Management Response

: Mozambique
: 2017 - 2020 , Mozambique (CO)
: Final Evaluation of WEE Gaza Project
:
: Mozambique
:

The project implemented interventions for building capacity for resilience in agriculture and animal husbandry, linking women to crucial legal and financial services, promoting self-confidence and self-esteem and reducing the gap between men and women. The project demonstrated that contributing to rural women’s capacity to perform productive economic activities, including those that are traditionally considered male dominated, is an empowering approach per se, because this does not only directly build capacity for women, but also impacts attitudes and perception of women in the world of work. Main lessons learned and challenges: • (i) Limited scale of direct women entrepreneurs supported. Stakeholders have raised the need to bring into scale UN Women’s investments to reach out a massive number of individual women instead of focusing on associations and influencing local norms and policy frameworks. This concern will guide the design and implementation of Phase 2. • The outbreak of animal disease (mouth and foot disease) in Gaza, on 1st June 2018, has resulted in the National Veterinary Directorate total ban of movement of livestock and meat products (cattle, goats and sheep and pigs to and from Gaza). This affected business in the area of livestock farming and hence expected results of the project. To mitigate this challenge an exception based on clinical testing of animals from the project was negotiated with authorities. • The economic deceleration of the economy had a disproportionately negative impact on emerging micro, small and medium enterprises (where most of the women entrepreneurs supported are concentrated). These enterprises faced reduced growth in demand, higher costs, and more difficult access to credit. To mitigate these challenges UN Women approached private banks for partnerships, that will be effective from 2019 and will benefit 500 women and young women entrepreneurs. The project team is considering Phase 2 of the project with focus in the consolidation and sustainability of existing women-owned enterprises, accompanying them throughout the crisis and cushioning the raise in the price of productive assets as prospects of economic recuperation in upcoming years are positive. • Use of local language to deliver capacity building packages enhances participation, comprehension and application of lessons learnt by most vulnerable women with low literacy levels. • Supporting women to access civil registration rights is a pre- requisite for their empowerment, as it opens the doors for their eligibility to access crucial services for their empowerment, such as financial services as loans, services for social protection, inheritance and even voting rights. • Targeting men on Gender Equality and WEE activities is a high potential intervention to enhance socio-cultural transformation of men from being obstacles into being supportive agents that accept and advocate for innovation of social practices, norms and belief for gender equality.

: Approved
Recommendation: UNW project should focus on areas where it has demonstrated comparative advantage.
Management Response: UN Women partially agrees with the recommendation of focusing in areas of its comparative advantage. However, the exclusion of support to agrarian productive and marketing activities may further “leave behind” women and young women´s leaving in rural areas. These women are disproportionately affected by climate change and required specific support, that is seldom being offered by other agencies. UN Women’s interventions were meant to bring to the spotlight the need for attention to rural women and interventions undertaken are to serve as replicable models for other actors specializing in agriculture to mainstream gender and advance women’s empowerment.
Description: Based on the findings of this evaluation this might imply the exclusion of agrarian productive and marketing activities, and to focus on training, advocacy and awareness. By building on areas of comparative advantage, UNW will likely be more efficient and effective as well as enhance its chances at resource mobilization.
Management Response Category: Partially Accepted
Thematic Area: Women economic empowerment (SPs before 2018)
Operating Principles: Capacity development
Organizational Priorities: Organizational efficiency
UNEG Criteria: Relevance
Key Actions
Responsible Deadline Status Comments
UN Women concluded Implementing Partners (IPs) selection process, so to tap into national organizations experience in agrarian development. IPs will be the main implementors of activities in coordination with local agricultural authorities. UN Women 2020/06 Completed IPs selection process was completed and implementaion is expected to start from Q3 2020.
Recommendation: UNW project design should include specific baselines
Management Response: UN Women agrees with this recommendation. Specific actions have been put in place to continually improve its staff capacity on RBM.
Description: UNW project design should include specific baselines (i.e. at target-groups’ level), clear and specific indicators to measure the envisioned changes at the individual, collective, and institutional levels, and periodic measurements of progress in conjunction with Government.
Management Response Category: Accepted
Thematic Area: Women economic empowerment (SPs before 2018)
Operating Principles: Evidence, Data and statistics
Organizational Priorities: Culture of results/RBM
UNEG Criteria: Relevance
Key Actions
Responsible Deadline Status Comments
Undertake staff training on results-based management UN Women Moz 2020/12 Ongoing Un Women started a set of trainings on RBM for new IPs and staff covering SLI IPs and expecting to continue with new IPs selected for the WEE component
Undertake Implementing Partners training on results-based management (RBM) methodologies UN Women 2020/09 Ongoing This activity is ongoing and covers all implementing partners.
Complement existing monitoring tools (e.g. Results Management System quarterly monitoring reports) with project specific performance monitoring matrix and review quartely. UN Women 2020/03 Completed This is ongoing action in the CO.
Maintain a country based full time position on Monitoring and Evaluation, complemented/supports by the Regional Staff. UN Women 2020/03 Completed This position has been created to be permanent in the office.
Recommendation: Assessment of partners
Management Response: UN Women’s accepts the recommendation. UN Women will further finetune it’s partner selection procedures so to identify capabilities and areas for improvement. A specific capacity building training to partners will be conducted. Among the challenges is the fact that most projects will have a limited timeframe for implementation due to financing limitations.
Description: In designing projects, UNW should ensure that priorities and activities of each of the future project components are based on an assessment of partners’ capabilities in that particular sector/area, and on an assessment of realistically achievable change in the area, taking into account the timeframes needed for bringing about the envisioned change. Project design should ensure that it includes appropriate support (training, technical assistance, systems and corresponding budget) to address loopholes, and that targets and expectations are revised to realistically achievable levels (likely downwards) in line with this assessment. In terms of resources allocation, UNW needs to encourage for adequate Government resources to be mobilized enabling a smooth and sustainable hand over.
Management Response Category: Accepted
Thematic Area: Women economic empowerment (SPs before 2018)
Operating Principles: Capacity development
Organizational Priorities: Partnership
UNEG Criteria: Relevance
Key Actions
Responsible Deadline Status Comments
Conduct IP pre-assessment prior to their full engagement in the project. Rely, whenever, possible on pre assessment undertaken by other UN agencies in the framework of HACT. UN Women 2020/03 Ongoing For the SLI process the CO conducted a partners assessment including visiting the organisations for verification of evidences of their capacity. The same approch has been used for the newly selected IPs under WEE component of SLI and WPS projects.
Undertake capacity development programme to selected IPs based on weaknesses identified during the pre-assessment and monitoring missions. UN Women 2020/06 Completed The recent IP selection process in the CO included the capacity development assessment and based on that capacity plans were developed for different IPs to be part of the CO capacity plan and RBM is one of the training needs identified.
Recommendation: Refine project logical framework
Management Response: UN Women’s agrees with the recommendation on the need to further refine and regularly revisit the logical framework. With emerging challenges in the countries development context some results and indicators agreed upon and the beginning of the project might become irrelevant and unfeasible over the time. This is was the case of the project which was faced by changes in the management and technical focal points in the government institutions in the province of Gaza.
Description: Project’s logical framework should be significantly refined and systematized, in particular with regard to its indicators and means of verifications. It should be fully endorsed by all project stakeholders and revised/amended if needed. Indicators calculation and assumptions should be detailed in an annex. The Project’s Foreseen Implementation Schedule should be added to the documentation and a periodic review should allow to record any major delay. In planning the strategies, activities and targets for the next UNW program and projects, UNW needs to take specific stock of the implementation and coordination capacity of Government institutions and the many technical and financial constraints that they face. This implies increasing support to collaborating Government institutions/services, adjusting targets and expectations to realistically achievable levels (likely downwards), and taking into account the time frames needed for bringing about the envisioned change.
Management Response Category: Accepted
Thematic Area: Women economic empowerment (SPs before 2018)
Operating Principles: Not applicable
Organizational Priorities: Climate change
UNEG Criteria: Relevance
Key Actions
Responsible Deadline Status Comments
Undartake oint review of the project logical framework as part of the negotiations with donors and local authorities. Monitoring and annual review of project’s progress will be used as an opportunity to revisit to check if the results and indicators are proven as SMART. UN Women and IPs 2020/12 Initiated This process has been initiated through projects steering committee sessions and the mid-term evaluation that was an engaging process with all stakeholders.
Recommendation: Include specific baselines and targets
Management Response: UN Women’s agrees with the recommendation.
Description: UNW project design should include specific baselines (i.e. at target-groups’ level), clear and specific indicators to measure the envisioned changes at the individual, collective, and institutional levels, and periodic measurements of progress in conjunction with Government.
Management Response Category: Accepted
Thematic Area: Women economic empowerment (SPs before 2018)
Operating Principles: Knowledge management
Organizational Priorities: Culture of results/RBM
UNEG Criteria: Relevance
Key Actions
Responsible Deadline Status Comments
Conduct annual project’s review of progress including a separate session on review of baselines, indicators and results. UN Women 2020/12 Initiated Initial months of project implementation will be used to further gather data. The gap in availability of data at the onset of projects leaves some key baseline data to be completed.
Recommendation: Develop a capacity development strategy
Management Response: UN Women agrees with the recommendation. Limited resources have sometimes represented a bottleneck for the full implementation of capacity development needs at individual and institutional level. Synergies with other un agencies will be encouraged so to mitigate the resource issue.
Description: UNW should develop a capacity development strategy and plan for its engagement with key partners in order to avoid ad-hoc trainings. The strategy should set measurable targets for the changes that are being targeted at individual, collective, and institutional levels, and should periodically measure progress against these targets. This should include ensuring a capacity baseline is drawn up (i.e. training need assessment) and that it is regularly followed up.
Management Response Category: Accepted
Thematic Area: Women economic empowerment (SPs before 2018)
Operating Principles: Capacity development
Organizational Priorities: Organizational efficiency
UNEG Criteria: Relevance
Key Actions
Responsible Deadline Status Comments
Design a Capacity Development Strategy for IP UN Women 2020/08 Completed UN Women has integrated in its AWP a number of capacity development sessions for IPs as part of the Capacity Development Strategy. However, UN Women will also be taking stock of any unplanned training opportunity provided by international institutions during the year, as long as they contribute to the capacity needs of the IP. As this specific project ends, UN Women is aplying this lessos to other projects and as part of it, produced and will continue to produce Capacity development plans for IPs, based on the assessment conducted during the selection process. Up to now all new IPs have CDP (NAFEZA, ADEL SOFALA, Universidade Joaquim Chissano). This practice will continue as an internal procedure for all IPs.
Integrate in quarterly monitoring report progress notes on Capacity Development activities to IPs UN Women 2020/12 Initiated
Recommendation: Conduct an equity and gender analysis
Management Response: This recommendation seems to broad to be implemented. Interactions with partners staff on the validity of development projects approaches are a common practice at un women. All projects activities undertaken in Gaza resulted from open consultation with both the beneficiaries and government authorities. However, changes in the context (especially the economic crisis) and the severity of the climate change (protracted droughts) have challenges some of the agreed upon interventions.
Description: UNW should ensure that all its project’s components conduct an equity and gender analysis and use this to inform specific results and activities programming. This may require sensitizing partners’ staff and engagement with target communities about the validity of developed project approaches and activities.
Management Response Category: Rejected
Thematic Area: Women economic empowerment (SPs before 2018)
Operating Principles: Alignment with strategy
Organizational Priorities: Not applicable
UNEG Criteria: Relevance
Key Actions
Key Action not added.
Recommendation: Put in place a feedback mechanism
Management Response: UN Women does ensure that its programmes bring in positive change in the lives of women and girls. The feedback mechanism for this specific project was integrated by including representatives of the beneficiaries in the Project Steering Committee. Issues of concern to beneficiaries were raised, discussed and addressed in a participatory manner. A stand-alone feedback mechanism for each project would significantly add on operational costs for small scale projects.
Description: UNW should ensure that feedback mechanisms are in place so that beneficiaries can provide information on the implementation of its project. This is a requirement for UN agencies social protection programmes and a good practice in other areas of programming.
Management Response Category: Partially Accepted
Thematic Area: Women economic empowerment (SPs before 2018)
Operating Principles: National ownership
Organizational Priorities: Not applicable
UNEG Criteria: Relevance
Key Actions
Responsible Deadline Status Comments
Integrate feedback mechanism questions as part of the field monitoring mission (mission reports to report on beneficiaries feedback) UN Women 2020/03 Completed UN Women has started to use programme meetings to ensure feedback on monitoring and missions especially from beneficiaries. This includes sharing of reports. This include project management/M&E unit quarterly field missions, Senior Management Field Visit; Donor Field Monitoring Visits and the Government-led field monitoring. In 2020, due to COVID-19 this action was not possible to implement as planned, however based on the importance of it the CO will resume to it when the situation allow. However, the monitoring visits undertook this year, included feedback among diferent parts.
Recommendation: UNW systems for monitoring and evaluation and for accounting need to be significantly overhauled in order to fill its role as a development agency.
Management Response: UN Women is using the same monitoring and evaluation system as other un agencies. The accounting system and management of partnerships with IPs follows the Harmonized Approach to Cash Transfer (HACT) framework and internal accounting is based on atlas platform administrated by UNDP. Monitoring, reporting and evaluation of all activities included in UN Women country projects/programmes are guided by the stated outputs and respective indicators against which resources have been allocated. In Mozambique, progress is assessed through multi-faceted mechanism, including quarterly review of partners’ progress and financial reports, on-site monitoring activities in line with the un common practices within the delivering as one context, and review of partners’ annual reports and work plans at the beginning of each calendar year. However, the entity is open to keep on improving the way the M&E function is being implemented at field level, including the documentation of the learning process.
Description: UNW systems for monitoring and evaluation and for accounting need to be significantly overhauled in order to fill its role as a development agency. From an accounting perspective, UNW could look at the systems used by other UN agencies focused on development interventions. With regard to M&E, there needs to be a recognition that more detailed and reliable data on outcome is necessary, both for program/project management and for accountability to donors, and the CO should be able to draw on support in identifying relevant outcome indicators and reporting against them.
Management Response Category: Accepted
Thematic Area: Women economic empowerment (SPs before 2018)
Operating Principles: Knowledge management
Organizational Priorities: Culture of results/RBM
UNEG Criteria: Effectiveness
Key Actions
Responsible Deadline Status Comments
Annual review of the CO M&E prectices UN Women 2020/05 Completed This will take place during CO Retreats. A dedicated session for documenting, monitoring and evaluation and Operations (POM). Due to COVID-19 this was not done as planned as the retreat was postponed with no date, however the CO reformulated the M&E practices, including improvement of data collection tools, especxially now that there are more IPs coming.
Recommendation: Improve reporting format and content
Management Response: UN Women is committed to improve its monitoring in line with results-based management good practices. The 2020 AWP has defined Output Cluster 2 “To institutionalize a strong culture of results-based management, reporting, knowledge management and evaluation.”
Description: UNW monitoring needs to significantly improve its reporting format and content. Information loopholes could discredit UNW procedures and competences and would impede a proper and independent identification of the causes as well as the lessons to be learnt. We believe that a well-documented project is also a necessary tool for risk mitigation and, if required, for “damage control” as it is a substantiation of UNW responsibility toward the use of public funds. Collection of data needs to be systematized and standardized for regular monitoring of progress, both quantitatively and qualitatively. This will provide more regular feedback on progress and allow the management to take appropriate decisions and make appropriate changes to enhance the relevance, efficiency and effectiveness of the intervention. It will also provide valuable information to the CO on areas of strength/progress that can feed into dialogue with government and in fund raising with donors. Systematically including dates and places of activities, type and number of participants, the means used, as well as quantitative and qualitative results obtained. This form of presentation should be based on standardized planning tools depending on the type of activity and target group. Periodic reports (annual and semi-annual) should distinguish between results obtained during the period covered, from the results “accumulated” from one year to another. Typically, the “accumulated” results should appear on the report's conclusion as a summary, and not mixed in the text. Reports should systematically refer to the Project Logical Framework, particularly its indicators, and mention (in the text and as an annex) all reference documents that support the activities (preliminary technical studies, plans, maps, technical reports, manuals, minutes, agreements, etc.). Particular attention should be given to ensure that these reference documents mention the author (not only the institution, but also the person) and the date when they were written. A relatively short plan of activities to be developed in the following period should be included in the document. The subsequent report should refer to this chronogram and clearly identify any delays, their causes and consequences. Finally, project partners should use a commonly agreed template to present their activities and results.
Management Response Category: Accepted
Thematic Area: Women economic empowerment (SPs before 2018)
Operating Principles: Capacity development
Organizational Priorities: Culture of results/RBM
UNEG Criteria: Effectiveness, Efficiency
Key Actions
Responsible Deadline Status Comments
Conduct a review of the the format of the monitoring report UN Women is using currently. This will also be integrated in the Capacity Development Strategy mentioned above. UN Women 2020/04 Completed The review process will seek to address the gap on data collection and include specific questions to strengthen. Apart from having lessons learned section in the annual reports the CO plans to introduce a stand-alone document on lessons learnt that would bring in more elements in documenting the project. Format of report was reviewed (activicty and progress report), especially to be used by IPs.
Recommendation: Guidance from HQ to CO planning, designing and implementaion of pilot projects.
Management Response: This recommendation is already being implemented by UN Women, both at headquarters as well as by the East and Southern Africa Offices. Not specific actions to headquarter ca be conducted at this stage. This includes regular training on RBM to staff members responsible for programming and reporting. However, in recognition of the importance of good planning and need for continued improvement the CO will set as practice a peer review of proposals before the implementation starts.
Description: UNW headquarters should develop specific guidance for CO and its field offices on the standards that need to be met in designing, planning and implementing pilot projects, such as the need for adequate support, monitoring and follow-up. In developing this guidance UNW can draw on a vast volume of literature on best practices in pilot approaches. UNW headquarters (guidance) should ensure that its review mechanisms for program/project planning and reporting include specific measures to determine whether pilot projects meet these standards/criteria.
Management Response Category: Accepted
Thematic Area: Women economic empowerment (SPs before 2018)
Operating Principles: Capacity development
Organizational Priorities: Organizational efficiency
UNEG Criteria: Efficiency, Effectiveness
Key Actions
Responsible Deadline Status Comments
Receive and implement guidelines received from HQ and regional Office (ESARO) including on Flagship Initiatives UN Women MOZ and HQ 2020/12 Initiated
Recommendation: Permanent presence in the field
Management Response: Recommendation agreed. However, it is important to note that allocating more staff to the field would consume precious resources and increase project administrative costs. As a complement, UN Women will extend its geographic coverage and technical assistance by signing contracts with implementing partners with presence in the field. The strategy of having tiny team at field office has also allowed UN Women to utilize the same Administrative and Financial Structures (including human resources) that are funded through its Core resources, hence avoiding new recruitments and increase in the administrative overheads.
Description: From the perspective of a higher or similar level of funding than the Gaza project, UNW CO in Mozambique should have a permanent presence in the field. It should capitalize on the experience of staff mobilized at sub-office level and improve efficiency by decentralizing operational elements of decision-making to these kinds of offices. As part of this process, UNW CO should give sub-offices performance targets and support and incentivize them to meet these targets.
Management Response Category: Accepted
Thematic Area: Women economic empowerment (SPs before 2018)
Operating Principles: Capacity development
Organizational Priorities: Organizational efficiency
UNEG Criteria: Effectiveness, Efficiency
Key Actions
Responsible Deadline Status Comments
Strengthen the effectiveness and efficiency of sub-offices UN Women 2020/03 Completed UN Women has set sub-offices in Gaza, Nampula, Zambézia and Manica.
Recommendation: Document systematically and thoroughly training activities as well as to produce specific summarized reports about such activities. These documents should facilitate the planning, monitoring and reporting of awareness and training activities.
Management Response: This recommendation is accepted and in line with the CO priorities and UN-Women Knowledge Management Strategy. UN-Women is committed to strengthening its role in providing key stakeholders with knowledge on progress toward and the ‘how to’ of achieving gender equality in Mozambique. Documentation and knowledge sharing among stakeholders and their constituencies is key for advocacy and lobby.
Description: We found that very few project documents were readily available. Therefore, an internal information management (system) should be developed through standardization and systematization of the information flow. Specific attention to the management of information would sustain UNW transparency policy, would allow a more efficient monitoring and would facilitate evaluation. Specific and mature computerized data management tools could be gainfully used for this purpose. These documents should facilitate the planning, monitoring and reporting of awareness and training activities. We found that very few project documents were readily available. Therefore, an internal information management (system) should be developed through standardization and systematization of the information flow. Specific attention to the management of information would sustain UNW transparency policy, would allow a more efficient monitoring and would facilitate evaluation. Specific and mature computerized data management tools could be gainfully used for this purpose.
Management Response Category: Accepted
Thematic Area: Women economic empowerment (SPs before 2018)
Operating Principles: Capacity development
Organizational Priorities: Culture of results/RBM
UNEG Criteria: Effectiveness, Relevance
Key Actions
Responsible Deadline Status Comments
Systematize the quarterly consolidation of all activity reports and success stories as part of the RMS reporting process UN Women 2020/12 Initiated The CO has started and will continue to follow up the update of all activity reports and other evidence documents in RMS and follow UP with staff and IPs in a quartely basis, during the report. This has started last yera.
Recommendation: Evaluation should not be considered as just a mandatory project component. Evaluation should be considered as a tool for self-assessment and programme/project improvement. Evaluation should thus benefit from proper support by UNW.
Management Response: This recommendation is already a practice within the organization. As stated in the TORs the evaluation aimed at understanding why — and to what extent — intended and unintended results were achieved and to analyse the implications of the results. This is part of the organization learning agenda. In this perspective, the evaluation will be used for both accountability and learning purposes, as well as contributing to inform decisions on the future programming of UN Women CO with focus on women economic empowerment and gender-responsive budgeting. The evaluation will also serve to sharpen and/or re-align results to new national development indicators, the challenges of the protracted drought in project implementation areas and the tension between emergency and development interventions, the Mozambican UNSDCF 2017-2020, the recently launched UN Women Flagship Programme on rural women economic empowerment and climate change.
Description: Evaluation should not be considered as just a mandatory project component. Evaluation should be considered as a tool for self-assessment and programme/project improvement. Evaluation should thus benefit from proper support by UNW.
Management Response Category: Accepted
Thematic Area: Women economic empowerment (SPs before 2018)
Operating Principles: Not applicable
Organizational Priorities: Culture of results/RBM
UNEG Criteria: Relevance, Effectiveness
Key Actions
Responsible Deadline Status Comments
Thoroughly implement the project management response as per evaluation recommendations UN Women 2020/12 Ongoing The management response is being implemented and monitored and most of the reccomendation are being aplied to different projects.
Recommendation: Sustainability of the expected project results should be considered during the project design phase and according to each project component and levels of sustainability (technical, organizational, economical, etc.)
Management Response: The CO is very interested in making sure its interventions are sustainable. The main reasoning of this project was to foster a transformative and long-lasting change in the lives of rural women and the environment they live. Sustainability was given due attention during project development by selecting those intervention women farmers and local entities can continue and replicate with their limited resources. Relatively cheap, green and user-friendly technologies provided were part of the strategy of making adoption level higher and replicability possible. Women farmers will influence their neighbors through learning exchange with most rural women. The work with local financial institutions aimed at assuring that credit schemes and alternative insurance solutions developed continues a practice after project closure. Evidence based advocacy was expected to assure government buy in of the strategy and their integration in national policies and programme such as the National Women’s Economic Empowerment Programme (PROMULHER), the National Adaptation Plan and Gender and Environment Strategy.
Description: Sustainability of the expected project results should be considered during the project design phase and according to each project component and levels of sustainability (technical, organizational, economical, etc.). Any productive activities promoted by the project should include a detailed technical and financial viability study. Sustainability of training and awareness measures is difficult to grasp. Still, UNW should consider how to capitalize its training and information investment and look at mechanisms that could institutionalize such activities (like Share Fair conducted routinely).
Management Response Category: Accepted
Thematic Area: Women economic empowerment (SPs before 2018)
Operating Principles: National ownership
Organizational Priorities: Organizational efficiency
UNEG Criteria: Sustainability
Key Actions
Responsible Deadline Status Comments
Undertake rapid technical and financial viability study for the economic empowerment initiatives prior to implementation UN Women and IPs 2020/08 No Longer Applicable Due to high cost of specialized business development services and consultancies the technical and financial viability assessment will be simplified and home-made. The Organization will engage IP and District Department of Economic Activities in undertaking the assessment. The projects ends, and this action is no longer aplicable as it was planned. However, has a lesson learnead the CO conducted a socio-economic study to inform WEE interventions under WPS project/economic component. This study, was used to identify the focus of intervention in each district, including the type of activities to be funded.
Recommendation: It is not enough to train partner staff to generate impact. In order to strengthen its approach to capacity development, UNW should, in the context of similar projects, support skilled staff to partner departments within collaborating Government institutions. This kind of mentoring will ensure on-the-job-support and consolidation of newly learned skills.
Management Response: Taking into consideration limited funds the Organization will seek to combine regular trainings to partners’ staff with deployment of experts to be based at partners’ organizations. The CO has included activities on capacity development in its 2020 AWP.
Description: It is not enough to train partner staff to generate impact. In order to strengthen its approach to capacity development, UNW should, in the context of similar projects, support skilled staff to partner departments within collaborating Government institutions. This kind of mentoring will ensure on-the-job-support and consolidation of newly learned skills.
Management Response Category: Partially Accepted
Thematic Area: Women economic empowerment (SPs before 2018)
Operating Principles: Capacity development
Organizational Priorities: Organizational efficiency
UNEG Criteria: Impact
Key Actions
Responsible Deadline Status Comments
Undertake capacity needs assessment for IP and key government entities UN Women and IPs 2020/06 Completed During IP selection this activity was partially conducted, and further assessments will occur. Capacity needs assessment for aal selectd Ips was completed and a training plan developed and this will continue as the CO practice for all IPs aimed to engage with.