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The present fundraising strategy can be seen as the final step in aligning the overall business cycle of UNODC. In terms of change management or internal reform, the Office made many important strides forward in the past few years. Strategic priorities have been redefined and condensed within seven sub-programmes of the strategic framework 2012-2015. The consolidated budget 2012-2013 reflects a system of planning and budgeting that is based on the integrated programming (thematic/regional) approach initiated by the Office in 2009. Based on an in-depth analysis, the fundraising strategy now aims to establish a baseline as well as an integral framework for resource mobilization in respect of the thematic, regional and country programmes by identifying funding benchmarks at these various (sub-) programme levels. The fundraising strategy acknowledges that the exponential growth in extra-budgetary funding for mandated capacity-building assistance programmes has tasked the Office with an unprecedented challenge to strengthen its internal effectiveness and delivery capacity. An analytical review of the regular budget and extra-budgetary funded staff resources has identified relative weaknesses in the core infrastructure of the Office that need to be tackled in order to fulfill its ambition to become an effective delivery mechanism for the integrated programme approach. In particular, the enhancement of programme based reporting systems and further synchronization of institutional work processes between headquarters and field offices would enable a more transparent performance management framework.