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

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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

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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

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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

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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

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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

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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.

THANK YOU