Outcome TJK_O_4

Empowered people

Result: Employees empowerment in the workplace to better deliver on organizational commitments Evidence: Due to the COVID-19 pandemic the office followed the UNCT decision on remote working modality till September 2022. To keep team spirit, the Office organized leadership sessions and held weekly on-line staff meetings. Timely provision of performance feedback, recognition of successes, and constructive discussions on performance gaps. Introduction of the portfolio approach enabled Project Managers to strengthen their capacities in the relevant technical areas to become the resource people on the areas of the UN Women’s mandate. They’ve been now delegated membership at various UNSDCF operationalization groups and substantially contribute to the relevant technical discussions. Diana Ismailova, Spotlight Manager, received Global Spotlight Award for Leadership. Following the Internal Audit Exercise and implementing the Management Response Plan, the financial and administrative reorganizations have been introduced to improve business processes: instead of provision services/working under specific projects, two junior project-based admin/finance assistants distributed all tasks between each other: one has become responsible for all travel and events, another – contracting and procurement. Both are working under the supervision of the senior Financial/Administrative Assistant, who is responsible for quality control and assurance and overall budget management. Empowered as focal points, they contributed to the strengthened compliance of the Office. Contribution : Programme and administrative/finance staff enabled to take ownership of their work and contribute to meaningful decision-making. They’ve been delegated certain responsibilities, receive needed information and share owns; team spirit and input-seeking behavior from other members of the team encouraged.

Financial and Human Resources management

Result: Management of financial and human resources in pursuit of results improved: Office complied with the global performance standards despite of the challenging external environment. Evidence: Due to the COVID-19 pandemic the office followed UNCT decision on remote working modality (largely Phase 0 operations and for two last months – Phase 1 with limited staff presence in the office) The major challenge, in addition to the COVID-19, was a long reluctance of the GoT to signing two joint programmes: SLI and SDG. Thanks to the collective advocacy and efforts, both programmes have been signed, but implementation started very late, and staff struggled to catch up in a very limited time frame. An SLI Programme Consultant with a strong auditor’s experience at DeLoitte has been recruited to ensure quality and compliance of programme implementation. The PBF supported EYPT project had also been delayed; however, with the support of RO, the Office managed timely completion of all planned activities. Under the RO guidance, the Office, jointly with Kyrg CO, smoothly completed the transition of finance and operations, and developed an internal SOPs to move to the new working arrangements. The Office underwent internal audit exercise – the report will be made available in Q1 2022. As for the capacity building of the staff and personnel a refresher training was organized on operational matters (procurement, cash advances to IPs/RPs, ICF, Atlas session, etc). Despite of increased interest to and number of tenants in the Sozidanie building, Office successfully negotiated extension of the lease contract at the previous rates. Staff attended all training organized by the HQs and the RO. All other mandatory operational activities, like an update of ERM, BCP, month-end closure and spending plans, etc. were managed on time. The corporate delivery rates will be achieved. Resource mobilization efforts resulted in increased funding for HIV, request from INL for partnership on VAWG, WFP - on engendering their programmes, FAO - joint project proposal. Office fully complied with the month-end/year-end closure procedures Donor reports were timely developed and submitted, after approval by RO Office contributed to the roll-out of the BOS strategy by largely relying on shared LTAs for various services. estimated overall delivery for core/noncore will be over 95% for non-core and 100% for core. Contribution : Staff obtained required mandatory certificates. Operations staff attended online training sessions organized by the regional office on procurement and RMS. Programme staff attended online learning sessions organized by HQs, regional offices on innovation, PSEA, SWAP, UNSDCF, etc.