Lenka Tucek



Mala Stepanska 1928, 120 00 Prague

Czech Republic

Senior Consultant

Professional affiliated to

Lenka has 25 years of professional experience. She worked with the Swiss bilateral aid agency, as a senior manager for risk management services of a Big4 in Switzerland and also for UNDP, where she executed general management functions and oversaw the implementation of Global Fund grants. She worked as well for other UN agencies, international consulting firms and international NGOs.
Lenka´s strength are in accountability, budgeting, procurement systems, as well as in conducting organizational and implementation reviews. She has significant experience in public health.
Together with her Master´s in Business Management, Lenka holds a postgraduate degree in Epidemiology and Biostatistics, and is a Certified Internal Auditor.
Lenka has ten years of Sub-Saharan Africa public health experience, several years of experience in the post-Soviet countries, as well as two years in Oceania.
Lenka is fluent in Czech, German, English, French, Portuguese, Spanish and Russian.


  • Angola
  • Bulgaria
  • Burundi
  • Congo The Democratic Republic Of The
  • Ethiopia
  • Fiji Islands
  • France
  • Georgia
  • Germany
  • Haiti
  • Iran
  • Italy
  • Jordan
  • Kenya
  • Kyrgyzstan
  • Mauritania
  • Mexico
  • Moldova
  • Morocco
  • Mozambique
  • Peru
  • Russia
  • Rwanda
  • Sierra Leone
  • Switzerland
  • Turkmenistan
  • United Arab Emirates

  • Civil Service & State Administration
  • Economy, Employment & TVET
  • Education
  • Energy, Water & Sanitation
  • Health

  • 01.a. Administrative organisation and internal control systems
  • 01.b. Risk management
  • 01.c. Combating corruption (anti-corruption policies and measures, vulnerability to corruption, codes of conduct, value-driven organisational culture, …)
  • 01.d. Analysis of the ‘governance’-system at organisation and/or sector level
  • 01.e. Development / promotion / implementation of concepts / standards of good governance
  • 01.f. Corporate Governance (including codes / guidelines of corporate governance)
  • 01.g. Facilitation of (self)assessments of management teams and/or boards of directors
  • 02.a. Holistic and system-based institutional, organisational and operational assessments
  • 02.c. Development of business models and business plans (for public-sector and parastatal organisations, SOE’s, NGOs, social enterprises)
  • 02.d. Integrated capacity building at individual, organisational and institutional levels
  • 02.e. Integrated performance enhancement (efficiency, quality, client- and result-focus, effectiveness, ICT-based and other technology-based innovation)
  • 02.f. Business process management (including analysis, optimisation and documentation of business processes)
  • 02.g. Facilitation of change processes and/or of organisational / institutional improvement
  • 03.a. Policy setting, strategic planning, multiannual planning
  • 03.b. Sector policies and strategies (Including strategic-level theories / pathways of change, policy implementation strategies and their impact for operational planning and budgeting)
  • 03.c. Sector wide approach (Including donor coordination, alignment and harmonisation)
  • 03.d. Medium Term Expenditure Framework
  • 03.e. Annual planning and budgeting
  • 03.g. Reporting Systems – Accountability
  • 03.h. Policy evaluations
  • 04.a. External relations management (assessment / optimisation)
  • 04.b. Partnerships (Design / optimisation / management of partnerships)
  • 04.d. Client satisfaction
  • 04.e. Stakeholder needs - Stakeholder input to strategy and policy setting
  • 04.h. Accountability vis-à-vis partners and/or stakeholders
  • 05.a. HR policies and HR development strategies
  • 05.b. Personnel administration
  • 05.c. Staffing - Staff needs assessment – HR-planning
  • 05.d. Job Descriptions
  • 05.f. Professional sills development – Training – Pathways of professional development
  • 05.g. Individual performance management
  • 05.h. Leadership & Management development
  • 06.a. Financial procedures
  • 06.c. Assessment and optimisation of financial management systems and financial-administrative procedures
  • 06.d. Financial reporting and accountability
  • 06.e. Procurement systems
  • 06.f. Funding mechanisms – Accountability vis-à-vis funders / donors
  • 07.a. Design / formulation of projects / programs (including intervention strategies, theories of change, outcome mapping, technical / financial program documents, etc.)
  • 07.b. System-based context analysis – base line studies
  • 07.c. Organisational evaluation and capacity analysis of partner organisations identified for / entrusted with responsibilities for (national) project implementation / execution
  • 07.d. Management, control and steering processes of projects / programmes
  • 07.e. Mid-term and final evaluations of projects and programmes
  • 07.f. Sustainable Development Goals (SDG)
  • 08.a. Gender policy and strategies
  • 08.c. Gender-sensitive budgeting
  • 09.a. Strategic planning and/or capacity building of internal and external audit institutions and systems in the public sector
  • 09.b. Operational audit (General organisational audits and focused assessment of specific organisational shortcomings and problems)
  • 09.c. Assessment of the reliability of performance reporting and accountability mechanisms
  • 09.e. ‘Value for money’ auditing
  • 09.f. Assessments of the “corporate governance” system of an organisation - Assessments of financial management, public procurement and overall governance capacity of public sector organisations
  • 09.g. Due Diligence Assessments / Capacity assessment of (existing / potential) partner organisations (e.g. program implementing partners)
  • 09.h. Mid-term reviews and final evaluations of projects and programmes of international development cooperation (Including theory-based evaluation)
  • 09.i. Impact evaluastions
  • 10.a. Qualitative and quantitative surveys
  • 11.e. Delegation of responsibilities, empowerment of public-sector organisations, management contracts, performance contracts, ...
  • 12.e. Fight against sexual violence
  • 12.k. Emergency relief & Humanitarian Assistance
  • 14.f. Analysis of the Social Return on Investment (SROI) and/or the societal costs & benefits of projects and programmes
  • 14.i. Results and/or impact-based funding mechanisms
  • 15.a. Assessment / audit and optimisation of financial management systems and financial – administrative procedures
  • 15.b. Performance budgeting, zero base budgeting, value for money budgeting and results-based budget envelope approaches
  • 15.c. Modernising financial management
  • 15.f. Budget support