UNDP Capacity Assessment Users Guide.pdf - Africa Adaptation ...

UNDP Capacity Assessment Methodology User‘s Guidethe executive and legislative branches using their positions for personalbenefit or interfering in day-to-day administration.□ Election laws, barring convicted criminals from running for election.□ Procedures for monitoring the private interests (personal assets, lifestyle,and income) of elected officials and members of their immediate familiesare in place.□ Complaint mechanisms (whistleblower protection), and staff has confidencein them.□ Other societal „watch dog‟ functions.• Effectiveness of parliamentary oversight, access to resource functions (e.g.,ombudsman).• Readiness of the legislature to lift the immunity enjoyed by one of its members,regardless of the party to which the member belongs, when there are serious groundsfor believing that he or she may be guilty of a serious criminal offence.• Receptivity to and action taken on recommendations of the Public AccountsCommittee by the Executive.□ The Public Accounts Committee has power to call officials (includingMinisters) for questioning.□ As a matter of practice or requirement, the chair of the Public AccountsCommittee is chaired by a Member who is independent of the governmentof the day.• Transparency and accessibility of gift and hospitality registers to the public.• Accountability of managers for the corruption / inadequate performance of theirsubordinates.• Transparency of identities of civil servants.• Frequency of rotation of employees in vulnerable positions so as to periodicallychange their physical / functional assignments.• Existence of mechanisms to register the voice of citizens and their perceptions.• Level of citizen/customer satisfaction.Frequency of department client satisfaction surveys.4.2 Accountability – Organizational levelFunctional CapacitiesEngage StakeholdersOverall Does the organization have the capacity to develop accountability mechanisms thatQuestion: ensure multi-stakeholder participation?Additional Does the organization have the capacity to:Questions: Lead stakeholders through the process of developing accountability mechanisms?Publish procedures and criteria for administrative decisions in local language(s)?Indicators • Existence and effectiveness of dialogue mechanisms (and other links as appropriate)between the organization and relevant domestic and external stakeholders to discussformulation and implementation of the organization‟s accountability mechanisms.• Quality (e.g., transparent, participatory, engaged, respective) and frequency ofdialogue between the organization and domestic and external stakeholders.• Existence of ‗customer charters‘ (or similar undertakings) that establish the obligationsof service providers and the rights of users.• Level of opportunity among employees to express their views to management.Assess a Situation and Define Vision and MandateOverallQuestion:AdditionalDoes the organization have the capacity to frame, manage and interpret acomprehensive analysis of the accountability mechanism environment?Does the organization have the capacity to create a vision for robust accountabilitymechanisms?Does the organization have the capacity to:64