Outcome ESA_O_1

Assuring an accountable organization through principled performance

In 2025, specific emphasis was placed on improving accountability and overall principled performance across the following areas: Management of Payroll Errors Targeted efforts were undertaken to address payroll discrepancies, including those related to IB-funded positions, and to streamline procedures for routing GST requests. Remaining payroll error balances as at end-January were absorbed through unspent 2025 Regular Resource balances, bringing all deficits to nil. The appointment of a dedicated focal point at the Regional Office, together with the delegation of authority to regions for non-core funded positions, significantly expedited the resolution of payroll errors. Streamlining Procurement Procedures Procurement processes were enhanced through eased approval requirements for the establishment of Long-Term Agreements and the adoption of mutual recognition principles at country office level. In addition, stricter monitoring of travel budgets was implemented, with improved compliance in completing travel processes through the timely submission and closure of travel claims. Budget Management Stricter budget controls were applied, particularly for HR-related activities, including consultancy engagements, staff contract alignments, and verification of non-core funding availability. Cost-containment measures were adopted in line with the 15 per cent reduction in Regular Resource allocations. The Core Resource Allocation Tool (CRAT) was also used for the first time in allocating 2026 Regular Resources. Increased Oversight Oversight was strengthened through improved quality and increased frequency of oversight missions, covering 8 of 13 offices (61%). These included Somalia, SACO, Zimbabwe, Uganda, Ethiopia, South Sudan, Burundi, Malawi, and Kenya. As at 31 December 2025, there were no overdue internal audit recommendations.

Assuring an accountable organization through principled performance

Preliminary data for implementation rate for regular resources as of 31st Dec indicated a rate of 80% for core and 60% for non core with the finalization of the year-end closures processes and payroll. This will include the absorption of overspending on the core at the CO level.

Assuring an accountable organization through principled performance

The Regional Office strengthened its commitment to accountability through principled performance, enhancing governance, risk management, and ethical leadership. The Delivery / Utilization rate was below target, however reflects efforts made within the region for greater efficiency and effectiveness. The regional office enhanced the oversight function through quarterly reviews based on the QBR indicators. Component Delivery Rate Utilization Rate Regular resources 70% 77% Non-Core Resources 59% 78% Note: this is as Dec 2024, uncertified data. The final delivery will be available by March 2025, when HQ will close the accounting books for 2024. There was an improvement in the quality of reports with more results focused reporting. The timeliness was below target and this was due to the backlog in preparing financial reports. The