United Nations Office on Drugs and Crime (UNODC)

Overview

MOPAN released its most recent assessment of UNODC in 2019.

UNODC is the United Nations (UN) Secretariat office mandated to be the lead office to assist member states in the fight against illicit drugs, transnational organised crime and terrorism. UNODC was established in 1997 when the United Nations Drug Control Programme and the Centre for International Crime Prevention were merged.

UNODC’s work across the peace and security, human rights and development pillars of the UN is articulated around three broad interconnected and mutually supportive workstreams. These are:

Normative work to assist states in the ratification and implementation of international treaties, the development of domestic legislation on drugs, crime and terrorism, and the provision of services to treaty-based and governing bodies
Field-based technical co-operation projects to enhance the capacity of member states to counter illicit drugs, crime and terrorism.
Research and analytical work to increase knowledge and understanding of drugs and crime issues and expand the evidence base for policy and operational decisions.

The general conclusion of the 2019 MOPAN assessment is that for UNODC to be an effective multilateral organisation, it needs a clear overarching vision and long-term strategy to which it can align its financing, rather than supporting individual programmes. UNODC is currently somewhere between a multilateral organisation with both a normative and operational mandate, and a donor-driven implementation office. Today, as the Office is only too aware, it has moved too far towards the latter. Rebalancing it would require more flexible funds so the organisation can chart its own agenda – enabling it to continue to drive normative standards and help member states implement them.

Performance rating summary

UNODC organisational performance wheel — Organisational performance

Key findings

UNODC plays a leading role in combatting ever-changing issues around drugs, crime, corruption and terrorism, and in adapting global responses to them. It keeps abreast of changes in the threats posed by the global ills it tackles. It is nimble and responsive and adapts its normative and programmatic responses to keep them targeted, effective and relevant. Its current work on migration, human trafficking, terrorism, anti-money laundering and cyber-crime are strong examples of this. UNODC also leads in generating highly respected knowledge and research with a broad reach. UNODC has a central position in delivering seven SDGs and plays a key role in developing policy and support in otherwise neglected areas, such as drug use prevention and treatment.
UNODC combines its normative and programmatic roles in mutually reinforcing ways where it is properly resourced and where planning is integrated across technical areas. Addressing complex issues such as organised crime and influencing government attitudes towards drug dependence and to the spread of HIV/AIDS in prisons demonstrate UNODC’s ability to combine multiple tools at different levels – global, regional and country – to good effect.
With its strong field network, it builds influential partnerships. UNODC works with a broad range of partners, including governments, non-governmental organisations and other UN agencies, and can work with government entities to which others do not have access. It uses these partnerships to good effect, sharing its expertise and developing capacity. UNODC’s partnership with the Colombian government in support of the peace process, funded up to 90% by Colombian funds, is one example of a lasting relationship.
UNODC strengthens governance throughout its mandate and work. With a robust UNODC-specific gender strategy in place since 2018 and an action plan since 2019, UNODC should also be able to mainstream gender dimensions into its work. The strategy and action plan were introduced too recently for their impact to be reflected in this assessment.
UNODC has robust financial corporate systems. Its strong financial management systems fully meet international standards, and the organisation has a robust approach to risk management.

Although UNODC has a clear mission statement, its vision and implementation strategy are less clear. Its mandate is broad, and there is no clear direction on what it will prioritise. Interviews also indicate tension relating to the extent to which it should prioritise a law enforcement or a developmental/people-oriented approach to implementing its mandate. The conventions and protocols for which it is a guardian give primacy to the former but allow both. Its vision and strategy will need to determine its future operating model and structure.
The low share of unearmarked funding UNODC receives limits its ability to deliver its mandate effectively. The lack of general purpose funds prevents it from managing operations strategically and directing resources to where, in its own judgement, they are most needed. Its current funding model is responsible for many of the areas of weak practice this assessment identifies. It perpetuates the fragmentation of UNODC’s engagement, drives a culture of internal competition for resources and weakens some core functions that must be “projectised”, including results-based management (RBM), gender and evaluation.
Programme performance management systems are not yet sufficiently mature. UNODC’s investment in results-based management is positive, but strong backing from its leadership is needed to implement RBM across the organisation. Likewise, UNODC’s evaluation function has improved greatly. But the Independent Evaluation Section could benefit from further operational and structural independence. UNODC needs an organisation-wide monitoring system to ensure evaluation findings lead to improved practice.

2019 MOPAN assessment of UNODC

Assessment

UNODC

UNODC 2019 Assessment Report

11 August 2020
Performance at a glance

UNODC

UNODC 2019 Performance at a Glance

11 August 2020
Management response

UNODC

UNODC 2019 Management Response

23 September 2020

Institutional leads

Sweden

United Nations Office on Drugs and Crime (UNODC)

Overview

Performance rating summary

Organisational performance

Results

Key findings

2019 MOPAN assessment of UNODC

Institutional leads

Our work

Our impact

United Nations Office on Drugs and Crime (UNODC)

Overview

Performance rating summary

Organisational performance

Results

Key findings

Areas of strength

Areas of opportunity

2019 MOPAN assessment of UNODC

Institutional leads

Our work

Our impact