Core Funding Core Functions – the evolving UNODC Business Model
Fundraising Strategy
|
23
• DPA has 25 RB posts 46 of DPA total, primarily in Research Analysis 20 and the remainder in the policy support and public affairs branch 5
For UNODC to be successful in future RB resource increases for technical assistance core infrastructure, the conclusive evidence points to building an emphatic case clarifying the key
functions for executive management, policy guidance, needs analysis and research, thematic programme development and evaluation underpinning technical assistance programmes.
Technical assistance programme delivery would not be eligible for RB support. General Purpose and PSC Budget
GP funding has complemented RB and enabled UNODC to enhance executive direction and management functions OED and DO, the deployment of field representatives DO, programme
related research analysis DPA and information technology DMITS. Jointly, these services take 51 out of the 59 GP funded positions.
However, in terms of key technical assistance programme cycle management functions such as integrated programme development management, implementation policy support
fundraising, donor relations management, advocacy, results-based management, performance monitoring, institutional learning, accountability and oversight,
PSC and SP funding have mostly, yet inadequately, carried this burden. Such funding is highly unpredictable – it only
materialises throughout the relevant programme budget biennium - and therefore inherently impacts on programme planning and implementation.
In the meantime, the scope and volume of UNODC field-based technical assistance delivery has grown exponentially over the last few years
60
. UNODC has acquired a unique position within the “rule of law-human security-development” nexus to deliver specialised technical assistance
rooted in its normative functions Conventions and evidence-based policies research analysis. However, the transformation of such know-how into a successful and sustainable
technical assistance programme requires a core investment in operational skills, management processes as well as in financial and administrative systems.
Special Purpose Budget The 2012-2013 SP budget amounts to 454 million of which 35 million PSC. In addition to the
184 PSC funded support functions table 5, the budget recognises 1183 project positions of which 119 at headquarters and 1,064 positions in the field of which 950 are locally recruited and
administered on behalf of UNODC by UNDP. Whereas the field-based positions are all geared towards implementing technical assistance programmes, the SP funded positions at
headquarters can all be defined as providing core services to develop, manage, monitor and backstop such technical assistance at various stages in the programme cycle.
In addition, it is
important to highlight that 48 out of these 119 HQs positions are currently vacant, mostly because of lack of funding:
60
Geographically, thematically and financially - reference funding trends in next chapter II Graph 6.
24
|
Fundraising Strategy • In DPA 36 – of which 21 vacant the focus is on changeresults-based management,
enhancing strategic communication and advocacy, trends monitoring and analysis research and scientific and forensic services
• In DO 20 – of which 7 vacant the emphasis is on health drug dependence treatment, crime prevention and criminal justice, and programme management and quality
monitoring IPB
• In DTA 58- of which 19 vacant the posts are distributed among the global programmes for terrorism, organised crime and illicit trafficking, corruption, and the INCB 5
• In DM 5- of which 1 vacant all related to information systems quality assurance support for the National Drug Control System.
Graph 6