Management Response

: Regional Office for Americas and the Caribbean (Panama)
: 2022 - 2025 , Regional Office for Americas and the Caribbean (Panama) (RO)
: RO Strategic Note Evaluation
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Regional Office for Americas and the Caribbean (Panama)

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The evaluation of the ACRO Strategic Note 2023–2025 has been a exercise to strengthen regional planning and alignment with global and national priorities. The process enabled the identification of critical areas such as the need for greater flexibility in planning and the importance of integrating innovative approaches in resource mobilization and partnerships. While the recommendations address structural and strategic aspects, it is worth highlighting the relevance of continuing to foster a culture of learning and systematization of good practices, particularly in volatile political contexts. The analysis on operational efficiency will be key to advancing the implementation of the UN80 model and professionalizing support functions. Finally, the evaluation underscores the opportunity to leverage data and technology to improve decision-making and accountability, which will be integrated into the next phase of regional planning.
: Approved
Recommendation: REGIONAL RESOURCE MOBILIZATION PLAN Develop a regional resource mobilization plan, in accordance with corporate guidance, that promotes regional coordination and supports the matching of funding needs to donor priorities at national level.
Management Response:
More detail
Description:
Management Response Category: Accepted
Thematic Area: Governance and planning (SPs before 2018)
Operating Principles: Resource mobilization
Organizational Priorities: Partnership
UNEG Criteria: Efficiency
Key Actions
Responsible Deadline Status Comments
1. Review and update the current Resource Mobilization Strategy focusing on coordinated funding approaches while avoiding competition between offices. Continue actions already in place such as mapping the donor landscape, identifying multi-country opportunities, and providing regular updates with targeted intelligence to COs and NPPs, based on strategic analysis of current political landscapes. Nuria Felipe Soria Supporting Task Team: Alma Perez Engell Jaime Isabelle Turcotte 2026/12 Initiated
2. Review current obstacles in receiving funding from private sector and non-traditional donors, including by continuing to work closely with the private sector team in Headquarters establishing clear policy frameworks for these collaborations. Nuria Felipe Soria Supporting Task Team: Isabelle Turcotte 2026/12 Initiated
3. Prioritize securing flexible multi-year funding when possible, using Strategic Note intended results. Nuria Felipe Soria Supporting Task Team: Alma Perez Engell Jaime Isabelle Turcotte 2026/12 Initiated
4. Continue to advocate with Headquarters for funding mechanisms that ensure greater sustainability for essential operational and structural positions, mapping those currently dependent on short-term project funds. Nuria Felipe Soria Supporting Task Team: Alma Perez Lana Bozic 2026/12 Initiated
5. Continue work across the region to explore innovative funding mechanisms and national and sub-national governments’ contributions to COs and facilitating knowledge exchange with the COs. Nuria Felipe Soria Supporting Task Team: Alma Perez Engell Jaime Isabelle Turcotte 2026/12 Initiated
6. Ensure the new Strategic Note promotes a programmatic and strategic focus with clear priorities that are consistently applied. This shift aims to engage funders and LAC governments at the Strategic Note level, which can increase the overall level of flexible funding and significantly reduce transaction costs by streamlining multiple smaller programme proposals into a cohesive programmatic offering. Bibiana Aido Supporting Task Team: Cecilia Alemany, Nuria Felipe Soria, Engell Jaime 2027/12 Initiated The RM strategy is being developed. Since January 2026, progress has been made through the regional weekly Resource Mobilization Task Force, on Tuesday morning, bringing together the regional RM Specialist, LAC Representatives and Heads of Offices, and the PSMU Specialist to define priorities and coordinate engagement. Joint donor briefs have been shared, and donor-specific brochures have already been developed at regional level (e.g., for Spain and the European Union), covering all programmatic areas in line with UN Women´s corporate guidance.
7. Continue to innovate and pilot scale up of strategies implemented within Care and WPS to other underfunded thematic areas. Responsible: Sarah Douglas Supporting Task Team: All specialists. 2026/12 Initiated Regional resource mobilization strategy development being complemented by the development of private sector strategies and country specific strategies.
Recommendation: STREAMLINE AND STRENGTHEN BACK-OFFICE FUNCTIONS Conduct a functional analysis to streamline back-office processes for improved agility and efficiency gains across operational functions.
Management Response:
More detail
Description:
Management Response Category: Accepted
Thematic Area: Not applicable
Operating Principles: Oversight/governance
Organizational Priorities: Operational activities
UNEG Criteria: Efficiency
Key Actions
Responsible Deadline Status Comments
1. Conduct a comprehensive functional review of the Regional Office, to map workflows, identify specific bottlenecks, and produce an action plan towards cost-efficiency in light of UN80 Responsible: Sarah Douglas Supporting Team: Lana Bozic Pilar García HRBP 2026/12 Initiated ACRO is undertaking a fit for purpose review to ensure optimal use of resources and streamline functions and resource allocations
2. Follow implementation of the functional review recommendations and advance solutions to manage pooled services and staff, allowing capacity to be shared across multiple countries as needed Lana Bozic Supporting Team: Pilar García Ramón Chong HRBP 2026/06 Completed Implementation of pooled services in the RO is already in place, with personnel assigned to support functions and teams. The personnel providing services are able to provide dfferemt type of services to teams, without limiting them to specific functions e.g. focus on only travel or project functions.
3. Pilot and scale models for shared regional operational services (e.g., HR support hub, procurement network) to provide specialized, efficient support and build economies of scale, particularly for offices with limited dedicated operational staff. Lana Bozic Supporting Team: Pilar García Ramón Chong HRBP 2026/09 Completed "The RO has been implemtning the shared regional operational services support hub model since the pandemic, in areas of finanance, HR and procurement. Different support hubs have a different modality of operating due to the coverage of functions across the region. In finance, the RO team not only backstops offices when the main finance associate is out of the office, but also provides necessary functions for all NPPs and offces when they do not have necessary capacity in the office - such as Haiti and El Salvador while the FA was in recruitment process. In procurement, the following offices are supported through the procurement support hub - ACRO, NPPs, Haiti, El Salvador, Honduras, Argentina - by a number of colleagues based in ACRO, Chile and Ecuador. Furthermore, all offices in the ergion have access too the procurement support hub when their procurement focal points are out of the office. In HR, ACRO provides HR services, specifically recrtuitment / onboarding / separation services and contract extension services for offices that do not have any HR focal point and support with backstopping for offices where that support is temporariky not availble. Furthermore, ACRO provides advisory services and training on SSA contracting lifecycle to all offices in the region. Moreover, ACRO has developed TOR for back office supprot to Haiti (high risk office) - whereby finance / operations supoprt and programme management support was provided to the office through cost recovery - however its is difficult to fully implement these initiaties with limited resources in the COs. "
4. Develop SOPs for key operational processes, establishing clear oversight and service standards and benchmark response times for support requests Responsible: Lana Bozic Supporting Team: Operations unit heads 2026/12 Initiated " A Consultant has been recruited to support the teams in developing the SOPs and/or revising any existing procedures. SOPs development for Finance, HR, Procurement, Aministration, Payroll Management, ICT and PSMU underway. Finance SOP: 30% progress, Budget (Payroll Management) SOP: 50% progress. All others between 10% and 20% in progress with PSMU in the very initial stages of revision due to the introduction of PRISM and the need to revise the procedures to align with the new system. Once the SOPs are developed they will be translated into worlflows that will allow for a simpler and clearer interpretation. "
5. Implement a Regional Cost-Recovery System, using HQ guidance and cost-sharing alternatives adapting to challenges and changes of UN80 reset in regions and countries, while retaining talent that ensures quality delivery and cost-efficiencies across the region. Lana Bozic Supporting Team: Pilar Garcia Ramón HRBP 2026/12 Initiated "A Budget Analyst mission was conducted in late 2025 to develop the Regional Enabling Services (RES) Price List, establishing the foundation for operationalizing direct project costing and develop cost-effective Regional Cost-Recovery System tailored to the region's specific needs, including local knowledge and language capabilities. Moreover, a Key Progress: - A pooled recovery model is being explored as an alternative cost-sharing mechanism. Next Steps: - Finalize coordination with HQ to establish a simplified methodology for recovering costs for support services, accounting for fluctuating demands throughout the year while ensuring talent retention for quality delivery. - Pilot the cost recoevery model on a number of new non-core projects."
Recommendation: ALIGN REGIONAL PLANNING WITH LOCAL NEEDS AND DONOR PRIORITIES Align regional planning and prioritization with country-specific needs and donor priorities through participatory, bottom-up strategic planning.
Management Response:
More detail
Description:
Management Response Category: Accepted
Thematic Area: Not applicable
Operating Principles: Alignment with strategy
Organizational Priorities: Culture of results/RBM
UNEG Criteria: Effectiveness, Relevance
Key Actions
Responsible Deadline Status Comments
1. Foster prioritization based on commonalities across countries to streamline efforts and allocate expert, administrative, and financial resources more effectively. Bibiana Aido Supporting Team: Sarah Douglas, Lana Bozic 2027/12 Initiated The Chief of Operations and the PSMU Specialist at the regional office in LAC have carried out joint quality assurance missions to MCO Caribbean, Brazil, Honduras, and El Salvador in 2025 and 2026. A Working Session on Haiti to streamline efforts was also organized in Panama on October 27-28, 2025. A regional pool of evaluations has been developed to provide direct support to countries. Inter-office cooperation has also been promoted between the regional office and country offices on several occasions in 2025 and 2026, focusing on the sharing of expert and administrative resources.
2. Incorporate more flexibility in the annual planning process through an Agile approach to adapt to volatile national environments. This includes updating situational analyses more frequently than the full Strategic Note cycle. Ernesto Trevino/ Planning specialist 2026/03 Completed "This recommendation has already been substantially addressed through several measures implemented by the Regional Office. First, the introduction of the updated Programme Management and Results (PMR) policy has strengthened adaptive management by allowing greater flexibility in planning processes, including more frequent opportunities to review assumptions, adjust implementation approaches, and update plans in response to evolving contexts. Second, the Regional Office maintains regular engagement with Country Office colleagues through periodic coordination and programme review meetings. These discussions provide a structured mechanism to assess changes in political, social, economic, and operational environments, identify emerging risks and opportunities, and adjust priorities and implementation strategies accordingly. Third, the Communications function produces periodic political and contextual updates covering developments across countries in the region. These analyses support ongoing situational awareness and enable management and programme teams to continuously assess contextual shifts and adapt programming decisions where necessary. Taken together, these mechanisms provide a more agile and responsive planning and management approach than a static annual planning process, ensuring that programming remains relevant and responsive to rapidly changing national environments while maintaining alignment with Strategic Note objectives."
3. Strengthen strategic prioritization to focus resources on areas where UN Women has a clear comparative advantage, while strategically integrating new emerging issues under the new SP and related funding opportunities (e.g., climate justice, digital inclusion) as cross-cutting themes. Bibiana Aido Supporting Team: Sarah Douglas , Lana Bozic 2027/12 Initiated "Strategic prioritization has been addressed in the regional Strategic Note, emphasizing UN Women’s comparative advantages. This was reinforced through dedicated strategic discussions held during the retreat for Representatives and Heads of Office in Panama on April 8 and 9, 2026. In the UN Women Strategic Note for the Americas and the Caribbean 2026–2029, specific outcomes have been prioritized, including: • Environment and Climate Justice: More governments across Latin America and the Caribbean, women’s organizations, and environmental networks and defenders have increased their capacity to implement international and regional environmental and climate standards and frameworks, adopting a transformative gender perspective. • Sustainable Financial and Digital Inclusion: Women in the region are gaining access to inclusive, gender-responsive, and sustainable financial systems, supported by a regional framework, evidence-based policies, and digital innovation. This expands access to financial services and supports women’s economic autonomy. There is ongoing follow-up through impact missions focused on these emerging issues, with regional participation in events such as the COP of Belem do Para (2025) and COP 4 of Escazú (2026), in collaboration with environmental women defenders and young women environmentalists. It is also important to highlight the participation of Regional Director Bibiana Aido in a session on UN Women’s best practices in Artificial Intelligence and Financial Inclusion at the 2026 Sustainable Development Forum in ECLAC, showcasing innovative approaches from El Salvador and Colombia that are now being replicated regionally throughout Latin America and the Caribbean."
4. Ensure the new Strategic Note development process is participatory and bottom-up, beginning with extensive consultations with country offices and LAC partners Bibiana Aido Supporting Team: Cecilia Alemany, Ernesto Trevino 2025/09 Completed The regional Strategic Note of UN Women for the Americas and the Caribbean was enriched by the input of over 300 people and stakeholders, including 50 interviews and 4 focus groups. These participants, through their roles or connections with UN Women, contributed to both political and technical analysis, forming the basis for the arguments that support this Strategic Note. The evaluation results have enabled us to anticipate trends, risks, and opportunities.A Strategic Workshop was organized with Representatives and Heads of Offices from LAC, along with members of the LAC Steering Committee, on October 2, 2025. Their recommendations were included.
Recommendation: STRENGTHEN MONITORING, EVALUATION AND LEARNING SYSTEMS Enhance accountability and demonstrate impact through improved planning and monitoring and evaluation functions, leveraging data-driven knowledge production and thematic expertise
Management Response:
More detail
Description:
Management Response Category: Accepted
Thematic Area: Not applicable
Operating Principles: Knowledge management, Evidence, Data and statistics
Organizational Priorities: Culture of results/RBM
UNEG Criteria: Efficiency, Impact
Key Actions
Responsible Deadline Status Comments
1. Invest in and strengthen regional Planning and Monitoring capacity, shifting the focus from activity-based tracking to measuring outcome-level results under PRISM Bibiana Aido Supporting Team: Ernesto Trevino, Engell Rosario, Violeta Leiva 2027/12 Initiated The narrative shift has been implemented, with several targeted PRISM workshops conducted in May 2026 to enhance regional capacity, based on key outcomes from Evaluation. The regional leadership has placed a specific emphasis on the need to measure impact through concrete outcomes, which has been addressed in the Regional Steering Committee meetings and during dedicated sessions at the LAC Representatives Retreat in April 2026. Additionally, a recruitment process for a Planning Specialist at the NOD level is underway to further strengthen this area. Management capacity has also been reinforced through bi-monthly meetings focused on overview, oversight, and strengthening the second line of defense, such as RO-LAC.
2. Continue facilitating formal and informal mechanisms for internal coordination and knowledge sharing to break down silos Responsible: Sarah Douglas (for programmes), Lana Bozic (for ops) Supporting Team: Andrea Llerena, Rodrigo Herrera 2027/03 Initiated Following the 2025 functional analysis, the Regional Office (RO/ACRO) has implemented key actions to break down silos, enhance regional communication, and strengthen knowledge sharing: Governance & Coordination: Established a biweekly RO Technical Committee led by the Deputy Regional Director (DRD) alongside weekly Executive Committee meetings. A staff retreat in April 2026 further advanced cross-cutting information-sharing mechanisms. AI-Powered Socio-Political Monitor: Launched a web-based, AI-driven news monitor updated biweekly, complemented by daily Meltwater digests, to track regional trends, narratives, and contextual shifts impacting UN Women's work. Communications & Advocacy Community of Practice (CoP): Conducted monthly capacity-building sessions (June–December 2026) to align regional priorities, focusing on the UNiTE Campaign 2026, AI tools in communications, social media strategy, and editorial guidelines. Internal Visibility (ACRO Newsletter): Launched a regular internal newsletter to centralize updates on missions, advocacy milestones, and programmatic results across country offices, now distributed to a global network of over 240 recipients. Knowledge Management Strategy (2026–2029): Finalizing the regional KM strategy for rollout in the second semester of 2026. Efforts include upgrading digital thematic repositories (Care, EVAW, Climate Change, and Statistics) and deploying accessible formats like interactive dashboards and multimedia products.
3. Develop and implement a clear, differentiated service model for oversight, delivery and support programmes’ strategic management and monitoring in ACRO, COs and NPPs in light of UN80 reform Engell Jaime Supporting Team: Lana Bozic, Planning specialist, Mariel González 2027/03 Initiated "Significant progress has been achieved in the implementation of the recommendation. The unit has strengthened its oversight function through systematic monitoring of the non‑core portfolio in ACRO. Based on this analysis, a strategic monitoring tool was designed and implemented, integrating key indicators to support decision‑making, planning, and the reinforcement of accountability. This differentiated oversight service model has enabled: improved monitoring of performance in the implementation of non‑core projects, which translates into progress on strategic priorities in COs and at the regional level; provision of a more comprehensive view of the non‑core project portfolio through the combined use of quantitative and qualitative data; and strengthened accountability and evidence‑based follow‑up processes. Furthermore, the adopted approach has contributed to optimizing programmatic implementation by facilitating more structured and timely supervision, aligned with management needs and with the priorities of the UN80 reform."
4. Integrate oversight into budgeting and ACRO planning Sarah Douglas Supporting Team: Lana Bozic, Pilar García, Vinay, Planning specialist 2026/06 Completed Integrated including through the roll out of the new PMR policy
5. Develop and implement a unified Knowledge Management and Learning strategy to ensure KM outputs inform learning, adaptation, and evidence-based decision-making. Sarah Douglas Supporting Team: Andrea Llerena, Rodrigo Herrera, Violeta Leiva 2026/12 Initiated KM strategy developed and being implemented and rolled out
Recommendation: LEVERAGE TECHNOLOGY AND INNOVATION Leverage technology and innovation, incorporating emerging AI tools, supported by innovative IT and communications approaches to increase strategic adaptation and efficiency.
Management Response:
More detail
Description:
Management Response Category: Accepted
Thematic Area: Not applicable
Operating Principles: Innovation and technology
Organizational Priorities: Operational activities
UNEG Criteria: Effectiveness
Key Actions
Responsible Deadline Status Comments
1. Continue to incorporate Artificial Intelligence (AI) in automation and innovative solutions across programmes and operations and invest in personnel access to AI Violeta Leiva Supporting Team: Lana Bozic, Rodrigo Herrera, Andrea Llerena 2026/09 Initiated The Regional Evaluation Specialist has continued to advance the integration of Artificial Intelligence into ACRO’s automation and innovation efforts by designing and delivering five regional AI training sessions. Building on this progress, a structured pilot was launched in May with the Brazil Country Office, where three tailored training were identified according to personnel needs. The pilot will be conducted in June and July 2026, and its results will inform the development of a consolidated AI course to be formally rolled out across ACRO.
2. Identify personnel with key competencies as AI focal points and invest in internal virtual programs that can strengthen AI/innovation capabilities. Violeta Leiva Supporting Team: Lana Bozic, Rodrigo Herrera, Andrea llerena, Demian Marchi, Bárbara Ortiz 2026/09 Completed The launch of the AI Task Force in April, under the leadership of the Regional Evaluation Specialist, reflects a significant advancement in leveraging technology and innovation within ACRO. Personnel with demonstrated interest and competencies in AI were identified as focal points, enabling a targeted approach to strengthening internal capacities. A dedicated communication channel was established and is currently functioning as an active space for joint work, coordination, and knowledge sharing. These actions collectively contribute to building internal AI and innovation capabilities, directly addressing Recommendation 5 and fulfilling Action 5.2
3. Streamline existing dashboards and develop new when needed that can provide real-time information and analysis on regional data trends Andrea Llerena Supporting Team: Lana Bozic, Engell Jaime, Violeta Leiva 2026/12 Initiated "Significant progress has been made in strengthening the use of data visualization and innovative analytical tools across the Regional Office. In coordination with the EVAW, Communications, and Data and Statistics teams, two dashboards were successfully developed and published on the UN Women Regional Office website: one focused on Big Data analysis on violence against women and girls, and another presenting Spotlight Initiative results in collaboration with Country Offices and NPPs. Additional products are currently under development, including dashboards based on sex-disaggregated and gender data, accompanied by automated Python-based gender analysis reports currently under technical review. An AI-based dashboard analyzing speeches delivered by the Regional Director across different periods is also being updated for internal analytical and knowledge management purposes. Beyond product development, the Data, Statistics and KM area continues to provide transversal technical support across teams to strengthen dashboard development processes, expand the use of data visualization tools, and enhance institutional capacities for data analysis and evidence-based reporting."
Recommendation: DEFINE A REGIONAL HUMANITARIAN PLAN Define a regional humanitarian plan aligned with the humanitarian–development–peace nexus corporate direction.
Management Response:
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Description:
Management Response Category: Accepted
Thematic Area: Women peace and security, humanitarian action & disaster risk reduction
Operating Principles: Oversight/governance
Organizational Priorities: Humanitarian action
UNEG Criteria: Effectiveness, Gender equality
Key Actions
Responsible Deadline Status Comments
1. Define a clear regional humanitarian strategy aligned with the HDP nexus, including roles, responsibilities, and coordination mechanisms. Alma Perez Supporting team: Delfina Garcia Hamilton, Gina Bernal Osorio, Mar Companys, Lina Diaz 2026/09 Initiated Regional humanitarian strategy has been finalized and will be presented to country Reps before final validation during Reps meeting (exact date TBC but tentatively June 2026)
2. Mobilize funds for dedicated humanitarian expertise at the regional level to support country offices and engage in inter-agency platforms. Alma Perez Supporting team: Nuria Felipe, Delfina García Hamilton, Gina Bernal Osorio, Mar Companys, Lina Diaz 2027/03 Initiated Progress on resource mobilization includes efforts to mobilize funds for countries with urgent needs and ongoing engagement in preparations for El Niño and the storm season.
Recommendation: SYSTEMATIZE AND SCALE HIGH-IMPACT NORMATIVE PARTNERSHIPS: Develop an integrated approach to systematize and scale normative and political influence through enhanced cross-cutting programming, leveraging established multi-stakeholder partnerships and forums.
Management Response:
More detail
Description:
Management Response Category: Accepted
Thematic Area: Not applicable
Operating Principles: Capacity development
Organizational Priorities: Partnership
UNEG Criteria: Sustainability
Key Actions
Responsible Deadline Status Comments
1. Identify and prioritize thematic intersections (e.g., care and climate, digital inclusion and political participation) strengthening Thematic Integration and Cross-Cutting Programming Sarah Douglas Supporting Team: Laura Pérez, Lorena Lamas, Alma Perez, 2026/06 Completed Climate security pilot being developed in Guatemala. Digital inclusion project launched in Cuba in the context of the crisis. ACRO retreat and implementation of the functional analysis, specificaly the directorate and technical committee have regularized the coordination mechanisms to ensure cross thematic fertilization and development of strategic initiatives
2. Map talent and develop internal training and incentives for personnel to design and implement cross-cutting projects and strategic deliverables. Cecilia Alemany Supporting Team: Verónica Espinel, Leah Tandeter, Bárbara Ortiz 2026/12 Initiated Update on November
3. Continue piloting innovative cost-effective corporate solutions across the region (like regional networks, hubs, integrated multi-country initiatives or other) and document lessons learned for regional or global scale-up. Cecilia Alemany Supporting Team: Lana Bozic, Pilar García, Engell Jaime and all specialists. 2026/12 Initiated Update on November
Recommendation: INTEGRATE DISABILITY AND CLIMATE CHANGE CONSIDERATIONS Operationalize the Regional Strategy on Gender, Environment and Climate Justice, incorporating human rights considerations, with a focus on disability inclusion and environmental safeguards.
Management Response:
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Description:
Management Response Category: Rejected
Thematic Area: Women peace and security, humanitarian action & disaster risk reduction
Operating Principles: Alignment with strategy
Organizational Priorities: Not applicable
UNEG Criteria: Relevance, Sustainability
Key Actions
Responsible Deadline Status Comments
Provide small grants and launch a capacity‑building programme for regional and country‑level staff on the nexus between climate change and disability Lorena Lamas 2026/12 Initiated