Management Response

Recommendation:

Organizational – recommended decisions about organizational capabilities and structures

Management Response:

A.- Thematic bridge: There has been in the last year of implementation of the SN, efforts to make Programme Teams work together. Collaboration Tools have been set up in Teams. In 2020 it was decided that staff performance evaluation will take into account the extent of cross-thematic collaboration. To ensure effectiveness, this effort will continue and will be documented. B.- Resource mobilization: This office has significantly improved its resource mobilization to cover its needs. It has also mobilized from Sweden direct funding for the SN to the tune of $2.5m per year - now increased from 2020 to $3m per year ($9m for 3 year). However, to go further, the Communications and Advocacy Function, initially in charge of resource mobilization part of the funds raising function; which will facilitate the leverage of our Gender Coordination Mandate for funds raising. The office will also push further for direct funding of our SN and for even more UN JPs. C.- Finance management & digitalization: The CO has a good strong control environment and a good fiscal accountability as evidenced by our last two audits. The very last one was unqualified with "No Improvement Needed". This effort will continue. The office will implement the new ERP project initiated by HQ to promote digitalization and single entry for most programmatic and finance functions to link results to financial resources. D.- Long term partnership: As part of the implementation of the 2021-2025 UNSDCF, the office will review all ad-hoc partnerships (often based on unforeseen opportunities) and integrate them into long-term engagements to add to alignment and impact. With the new SN development, there will be re-alignment of our program implementation approach ensuring coherence across program efforts including transitioning from small projects to larger, long term program investments with lasting impact.

Key Actions Responsible Deadline Status Comments Collaboration Tools have been set up in Teams. In 2020 it was decided that staff performance evaluation will take into account the extent of cross-thematic collaboration. To ensure effectiveness, this effort will continue and will be documented. Deputy Country Representative 2021/01 Completed Collaboration tools are being utilized, documented and adopted as PMD KPI Enhance Gender Coordination Mandate will include funds raising for new SN and UNSDCF for UN JPs. Gender Coordination, Deputy Country Representative, Communication and Advocacy Specialist 2023/12 Completed An internal committee to support resource mobilization and communications has been set up and resource mobilization strategy developed/rolled out. Review all ad-hoc partnerships (often based on unforeseen opportunities) and integrate them into long-term engagements to add to alignment and impact through a new call for proposal for new implementing partners Planning, Monitoring and Evaluation Specialist 2021/06 Completed Call for proposal for new partners completed, selection of new IPs to support on delivery of new SN completed. A total of 18 IPs were selected.

Recommendation:

Programme design - recommended decisions about what thematic areas to focus on.

Management Response:

A.- GEWE Mainstreaming in Emergency: Over the review period, the CO has carried out several interventions to mainstream GEWE in the humanitarian response. These include capacity building for humanitarian actors (documents available) as well as gender review of proposed interventions by humanitarian actors as requested by the UN System. As for UN Women's own humanitarian interventions, they are ALL based on and assessed through- their direct contribution and response to women's needs. GEWE remains integral in the humanitarian intervention. B.- Mitigation of COVID: 1) Right at the beginning of the COVID crisis, UN Women has conducted a review of ALL our programmes, re-allocated budgets to respond more effectively, and re-phased into 2021 funds that could not be spent. We have updated our business continuity plan and programme criticality in order to decide the staff that will telecommute and those that should work from home. 2) UN Women has led, together with a few agencies (UNDP & FAO) the development of the UN's Covid-impact analysis. This has led to advocacy with government to increase allocation to mitigate impact on women (eco & social). UN Women has organized and hosted a meeting between the UNCT (RC, UNDP, UNICEF, FAO) and the Minister of Gender, Labor and Social Development to share our COVID impact analysis and reinforce their capacity to negotiate inside government for women's access to stimulus packages. C.- Geographic coverage: The CO recognizes this challenge. The CO will develop a footprint for impact strategy that will review systems and implement strategies that could indeed leverage a broader program coverage without spreading so thin. This will include the opening of the sub-office in Mbarara and the re-location of our office in Adjumani to Arua; D.- Communication: The CO recognizes this challenge. The new SN will prioritize updating our Communication Strategy to integrate stronger Communication for Development and resource mobilization

Key Actions Responsible Deadline Status Comments GEWE Mainstreaming in Emergency and humanitarian context Deputy Country Representative, Program Specialists 2020/12 Completed Already implemented Develop a footprint for impact strategy that will review systems and implement strategies that could indeed leverage a broader program coverage without spreading so thin. Planning, Monitoring and Evaluation Specialist 2021/12 Completed Integrated within the new SN including a KM strategy developed.

Recommendation:

Programme design – recommended decisions about the technical approach.

Management Response:

A.- Working with Office of the Prime Minister (OPM): 1) Strategically (UN Division of Labor...) UN Women reaches the PM and the President through the RC. We have partnership with Sectoral Ministries. On several occasions, the office has enjoyed the support of the RC to address GEWE issues at State House and with the PM. 2) Operationally (work on the ground...) this office engages with the OPM at two levels: THE FIRST ONE is the delivery of the humanitarian response as the OPM is responsible for the Refugee crisis response. For instance, UN Women and the OPM have experimented in Adjumani and Yumbe a gender representation strategy in refugee settlements that increased women participation in the refugees welfare committees from 10% to 50%. THE SECOND ONE is our involvement in the Gender Mainstreaming of the SDGs. On the request of the SDG Secretariat (based in the OPM), UN Agencies have provided various support to OPM. UN Women has deployed an M&E Officer who doubles as Gender Adviser to support the documentation of Uganda's progress on SDGs 3) Politically: With our involvement in the electoral process (we form the UN core team with only 3 other agencies i.e., UN Women, UNDP, OHCHR and RCO) we have been in contact with the highest level in government (of course with the RC). Also, our HeForShe Campaign has given us the opportunity to engage with the President of the Republic. In 2020, the President accepted and received on National TV a HeforShe award granted by UN Women. Over the SN period, the President has never declined our invitation to personally preside over the celebration of the 8 March IWD. B.- Leveraging key ministries to broaden program: UN Women currently collaborates with ALL ministries that are relevant to our programme: Gender, Labor & Social Development, Justice, Finance, Security, Defense, Agriculture, education and Health. This will be reviewed for our new SN, based on the evolving context and our capacity.

Key Actions Key Action not added.

Recommendation:	Partnership – recommended decisions about UN Women’s strategic partnerships
Management Response:	Targeted resource mobilization efforts will be continued to ensure program continuity. The strategy will also cover joint resource mobilization with strategic partners and capacity development to the benefit of CSOs.

Key Actions Responsible Deadline Status Comments Develop a comprehensive RM strategy Resource Mobilization, Communication and Advocacy Specialist 2021/12 Completed RM Strategy developed as annex to the new SN, fully approved and being rolled out

Recommendation:

Normative – recommended decisions about national implementation of human rights norms and standards

Management Response:

Social Behavior and mindset change Strategy: The office will gather information on the UN wide Social Behavior Change Strategy. However, the office effectively addresses cultural and religious beliefs and practices on GEWE advancement throughout all programme as a central strategy; For instance, our normative work (including though CSW, Beijing, CEDAW) and our EVAWG programmes all target social behavior as well as a shift in community beliefs. We have engaged traditional and religious leaders to achieve this. UN Women also engages women human rights organisations to enhance this effort. This has always been central to our ToC and will be considered for inclusion as we develop the new SN. The CO will further capacitate CSOs to address social norms and cultural beliefs in a more systematic way, including working with faith based organizations on GEWE advancement.

Key Actions Responsible Deadline Status Comments Develop Social Behavior and mindset change Strategy for the CO Program Specialist, EVAWG 2022/12 Ongoing Initial discussions amongst peers initiated, on track

Recommendation:	Normative – recommended decisions about national participation in intergovernmental normative processes
Management Response:	In 2020, UN Women has engaged consultants to build the Lobbying Technical Capacity of program staff (over a period of six months) on how to engage government for sustainable financing to GEWE in general and in particular, for prioritizing UN Women Normative work. This activity will be assessed in 2021

Key Actions Responsible Deadline Status Comments Engage consultants to build the Lobbying Technical Capacity of program staff (over a period of six months) on how to engage government for sustainable financing to GEWE in general and in particular, for prioritizing UN Women Normative work Program Specialist - InterGovernment Support and Coordination 2020/12 Completed Technical capacity building sessions already conducted Assess the effectiveness of program staff engagement with government structures to advance GEWE issues in Uganda Deputy Country Representative 2021/12 Completed Consultant was hired, trained staff to build their capacity on how to engage and sustain relations with Government structures.