Outcome NPL_O_4

Improved management of financial and human resources in pursuit of results

The improved management of financial and human resources enabled NCO to achieve significant results. First, the NCO achieved a year-end IPSAS delivery rate of 80.57 per cent. It is 10.17 per cent higher than the average rate of 70.40 per cent of ROAP and 8.57 per cent higher than the average global rate of 72.00 per cent as of 31 December. This achievement resulted from a combination of approaches that enhanced its capacity to be 'fit for purpose', especially in the pandemic context. Second, NCO saved USD 67,165 from reduced transaction cost through 11 long-term agreements and further saved USD 33,993 from its relocation to the UN common premises. Third, NCO remained fully compliant with all safety and security requirements, including on ICT. These were attained through 91 per cent completion of all mandatory trainings by staff; mock drill and tabletop exercise for the Crisis Management Team (CMT) on crisis management, facilitated by the Regional Security Expert; fire drills and earthquake preparedness exercises; provision of timely and clear security and safety information; and monitoring compliance to security guidelines and COVID-19 protocols. Fourth, the NCO team's high morale, team spirit, well-being, and positive outlook remained strong by implementing an innovative 'best care support package'. It includes 100 per cent vaccination of its personnel, their dependents, and partners as well as transportation support, COVID-19 isolation kits; medical assistance, psycho-social support, grief management counselling, learning and reflection sessions. A whole of office approach, enabled by weekly programme meetings to review delivery rates and spending plan and collectively identifying solutions to existing bottlenecks as well as weekly all-staff meetings, operations and crisis management meetings enabled NCO personnel to function competently in a crisis environment. Fifth, competence among personnel and partners to support the delivery of results was sustained through a range of learning initiatives d. A total of 7 learning sessions (on results and financial reporting, cognitive coaching, communications for development, storytelling and disability inclusion) attended by 26 NCO personnel and 36 partner’s personnel were conducted this year. Sixth, all institutional instruments were made responsive to the prevailing challenges in the context, including the (a) Crisis Response and Business Continuity Plan, along with the adoption of BCCMA application and protocol update; (b) Enterprise Risk Management Risk Register; and (c) AWP-2022.

Improved management of financial and human resources in pursuit of results by the Nepal Country Office

The management of financial and human resources of UN Women Nepal was further improved in 2022, including internal governance, compliance, and business continuity, as shown in the following results: (a) UN Women Nepal continued to function effectively under the intermittent work-from-home modality, pursuant to the government and UN guidelines. Strong logistical support raised personnel efficiency, resulting in 80.57 per cent year-end IPSAS delivery rate. It is 10.17 per cent higher than the average rate of 70.40 per cent of ROAP, and 8.57 per cent higher than the average global rate of 72.00 per cent as of 31 December 2022. UN Women Nepal met the 100 per cent ICT compliance score this year (https://dashboard-oneapp.unwomen.org/Dashboard/Index/GlobalInformationSecurityandCompliance). . Regarding human resources, 100 per cent of the personnel completed the mandatory trainings and the office achieved full compliance of the staff on safety and security requirements. The office (i) completed the mock drill and tabletop exercise for Crisis Management Team members on crisis management, which was facilitated by the Regional Security Expert in February 2022; (ii) provided timely information updates on security matters; (iii) updated BCP and Business Continuity and Crisis Management Application protocol, along with orientations to all staff in August 2022; and (iv) completed a fire drill and earthquake preparedness exercise, coordinated by UNDSS in the reporting period. (b) Thirteen long-term agreements saved the office USD 90,459 from reduced transaction cost during the year. The Office provided technical ideas as active team member of the Operations Management Team, Finance, Procurement, Admin, ICT, HR task force and contributed towards increased coherence, common practices, and cost efficiency in operations, such as enhanced efficiency in using UN common LTAs. NCO led the provision of internet services, valid for a period of two years, effective 1 March 2022 to 28 February 2025 for all personnel under the LTA modality. It also adopted a joint approach between UN agencies (UN Women, UN RCO, UNICEF, UNDP, UNFPA, ILO, FAO, WHO, UNESCO, WFP, UNOPS and UN HABITAT) for example, on the Joint Workplan for all streams of operations with focus on BOS 2.0. NCO led the extension of the joint LTAs of Event Management Services for one more year, from 1 September to 31 August 2023. It also strengthened the implementation of the gender scorecard recommendations by leading the analysis and presentation of the diversity data of UN agencies in the OMT and UNCT on behalf of the HR task force. (c) UN Women Nepal continued the innovative ‘best care support package’, which contributed to high morale and team spirit, sustained well-being, high performance and robust duty of care support. The office supported the administration of first and second boosters of COVID-19 vaccination for NCO personnel and dependents this year. The COVID-19 package for personnel consisted of transportation, COVID-19 isolation kits, information, medical support, learning, reflection and psycho-social and grief counselling sessions, including for elderly parents and dependents, which enhanced connectedness in a context of segregation and isolation due to COVID-19. (d) The learning and capacity development of personnel and partners remained strong, which resulted in the following: • Enhanced capacity for reporting was achieved among 47 participants (F-31, M-15, O-1) from 13 programme partners, through a session on Results-based Reporting and Financial Reporting, which focused on the correct use of the FACE forms. This is evidenced by fewer errors observed in face forms compared to previous years. Other topics, such as Prevention of Sexual Exploitation and Abuse, Gender Based Violence and key findings on the Audit were also shared and discussed with the said partners during the third quarter. • A total of 23 (F-19; M- 4) participants from Bangladesh Country Office (BCO), NCO, United Nations Development Programme (UNDP) and RCO (Resident Coordinator Office) learned principles of adaptive leadership with focus on Problem-Resolving Map and Leaders’ Support Learning in Agile Organization. Enhanced collective performance of the NCO Team was achieved through NCO retreat and team building, which was attended by all NCO personnel. It covered norms of collaboration, internal communication, transparency, and accountability, elements of trust, transparency and accountability, and creating safe and inclusive spaces for diverse colleagues. The enhanced performance is evidenced by the 57 per cent year-end IPSAS delivery rate, as mentioned above. • NCO achieved continuous learning in areas of Operation through Monthly Operations Clinique, along with review of Operations workflows and knowledge sharing sessions in all staff meeting like PSEA, Fraud Awareness, Abuse of Authority, ICF, DOA and more. (e) All institutional instruments were made responsive to the context of the pandemic, namely: (i) Business Continuity and Crisis Management application and protocol update; (ii) Telephone Tree; (iii) Enterprise Risk Management Risk Register; (iv) BWP-2023-24; and (v) SN 2023-2027. (f) NCO continued to promote a whole-of-office approach. Fortnightly programme meetings enabled a regular review of delivery rates and spending plan and prompt response to implementation obstacles. Monthly all-staff meetings also promoted a strong sense of connectedness and ability to cope with the uncertainty of the context. Fortnightly Operations and Crisis Management team meetings enabled NCO to review issues and take timely actions on a real-time basis, including the COVID-19 updates and operational priorities.