Selected Engagements

The Casework

Five documented engagements from across UN humanitarian operations, each evidencing a specific area of practice from intake through to measurable outcome.

UNHCR

Eliminating Phone-Line Scam Fraud and Cutting Call Volume by 30%

Evidenced in:

Risk Assessment, Mitigation and Internal Controls

In 2023, the country office faced a serious reputational threat when clients reported scam calls appearing to come from the official organisational phone line. As Integrity Officer, I traced the vulnerability to unrestricted staff access across more than 400 desk lines and 52 duty phones, with no SOPs governing after-hours calls. I led the technical and policy response that closed the vulnerability, retrieved 45 mobile phones, and reduced overall call volume by 30%. Since January 2024, the organisation has received zero complaints against its official number.

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Reduction in call volume

Mobile phones retrieved

UNHCR

Rebuilding Case Record Continuity from Intake to Closure

Evidenced in:

Data Management and Reporting

Most caseworkers stored case histories and mail correspondence in personal email accounts and local folders, meaning case knowledge disappeared whenever staff departed. For instance, only 09 fraud cases held complete records in SharePoint between 2021 and 2023 despite an existing global policy requiring central storage. I led the field-level rollout of SharePoint-based case management, embedding it into SOPs and training. By June 2026, fraud 94 cases were fully documented and accessible in the central system. The practice was welcomed and upheld for all other client case files in other protection sectors.

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Cases documented by June 2026

09→94

Growth in documented cases

UNHCR

Building a Complaints Tracking System From Zero to 130 Annual Allegations

Evidenced in:

Data Management and Reporting

The office had managed complaints since 2021 without any system or corporate tool to track how many were received or how they were resolved. In July 2023, I designed a simple tracking tool and trained staff across 7 field offices on intake standards. Reported allegations grew from 43 in 2023 to 130 in 2025, reflecting stronger intake quality rather than a decline in accountability. The tool gave leadership visibility into complaint trends for the first time.

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Allegations tracked in 2025

Field offices trained

UNHCR

Bringing 12 Partners Into Full PSEA Capacity Assessment Compliance

Evidenced in:

Risk Assessment, Mitigation and Internal Controls

A mandatory PSEA Capacity Assessment process required partner organisations to complete their compliance review through a global online platform, but all 12 partners in the operation were working largely offline. I informed senior management of the requirement and led each partner through migration and completion on the correct platform. Multifunctional teams reviewed documentation and flagged 3 partners below the required risk threshold for further action. By June 2026, the operation was fully compliant with the online process requirement.

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Partners brought into compliance

9/12

Assessed as low risk

UNHCR

Closing a Safeguarding Awareness Gap Across 613 Staff in 11 Months

Evidenced in:

Safeguarding and PSEA/H Coordination

Despite global safeguarding policy, country and local offices relied only on general interagency SOPs, and a staff survey I ran showed most staff were unaware of their obligations or the consequences of non-compliance. I drafted internal Safeguarding SOPs, secured senior leadership endorsement and built a field focal point network to support implementation. Training and awareness sessions reached 613 staff within 11 months in one country operation. Reporting mechanisms were reshared organisation-wide alongside the new SOPs.

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Staff trained

Months to full rollout