Transcript Mid-term Evaluation Power Point Presentation
CIVIL SOCIETY ENGAGEMENT IN UNCAC
S T R E N G T H E N I N G T H E C A P A C I T Y O F C I V I L S O C I E T Y O R G A N I Z A T I O N S I N A F R I C A T O C O M B A T C O R R U P T I O N A N D C O N T R I B U T E T O T H E U N C A C R E V I E W P R O C E S S ( U N O D C , G L O U 6 8 ) I N D E P E N D E N T E V A L U A T I O N P R E S E N T A T I O N B Y M S . F A T I H A S E R O U R , I N D E P E N D E N T E V A L U A T O R 2 8 A U G U S T 2 0 1 3
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Why Civil Society Engagement in UNCAC? Introduction How was this carried out? Process With What? Funding & support 4.
What results were achieved? Evaluation 5. Way forward: Conclusions & Recommendations
Why Civil Society Engagement in UNCAC?
Premise: “Corruption undermines democracy and the rule of law, leads to violations of human rights..” (K. Annan), and that: UNODC regards Civil Society engagement as an integral part of the fight against corruption The fight against corruption is a collective responsibility involving Member States as leaders & other stakeholders incl. Civil Society Organizations (CSOs) (art. 13 of UNCAC) role & responsibility that needed support
How was this carried out? Process
2005: UNCAC came into force development CSOs’ meaningful engagement needed strengthening through capacity various initiatives, eg.:
Strengthening the Capacity of Civil Society Organizations in Africa to Combat Corruption and Contribute to the UNCAC Review Process
(part of GLOU 68: Looking Beyond: Towards a
Strategic Engagement with Civil Society on Anti-Corruption, and Drugs and Crime
Prevention” aims to “strengthen UNODC partnerships with CSOs”.
How was this carried out? Process
3 specific objectives for the anti-corruption module : Increased CSO knowledge of UNCAC & its Review Mechanism & ability to contribute meaningfully Increased dialogue bet. CSOs & their gvt focal points to discuss contributions to the process & build CSOs’ capacity for replicating the training in their country; CSOs gaining skills & resources to work closely with the private sector in the UNCAC review mechanism … this includes a small grants programme for CSOs to engage directly with the private sector.
How was this carried out? Process
4 Trainings (2 in Africa and 2 in Laxenburg, conducted between 2011 and 2013); 1 day workshop in Brasilia Over 140 CSOs (from Africa and selected countries in other regions) were trained to date.
Training materials (printed and audio-visual) produced Other training replicated.
10 grants to CSOs to engage with the private sector.
With What? Funding & support
Total Funding 2010 to date: US$ 1,709,743 ( UK DfID; Austria-ADA; Australia-AusAid) ADA contributed 60 per cent of the above total to support activities in Africa according to its strategic focus and mandate.
Additional Contributions: Switzerland (US$ 21,837) and Norway (US$ 70,605).
What results were achieved? Evaluation Objectives & Methodology
Objectives:
corruption’ “ To measure the results achieved so far by bringing CSOs up to speed with UNCAC & its review mechanism & how it has facilitated engagement between CSOs & the respective governments on the prevention & fight against
Focus:
relevance, effectiveness, efficiency, impact
Methodology:
desk review, formal/informal meetings & semi-structured interviews (strategic & operational issues) with various stakeholders (national & international level).
What results were achieved? Key Findings
SWOT: Main strengths (a) creation of a dialogue platform for exchange &engagement between gvts, CSOs & other stakeholders; (b) UNODC team (competence, commitment & hard work). Main weaknesses: absence of (a) wider stakeholder target group; (b) clear partnership agreement between UNODC & TI (MoU).
Context: Respondents raised concerns about the perception of civil society engagement in CND & related meetings (in Vienna/HQ): “closed; “almost discouraging”.
But: positive interaction at 2 nd IRG meeting (May 2013).
What results were achieved? Key Findings
Relevance: Strengthened CSOs’ voice in the fight against corruption Facilitated CSOs’ meaningful engagement in the review process (when invited) CSOs’ ability to use UNCAC knowledge to guide relevant stakeholders & secure other CSOs’ commitment in the fight against corruption But: need training that is relevant to national context & includes other skills
What results were achieved? Key Findings
Effectiveness: Direct Compelling Effect credited by CSOs to the training: Many CSOs
Have been invited to take part in the review mechanism (eg. Cambodia, Tunisia, Ghana, Kenya..) Have strengthened their voice/increased their convening power (demonstrated that the fight against corruption is legal) leadership & influence anti corruption activities.
Experienced positive interaction with State Parties (break barriers & build confidence).
Creation of entry point dialogue, multiplier effect.
What results were achieved? Key Findings
Impact & Strategic Linkages:
knowledge IEC/Advocacy draw citizens’ attention to UNCAC provisions CSOs’ UNCAC anti-corruption fight is legal & there is witness protection: Relevance: breaking the silence & complacency.
Appropriateness: CSOs’ advocacy widens the anti corruption stakeholder base.
Effectiveness: witness protection addresses fears & breaks the silence around corruption.
Effect/impact: feeling of protection (almost) compels one to take action ripple effect: others join the fight against corruption.
What results were achieved? Key Findings
Potential medium/long-term impact: (interconnectedness: governance, HR, peace & security)
People’s empowerment to exercise their rights Potential reduction in cases of human rights violation (whistleblowing, witness protection) (some success stories for quotation)
Private Sector Component
: 10 grants, 5 reviewed, results: mostly assessment of SMEs to find entry points to sensitize them about UNCAC & their potential contribution. One project: multi-pronged but results yet to demonstrate effectiveness.
What results were achieved? Key Findings
Partnership & project management:
UNODC/TI & UNCAC Coalition: Project benefits from this excellent partnership need clear framework (MoU) delineating roles & responsibilities (inc. for resource mobilisation).
Project Management: UNODC (CST & CEB) form an efficient & committed team that need further support (financial & human resources)
Way Forward: Conclusions & Recommendations
Conclusion:
all 3 objectives (strengthening the voice of CSOs, creating a dialogue platform, capacity development to work with the private sector) have been achieved knowledge transfer, advocacy & awareness creation CSO’s increased convening power & widened their stakeholder base.
Recommendations: Extend project for 3-5 years strategic phase
Multi-stakeholder target group Training of trainers (ToT) – regional focus & with local partners Include other capacity development skills.
Create a knowledge management base.
Way Forward
This is an excellent project that is needed within and beyond Africa and should therefore be extended & should incorporate other regions.
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