UNODC global anti-corruption initiatives 11 Strong dependence Operational/ Challenges in communication *The network of offices and staff is UNDP/ on the staff from UN Programmatic with partners and stakeholders also an opportunity besides a risk, to UNODC presence in the cover this complex region with countries, particularly P=3; I=4 limited resources due to the limited *There is a strong legacy from the funds of the Project first phase of the UN-PRAC Project for travel and direct in terms of partnerships and outreach interaction with * The Project design, particularly counterparts through the support of the national and regional networks and participation of PICs to regional and global events already mitigates the risk *The on-going re-design of UNDP presence in the Pacific, through a single Pacific Office will significantly contribute to further reduction of this and the previous risk. 12 Institutional and Operational Increased burden on Project *Staff with experience from the first UNODC/ operational staff to synchronize and handle phase will be able to predict and UNDP differences between discrepancies in the rules and mitigate at least some of the the two implementing regulations of the two challenges partners at corporate organizations * Good understanding and trust at levels programmatic level between the P=1; I=3 respective teams of the two organizations 13 Delay in recruitments Operational / Delay in implementing the * Advertising immediately upon UNDP/ Programmatic activities in accordance with resource mobilization UNODC timeframe indicated in annual * Burden on staff to implement the work plan entire Project while recruitment is P =2, I = 2
UNODC global anti-corruption initiatives 11 Strong dependence on the staff from UN presence in the countries, particularly due to the limited funds of the Project for travel and direct interaction with counterparts Operational/ Programmatic Challenges in communication with partners and stakeholders P=3; I=4 *The network of offices and staff is also an opportunity besides a risk, to cover this complex region with limited resources *There is a strong legacy from the first phase of the UN-PRAC Project in terms of partnerships and outreach * The Project design, particularly through the support of the national and regional networks and participation of PICs to regional and global events already mitigates the risk *The on-going re-design of UNDP presence in the Pacific, through a single Pacific Office will significantly contribute to further reduction of this and the previous risk. UNDP/ UNODC 12 Institutional and operational differences between the two implementing partners at corporate levels Operational Increased burden on Project staff to synchronize and handle discrepancies in the rules and regulations of the two organizations P=1; I=3 *Staff with experience from the first phase will be able to predict and mitigate at least some of the challenges * Good understanding and trust at programmatic level between the respective teams of the two organizations UNODC/ UNDP 13 Delay in recruitments Operational / Programmatic Delay in implementing the activities in accordance with timeframe indicated in annual work plan P =2, I = 2 * Advertising immediately upon resource mobilization * Burden on staff to implement the entire Project while recruitment is UNDP/ UNODC
grant-agreement-dfat-undp-pacifc-regional-anti-corruption-project-phase-ii.docx