for 2011 was 75 percent, whereas the average rate for January-August 2012 was 38 percent163. The lowest delivery rate was 33 percent in 2011164 and 12 percent in 2012.165 From a programmatic perspective, efficiency of the outcome can be assessed as high because of the provision of advisory services that strengthened activities conducted under regional projects. The process of designing and delivering the portfolio was conducted well. To ensure the adequacy of the interventions and promote local ownership, close dialogue with country offices was maintained. Experiences and lessons from previous interventions have been taken into account to shape objectives and methodologies. Partnerships at the country level and with other institutions have been instrumental to the success of the interventions and actively pursued. The intervention on anti-corruption is a good example of how support to country offices should be provided. The organization of the activities is appropriate and logically structured. The focus of this support was diverse and operated at different levels. It consisted of: a) tackling capacity lacking in anti-corruption and other integrity institution at the country level; b) supporting UNCAC implementation reviews by assisting country institutions in the UNCAC self-assessment; and c) supporting anti-corruption initiatives in public services. The support included advisory services/training support on the methodological approach, the implementation practicalities and the coordination with other agencies such as United Nations Office for Drugs and Crime (UNODC). To facilitate multiplier effects and sustainability of the interventions, ACPN, set up by a previous initiative, was further supported. The support included assistance in conceptualizing new project ideas, and assisting in sourcing
some funds (e.g. a Social Innovation Camp on anti-corruption in Macedonia). Sustainability The portfolio has achieved a large base of lasting effects, for example, as observed in the widespread increase of capacity among institutions in Montenegro and Serbia, the vertical and horizontal of transfer of knowledge mainly in the Balkans, and the strengthening of active practitioners’ networks. The main element contributing to the outcome’s sustainability is the high level of local ownership built through the combination of different positive aspects. They entail: 1) a strong interest by national institutions and country offices in undertaking projects in the spheres covered by the portfolio; 2) appropriate design of projects by using different entry points/targeting diversified groups of beneficiaries; 3) concretely supporting beneficiaries in enhancing their capacities also on long term/strategic aspects (focus of the support on transfer of programmatic tools/action plans, etc.) and filling gaps in country offices’ capacity to serve local institutions in fulfilling national obligations in international mechanisms. The priority attributed by many governments in tackling governance aspects, particularly corruption, empowered national institutions responsible for implementing the reforms in public administrations. As a result, the effects achieved with regional programme support, for example, the enhanced capacity of institutions mentioned, are more sustainable being introduced in more supportive contexts, beyond the direct context of the institution assisted. The portfolio of outcome 5, with its mix of projects and advisory, has allowed a good flexibility in its approach towards countries and tasks. Diversifying the entry points, i.e. working with various institutions in each country
The 2011 budget for outcome 5 was USD 1,937,266 and the expenditure was USD 1,449,158. In 2012 the figures were respectively USD 1,872,417 and USD 712,967, data retrieved from IWP 2012.
163
For project RCPAR, data retrieved from IWP 2012.
164
For project Strengthening Corruption Prevention, data retrieved from IWP 2012.
165
CHAPTER 3. CONTRIBUTION OF THE UNDP REGIONAL PROGRAMME TO DEVELOPMENT RESULTS
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