

• Core social/networking events

• Promotion of alumni through media activities

• Maintenance of the alumni database

In close cooperation with the WDPTL, the TL3A Secretariat will firstly commence management of new alumni

engagement activities approved by the Board. Based on additional capacity provided through the Secretariat,

new alumni engagement activities for each of the alumni influence groups (recent, professional and leader)

may include, for example:

• Annual Stakeholders Planning Day

• Celebrating 17 Years of Australia Awards Scholarships in Timor-Leste (2000-2017) and introduction of

alumni to new elected Timor-Leste Government via launching of a celebratory video and photographic

alumni book

• Establish an Alumni Leaders Group and promote regular quarterly meetings

• Establish alumni sub-sector groups and promote regular meetings

• Regular dialogue between Alumni and DFAT, mediated by the TL3A Secretariat

• Quarterly Round Tables discussions (general and sector specific)

• 1st Alumni Association Conference, with representations from some of the regional alumni

associations to share experience and establish networks

• Women Leadership program that incorporate initiatives like team and executive coaching, sector

specific seminars, women guest speakers from Australia and the region, etc.

• Women Alumni gender round tables with other Timorese women leaders from different groups to

exchange ideas and opinions on women and development issues in Timor-Leste.

• Institutionalize the Alumni of the Year award, based on work that has contributed significantly to

development of Timor-Leste and/or strengthen links between Timor-Leste and Australia.

• Activities that allow alumni to network with, and exchange skills/knowledge with Australian individuals

and organisations (such as with Australians working in the private sector or development programs in

Timor-Leste)

• Volunteerism and social community activities

11

• Facebook video competition for alumni and students to post positive stories about their experiences

in Australia or since they have returned to Timor-Leste.

8. Funding of the TL3A The revitalization of the Alumni Association is reliant on DFAT funding for the establishment of the Secretariat,

which will be managed temporarily by WDPTL. During this transition period, WDPTL will support the

establishment and development of sound governance, financial management, operational and reporting

mechanisms. Once system and capacity are in place then transition of management of core existing alumni

activities will take place.

In the start-up phase, and until alumni feel the benefits of this engagement, it is not envisaged to introduce fees for membership of the TL3A. However, in its second year the Secretariat will conduct a feasibility study for Board consideration on introducing membership fees.

Considering the level of support needed at the beginning, the Secretariat will be co-located with the WDPTL

for the remainder of the program (until end December 2018). Alternative arrangements will need to be

arranged from January 2019.

The proposed annual budget for the Secretariat staffing is provided below.

Table 3: TL3A Secretariat Annual Budget

Monthly Annually

Secretariat Team

Manager Salary $3,500 @13 mths Insurance $400 @12 mths Communication $100 @12 mths

USD $50,300

Program Officer Salary $1,500 @ 13 mths Insurance $400 @12 mths Communication $50 @12 mths

USD $24,900

TOTAL Budget Year 1 USD$ 75,200

Conversion to AUD (approx. at 18 May exchange rate) AUD $102,000

The annual budget for Association activities (existing and new) will depend on the agreed calendar of events,

and available DFGAT/WDPTL budget.

9. Key Indicators of success Identifying and implementing measures to evaluate success are important to ensure that the Alumni

Engagement Strategy is achieving its objectives and delivering benefits to all Timor-Leste alumni, Australian

Government and other relevant partners.

The table below outlines some of the possible indicators that could be used to demonstrate success towards

achieving the strategy objective. However, further work needs to be conducted in conjunction between WDPTL

and TL3A Secretariat to design a more fit-for-purpose M&E framework. This would include refinement of the

indicators, identification of data sources, and collection of baseline data and agreement as to realistic targets.

Indicator data will need to be collected and analysed by alumni category (AAS, other AA, AAF and other),

alumni influence group (leader, professional, recent), gender, disability status, work sector.

DFAT is currently coordinating with AAS in Canberra on the development of a tracer Study for Timor-Leste that

should be considered during the development of the M&E framework.

12

Table 6: Examples of Indicators to Measure Success

Outcome Indicators Input/Output Indicators

Strategic Objectives

Timorese Alumni contribute to the development of Timor-Leste

• Evidence of alumni contribution to development of their organisation, sector

• Number of meetings held between alumni and DFAT on development matters

• Skill/knowledge utilisation by alumni

Timorese Alumni recognised as leaders of change, nationally and globally

• Evidence of recognition of alumni within Timor and/or internationally

• Number/positions of Alumni in senior positions in Timor-Leste

Timorese Alumni have positive links with Australian people, organizations and institutions

• Alumni report positive links with Australian people, organisations and institutions

• Evidence of positive outcomes from alumni engagement with Australians

• Alumni have a positive perception of Australia

• No. of networking/professional events attended by both Timorese alumni and Australians

• No. of active links alumni have with Australian Universities to increase the skills/knowledge of alumni

Management objectives

Alumni satisfied with TL3A management

• % alumni who are members of TL3A

• % alumni who participate in a TL3A activity at least twice a year

• % alumni who report that they are satisfied with the management of the TL3A

• % alumni who report that they are satisfied with the activities arranged by the TL3A

• % of returned graduates that join the association within 3 to 6 months

• TL3A established (Secretariat and Board)

• TL3A recognised by Ministry of Justice

• Communication plan implemented on time and within budget

• Annual plan of activities implemented on time and within budget

• Alumni database up-to-date and accurate

10. Risk Matrix The establishment and sustainability of Alumni Engagement under the Strategy, based on a central plank of establishing an Advisory Board and Secretariat for

the Alumni Association, has some risks. These risks to all strategy objectives are outlined in the table below.

Table 7 – Alumni Engagement Strategy Risk Matrix

# Risk Proposed Actions (responsibility) Risk Consequence Likelihood Risk

1 Perceived ideas people have on Australian educated Timorese that they all may be influenced by Australia politically

Promote alumni work to demonstrate that they are professional and experts in their areas of study and fields of work Share positive histories of contribution to development of Timor-Leste Engage with GoTL and society through joint events Profile alumni work with GoTL and in society Develop a comprehensive communication plan for the association

Major Possible High

2 Lack of ownership of the Engagement Strategy by alumni could delay implementation and sustainability

Engage with alumni from beginning, during and after development of engagement strategy. Enlist support of Strategy from high-profile alumni. Implement a Communication Plan for the Strategy.

Major Possible High

3

Lack of meaningful engagement between DFAT & Alumni

DFAT invited to participate in Alumni Group Leaders Meetings. Development of apolitical spaces for dialogue with alumni. Regular meetings with TL3A Board and Secretariat. Participation in joint events. Communication with GoTL and other partners about the purpose of association

Major Possible High

4 Secretariat staff do not establish positive relationships with TL3A Board and alumni members

Head-hunt potential alumni and invite them to apply for Secretariat roles. Transparent merit based selection. WDPTL will provide the necessary support to establish the Secretariat. Support provided to a phased implementation process

Major Possible High

5

Alumni undertake activities outside the agreed mandate

Develop a clear plan of activities Establish effective communication lines Encourage DFTA to avoid excessive control and build open dialogue spaces Establish mechanisms of reporting and accountability

Moderate Possible Moderate

6

Inefficient interaction between TL3A Secretariat and Board

WDPTL to offer assistance were reasonable and feasible Establish clear governance mechanisms, policies, procedures and reporting Transparent process in selection of Secretariat team and Alumni Board members

Major Possible Moderate

14

7 Lack of coordination/ communication between TL3A and WDPTL lead to duplication in alumni support

Clear definition of roles and responsibilities Clear communication lines and regular meetings between parties

Minor Possible Moderate

8 Poor TL3A Board performance Transparency in selection of Alumni Board members WDPTL to offer assistance were reasonable and feasible Clear definition of roles and responsibilities

Moderate Possible High

9 Poor TL3A Secretariat performance Until Board is established WDPTL to oversight the work of Secretariat Clear operating guidelines to be developed by Secretariat Secretariat staff to be included in WDPTL capacity development opportunities Regular monitoring and reporting of activities. Financial functions managed by WDPTL until TL3A financial systems are established. WDPTL to offer assistance were reasonable and feasible. Alumni Advisory Board to provide oversight and supervision on Secretariat’s performance.

Moderate Low High

10 Secretariat inability to offer activities that are relevant to alumni needs

Communication with Alumni must be relevant and meaningful. Maintain ongoing linkages with alumni. Maintain an accurate and update Alumni Dbase. WDPTL to support the Secretariat in the development of sound M&E systems to track engagement. Activities need to be approved by Alumni Board and informed by partners through clear mechanisms.

Moderate Possible Moderate

11 Unclear legal status of Timor-Leste Alumni Association

Confirm registration of charter act with the Ministry of Justice (MoJ) Review current Charter Act to reflect new strategic directions set by Board and approved in the 1st Alumni AGM Lodge revised Charter Act with MoJ

Major Possible Moderate