One key recommendation was to redefine operational oversight by placing greater responsibility on senior and mid-level managers while reducing reliance on a single centralized role. To put these ideas into practice, the Country Office launched a structured pilot and initiated a detailed review of the traditional functions performed by the Operations Manager.

The first element focused on mapping operational functions. A dedicated task force conducted an in-depth analysis of operational responsibilities, examining how these functions can be redistributed across existing teams and leadership roles while maintaining strong oversight.

This principle guided the second element focused on empowering mid-level managers. In practice, many operational decisions are most effective when taken closest to where programmes are implemented. Strengthening the roles of unit heads and team leaders ensures that operational decisions are taken closer to the point of delivery. Clear delegation frameworks and updated standard operating procedures help maintain accountability.

The third element aimed at strengthening programme–operations synergies. Programme and operations teams were encouraged to collaborate more closely, recognizing operations as a core enabler of programme results, rather than a separate administrative function.

The fourth element — accelerating digital transformation, including the adoption of digital-by-default processes such as real-time dashboards and digital tracking systems to improve transparency, efficiency, and decision-making. 

Finally, the model aims to reduce unnecessary administrative burdens and bureaucratic overload by simplifying approval layers and improving workflows while maintaining strong compliance with UNDP rules and internal controls. 

Together, these elements form the foundation of the pilot’s broader theory of change. At its core lies a simple belief: 

strong organizations rely not on centralized control but on trusted teams empowered to take responsibility and innovate.

If UNDP Kazakhstan removes the centralized Operations Manager role while empowering managers, strengthening programme–operations collaboration, and accelerating digitalization, the Country Office will be able to deliver programmes faster, more coherently, and with higher quality.  This approach assumes that decision-making closer to delivery points, supported by strong accountability frameworks and digital tools, will reduce bottlenecks and foster a culture of trust, collaboration, and innovation. 

Strong governance, risk management, and effective oversight remain essential. The new model ensures that internal controls, compliance standards, and risk management mechanisms remain fully intact. Responsibility for oversight is shared across leadership roles, reinforcing collective accountability while ensuring that risks are identified and managed proactively.

As with any organizational innovation, success will depend on continuous learning and adaptation. The pilot is being treated as an iterative learning process. The Country Office will continuously monitor results, gather staff feedback, and refine the model as needed. This adaptive approach ensures that the initiative remains aligned with both organizational priorities and staff perspectives, while strengthening operational effectiveness over time. 

This pilot would not be possible without the openness and professionalism of the UNDP Kazakhstan team, who have embraced the opportunity to test new ways of working and continuously improve how we deliver results. UNDP Kazakhstan’s pilot is an important step toward modernizing Country Office operations. By redistributing leadership, strengthening collaboration, and adopting digital solutions, the office aims to build a more agile and resilient organizational structure. Ultimately, the goal is simple but powerful: to deliver development results more efficiently, transparently, and collaboratively — as one UNDP team.