To enhance organizational effectiveness, with a focus on management of financial and human resources in pursuit of results
To enhance organizational effectiveness, with a focus on management of financial and human resources in pursuit of results
To enhance organizational effectiveness, with a focus on management of financial and human resources in pursuit of results
UN Women reports on this indicator in a global scope, signified by "(Desk Review)" at the end of the indicator statement (see the Our Global Results page for the global result)
UN Women reports on this indicator in a global scope, signified by "(Desk Review)" at the end of the indicator statement (see the Our Global Results page for the global result)
Increased capacity of UN Women CO to deliver on results
Increased capacity of UN Women CO for risk management, accountability, harmonization of business practices and transparency in its operations
To enhance organizational effectiveness, with a focus on management of financial and human resources in pursuit of results
In 2022, the Brazil Country Office continued investing in organizational effectiveness, with a particular focus on internal controls , management and monitoring of financial and human resources. Accurate financial data generated through new financial control tools (see output 3.2 below) timely informed decisions related to programme implementation and delivery. In 2022, the overall CO delivery was 92.09 per cent (an increase of 8.06 per cent in relation to 2021): non-core delivery was 90.57 per cent (an increase of 7.73 per cent in relation to 2021) and core delivery was 90.50 per cent (an increase of 12.78 per cent in relation to 2021). By the end of the year, all projects ’ output indicator 2022 targets were on track ; two project which ended in the first semester of 2022 did not achieve all output targets . Of the 12 development results outcome indicators, 58 per cent were achieved in terms of 2022 targets ; and out of the 27 development results output indicators, 85 per cent were achieved. The CO strategy to enhance organizational effectiveness was twofold: (i) to create and implement new tools for internal controls and (ii) to develop capacities of its human resources on project implementation and management (see output 3.2 below). However, the CO was not able to accomplish a capacity assessment or develop an annual capacity development plan, which has been postponed to 2023. In 2022, the CO faced challenges with the high turnover of the Operations team which negatively impacted organizational effectiveness. The Finance Associate retired at the end of 2021 and due to extended recruitment, the position was filled in only by April 2022. The rest of the Operations team, including HR Assistant and Clerk, the Procurement Assistant, and the Operations Analyst resigned, and their positions have only been filled by November. During the staff turnover in the Operations team the backstopping was provided by the programme support staff and the Regional Office to ensure continuity of programme implementation.Disclaimer and notes
References to Kosovo shall be understood to be in the context of United Nations Security Council resolution 1244 (1999).