templates and centralized and lengthy decisionmaking processes (the system of financial management in UNDP and some other agencies requires all agreements to go through a global centre). Even successful efforts in finding interested donors can fail in terms of concluding contract with UNDP. The experiences of country offices suggest that administrative and contractual procedures can be a major bottleneck in the formulation of partnerships and in resources mobilization. The UNDP administrative procedures should be revisited, demonstrating their flexibility while remaining full accountability. In future, while developing
a resource mobilization strategy, the respective procedures of potential partners should be analysed and taken duly into account. Such strategy should not only provide an inventory of potential partners, but also prioritize a set of clear goals and specify means in business development. BRC should also reflect the fact that over the last few years the composition of donors has changed whereas the number of donors remained fairly constant (many of which have had a contribution of less than USD 100,000)222. A future strategy should take into account the new donor landscape, setting targets in mobilization with time and resources how to achieving them.
Partnership and Resource Mobilization Strategy for the RBEC Regional Programme 2010-2013, BRC, May 2010; correspondence with BRC, 25 October 2012.
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C H A P T E R 4. S T R AT E G I C P O S I T I O N I N G O F U N D P I N T H E R E G I O N