Outcome BRA_O_3

To enhance organizational effectiveness, with a focus on management of financial and human resources in pursuit of results

In 2021, the Country office continued to improve its effectiveness by the following actions: Hiring of the Operations Analyst position as part of operations oversight and continuous internal control. Continuous training provided to the team in general and focus on training to newly recruited personnel Weekly operations meetings to review progress and analyze bottlenecks by OM and Buyer followed by flagging the issues to the Representative. Monthly joint analysis of the country office delivery and utilization, procurement, and HR (Human Resources) plans and progress, review of the month-end-closure checklists, as well as quarterly spending plans analysis. Some operational challenges encountered during the year were: Gaps in HR (protracted recruitment) at the beginning of the year Fragmented/insufficient integrated programme and operations planning Steep learning curve of the newcomers Gaps in system analysis (specifically in operations) and on-going capacity building

To enhance organizational effectiveness, with a focus on management of financial and human resources in pursuit of results

In 2022, the Brazil Country Office continued investing in organizational effectiveness, with a particular focus on internal controls , management and monitoring of financial and human resources. Accurate financial data generated through new financial control tools (see output 3.2 below) timely informed decisions related to programme implementation and delivery. In 2022, the overall CO delivery was 92.09 per cent (an increase of 8.06 per cent in relation to 2021): non-core delivery was 90.57 per cent (an increase of 7.73 per cent in relation to 2021) and core delivery was 90.50 per cent (an increase of 12.78 per cent in relation to 2021). By the end of the year, all projects ’ output indicator 2022 targets were on track ; two project which ended in the first semester of 2022 did not achieve all output targets . Of the 12 development results outcome indicators, 58 per cent were achieved in terms of 2022 targets ; and out of the 27 development results output indicators, 85 per cent were achieved. The CO strategy to enhance organizational effectiveness was twofold: (i) to create and implement new tools for internal controls and (ii) to develop capacities of its human resources on project implementation and management (see output 3.2 below). However, the CO was not able to accomplish a capacity assessment or develop an annual capacity development plan, which has been postponed to 2023. In 2022, the CO faced challenges with the high turnover of the Operations team which negatively impacted organizational effectiveness. The Finance Associate retired at the end of 2021 and due to extended recruitment, the position was filled in only by April 2022. The rest of the Operations team, including HR Assistant and Clerk, the Procurement Assistant, and the Operations Analyst resigned, and their positions have only been filled by November. During the staff turnover in the Operations team the backstopping was provided by the programme support staff and the Regional Office to ensure continuity of programme implementation.

To enhance organizational effectiveness, with a focus on management of financial and human resources in pursuit of results

In 2023, UN Women Country Office in Brazil overcame organizational challenges to enhance operational effectiveness and managerial oversight posed by the Quantum implementation. Country Office personnel were able to make informed decisions on project management and delivery, as a result of their enhanced access to real-time data and information on finance, donor agreements and human resources. The CO is also 100 per cent complaint with security protocols and checklists as a result of their increased access to an updated Business Continuity and Crisis Management tool and increased knowledge on security. The overall CO utilization rate was 91.5 per cent (a decrease of 0.59 per cent in relation to 2022): non-core utilization rate was 85 per cent (a decrease of 5.57 per cent in relation to 2022) and core delivery was 98 per cent (an increase of 8.2 per cent in relation to 2022). The organization also focused on information management by overseeing the migration of digital folders to SharePoint, creating a new Intranet workspace, and migrating the CO website. This multifaceted approach to operational oversight aimed to establish a robust foundation for the organization's day-to-day activities. Also in 2023, CO personnel implemented actions outlined in the 2023 Inclusive and Empowered Workforce Action Plan as a reflection of the organization's commitment to fostering an inclusive work environment, where individual aspirations and development plans were acknowledged and recog nized. The CO's commitment to information security (InfoSec) and adherence to Security and Safety Compliance Survey systems persist, contributing to improved efficiency and InfoSec compliance in 2023. Furthermore, the seamless transition to the Business Continuity and Crisis Management Application underscores the CO's resilience. With the change in key Operations personnel, a proactive measure has been taken to provide additional training in May 2023. Personnel were able to review mandatory protocols and checklists for all roles as a result of enhanced capacities following trainings, ensuring a smooth transition and continued adherence to established standardise. Strategically positioning itself in the Common Back Office (CBO) proposal, the organization played a vital role in developing procurement, travel, human resources, ICT, and security strategies. Transparent communication about the progress of the CBO in Brazil was maintained, ensuring alignment and cooperation among key stakeholders. A significant milestone was also achieved through a new agreement with UNDP to operate within the Local Shared Service Centre (LSSC) framework, this collaboration elevated Information Technology (IT) services and systems. The result was a tangible improvement in control and efficiency throughout the organization in 2023. One of the noteworthy developments in 2023 was the establishment of the Programme and Operations Management Unit (POMU). This innovative unit integrated the CO Programme Management Support Unit (PMSU) and the Operations Unit, creating an integrated approach to organizational management. The POMU, piloted during the year, emerged as a promising practice. Its aim was to contribute significantly to UN Women's overall organizational effectiveness, aligning program management and operations within a unified framework. Specifically on risk management, the CO had increased capacity to address potential vulnerabilities as a result of the development and implementation of a comprehensive risk register and a Fraud Risk Assessment and mitigation actions. Finally, efforts were made to establish a Programme and Operational Management Unit, which engaged in fundraising activities and actively participated in forums such as the L-PAC to secure financial resources for sustainable revenue generation. The CO also followed up on all audit recommendations and is currently complaint. The organizational enhancements of 2023 have positioned the UN Women Country Office for continued growth and success, grounded in a resilient and impactful operational framework.