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Like the inner workings of a clock, keeping time while remaining out of view, UNICEF’s people and departments bring supplies, information, data and accountability to its charge to protect and care for children.

In 2006, UNICEF met or improved upon many of the key programme management indicators established in the medium-term strategic plan for 2006–2009. As this text will show, by meeting concrete expectations and goals, UNICEF was able to streamline operations, tighten deadlines and strengthen accountability.

UNICEF closed its financial accounts and prepared its annual financial reports to donors earlier in 2006 than in any previous year. Also, significant progress was made in systems development and in adopting new technology, which contributed to UNICEF’s overall efficiency.

As part of the UN reform process, UNICEF harmonized its cost-recovery policies with those of the United Nations Development Group (UNDG), allowing for easier planning and implementation of joint ventures and projects among partners – including both donors and programme countries. The harmonized approach for cash transfers is being implemented in countries, and a simplified method of transferring funds to partners is now available to all UNICEF field offices.

In keeping with the UN’s goal of rectifying gender imbalance in the workplace, UNICEF’s Executive Director appointed a Special Adviser for Gender and Diversity and conducted a first-ever Senior Staff Review and Rotation Exercise. The Executive Director also established a policy that one half of all organizational review committee members should be women. The gender balance of female staff at upper-level management has risen from 19 per cent in 2005 to 30 per cent by September 2006.

OPERATIONS AND RESOURCES MANAGEMENT 31

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