1. NATIONAL SOCIETY DEVELOPMENT
LESSONS LEARNED
NATIONAL SOCIETY DEVELOPMENT

2. CVTL Office Structure (13 Districts)Ì Ì Ì Ì Ì Ì Ì Ì Ì Ì Ì Ì
Total CVTL staff: 144
Total CVTL volunteers: 2,858
Total CVTL members: 3,720 Ì

3. CVTL INSTITUTIONAL BACKGROUND
CVTL is a young National Society established in 2000; and slowly decentralised activities in 13 branches while building its local membership base
CVTL Legal base
Officially recognised: Decree Law 6/ 2005, 14th September
Emblem Protection: Law 12/ 2009, 21st October
RCRC Movement
Recognition by the ICRC and Admission to the IFRC on November 2005
Strengthen leadership, value and support learning at national headquarter and branch level

4. NATIONAL SOCIETY DEVELOPMENT Statute Revision
After 10 years CVTL started a statute revision process:
Decision to revise the Statute made by NGB
Statute revision workshop facilitate by IFRC-OD Zone Office KL
Established statute revision drafting committee
Consultation through branch representatives and branch assemblies
Revised statute draft sent to JSC (ICRC & IFRC) for review and comment
Revised statute approved by CVTL national assembly 31st July 2014
Rationale behind CVTL’s statute revision:
to adapt with evolution of local country development context
to revise statutory membership targets and increase membership categories
to ensure branch validity
to improve branch representation in national level
to empower more female represented in governance at national and branch level
protection of conflict of interest
CVTL can only be dissolved by a decision of the National Assembly
Branches and National Youth Assembly every two years to elect their governance
Strengthen leadership, value and support learning at national headquarter and branch level

5. Strategic Plan development
OCAC Overview
CVTL NGB approved proposal to commence OCAC process as information to guide the new strategic plan
OCAC phase 1 workshop held in Dili, April 2014 with representatives from governance, management and volunteers at national & branch level
Based on 94 attributes from OCAC, CVTL reached 72% of the benchmark (meaning C, D and E)
the attributes that were rated A or B were further prioritized and need to develop
OCAC Recommendations to the following five key issues:
SAFETY AND SECURITY
FINANCIAL MANAGEMENT AND ADMINISTRATION
SUSTAINABILITY AND RESOURCE MOBILIZATION
COMMUNICATIONS
PLANNING, MONITORING, EVALUATION AND REPORTING (PMER)

6. OCAC Overview, continue
Strengthen leadership, value and support learning at national headquarter and branch level

7. Institutional Development, continued
CVTL New Strategic Plan process:
First time CVTL develop own strategic plan by ourselves
April Organizational Capacity and Assessment
Certification workshop (OCAC)
June – Sept National Vulnerability Capacity Assessment
November Strategic Plan internal review meeting
November Strategic Planning workshop
21st November Strategic Plan approved by NGB
29th January Strategic Plan launch
Strengthen leadership, value and support learning at national headquarter and branch level

8. Strategic Plan 2015-2019 Summary
Our Vision : Save lives and improve the quality of life of the most vulnerable people Our Mission : Mobilise young people, volunteers and communities for humanitarian action across all of Timor-Leste, through a strong and sustainable organisation
GOAL 1
GOAL 2
GOAL 3
GOAL 4
Improve the health, safety and resilience of the most vulnerable people
Save lives and strengthen recovery from disasters and crises
Strengthen community harmonisation through promoting humanitarian values and engaging young people
Build a strong and sustainable organisation that supports our people and our programmes

9. New activity considered in
CVTL Strategic Plan
Safe Shelter Blood-donor mobilisation Maternal & child health Nutrition Healthy Lifestyles Violence prevention Healthcare for elderly Migrant support

10. Resource Mobilization
A resource mobilization plan & policy was approved by NGB, in 2013 to improve CVTL’s sustainability and independence
Established resource mobilization plan committee with representative from president of finance commission
NGB approved the establishment of a fundraising department and new fundraising manager position
CVTL’s resource mobilization activities
Tent rental
Commercial First Aid
Donation boxes
Membership recruitment
Challenging fundraising environment: 5 year investment for income
CVTL resources are still dependent on international movement partners
Annual funding from Timor-Leste Government to CVTL is irregular

11. WORKING WITH GOVERNMENT
Relationship with the government-auxiliary role
Good understanding of Red Cross within senior government levels
Ongoing efforts to link with lower government levels/ technical
Good understanding of Red Cross role in disaster response and conflict situations, ongoing effort to communicate the role of CVTL in development
Approach to the government for regular subsidy to CVTL
Opportunity to advocate on humanitarian issues to the government
M2U00305.MPG

12. CVTL funding sources in 2014……. TOTAL AVAILABLE RESOURCES
TIMOR-LESTE
GOVERNMENT
PRIVATE
SECTOR
Domestic
Public
International
RED CROSS/
RED CRESCENT
MOVEMENT
OTHER
BILATERAL

13. TOTAL AVAILABLE RESOURCES
CVTL sources in 2015…….
TOTAL AVAILABLE RESOURCES
TIMOR-LESTE
GOVERNMENT ?
PRIVATE
SECTOR
Public
Domestic
International
RED CROSS/
RED CRESCENT
MOVEMENT
OTHER
BILATERAL

14. CVTL New Headquarters building inauguration
2015…….
CVTL New Headquarters building inauguration

15. 2015……. Statute revision consultation in branches assemblies
Statute approved by CVTL
national assembly

16. Strategic Plan workshop group discussion
OCAC Phase 1 Workshop
Strategic Plan workshop group discussion

17. 2015…….
CVTL President banging the drum to launch the new CVTL Strategic Plan

18. Current National Fundraising
1. Rental Tents
2. Donation Boxes
1. Rental Tents
3. Commercial First Aid
4. Fundraising Event-Red Dress Run

19. Thank you !!!!