Planned Budget (Total)
Other resources (non-core)
Country Indexes
outcome XM-DAC-41146-LAC_O_2
Advancing partnerships & resourcing; Effectively influencing for impact & scale
In 2024 AC RO developed and submitted 16 knowledge products, including project concept notes, proposals, and presentations for private sector pitches. These outputs facilitated negotiations with potential and existing partners, leveraging high-level meetings and participation in initiatives like Generation Equality and the Feminist Action for Climate Justice Action Coalition. This collaboration set the groundwork for an official UN Women side event at COP16 on Biodiversity, to amplify women's voices and position UN Women as a strategic partner. Significant efforts in resource mobilization and fundraising for the LAC region resulted in the signature of Memorandums of Understanding and Contribution Agreements with various entities, strengthening the resource base and expanding networks. Outputs included sustained conversations with public and private sector focal points to identify donor priorities, participation in key UN Interagency taskforces, and the development of donor intelligence materials. The Unit produced 333 Talking Points documents and 236 Briefing Notes to support high-level meetings and presentations. New conversations with potential donors, including traditional and non-traditional entities, led to the signing of 6 Collaboration Agreements and 7 Memorandums of Understanding in 2024. In other hand several outputs were achieved to enhance the knowledge and capacities of colleagues across the LAC region in developing and seizing partnerships and resource mobilization opportunities. These outputs included the organization of five LAC Learning Cafes, benefiting 63 participants and improving their capacities to establish partnerships and mobilize resources; the enhancement of the P&RM LAC Teams Community of Practice channel, which distributed 33 posts and 23 updates to over 80 members, providing crucial information on resource mobilization opportunities and internal processes; and the development and release of two Standard Operating Procedures for the fundraising cycle and due diligence, along with extensive support for their adoption through capacity-building sessions, video tutorials, and pre-clearance reviews of due diligence requests. Also AC RO achieved two key results at the output level: the signing of an MOU between the UN Women Executive Director and the President of the Inter-American Development Bank (IDB) in September, formalizing collaboration on comprehensive care systems, initiatives to eliminate gender-based violence, and expanding women's economic autonomy and financial inclusion, with a joint action plan to be developed in 2025; and the development of a proposal with inputs from LAC region offices to the multilateral development bank CAF, focusing on women's entrepreneurship and access to finance in the Caribbean, strengthening women's political participation and leadership, and promoting a life free of violence in politics in Bolivia, Ecuador, Peru, and Guatemala, as well as empowering women and girls through sports in Argentina, Chile, Paraguay, and the Caribbean. Although CAF has not yet agreed to fund the proposal, exchanges have led to the planning of a joint workshop with CAF gender leadership in Panama to establish a joint action plan in Q1 2025. By fostering strong, long-term relationships with key media outlets, the organization successfully positioned its priorities and advocacy efforts on gender equality and women's rights. In 2024, this strategy resulted in the coordination of 21 opinion articles and interviews with the Regional Director and Deputy Regional Director, featured in prominent global and regional newspapers and news outlets, including BBC Mundo, EFE, EFEminista, El País, DW, Planeta Futuro, France 24, Forbes, and Infobae. Regionally, country and multi-country offices reported 1,453 media mentions through HQ media coverage. Meltwater registered 963 mentions in leading regional media. The peak potential media reach of ONU Mujeres in the press was on November 25th, with 2.1B,
outcome XM-DAC-41146-LAC_O_3
Advancing business transformation
The regional office places significant importance on continuous improvement, knowledge management, and innovation. During the period, it strengthened the knowledge management tool, leveraging big data and artificial intelligence. The "Plan" tab of the tool was updated, and support activities in programmatic areas led to a 100% increase in items loaded compared to the same period in 2023. The use of a social listening tool helped leverage big data for advocacy and knowledge sharing, providing insights into social dynamics and creating targeted strategies. UN Women also positioned care in the bi-regional European, Latin America, and the Caribbean (EU-LAC) agenda, promoting a Bi-regional Pact for Care in collaboration with ECLAC and the EU-LAC Foundation. From January to December 2023, 37 knowledge products were initiated, and 43 were completed, totaling 80 new knowledge products. In 2024, ACRO maintained activities in various communities of practice, including Innovation & Technology, Internal Ops Comms ROLAC, and COP UNW LAC Programme, with member participation in themes like Environmentalists, Knowledge Management, and Quantum. The regional office delivered 7 operational trainings in person and conducted multiple webinars in areas such as procurement, finance, HR management, and policy-related topics. Overall, the total number of visits to all knowledge products amounts to 64,119 visits. The knowledge products with the most visits in 2024 were: Perfil regional de igualdad de género América Latina y el Caribe (5,414), La agenda 2030 para el desarrollo sostenible (3,471) and Cuidados y Políticas públicas (1,885). Supporting document: https://unwomen-my.sharepoint.com/:x:/g/personal/rodrigo_herrera_unwomen_org/ETrQslRXJ0NBk5XDlOFJIqEBMMiLmzdtLnTJjsZG5aeuew?e=t954Uc
outcome XM-DAC-41146-LAC_O_4
Nurturing an empowered Workforce and advancing an inclusive UN Women culture
UN Women ACRO has demonstrated significant progress in strengthening its organizational capacity and effectiveness through comprehensive staff development initiatives throughout 2024. The office has implemented a structured approach to building a high-performing, diverse and empowered workforce that embodies UN values, reaching approximately 100 members. With an average recruitment process time of 18 weeks - RO developed a platform to monitor the average time for recruitment and to help identify bottlenecks in recruitments. A cornerstone of this effort has been the implementation of an extensive learning program that combines structured training and collaborative learning opportunities. The office achieved a 86% completion rate for mandatory corporate learning courses by the end of 2024, marking a notable improvements from mid-year. This improvement reflects the office's commitment to continuous professional development and compliance with organizational standards. The RO fostered an inclusive learning environment through its comprehensive trainings all personnel, covering critical operational areas including finance, procurement, travel, human resources, cost recovers, PM etc. Weekly learning sessions have been institutionalized to ensure ongoing skill development and knowledge sharing, while individual coaching sessions have addressed specific needs of staff across different geographical locations, demonstrating a commitment to leaving no one behind in professional development opportunities. A significant milestone in nurturing our workforce and creating inclusive culture was two-day staff retreat held in Cordoba, Argentina in May 2024. This gathering brought together all personnel from across all units, creating a participatory space for sharing lessons learnt, capability building, and team strengthening. Performance management has shown steady improvement, with the office achieving a 73% compliance rate in Performance Management and Development (PMD) by the end of 2024, with 90.7% completion of 2023 PMD goals, 73% completion of 2023 PMD completion. These initiatives collectively demonstrate UN Women ACRO's commitment to empowering its workforce and building transformative culture through a human rights-based approach that prioritizes capacity building, inclusive participation, and continuous improvement. The office has created a supportive environment that enables staff to contribute effectively to UN Women's mandate while developing their professional capabilities and advancing gender-responsive organizational culture.
outcome XM-DAC-41146-LAC_O_5
Effective normative, programmatic and coordination products, services and processes
In 2024, the Regional Office intensified efforts to enhance evaluation capacity across the region through a series of in-person and hybrid training sessions. These initiatives engaged a total of 195 participants during 2024 and targeted UN Women personnel, government counterparts, and other stakeholders. This reflects a dedication to advancing evaluation capacity and fostering a culture of evidence-based decision-making throughout the LAC region. Through the completion of evaluations and robust training efforts in 2024, ACRO continues to drive evidence-based decision-making and programmatic improvements. These efforts underscore a strong commitment to regional and corporate strategic priorities, ensuring alignment with UN Women’s global mandates and fostering sustainable development across the Americas and the Caribbean. Methodologies were developed for in-person workshops on Results-Based Management and the strategic vision of Country Offices for 2025, alongside technical assistance for annual work plans, biennial plans, and the Strategic Note for Colombia. In El Salvador, 18 team members were trained in Results-Based Management, promoting inter-area exchange and team cohesion. An annual planning workshop in Ecuador involved 13 participants and addressed new procedures. Feedback on Colombia's 2025-2029 Strategic Note was coordinated with HQ divisions. Support was provided for a gender mainstreaming project in Peru, and tools were developed for the 2025 Work Plan. Indicator adjustments were coordinated with Country Offices, and six socialization sessions were held to emphasize Annual Planning and Reporting.Showing 11 - 14 of 14