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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
4. Benchmarking Technical Assistance Core Functions
The foregoing analysis provided some clear pointers with regard to the actual application of the different budget resources available and can be summarised as follows:
• RB exclusively supports executive direction and management, the intergovernmental process and policy guidance governing bodies, conventions, core know-how research
and analysis; thematic expertise • GP complements RB in that it finances primarily some executive direction and
management OED, DO, Field Representatives, programme related research and analysis DPA and information technology infrastructure DMITS
Fundraising Strategy
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• PSC provides funding for overarching programme and policy support functions field offices; IPBDO; DPACPS and DMFRMSITS
• SP funds finance the substantive technical assistance programmes in the field, but also a sizeable portion 20
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of core HQs positions
related to substantive expertise DTA, programme management and monitoringDO and policy support DPA-
AdvocacyCommunications Strategic Planning The above conclusions underline the need to continue pursuing stronger RB support to UNODC
in respect of mandated core technical assistance functions. Since future increases in RB funding may be highly uncertain, there is a simultaneous and compelling need to address the inherent
weakness, instability and unpredictability in the system of voluntary core funding with the aim to enhance the quality in the planning, management and delivery of technical assistance programme
by UNODC. Based on the analytical assessment of the budget, staffing and funding structure of the Office,
some specific concluding observations can be made. At this juncture, the Secretariat intergovernmental function is relatively well-endowed through the regular budget but mandates
are evolving rapidly and the case for RB needs to be re-assessed continuously. With regard to its technical cooperation function, however, UNODC needs a stronger critical mass and quality
enhancement in the following areas:
• Thematic programme development and management in the sub-programmes: Justice; Health Livelihoods; and Transnational Organised Crimehuman trafficking DO and
DTA.
• Integrated regional programme development, appraisal, management and monitoring skills to sustain programme cycle management, operational backstopping and quality
control DOIPB.
• Policy support for technical assistance in the following areas: i strategic planning, inter- agency policy coordination, results-based management and monitoring; ii external
communications, planning advocacy outreach; iii resource mobilisation, partnering and inter-agency support including One UN Multi-donor trust funds management; and
iv specific know-how in research, analysis and forensics DPA.
• Financial oversight and performance monitoring to ensure institutional accountability and compliance FRMS.
• Change management, including an upgrade of administrative reporting systems, realignment of HQsFOs work processes to support better programme finance and risk
management with the aim to institute results-based management and to improve programmatic accountability FRMSITSDPA.
• IEU has received additional RB, but has to meet high expectations with regard to effective institutional learning, e.g. by setting standards for evaluation of regional and thematic
programmes, full programme coverage and impact evaluation. Realistically, the core funding strategy for UNODC will face a transition period of at least two
biennial budget periods. Any future increases in the regular budget, if any, are likely to be marginal and in nominal terms only. Full direct programme cost recovery see section 6. below
will require some further technical preparations and is therefore unlikely to be effective in the
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Excluding UNOV staff positions, the relative share of SP funded UNODCHQs staff positions exceeds 30.
