Democratization Sound assessments Key to successful democratization assistance programmes Undertaking democratization activities generates medium-term commitments and builds expectations on the part of local and international partners. Democratization processes are by definition longterm. Once activities are initiated, there are legitimate expectations that they will be followed through. Interruption or early termination of activities could damage the reputation of the ODIHR and of the Organization as a whole. Yet every activity carries an inherent risk of producing no results or, worse yet, causing harm to would-be beneficiaries. Careful analysis is required before committing funds and generating expectations. This is why the ODIHR has emphasized assessment missions as a necessary first step in its democratization work and is currently working on the further development of its assessment methodology. Conducting an assessment is especially critical in three situations, when the activity contemplated is: (a) In a thematic area that is new for the Office; (b) In a participating State where the ODIHR has not worked before; or (c) In a participating State that has undergone major social changes. Assessments are conducted by a small team of ODIHR staff and may also involve contracted experts. Activities — and therefore the commitment of participating States’ money — cannot be based on the judgement of one person. Having different perspectives improves the quality of planning. When conducting assessments, a small ODIHR team looks at the functioning of the three major branches of power, as well as the functioning of civil society. Coordination with OSCE field operations and other inter- 20 national actors is fundamental. As the critical factor for the success of activities is the political will of the authorities to meet OSCE commitments, meetings with key actors are organized to develop an approach that facilitates local ownership. Before committing to an activity, expected results are formulated and similar activities of other international actors in comparable situations are examined. The risks of doing harm are weighed, alongside the risks of noninvolvement. Not every good idea can find donor support, nor does the ODIHR have the capacity to turn every good idea into a democratization activity. Prioritization requires a realistic appraisal of financial or human resources and a keen sense of what the ODIHR does best and what others are in a better position to do. Quite clearly, an activity can be conducted if results are within realistic reach and can be achieved with the resources available to the ODIHR. It is often best not to start an activity rather than to generate unrealistic expectations or curtail a project due to insufficient financial resources or unavailability of appropriate expertise. Activities should not depend on individual personalities — ODIHR staff, experts, or local partners. While there is sometimes no alternative to initially placing trust in particular persons, ODIHR activities are designed with the ultimate goal of strengthening institutions. Consideration of strategies to conclude activities also forms part of this assessment process. International assistance should avoid the creation of dependency. A realistic assessment of the capacity of local partners to take ownership of reform processes is required. Genuine local ownership needs to be built into all stages of the process beginning with project inception. Building the capacity of local institutions to take charge of the reform of their own democratic processes is the ODIHR’s ultimate objective. ANNUAL REPORT 2005