D. Methodological approach 190. Since 2003, special care has also been taken to ensure that the ODIHR’s programming is based on careful needs assessments, intensive planning, and extensive consultation with relevant host countries, OSCE field operations, other international organizations, civil society actors, and potential donors in order to identify the ODIHR’s added value and to avoid duplication of efforts. In planning its activities, the ODIHR also takes into account other factors, including responses from the OSCE in previous years, continuous demand from field operations for ODIHR expertise, and increasing requests for close co-operation with the Secretariat and other institutions. The ODIHR is thus able to determine the nature of the needs of the OSCE States and respond with tailor-made programmes and policy interventions. Such an approach strengthens the stakeholders’ roles and encourages their ownership, responsiveness, and responsibility in the process, thus making the programmes more sustainable. 191. Only after completing all these steps does the ODIHR compile a comprehensive programming document in consultation with recipient States. The detailed outlook of programme activities is presented in a specific document designed for recipient countries, donors, and partners.112 Whereas the predecessors of this document contained a large number of individual project proposals, it is now categorized as a programme in order to synchronize it with the Unified Budget planning process. It also gives both providers and users of extrabudgetary contributions a better overview of the longer-term context and purpose of individual projects. 192. The ODIHR’s office-wide comprehensive planning methodology includes continuous evaluation of developments and results. The concept allows for an annual review of all ongoing or discontinued activities, projects, or programmes. In cases where the requirements or situation change, this methodology and co-operation with host-country stakeholders and donors allows the ODIHR to amend its programmes promptly in accordance with their needs. It is designed so that the ODIHR can make use of the expertise and capacity accumulated within the Office, the analysis of best practices and lessons learned, and enhanced co-operation with all parts of the OSCE, including the field operations. 193. While the existence of legislative parameters is not a sufficient guarantee for the effective implementation of OSCE commitments, the provision of a legal framework for domestic action is clearly a necessary point of departure. The ODIHR has always placed particular emphasis on legislation; recent years have seen a strengthening of this legislative-assistance role across a variety of fields spanning the human dimension. 194. One of the most important factors contributing to sustainability — in particular in an institution-building and governance reform context — is to ensure local ownership. While this is widely recognized in the world of development co-operation, it was less the case in earlier generations of democratization and post-conflict reconstruction efforts. In the past, the ODIHR has occasionally been criticized because “a high percentage of project funding is 112  The document Democracy and Human Rights Assistance, OSCE/ODIHR Programmes Funded Through Extra-budgetary Contributions is distributed periodically to OSCE delegations. 66 Common Responsibility: Commitments and Implementation