Outcome AFG_O_1

ACO maintains principled performance and accountability to achieve its programmatic ambitions

CO capacity was strengthened during the year, with a focus on all operational and programmatic areas. Strengthened capacity resulted from the following interventions. ERM and fraud management awareness - ACO staff have increased awareness of red flags and risk indicators of fraud and proscribed practices, ensuring that preventive and detective controls are adequately designed and can be used in an effective manner. Quantum Hands on sessions consistent weekly and fortnightly Finance and Procurement Quantum sessions contributed to seamless implementation of the system. Audit management and compliance – 2 sessions raised awareness of internal controls and audit compliance and the importance of document management. Project Management face to face training – This 1-week HQ PMSU led training immensely contributed towards adoption of sound project management principles. Various systems were strengthened during the period, and notably, the implementation of DocuSign for all external agreements, design and adoption of workflow processes in Procurement, HR and Finance, strengthened document management through the effective use of sharepoint for document repository among others. The IAS risk assessment conducted during the year served to identify areas for improvement, whilst also serving as the bedrock for sound preparations for any eventual audits.

ACO maintains principled performance and accountability to achieve its programmatic ambitions

ACO continued to embed risk management practices into daily processes through careful monitoring of risks through the various meetings, namely BCM, Sub Office meetings, PMM, RMU. In 2024, a risk assessment exercise was conducted, ensuring the addition of one more corporate risk item to the 22 risks, and ensuring all risks are relevant for the 2025 AWP period. Security was managed in line with SRM guidelines, with attendance for both the Security cell and the UNCT being done. ACO ensured proper implementation of all oversight and accountability mechanisms in 2024. This included adherence to the ICF, the DOA framework, and full participation in inter-agency initiatives to streamline business processes. Implementing partners were also supported to improve their internal control protocols in alignment with their policy, procedures, and partnership agreement.

ACO maintains principled performance and accountability to achieve its programmatic ambitions

The Enterprise Risk Management (ERM) template was reviewed, ensuring all key changes in risks parameters were factored in. Timely IT disaster risk management was ensured by ensuring the CMT met daily, and later weekly during the period following the internet shut down in Afghanistan. Audit, compliance, and delivery risk were managed through the BCM, PMM, Sub Office, OMT, and RMU meetings. Security challenges following the internet shut down, skirmishes both in Kabul and across the border with Pakistan were effectively managed through strict compliance with UNSMS and close participation in inter-agency initiatives. ACO has established a framework of transparency and accountability through compliance and financial monitoring of programme partners. This framework ensures adherence to UN Women’s policies and internal standards, identifies risks and areas of non-compliance, and supports the implementation of corrective actions to mitigate potential violations. In addition, ACO has strengthened programme partners’ soft skills through regular field visits and required training.