Application of the Methodology for Capacity Assessment of Anti-Corruption Agencies

1. Application of the Methodology for Capacity Assessment of Anti-Corruption Agencies Francesco Checchi, UNDP Bratislava Regional Centre

2. Regional project: Capacity development component 2008 Capacity Development of Prevention of Corruption agencies • Capacity Assessment methodology adapted for ACAs • Activities for the application and testing of the Methodology • This workshop

3. Which are the main advantages of the framework? Capacity assessment methodologies attempt to make assessment more systematic • Design of the activities • helps you taking into consideration the various steps for results • Helps you putting the activities on a comprehensive framework allowing for the sustainability of results in the long term: Engaging stakeholders Assess capacity assets and needs Formulate CD strategies Implement CD strategies Evaluate CD

4. 3 levels • Enabling environment • Organizational • Individual

5. DACI The objectives of the capacity assessment: • - conduct a detailed review of the capacities of the DACI at the enabling environment, organizational and individual levels in order to identify capacity gaps of the agency in relation to its competencies; • - formulate recommendations for the development of the DACI’s capacities and indication on possible follow up activities to be implemented for this purpose.

6. Activities • 1) A meeting was held in Bratislavawith the representatives of the DACI in order to reach an agreement with the Agency on the scope, methodology and objectives of the assessment. The meeting resulted in a preliminary overview of the main challenges that the DACI is facing in fulfilling its mandate. In addition, the meeting produced a customized work plan for completing the assessment

7. 2) Self assessment questionnaire developed by UNDP BRC and filled by DACI staff. • The questionnaire was divided into five main sections: • Strategy of the agency:relation between the work plan, goals and strategy of the agency and the national anticorruption policy, and the projects / activities (services) relevance and alignment with the broader strategy of the agency. • b. Organizational Skills: management of activities within the agency, the existence of a performance management system, the functioning of planning and decision making procedures as well as human resources planning. • c. Technical infrastructure and Human Resources: IT capacities and on human resources practices and procedures in place (staff recruitment, development and retention management, staff dependence on director, staffing levels) • d. Capacities in relation to the mandate of the agency: capacities of the staff in relation to the specific tasks to be carried out • e. Cooperation with other agencies: aimed at identifying the agencies to be interviewed during the CA mission and gathering some basic information of the level of integration of the DACI within the institutional framework.

8. DACI Good at HR staffing levels, autonomy and development Two broad categories high-ish: HR capacity, Cooperative Capacity, Strategic Cap low-ish: Org cap, Influence, IT capacity and legal and other skills Headline Results

9. The Commissions set up to monitor AC most important partners for DACI Specialised ministries least relevant for co-operation (top graph are scores and bottom graph are rankings) Law Enforcement Agencies DACI’s Top Clients

10. Most Disagreement about Skills in DACI

11. 3) Capacity assessment mission: a.Validate, modify or complete the information gathered through the desk work and the legal and regulatory analysis carried out; b. gather information from the stakeholders about the impact of the DACI’s work and about the level of cooperation and coordination in place; Ministry of Finance: Ministry of Justice: National Commission for Implementing the Action Plan Commission for Determining Conflict of Interest: Human Resources Management (HRM) Authority Prosecutors’ Office and Police Directorate

12. Findings • EE: observations on the cooperation with stakeholders and recommendations on how to enhance it. Stakeholders’ perceptions and expectations concerning DACI’s role in the various functional areas, as resulted from interviews with the mission > recommendations • Organizational level: Capacity Assets - needs Leadership. Human Resources. Work planning Physical and ICT Resources Work planning. Strategy and Vision Development > recommendations

13. Findings Individual level Skills grouped in five areas of capacity pertaining to their ability to: • carry out communication and public relations activities; • analyze the corruption phenomenon and the impact of the AC measures in place; • draft legislation and regulatory instruments (such as instructions or decrees); • provide consulting services to other executive agencies; • deliver training to public agencies; • Undertake strategic planning, work planning, and project management tasks

14. Thanks !