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Evaluation	Eval Type	Region	Unit/CO	CompletionY	Qual rating	Recommendation	Description	Mgt response	Mgt response category	Thematic area	Org priority	Op principles	UNEG criteria
Corporate Evaluation on UN Women's support to intergovernmental processes	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2026	Not Rated	UN-Women should lead an inclusive process to develop a strategy for its support to intergovernmental...		UN-Women accepts the recommendation to strengthen and systematize engagement with partners supporting intergovernmental processes. The Entity recognizes the importance of leveraging its coordination mandate to enhance strategic, consistent and sustainable engagement with Member States, UN system partners and civil society organizations across global, regional and country levels. During the period under review, UN-Women developed political engagement strategies which the Entity has deployed for effective engagement with partners on intergovernmental processes. Implementation will therefore build on existing political engagement strategies and will be subject to the availability of resources.	Accepted	Not applicable	Normative Support	Alignment with strategy	Effectiveness
Corporate Evaluation on UN Women's support to intergovernmental processes	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2026	Not Rated	UN-Women should strengthen its overall engagement with partners by developing a systematic approach ...		UN-Women accepts the recommendation to strengthen and systematize engagement with partners supporting intergovernmental processes. The Entity recognizes the importance of leveraging its coordination mandate to enhance strategic, consistent and sustainable engagement with Member States, UN system partners and civil society organizations across global, regional and country levels. During the period under review, UN-Women developed political engagement strategies which the Entity has deployed for effective engagement with partners on intergovernmental processes. Implementation will therefore build on existing political engagement strategies and will be subject to the availability of resources.	Accepted	Global norms and standards (SPs before 2018)	Normative Support	Alignment with strategy	Effectiveness
Répondre aux besoins urgents des femmes et des jeunes filles affectées par la crise humanitaire dans le nord de la Côte d’Ivoire et assurer leur pleine participation à la réponse humanitaire	Programme Evaluation	West and Central Africa	Cote d'Ivoire	2026	Not Rated	ONU Femme devrait tenir compte des coûts proforma pour élaborer les budgets lors de la formulation d...	Lors de la phase de budgétisation, il convient d’avoir les couts estimatifs des biens et services et soutenir un plaidoyer auprès du bailleur.	ONU Femmes reconnaît l’importance d’une budgétisation réaliste et fondée sur des coûts estimatifs actualisés afin d’améliorer la qualité des propositions de projets et de renforcer le dialogue technique avec les partenaires financiers. À cet effet, les futurs processus de formulation de projets intégreront de manière systématique l’élaboration de coûts proforma pour les principaux biens et services, en s’appuyant sur des référentiels de prix locaux et sur les expériences de mise en œuvre antérieures. Ces éléments serviront également de base au plaidoyer auprès des bailleurs afin de justifier les enveloppes budgétaires proposées et de renforcer la crédibilité financière des interventions.	Accepted	Not applicable	Organizational efficiency	Not applicable	Efficiency
Répondre aux besoins urgents des femmes et des jeunes filles affectées par la crise humanitaire dans le nord de la Côte d’Ivoire et assurer leur pleine participation à la réponse humanitaire	Programme Evaluation	West and Central Africa	Cote d'Ivoire	2026	Not Rated	Faire un plaidoyer auprès des ministères techniques en charge de l’hydraulique, de la protection et ...	Pour effectuer un plaidoyer efficace auprès des ministères techniques, il est crucial de bien comprendre le contexte, d'identifier les acteurs clés et de structurer un message clair et percutant. Il faut ensuite adopter des approches variées, allant du dialogue direct aux actions plus concrètes, tout en assurant un suivi rigoureux.	La recommandation est acceptée. ONU Femmes a mené un plaidoyer auprès du CNS et de la DAARA afin d'intégrer les réalisations du projet dans le patrimoine public et les dispositifs sectoriels existants.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	Humanitarian action	Advocacy	Sustainability
Répondre aux besoins urgents des femmes et des jeunes filles affectées par la crise humanitaire dans le nord de la Côte d’Ivoire et assurer leur pleine participation à la réponse humanitaire	Programme Evaluation	West and Central Africa	Cote d'Ivoire	2026	Not Rated	Pour un projet de même nature, renforcer le dispositif de suivi-évaluation avec une collecte de donn...	Une collecte de données efficace est essentielle pour prendre des décisions éclairées, améliorer l'efficacité opérationnelle et la transparence, et stimuler les résultats. Cela implique de choisir les bonnes méthodes et outils pour recueillir des informations pertinentes, précises et cohérentes.	ONU Femmes s’engage à allouer des ressources suffisantes dans les projets futurs de même nature afin de renforcer le dispositif de suivi-évaluation et mettre davantage l’accent sur une collecte de données centrée sur les bénéficiaires. Cela inclura l’utilisation de méthodes et d’outils adaptés pour recueillir des données quantitatives et qualitatives désagrégées, permettant de mieux capter les effets des interventions au niveau des populations ciblées. Le renforcement des capacités des équipes et partenaires de mise en œuvre en matière de collecte, d’analyse et d’utilisation des données bénéficiaires sera également priorisé, afin d’améliorer la prise de décision, la redevabilité et l’apprentissage institutionnel.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	Culture of results/RBM	Evidence, Data and statistics	Not applicable
Répondre aux besoins urgents des femmes et des jeunes filles affectées par la crise humanitaire dans le nord de la Côte d’Ivoire et assurer leur pleine participation à la réponse humanitaire	Programme Evaluation	West and Central Africa	Cote d'Ivoire	2026	Not Rated	Renforcer les comités de gestion des pompes afin que les entretiens soient optimisés	Pour optimiser l’entretien des pompes, il faut renforcer les capacités des comités de gestion par la formation, la transparence financière, la mise en place de règles claires de gouvernance et l’implication communautaire.	ONU Femmes renforcera, dans les projets futurs, les capacités des comités de gestion des infrastructures, notamment par des formations ciblées en gouvernance locale, en gestion financière et en maintenance préventive. Des règles claires de fonctionnement et des mécanismes de transparence seront encouragés afin de renforcer la redevabilité et l’appropriation communautaire. L’implication active des communautés, en particulier des femmes, sera soutenue pour améliorer la durabilité des infrastructures et optimiser l’entretien des équipements.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	Humanitarian action	National ownership	Sustainability
aa	Organizational Performance Evaluation	Global	Independent Evaluation Service (IES)		Good	fdfd			Accepted	Peace and security (SPs before 2018)	Partnership	Oversight/governance	Effectiveness
Evaluation of the UN Women Knowledge and Partnerships Centre – Republic of Korea	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2026	Not Rated	Strengthen the Centre’s regional role by establishing a streamlined coordination model that unifies ...		The Centre accepts the recommendation. The Centre will continue to sharpen the Centre’s focus of work; closely coordinate and collaborate among internal teams for effective delivery of its care, TFGBV and private sector work; and formalise strategic, multi-stakeholder partnerships across priority themes 2025-6 with state, private sector and civil society entities.	Accepted	Not applicable	Not applicable	Internal coordination and communication, Knowledge management	Coherence
Evaluation of the UN Women Knowledge and Partnerships Centre – Republic of Korea	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2026	Not Rated	To realize the Centre’s theory of change, ensure that capacity gains translate into sustained instit...		The Centre accepts this recommendation and has initiated actions to strengthen follow up and the application of capacity development efforts in line with its theory of change. Initial steps were taken in late 2025. In particular, in 2025 the Centre updated its Monitoring, Evaluation framework to more systematically track post training engagement and support the application of knowledge through structured collaboration with UN Women Regional and Country Offices. These measures are intended to strengthen learning feedback loops, enhance the translation of capacity gains into sustained institutional and programmatic change, and improve measurement of the Centre’s impact at the regional level.	Accepted	Not applicable	Not applicable	Capacity development, Knowledge management	Coherence, Effectiveness, Sustainability
Evaluation of the UN Women Knowledge and Partnerships Centre – Republic of Korea	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2026	Not Rated	Strengthen organizational efficiency by establishing clear, accountable roles and responsibilities b...		The Centre accepts this recommendation and recognizes its importance for strengthening organizational efficiency and effectiveness. Building on lessons learned from Phase I, the Centre has taken steps to further clarify roles, responsibilities, and accountability between the Regional Office and the Centre, including optimizing staffing arrangements to ensure complementarity and avoid parallel efforts. These refinements are being integrated into the design of the Second Phase of the Centre (2027–2032).	Accepted	Not applicable	Organizational efficiency	Knowledge management	Efficiency
Evaluation of the UN Women Knowledge and Partnerships Centre – Republic of Korea	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2026	Not Rated	Systematically strengthen intersectional inclusion by proactively engaging marginalized groups and e...		The Centre accepts this recommendation and agrees on the importance of systematically strengthening intersectional inclusion across its work. The Centre will further institutionalize these approaches through updated programme guidance, partnership modalities, and Monitoring, Evaluation tools to ensure that inclusion and social norms considerations are consistently reflected in programme planning, delivery, and assessment. The Centre has already taken concrete steps in this direction. For example, in 2026 it made deliberate efforts to include the perspectives of women with disabilities. Building on phase 1, the Centre will ensure that the perspectives of persons with disabilities and other marginalized groups are meaningfully reflected in the ProDoc development process, including through their representation in consultation mechanisms.	Accepted	Not applicable	Not applicable	Not applicable	Gender equality, Human Rights
Evaluation of the Strategic Note for Europe and Central Asia Regional Office	Regional Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2026	Very Good	ECARO should sharpen its strategic focus and consolidate its efforts, ensuring that interventions ar...		ECARO has used the development of the 2026–2029 Regional Strategic Note to sharpen its strategic focus, consolidate priorities, and align interventions with demonstrated comparative advantage and partner’s demand. Through strategic foresight analysis, structured consultations with COs/NPPs, and scenario-based resource planning, the RO has prioritized a limited number of high-impact thematic areas to avoid overstretching resources. The new RSN Results Framework strengthens outcome-level positioning, embeds accountability, and clarifies ECARO’s regional value proposition. Demand assessment mechanisms, quarterly budget reviews, and bi-annual implementation reviews have been institutionalized to ensure responsiveness, coherence, and depth of engagement. This approach is expected to enhance strategic impact while safeguarding quality and efficiency under resource constrain.	Accepted	Not applicable	Culture of results/RBM, Organizational efficiency	Not applicable	Effectiveness, Relevance
Evaluation of the Strategic Note for Europe and Central Asia Regional Office	Regional Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2026	Very Good	ECARO should consolidate existing efforts and lessons learned, and adopt a proactive strategy to pre...		Management accepts the recommendation and is implementing a comprehensive, proactive regional approach to prevent and counter gender backlash, while continuing to strategically push forward for rights, equality and the empowerment of all women and girls across ECA. To support effective implementation, ECARO will develop an Implementation Guide to inform gender‑backlash‑sensitive programming at regional and country levels. These efforts are complemented by evidence‑based advocacy and social norms programming, including operationalizing the Corporate Social Norms Framework, piloting social norms change interventions, and advancing coordinated UN action through the IBC on Gender Equality and Human Rights.	Accepted	Not applicable	Partnership, Operational activities, Culture of results/RBM, Organizational efficiency	Alignment with strategy, Knowledge management	Effectiveness, Relevance
Evaluation of the Strategic Note for Europe and Central Asia Regional Office	Regional Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2026	Very Good	ECARO should continue to build and consolidate its role as a regional knowledge hub, both internally...		ECARO fully accepts the recommendation and has initiated a structured, long-term approach to consolidate its role as a regional knowledge hub. This approach prioritizes clear governance, robust foundations and standardized processes for knowledge generation, dissemination and use, shifting from ad hoc activities to a needs-driven and sustainable regional system that supports Country Offices and strengthens ECARO’s role as a thought leader on gender equality. Innovation is embedded within the same KM governance and digital ecosystem, enabling learning from experimentation to be systematically captured, shared and replicated, and supporting consistent monitoring of knowledge use in planning and programming, in line with the concrete needs of Country Offices and regional stakeholders.	Accepted	Not applicable	Partnership, Culture of results/RBM, Organizational efficiency	Knowledge management	Effectiveness, Relevance
Evaluation of the Strategic Note for Europe and Central Asia Regional Office	Regional Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2026	Very Good	ECARO should further develop and deepen strategic partnerships with key regional actors to amplify i...	ECARO agrees with the recommendation. The office will further fine-tune its approach on engaging key regional actors and utilize partnership monitoring tools and action plans to track results and opportunities, as reflected in the RM Strategy. The office will further articulate its strategic approach to intergovernamental work.	ECARO agrees with the recommendation. The office will further fine-tune its approach on engaging key regional actors and utilize partnership monitoring tools and action plans to track results and opportunities, as reflected in the RM Strategy. The office will further articulate its strategic approach to intergovernamental work.	Accepted	Not applicable	Partnership	Capacity development, National ownership, Advocacy	Effectiveness, Relevance
Evaluation of the Strategic Note for Europe and Central Asia Regional Office	Regional Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2026	Very Good	ECARO should enhance and diversify its resource mobilization efforts by creating stronger synergies ...		Management response ECARO will continue strengthening synergies between thematic expertise and resource mobilization through regular coordination with thematic leads, joint planning, and RM community of practice already started in 2025. RM is systematically embedded in programmatic and technical work, leveraging ECARO’s comparative advantages while broadening engagement with both traditional and new donors. These efforts ensure that fundraising approaches are strategic, result-oriented, and aligned with regional priorities.	Accepted	Not applicable	Culture of results/RBM, Organizational efficiency	Internal coordination and communication, Resource mobilization	Efficiency
Evaluation of the Strategic Note for Europe and Central Asia Regional Office	Regional Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2026	Very Good	ECARO should systematically embed intersectionality, disability inclusion and the leave-no-one-behin...		The management response to this finding is partially accepted. It acknowledges the importance of systematically embedding intersectionality, disability inclusion, and the leave no one behind principle across ECARO’s triple mandate, but sequences implementation over the Strategic Note cycle and notes resource constraints for piloting.	Partially Accepted	Not applicable	Not applicable	Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Evaluation of the Strategic Note for Europe and Central Asia Regional Office	Regional Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2026	Very Good	In the face of the global funding crisis, ECARO (in coordination with headquarters and other Regiona...		Recommendation 7 is partially accepted. ECARO has already undertaken a comprehensive prioritization exercise through the development of the RSN 2026–2029, identifying key thematic priorities and strengthening a sub-regional approach (Western Balkans, Eastern Partnership, and Central Asia) to maximize impact, scalability, and resource mobilization. In addition, scenario-based planning tools have been developed, including 10%, 15%, and 20% regular resource reduction scenarios to safeguard UN Women’s triple mandate and core functions; these scenarios will be updated once UN80 reform parameters and the implementation plan are finalized. The recommendation related to resolving the footprint and status of non-resident agency countries is not accepted at this stage, as decisions on UN Women ECA footprint will be addressed through the UN80 reform process.	Partially Accepted	Not applicable	Not applicable	Alignment with strategy, Oversight/governance, Capacity development, Knowledge management	Efficiency, Sustainability
Final Global Programme Evaluation: Women's Resilience to Disasters	Programme Evaluation	Global	Independent Evaluation Service (IES)	2026	Very Good	Given funding constraints and corporate priorities, UN Women should clearly define how it will suppo...	Ensuring the gender-responsive DRR and climate-resilience gains made through the WRD Programme continue through integration in the work of UN Women.	Management accepts the recommendation and will support the integration of DRR and climate resilience priorities into existing programmes and partnerships, drawing on lessons from the WRD Programme. The organisation will enhance coordination across HQ, regional and country offices, consolidate WRD technical assets, clarify roles and responsibilities and provide internal guidance on DRR initiatives and programming.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	Partnership, Normative Support, Organizational efficiency	Alignment with strategy, Internal coordination and communication, Resource mobilization	Relevance, Coherence
Final Global Programme Evaluation: Women's Resilience to Disasters	Programme Evaluation	Global	Independent Evaluation Service (IES)	2026	Very Good	UN Women and its partners should prioritize the consolidation, integration and scaling of the most e...	Sustained institutional capacity across UN Women, governments and regional mechanisms to apply gender-responsive DRR approaches. Continuity of knowledge, leadership and partnerships developed under the WRD Programme, ensuring resilience of systems beyond project cycles. Enhanced donor confidence through evidence of sustained institutional change.	Management accepts the recommendation and will work to integrate the most effective WRD approaches, including the women’s leadership model, ensuring sustainability and government ownership. Subject to funding, the organisation will clarify the governance of the WRD Knowledge Hub and its future resourcing. At country and regional level, UN Women will align DRR and climate resilience initiatives with national systems and ensure that effective WRD approaches are integrated into ongoing programmes to maximize continuity, local ownership and long-term impact.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	Partnership, Normative Support	Capacity development, National ownership, Knowledge management	Effectiveness, Sustainability
Final Global Programme Evaluation: Women's Resilience to Disasters	Programme Evaluation	Global	Independent Evaluation Service (IES)	2026	Very Good	Regularly evaluate the value and cost-effectiveness of global programme investments and streamline g...	Implementing streamlined governance and partnership models will improve efficiency, accountability and resource flow to communities.	Management accepts this recommendation and will review its guidance on governance and monitoring and accountability of global programmes. At country and regional level, the organisation will give due consideration to local partners, building capacity where it is cost-effective and, or engage a small number of well-established women’s organisations and civil society to improve efficiency, oversight and resource flow across its global DRR and climate resilience programmes.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	Partnership, Organizational efficiency	Oversight/governance, Capacity development	Efficiency
Final Global Programme Evaluation: Women's Resilience to Disasters	Programme Evaluation	Global	Independent Evaluation Service (IES)	2026	Very Good	UN Women should continue to institutionalize and consistently invest in inclusive, intersectional ap...	Leave no one behind principles institutionalized across UN Women DRR and climate-resilience programmes and partners’ DRR systems; meaningful participation of marginalized groups in decision-making; sustained partnerships and continuity in support to the most vulnerable; and enhanced leadership and resilience of marginalized women and vulnerable groups at all levels.	Management accepts the recommendation and will continue to strengthen the integration of human rights, Leave No One Behind (LNOB) principles and intersectional analysis across its DRR and climate resilience work, within available resources. Building on existing tools, partnerships and programme structures, UN Women will prioritise practical actions that support inclusive programme design, strengthen the use of intersectional data and analysis, and promote the meaningful participation of at-risk groups. Efforts will focus on leveraging ongoing programmes, partnerships and knowledge products to avoid additional resource burdens while reinforcing inclusive approaches in policy dialogue, programme implementation and monitoring.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	Partnership, Normative Support	Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Final Evaluation for the Good Governance for Gender Equality in Georgia project – II phase	Programme Evaluation	Europe and Central Asia	Georgia	2026	Not Rated	Design governance programming with built-in flexibility to shift between direct institutional engage...	Conduct annual assessments of the political environment to determine whether conditions support direct gender mainstreaming work with government institutions or require alternative approaches. Based on this assessment, adopt one of two tracks: Track A (Enabling Environment): Direct institutional collaboration, policy development, capacity building with government partners, and active gender mainstreaming advocacy. Track B (Restrictive Environment): Civil society partnerships, maintaining relationships with committed government champions, technical tool development, and preparing advocacy materials for when political opportunities re-emerge.	Accepted	Accepted	Governance and participation in public life, Women's economic empowerment	Partnership, Operational activities	Capacity development, Knowledge management, Evidence, Data and statistics	Effectiveness, Relevance, Sustainability, Gender equality
Final Evaluation for the Good Governance for Gender Equality in Georgia project – II phase	Programme Evaluation	Europe and Central Asia	Georgia	2026	Not Rated	Enhance women’s economic empowerment programming by leveraging peer networks and private sector coll...	Expand women’s economic empowerment programming by investing in peer network formation, experiential learning methodologies, and private sector engagement through the WEPs platform.	Accepted	Accepted	Women's economic empowerment	Partnership, Operational activities	Capacity development, Knowledge management, Internal coordination and communication	Effectiveness, Sustainability
Final Evaluation for the Good Governance for Gender Equality in Georgia project – II phase	Programme Evaluation	Europe and Central Asia	Georgia	2026	Not Rated	Operationalize integration in multi-component programming through deliberate design and dedicated co...	UN Women Georgia Country Office should design future integrated multi-component programmes with specific operational mechanisms and unified management structures, working in partnership with implementing partners to execute integration activities.	Accepted	Accepted	Governance and participation in public life, Women's economic empowerment	Operational activities, Organizational efficiency	Internal coordination and communication	Coherence
Final Evaluation for the Good Governance for Gender Equality in Georgia project – II phase	Programme Evaluation	Europe and Central Asia	Georgia	2026	Not Rated	Integrate exit and transition planning into project design with progressive ownership transfer.	Develop exit and transition strategies during the project design phase, identify continuation partners from the outset, and progressively transfer ownership throughout implementation.	Accepted	Accepted	Governance and participation in public life, Women's economic empowerment	Partnership	Capacity development, National ownership	Sustainability
“Transformando las economías. Hacia el reconocimiento, reducción y redistribución del trabajo doméstico y de cuidados no remunerado en América Latina y el Caribe (2ª fase)	Regional Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2026	Not Rated	Fortalecer las capacidades técnicas y consolidar un sistema de información robusto, incluyendo un me...		Tanto la Oficina Regional como las Oficinas País de ONU Mujeres involucradas en este proyecto utilizan el Sistema de Monitoreo de Resultados (RMS) para recopilar información trimestral sobre actividades y resultados anuales, complementado con reuniones periódicas de seguimiento. No obstante, se reconoce que contar con una herramienta integrada de monitoreo operativo, programático y financiero, así como con una persona responsable de su gestión, permitirá un seguimiento más constante, homogéneo y evitará fragmentaciones en la información. Asimismo, se considera pertinente la puesta en marcha de espacios de intercambio periódico entre los equipos, orientados a revisar avances en la implementación de sistemas integrales de cuidados, exponer desafíos comunes y fortalecer capacidades técnicas, y la creación de carpetas compartidas para organizar y poner a disposición materiales comunes que puedan ser utilizados, adaptados o replicados por los distintos países. Estas acciones contribuirán a fortalecer la coordinación, mejorar la sistematización y optimizar el uso de recursos y aprendizajes dentro del proyecto.	Accepted	Women's economic empowerment	Operational activities	Evidence, Data and statistics	Efficiency
“Transformando las economías. Hacia el reconocimiento, reducción y redistribución del trabajo doméstico y de cuidados no remunerado en América Latina y el Caribe (2ª fase)	Regional Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2026	Not Rated	Impulsar la incidencia en todos los países para apoyar la búsqueda y asignación de financiamiento es...		ONU Mujeres reconoce la centralidad del financiamiento sostenible como condición habilitante para la consolidación y escalamiento de los sistemas de cuidados. La evaluación destaca de manera pertinente la necesidad de fortalecer el vínculo con actores económicos y fiscales para avanzar hacia una mayor sostenibilidad financiera. En el marco del contexto de implementación, el proyecto ha priorizado la articulación con los mecanismos rectores de igualdad y cuidados como contrapartes institucionales naturales. No obstante, ello no ha excluido el trabajo con Ministerios de Economía y Hacienda para contribuir a la sostenibilidad. A nivel nacional, se han desarrollado iniciativas conjuntas con el Ministerio de Economía, Planificación y Desarrollo (MEPyD) en República Dominicana. A nivel regional, se ha promovido el diálogo sobre financiamiento en el marco de la FFD4, entre otros espacios. Al mismo tiempo, los contextos políticos e institucionales en los países de implementación son heterogéneos, incluyendo escenarios con marcos normativos consolidados, países en proceso de construcción legislativa, y contextos de alta inestabilidad política. En este sentido, no resulta viable adoptar un enfoque uniforme ni compromisos estandarizados en materia de incidencia fiscal. En coherencia con esta diversidad de escenarios, ONU Mujeres adoptará un enfoque gradual y diferenciado, priorizando el fortalecimiento de capacidades técnicas, la sistematización de herramientas existentes y la generación de orientaciones prácticas que puedan adaptarse a distintos niveles de madurez institucional. Asimismo, se promoverán espacios de intercambio regional y diálogos técnicos con actores económicos y fiscales cuando las condiciones nacionales lo permitan. Este abordaje busca sentar bases técnicas sólidas y construir condiciones habilitantes para una incidencia progresiva en materia de financiamiento, respetando los ritmos, oportunidades y restricciones propias de cada contexto país.	Partially Accepted	Women's economic empowerment	Operational activities	Advocacy	Effectiveness
“Transformando las economías. Hacia el reconocimiento, reducción y redistribución del trabajo doméstico y de cuidados no remunerado en América Latina y el Caribe (2ª fase)	Regional Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2026	Not Rated	Institucionalizar y certificar la transferencia de conocimiento especializado en sistemas de cuidado...		ONU Mujeres reconoce la relevancia de fortalecer la institucionalización de la transferencia de conocimiento en sistemas de cuidados, asegurando su calidad, sostenibilidad y adaptación a distintos contextos territoriales con enfoque interseccional. En respuesta, se avanzará en la organización y centralización de materiales formativos y herramientas metodológicas mediante un repositorio digital compartido, facilitando su uso, adaptación y replicabilidad entre países. Asimismo, se capitalizarán los contenidos del training regional desarrollado en 2025 como base para futuras formaciones, promoviendo su contextualización y actualización. Se reforzará el desarrollo de capacidades a través de la participación de actores clave en la próxima cohorte del curso regional “Hacia Sistemas Integrales de Cuidados”, en articulación con CEPAL, PNUD y OIT, favoreciendo la apropiación de lineamientos regionales en los niveles nacional y local. Paralelamente, se explorarán alianzas con instituciones académicas para fortalecer la oferta formativa y valorar posibles mecanismos de reconocimiento académico. Este enfoque busca consolidar una arquitectura formativa más estructurada y sostenible, que potencie el impacto técnico del proyecto en el mediano plazo.	Accepted	Not applicable	Operational activities	Knowledge management	Not applicable
“Transformando las economías. Hacia el reconocimiento, reducción y redistribución del trabajo doméstico y de cuidados no remunerado en América Latina y el Caribe (2ª fase)	Regional Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2026	Not Rated	Fortalecer las alianzas estratégicas y la coordinación con los actores de la cooperación inter-agenc...		La recomendación se acepta parcialmente, dado que el proyecto ya cuenta con diversos mecanismos de coordinación interagencial e internacional que han contribuido a la coherencia y complementariedad de las intervenciones a nivel regional, nacional y local. Durante su implementación, el proyecto ha articulado acciones con agencias del Sistema de Naciones Unidas y otros actores estratégicos, incluyendo colaboraciones con la OIT, CEPAL, PNUD y la Alianza Global por los Cuidados, así como espacios de diálogo con instituciones financieras multilaterales. No obstante, se reconoce la oportunidad de fortalecer y sistematizar estas alianzas, ampliando su alcance estratégico. En este sentido, en la Fase 3 se ha incorporado una línea específica vinculada a la generación de herramientas para la articulación del sector privado con el sector público en la construcción de los sistemas de cuidados. Asimismo, se fortalecerá la alianza con la OIT en torno a la agenda de las “5R del cuidado”, promoviendo acciones orientadas a mejorar las condiciones laborales y la protección social de las personas trabajadoras del cuidado, y se consolidará la colaboración con la Alianza Global por los Cuidados para potenciar el intercambio de experiencias y la visibilidad de avances. En relación con la coordinación con AECID, se mantendrán y ampliarán los espacios de articulación con el departamento multilateral en Madrid para asegurar coherencia estratégica y sinergias programáticas. Asimismo, se valora que una mayor presencia y articulación sistemática en terreno podría aportar valor añadido en la fase 3, particularmente en contextos de alta complejidad institucional, por lo que se considera una oportunidad de mejora hacia adelante. Este conjunto de acciones permitirá profundizar una coordinación ya existente, fortaleciendo su carácter estratégico y su contribución a la sostenibilidad y legitimidad de los sistemas de cuidados.	Partially Accepted	Governance and planning (SPs before 2018)	Partnership	Innovation and technology	Not applicable
“Transformando las economías. Hacia el reconocimiento, reducción y redistribución del trabajo doméstico y de cuidados no remunerado en América Latina y el Caribe (2ª fase)	Regional Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2026	Not Rated	Ampliar el compromiso, la apropiación y sensibilización social para modificar los estereotipos y nor...		ONU Mujeres reconoce la importancia de fortalecer el compromiso social y contribuir a la transformación de normas y estereotipos que perpetúan la feminización del cuidado. En el marco de su mandato, el proyecto continuará apoyando y promoviendo —en articulación con contrapartes nacionales y locales— iniciativas orientadas a cuestionar estereotipos de género y fomentar la corresponsabilidad social y de género en los cuidados. En este sentido, se impulsarán campañas de comunicación multiformato, así como acciones culturales y comunitarias que faciliten el diálogo social y la reflexión colectiva sobre la distribución equitativa del cuidado. Asimismo, se apoyarán actividades de sensibilización y formación promoviendo prácticas institucionales y laborales más favorables a la igualdad y la corresponsabilidad. El proyecto ha integrado el enfoque interseccional en sus intervenciones; no obstante, se reconoce la necesidad de fortalecer su documentación y visibilización, así como de mejorar la desagregación de datos que permita evidenciar con mayor claridad su alcance. Finalmente, se subraya que la transformación cultural constituye un proceso de mediano y largo plazo, cuyos resultados exceden necesariamente el horizonte temporal de un ciclo de proyecto, pero al cual esta iniciativa continuará contribuyendo de manera estratégica.	Accepted	Global norms and standards (SPs before 2018)	Not applicable	Advocacy	Not applicable
Final Joint Evalua-on of the PBF GPI project: Capacitated Women CSOs Sustaining Peace in Kyrgyzstan	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2025	Good	From pilots to systems – scale, institutionalize, and define the UN’s strategic role in nexus progra...		UN Women agrees with the recommendation. Future programming will prioritize designing scalable models embedded within public systems and aligned with national development priorities, such as the recently approved National Development Programme until 2030, Green Economy Programme, and Action Plan, National Action Plan on 1325, and other relevant policy documents. New projects will include explicit institutionalization pathways at the design stage to ensure that pilots are linked to long-term national frameworks.	Accepted	Women's economic empowerment	Operational activities	Not applicable	Relevance
Final Joint Evalua-on of the PBF GPI project: Capacitated Women CSOs Sustaining Peace in Kyrgyzstan	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2025	Good	Deepen triple nexus integration through context-responsive and measurable peace approaches, centerin...		Management welcomes this recommendation and agrees with the need to design peace approaches that are context-specific, conflict-sensitive, and grounded in women’s leadership.	Accepted	Women's economic empowerment	Operational activities	Alignment with strategy	Relevance
Final Joint Evalua-on of the PBF GPI project: Capacitated Women CSOs Sustaining Peace in Kyrgyzstan	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2025	Good	Clarify the strategic purpose of small grants and channel them through coherent, scalable mechanisms		Management welcomes this recommendation and acknowledges the dual importance of small grants: as enablers of grassroots innovation and trust-building, and as strategic instruments to influence institutional change and policy. Management agrees that future programming should strengthen the coherence, purpose, and delivery mechanisms of small grant portfolios to maximize their impact and sustainability.	Accepted	Women's economic empowerment	Operational activities	Not applicable	Coherence
Final Joint Evalua-on of the PBF GPI project: Capacitated Women CSOs Sustaining Peace in Kyrgyzstan	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2025	Good	Strengthen MEL systems to support scale-up and triple nexus integration		Management agrees with this recommendation and acknowledges that robust monitoring, evaluation, and learning (MEL) systems are essential for scaling successful models and integrating triple nexus approaches into national systems. Although the project demonstrated strong participatory approaches, management recognizes the gaps in baseline data and results frameworks that limited the ability to systematically capture institutional and peacebuilding outcomes. Future programming will prioritize the design and resourcing of MEL systems as core strategic components, not afterthoughts.	Accepted	Women's economic empowerment	Operational activities	Not applicable	Effectiveness
Final Joint Evalua-on of the PBF GPI project: Capacitated Women CSOs Sustaining Peace in Kyrgyzstan	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2025	Good	Use limited funding to unlock difficult reforms that advance triple nexus objectives		Management will direct limited funding toward politically sensitive but transformative areas—such as gender-transformative peacebuilding, conflict-sensitive governance, and inclusion of marginalized women—where catalytic investments can de-risk innovation and unlock reforms. This approach will be structured to promote domestic ownership and sustainability through joint training, policy reviews, and institutional partnerships.	Accepted	Women's economic empowerment	Culture of results/RBM	Oversight/governance	Efficiency
Final Joint Evalua-on of the PBF GPI project: Capacitated Women CSOs Sustaining Peace in Kyrgyzstan	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2025	Good	Strengthen inclusion in nexus programming through inclusive design, monitoring and safeguarding civi...		Management agrees with this recommendation and fully endorses the principle that triple nexus programming must embody Leave No One Behind (LNOB) from the outset. Management recognizes that while the project successfully engaged women-led CSOs, dimensions such as disability, age, ethnicity, and displacement were not systematically integrated at the design stage, which limited the ability to demonstrate intersectional outcomes. Future programmes will therefore embed inclusive design, monitoring, and civic space safeguarding as core priorities.	Accepted	Women's economic empowerment	Culture of results/RBM	Knowledge management	Efficiency
UN Women Indonesia Strategic Note 2021-2025/UN Sustainable Development Cooperation Framework Outcome 1	Programme Evaluation	Asia and the Pacific	Indonesia	2026	Not Rated	Consolidate and scale Peace Village and CEWERS models through institutional anchoring		Institutionalisation of Peace Village models for scaling has been mutually agreed by UN Women and Partners. It is understood that identifying suitable institutional homes that can anchor PVs and CEWERS functions enables government ownership, resource mobilisation, and flexible integration into existing coordination mechanisms. While minimum standards and implementation guidance further strengthen quality and consistency, only with targeted technical assistance to ensuring these elements are effectively applied and add value across diverse contexts will sustain the adoption of Peace Village and CEWERS.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	Partnership	Oversight/governance, Capacity development	Effectiveness, Efficiency, Relevance, Coherence
UN Women Indonesia Strategic Note 2021-2025/UN Sustainable Development Cooperation Framework Outcome 1	Programme Evaluation	Asia and the Pacific	Indonesia	2026	Not Rated	Strengthen cross-district learning and peer exchange mechanisms		Recognizing the value of peer‑to‑peer learning in driving uptake and fostering deeper reflection, UN Women fully accepts the recommendation to tailor exchange activities to the needs of targeted beneficiaries. Although the SNDF project has concluded, its recommendations have been integrated into ongoing programming. The WE NEXUS initiative—aligned both programmatically and geographically with SNDF—now serves as the platform for continuing this learning approach.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	Partnership	Capacity development	Effectiveness, Efficiency, Relevance, Coherence
UN Women Indonesia Strategic Note 2021-2025/UN Sustainable Development Cooperation Framework Outcome 1	Programme Evaluation	Asia and the Pacific	Indonesia	2026	Not Rated	Institutionalize an integrated MEL and knowledge-management system		UN Women Indonesia accepted the recommendations and is aware that it is important for UN Women Indonesia to have an integrated Monitoring, Evaluation, and Learning (MEL) as well as knowledge management for the project. UN Women Indonesia also takes note that the overall process of MEL and knowledge management should be done in collaboration with the implementing partners to ensure coherence.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	Culture of results/RBM	Knowledge management	Effectiveness, Efficiency, Relevance, Coherence
UN Women Indonesia Strategic Note 2021-2025/UN Sustainable Development Cooperation Framework Outcome 1	Programme Evaluation	Asia and the Pacific	Indonesia	2026	Not Rated	Deepen support for national and subnational policy implementation and accountability		UN Women will continue to support the Government of Indonesia in adopting and localizing international normative frameworks, including the WPS agenda, at both national and subnational levels. While technical assistance and strategic guidance remain essential, UN Women will also prioritize mobilizing local resources and strengthening the roles of CSOs and government institutions to ensure sustained commitment and accountability for subnational implementation. This approach is designed to reduce dependency on UN Women and reinforce nationally owned, locally driven progress.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	Partnership	Capacity development, National ownership	Effectiveness, Efficiency, Relevance, Sustainability, Coherence
UN Women Indonesia Strategic Note 2021-2025/UN Sustainable Development Cooperation Framework Outcome 1	Programme Evaluation	Asia and the Pacific	Indonesia	2026	Not Rated	Invest in institutional capacity and succession planning for sustainability		Throughout the project lifecycle, institutional capacity development has been systematically integrated and operationalised, as reflected in a dedicated output with clearly defined indicators and baseline-to-target trajectories established at inception. A sustainability plan was likewise formulated at project start and has guided implementation, including by Responsible Partners who work with local partners to also contribute to sustainability. Risks with potential implications for project results and long-term sustainability have been periodically assessed, documented, and updated through adaptive management processes. Corresponding mitigation and sustainability measures have been implemented, monitored, and reported to ensure continuity of impact beyond the project duration. The results of institutional capacity development and challenges to ensure sustainability, however, differed across region, hence actions to promote sustainability was carried out informed by programme reviews.	Partially Accepted	Women peace and security, humanitarian action & disaster risk reduction	Partnership	Alignment with strategy, Knowledge management, Internal coordination and communication	Effectiveness, Efficiency, Relevance, Sustainability, Coherence
UN Women Indonesia Strategic Note 2021-2025/UN Sustainable Development Cooperation Framework Outcome 1	Programme Evaluation	Asia and the Pacific	Indonesia	2026	Not Rated	Sustain and deepen gender-transformative and inclusive approaches		UN Women remains committed to deepening gender-transformative and inclusive approaches to deliver its triple mandates, especially for its programme operation mandate.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	Partnership, Culture of results/RBM	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Coherence
Final Evaluation of the Project “Women driving resilience in agriculture and rural areas” in BiH	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2026	Very Good	Continue and deepen tailored economic empowerment of rural women through regionally embedded value c...		UN Women and FAO accept this recommendation. The evaluation confirms an approach that has already been initiated through ongoing strategic discussions and early design work for follow-up programming. Lessons from the RW Joint Programme on value-chain-based, regionally differentiated support for rural women are being actively used to shape the conceptualization of new programmes and resource mobilization efforts, in alignment with institutional priorities and EU accession processes.	Accepted	Women's economic empowerment	Normative Support, Agriculture	Not applicable	Sustainability
Final Evaluation of the Project “Women driving resilience in agriculture and rural areas” in BiH	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2026	Very Good	Accelerate institutionalization of gender-responsive support measures in agriculture and rural devel...		UN Women and FAO accept this recommendation and acknowledge the importance of moving from piloted measures to sustained, institutionalized gender-responsive support within agriculture and rural development systems. The Joint Programme has already contributed to this shift by supporting gender-responsive subsidy design, strengthening collaboration between sectoral ministries and gender equality mechanisms, and embedding gender considerations into policy dialogue. These efforts are being further consolidated and will inform continued institutional engagement and future programming.	Accepted	Women's economic empowerment	Normative Support, Agriculture	National ownership	Effectiveness, Sustainability
Final Evaluation of the Project “Women driving resilience in agriculture and rural areas” in BiH	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2026	Very Good	Institutionalise the role of local governments as key partners in outreach, mobilisation and sustain...		UN Women and FAO accept this recommendation and recognize that engagement of local governments has been a critical enabling factor for effective outreach, beneficiary mobilisation and sustainability of results under the Joint Programme. The RW experience has demonstrated the value of municipal-level involvement in promoting calls, facilitating access to information and supporting women’s participation. These lessons are already informing the conceptualization of follow-up programming and will be further consolidated through structured engagement with local authorities.	Accepted	Women's economic empowerment	Normative Support, Agriculture	Not applicable	Sustainability
Final Evaluation of the Project “Women driving resilience in agriculture and rural areas” in BiH	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2026	Very Good	Strengthen synergies with broader interventions on women’s access to property, care, transport and s...		UN Women and FAO accept this recommendation and acknowledge that women’s economic empowerment in rural areas is closely linked to broader structural factors, including access to property, care services, mobility and essential services. The Joint Programme has already contributed to cross-sector dialogue and coordination, and the evaluation findings reinforce the need to further strengthen synergies with complementary UN and national interventions. These considerations are being integrated into ongoing coordination efforts and the design of follow-up programmes.	Accepted	Women's economic empowerment	Normative Support, Agriculture	Not applicable	Coherence
Final Evaluation of the Project “Women driving resilience in agriculture and rural areas” in BiH	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2026	Very Good	Expand collaboration with financial institutions to promote gender-responsive banking for rural wome...		UN Women and FAO accept this recommendation and recognize the importance of strengthening linkages between public support measures and access to finance for rural women. While direct engagement with financial institutions is influenced by market conditions and regulatory frameworks beyond the control of the Joint Programme, the RW experience provides a useful evidence base to inform dialogue, advocacy and partnership exploration with financial actors. These lessons will be used to guide selective engagement in future programming and coordination efforts.	Accepted	Women's economic empowerment	UN Coordination, Normative Support, Agriculture	Not applicable	Coherence
Final Evaluation of the Project “Women driving resilience in agriculture and rural areas” in BiH	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2026	Very Good	Adopt more integrated and balanced cooperation models beyond the UN-to-UN modality.		UN Women and FAO accept this recommendation and acknowledge that effective implementation of complex, multi-level programmes requires a variety of cooperation modalities, including UN-to-UN arrangements as well as other partnership and implementation models. The RW Joint Programme has generated valuable lessons across different forms of collaboration, highlighting the importance of selecting cooperation modalities that are fit-for-purpose, balanced and context-appropriate. These lessons are already informing internal reflections and will guide the design of future programmes, ensuring clearer roles, appropriate accountability mechanisms and efficient coordination.	Accepted	Women's economic empowerment	UN Coordination, Partnership, Normative Support	Internal coordination and communication	Coherence
Final Evaluation of the Project “Women driving resilience in agriculture and rural areas” in BiH	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2026	Very Good	Strengthen alignment with EU accession processes and deepen engagement with EU stakeholders.		UN Women and FAO accept this recommendation and recognize the importance of aligning programme results and policy engagement with Bosnia and Herzegovina’s EU accession process. The RW Joint Programme has already generated practices and evidence relevant to EU priorities in agriculture, rural development and the green transition. These results are being used to strengthen dialogue and visibility with EU stakeholders and will continue to inform engagement, learning and positioning of future interventions in support of pre-accession objectives.	Accepted	Not applicable	UN Coordination, Partnership	Alignment with strategy	Coherence
Renforcement de la Budgétisation Sensible au Genre au Maroc	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2025	Good	Recommendation 1 : Renforcer l'institutionnalisation et l’ancrage durable de la BSG		ONU Femmes continue son appui à l’institutionnalisation des mécanismes genre au sein de l’administration.	Accepted	Governance and participation in public life	Operational activities	Capacity development	Efficiency, Sustainability, Impact
Renforcement de la Budgétisation Sensible au Genre au Maroc	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2025	Good	Recommandation 2 : Généraliser les outils méthodologiques et renforcer les capacités		ONU Femmes continue son accompagnement des Départements Ministériels pour le renforcement de l'intégration de l’approche genre dans leur programmation budgétaire à travers (i) la mise en œuvre et reporting du marquage genre et (ii) le développement d’un outil d'analyse d'impact de la BSG sur les inégalités femmes-hommes.	Accepted	Governance and participation in public life	Operational activities	Capacity development	Efficiency, Sustainability, Impact
Renforcement de la Budgétisation Sensible au Genre au Maroc	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2025	Good	Recommandation 3 : Accélérer la territorialisation de la BSG		ONU Femmes continue de soutenir la territorialisation de la BSG pour mieux aligner les politiques publiques avec les besoins locaux.	Accepted	Governance and participation in public life	Organizational efficiency	Capacity development, Promoting inclusiveness/Leaving no one behind	Efficiency, Impact
Renforcement de la Budgétisation Sensible au Genre au Maroc	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2025	Good	Recommandation 4 : Renforcer la coordination interinstitutionnelle		Le renforcement de la coordination interinstitutionnelle ne relève pas du mandat d’ONU Femmes mais de l’administration. Toutefois, un appui au renforcement de l’institutionnalisation des mécanismes est en cours (voir recommandation 1)	Partially Accepted	Governance and participation in public life	Operational activities	Capacity development, National ownership, Advocacy	Efficiency, Impact, Coherence
Renforcement de la Budgétisation Sensible au Genre au Maroc	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2025	Good	Recommandation 5 : Assurer la soutenabilité financière et la diversification du financement		La soutenabilité financière et la diversification du financement ne relève pas du mandat d’ONU Femmes mais de l’administration. ONU Femmes continue à collaborer avec les partenaires techniques et financiers engagés sur la BSG (GIZ, Banque Mondiale).	Rejected	Governance and participation in public life	Partnership	Resource mobilization	Sustainability
Renforcement de la Budgétisation Sensible au Genre au Maroc	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2025	Good	Recommandation 6 : Intensifier les efforts de sensibilisation et de plaidoyer, promouvoir la capital...		ONU Femmes poursuit ses efforts de rayonnement du CE-BSG en tant que centre d'expertise national et international en matière de BSG, et de valorisation de l’expérience marocaine en matière de BSG.	Accepted	Governance and participation in public life	Operational activities	Capacity development, Advocacy, Knowledge management	Efficiency, Sustainability, Impact
Renforcement de la Budgétisation Sensible au Genre au Maroc	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2025	Good	Recommandation 7 : Améliorer la collecte et l'analyse des données sensibles au genre.		ONU Femmes promeut la collecte et l’analyse de données sensibles au genre pour informer la BSG notamment dans le cadre des analyses genre sectorielles. ONU Femmes collabore avec le Haut-Commissariat au Plan dans le cadre d’un programme dédié au renforcement de production, la dissémination et l’utilisation de statistiques sensibles au genre.	Partially Accepted	Governance and participation in public life	Operational activities	Capacity development, Advocacy, Knowledge management, Evidence, Data and statistics	Efficiency, Sustainability, Impact
Renforcement de la Budgétisation Sensible au Genre au Maroc	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2025	Good	Recommandation 8 : Renforcer la cohérence stratégique entre les initiatives genre		ONU Femmes continue son travail de cohérence stratégique entre les projets de gouvernance sensible au genre et d’autonomisation économique des femmes, avec un focus sur l’économie des soins à autrui, à travers la mise en œuvre du programme « Appui à l’Egalité Femmes-Hommes au Maroc » avec un effet BSG et un effet économie des soins à autrui, en lien stratégique avec les autres programmes sur cette même thématique.	Accepted	Governance and participation in public life	Operational activities	Capacity development, Promoting inclusiveness/Leaving no one behind	Impact, Gender equality, Coherence
ROAS SN Evaluation	Strategy/Policy Evaluation	Arab States	Regional Office for Arab States (Egypt)	2025	Very Good	Refine ROAS’ strategic direction by ensuring that the Strategic Note adequately reflects the subregi...		ROAS management agrees with the recommendation and recognizes the need to sharpen strategic positioning to reflect the diverse and evolving realities across the Arab States region. The new Strategic Note (2026-2029) has been strengthened to ensure clearer alignment with the new Strategic Plan and to better capture the differentiated needs of countries affected by protracted crises, sudden-onset conflicts, and climate-related vulnerabilities. At the same time, ROAS is committed to enhancing cross-thematic coherence and collaboration to maximize programmatic impact and reinforce its leadership across normative, coordination, and operational mandates.	Accepted	Not applicable	Not applicable	Alignment with strategy	Relevance
ROAS SN Evaluation	Strategy/Policy Evaluation	Arab States	Regional Office for Arab States (Egypt)	2025	Very Good	Consolidate strategic partnerships and coalition-building approaches. ROAS should consolidate its s...		ROAS management agrees with the recommendation and acknowledges that strengthened, more structured partnerships are essential to advancing gender equality and women’s empowerment across the Arab States region. Through the development of a Regional Partnerships and RM Strategy, the Regional Office will refine its partnership approach to deepen engagement with civil society, grassroots movements, youth-led and women-led organizations, while reinforcing UN system coordination to promote collective advocacy, normative implementation, and joint action.	Accepted	Not applicable	Partnership	Not applicable	Effectiveness
ROAS SN Evaluation	Strategy/Policy Evaluation	Arab States	Regional Office for Arab States (Egypt)	2025	Very Good	Strengthen operational efficiency and effectiveness. To improve regional support functions, ROAS s...		ROAS management agrees with the recommendation and recognizes that strengthening internal systems and organizational alignment is essential to delivering high-quality, results-oriented support across the Arab States region. The Regional Office will undertake a functional review and reinforce results-based management (RBM), knowledge management (KM), and data systems to ensure that its structure, capacities, and processes are aligned with the priorities of the new Strategic Note and enable evidence-based programming and accountability.	Accepted	Not applicable	Not applicable	Alignment with strategy, Oversight/governance, Internal coordination and communication	Efficiency
ROAS SN Evaluation	Strategy/Policy Evaluation	Arab States	Regional Office for Arab States (Egypt)	2025	Very Good	Integrate disability inclusion and leave no one behind across all phases of programme management. ...		The SN 2026 has been developed with more clarity on the LNOB principle and its implementation. ROAS will strengthen internal capacities, systems, and accountability mechanisms to ensure inclusive programme design, implementation, monitoring, and reporting.	Accepted	Not applicable	Not applicable	National ownership	Human Rights, Gender equality
Evaluation of the project: “Building sustainable and inclusive peace, strengthening trust and social cohesion in Moldova”	Country-level Evaluation	Europe and Central Asia	Moldova	2025	Not Rated	RECOMMENDATIONS 1	Focus on fewer, outcomes, high-impact outputs and activities: During future project design, prioritize a limited number of outcomes, outputs and activities and adopt a long-term, strategic approach to outcomes. Greater prioritization of high impact outputs, target groups, and geographic areas is recommended to maximize results within limited timeframes. A focused scope would enable deeper engagement and more coordinated interventions without compromising transformative goals.	The next PBF project will apply streamlined intervention logic, with fewer and higher-impact outputs, reflecting the evaluation’s finding that the earlier scope was too broad. Project components will be more closely integrated to reduce fragmentation and strengthen synergies across agencies.	Accepted	Peace and security (SPs before 2018)	Operational activities	Capacity development	Gender equality
Evaluation of the project: “Building sustainable and inclusive peace, strengthening trust and social cohesion in Moldova”	Country-level Evaluation	Europe and Central Asia	Moldova	2025	Not Rated	RECOMMENDATIONS 2	Enhance strategic inter-agency coordination and communication: While the project team maintained effective operational communication channels, including regular meetings, structured document sharing, and a dedicated Teams group, future initiatives would benefit from strengthening strategic coordination from the outset. This could include joint planning documents, integrated messaging for external audiences, and systematic information sharing on cross-agency activities and outcomes. Clear coordination framework would help maximize synergies, avoid fragmented implementation, and ensure greater coherence and visibility of peacebuilding efforts.	UN Women partially accepts the recommendation. While operational coordination mechanisms under PBF I were effective, the evaluation identified a need to strengthen strategic-level alignment, joint planning, and coordinated operational procedures across agencies. For the development and implementation of PBF II, UNDP, OHCHR, and UN Women will embed inter-agency coordination as a dedicated workstream from the inception stage, covering project design, joint visibility, monitoring, and operational management. Based on the collaboration experience from PBF I, the three agencies are now better positioned to identify joint activities early in the PBF II design process and to agree on feasible shared operational modalities. To support this, a technical meeting with operational and programmatic staff from all three agencies will be convened to review planned interventions and determine how they can be operationalized through harmonized procedures. This is intended to strengthen coherence and reduce the fragmentation observed in PBF I, where some activities remained separated, including due to institutional procedural differences	Partially Accepted	Peace and security (SPs before 2018)	Partnership, Youth engagement, Engaging men and boys	Internal coordination and communication	Efficiency, Gender equality
Evaluation of the project: “Building sustainable and inclusive peace, strengthening trust and social cohesion in Moldova”	Country-level Evaluation	Europe and Central Asia	Moldova	2025	Not Rated	RECOMMENDATIONS 3	Improve resource allocation and grant size: Increase human resources for field-level coordination and consider higher grant amounts for local partners to support more transformative initiatives. Assist Left bank CSOs in budget planning to enhance financial management capacities	UN Women partially accepts the recommendation. While increases in financial support will depend on the overall PBF II budget and priorities agreed with the donor, UN Women notes the evaluation’s observation that more substantial and better-resourced interventions can generate stronger transformative results. The evaluation identifies several challenges that affected the impact of support, including limited financial allocations for local activities, compressed implementation timelines, and the difficulties faced by Left Bank actors in completing applications and preparing budgets due to limited prior experience with formal donor procedures. Under PBF I, UN Women addressed some of these barriers through a dedicated consultancy and a mentorship approach that accompanied local community actors throughout application, project design, and implementation. This model proved effective, particularly in enabling emerging groups from the Left Bank to participate meaningfully. For PBF II, UN Women will continue and strengthen this support model by providing structured capacity-building and tailored accompaniment to community actors on project design, budgeting, implementation planning, and compliance, with the aim of enhancing partners’ capacities and increasing the effectiveness of locally driven initiatives.	Partially Accepted	Peace and security (SPs before 2018)	Operational activities	Resource mobilization	Efficiency
Evaluation of the project: “Building sustainable and inclusive peace, strengthening trust and social cohesion in Moldova”	Country-level Evaluation	Europe and Central Asia	Moldova	2025	Not Rated	RECOMMENDATIONS 4	Prioritize sustainability strategies: Integrate sustainability planning at the outset of each project component, including identifying long-term funding sources, fostering local ownership, strengthening institutional capacities and developing exit strategies	UN Women partially accepts the recommendation. The final evaluation notes that sustainability prospects across interventions were mixed, largely due to the short implementation period and limited opportunities for longer-term follow-up. Gender-responsive peacebuilding and WPS localization remain among UN Women’s strategic priorities in Moldova, including continued support to local community actors and women-led civil society organizations beyond the PBF framework. Building on lessons from PBF I, UN Women will strengthen early sustainability planning in PBF II by prioritizing engagement with state institutions at both local and central levels to foster ownership and reinforce institutional capacities. UN Women will also continue supporting community-level actors to enhance their ability to sustain peacebuilding efforts. In addition, future programming will emphasize structured interaction between communities and authorities and promote community-driven recommendations that inform local planning processes, including WPS localization efforts.	Partially Accepted	Peace and security (SPs before 2018)	Culture of results/RBM	National ownership	Sustainability
Evaluation of the project: “Building sustainable and inclusive peace, strengthening trust and social cohesion in Moldova”	Country-level Evaluation	Europe and Central Asia	Moldova	2025	Not Rated	RECOMMENDATIONS 5	Strengthening monitoring and evaluation systems: Enhance data collection and analysis frameworks to include systematic disaggregation by vulnerable groups (e.g., People with Disabilities, Roma) and ensure monitoring data feeds into adaptive management processes	UN Women accepts the recommendation. The final evaluation highlights the need to strengthen monitoring and evaluation systems, including more systematic data disaggregation for vulnerable groups and improved use of monitoring information for adaptive management. These elements will be essential for PBF II, given the project’s focus on inclusive, multi-level dialogue processes and community-level cohesion outcomes. For PBF II, UN Women will work jointly with implementing agencies to refine the M&E framework and develop streamlined tools that allow for consistent data collection, including systematic disaggregation by gender, age, disability status, ethnicity, and other relevant characteristics, as appropriate. This will be particularly important for measuring trust and cohesion indicators, the inclusiveness of dialogue processes, and project participants’ increased skills and confidence in applying peacebuilding approaches in their professional or community contexts. Monitoring findings will be reviewed periodically across the three agencies and used to support adaptive management, including adjustments to activities, engagement strategies, or risk mitigation measures based on emerging trends or context changes.	Accepted	Peace and security (SPs before 2018)	Culture of results/RBM	Evidence, Data and statistics	Efficiency
Evaluation of the project: “Building sustainable and inclusive peace, strengthening trust and social cohesion in Moldova”	Country-level Evaluation	Europe and Central Asia	Moldova	2025	Not Rated	RECOMMENDATIONS 6	Continue capacity-building for law enforcement on hate speech and misinformation: Expand training programmes for police, prosecutors, and judicial actors; support the institutional integration of the Guide for investigating and prosecuting hate crimes and online hate speech into national training and enforcement frameworks	UN Women partially accepts the recommendation. In the first phase of the project, OHCHR was responsible for activities related to strengthening the capacities of law enforcement institutions on hate speech and misinformation, including the dissemination and use of the Guide for investigating and prosecuting hate crimes and online hate speech. Within its mandate, UN Women contributed in PBF I to combating harmful narratives by supporting media professionals and journalism students to apply gender-sensitive and conflict-sensitive reporting, which also serves as a preventive measure against misinformation and incitement to hatred. In PBF II, UN Women will continue these efforts and coordinate closely with other implementing agencies, including OHCHR, to ensure complementarity between media-sector interventions.	Partially Accepted	Peace and security (SPs before 2018)	Operational activities	Capacity development, Knowledge management	Sustainability
Evaluation of the project: “Building sustainable and inclusive peace, strengthening trust and social cohesion in Moldova”	Country-level Evaluation	Europe and Central Asia	Moldova	2025	Not Rated	RECOMMENDATIONS 7	Expand tested models such as the community paralegal network, youth internships, and joint human rights monitoring initiatives. Secure institutional partnerships to ensure continuity	UN Women partially accepts the recommendation. The final evaluation highlights several models that delivered positive results under PBF I, including the community paralegal network (led by UNDP), youth engagement mechanisms (implemented by all agencies, with the Youth Peacebuilders Network coordinated by UN Women), and joint human rights monitoring initiatives (led by OHCHR). These tested approaches have informed the design of PBF II and will be assessed for potential expansion, with several of their elements already integrated into the forthcoming programme design	Partially Accepted	Peace and security (SPs before 2018)	Operational activities	Capacity development, National ownership	Sustainability
Evaluation of the project: “Building sustainable and inclusive peace, strengthening trust and social cohesion in Moldova”	Country-level Evaluation	Europe and Central Asia	Moldova	2025	Not Rated	RECOMMENDATIONS 8	Support the formal integration of CSO working groups and youth councils into local and regional development planning processes to sustain cross-river dialogue	UN Women accepts the recommendation. The final evaluation confirms that structured engagement between civil society actors, youth groups, and local authorities contributed to stronger cross-river dialogue and more inclusive participation. It also notes that these mechanisms would benefit from more formal linkages with existing local and regional planning processes to ensure durability. In PBF II, UN Women will continue to support community-level actors, including women’s groups and youth platforms, to participate effectively in local decision-making processes. In line with the proposed design, the project will promote structured interaction between communities and public authorities, including through dialogue platforms, community-driven recommendations, and initiatives linked to WPS localization. Opportunities to strengthen the connection between CSO groups, youth councils and local development processes will be explored jointly with partner agencies and authorities.	Accepted	Peace and security (SPs before 2018)	Operational activities	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind	Sustainability, Human Rights
Evaluation of the project: “Building sustainable and inclusive peace, strengthening trust and social cohesion in Moldova”	Country-level Evaluation	Europe and Central Asia	Moldova	2025	Not Rated	RECOMMENDATIONS 9	Reframe peacebuilding approaches: Design interventions that emphasize shared socio-economic concerns (e.g., disability rights, youth development, environment) to mitigate political sensitivities in cross-river settings	UN Women accepts the recommendation. This approach is already central to UN Women’s programming logic in Moldova. Programming is grounded in periodic assessments, including gendered conflict analyses, which explore how conflict and socio-economic conditions affect women, girls, and other groups. . UN Women also works to ensure that women’s and communities’ voices inform decision-making and policy processes. In the new PBF II project, inclusive dialogue is a core approach. The project foresees strengthening the capacities of local dialogue facilitators to support meaningful civic participation and bring community perspectives into discussions with decision-makers. These thematic entry points and facilitation mechanisms reflect the recommendation’s intent to frame peacebuilding around shared socio-economic concerns and locally identified priorities.	Accepted	Peace and security (SPs before 2018)	Organizational efficiency, Youth engagement	Capacity development, Promoting inclusiveness/Leaving no one behind	Human Rights
Final Evaluation for PBF/IRF-504: Localizing for change: Positioning women’s Civil Society Organizations for effective implementation of the WPS agenda	Programme Evaluation	West and Central Africa	Sierra Leone	2025	Not Rated	Evaluation recommendation 1. The training curricula developed under the project should be institutio...	This would ensure that the knowledge, skills, and gender-sensitive approaches imparted during the project are not one-off but become part of the standard orientation and professional development of every new police recruit and officer.	Management Response: One of the recurring lessons from the Localizing for Change project evaluation is the critical role of security sector actors particularly the Sierra Leone Police (SLP) and other law enforcement agencies in advancing the Women, Peace and Security (WPS) agenda. While the project successfully facilitated short-term training and sensitization workshops for police and community security personnel, sustainability remains a challenge as these interventions often end once project funding is exhausted.	Accepted	Governance and participation in public life	UN Coordination, Partnership, Normative Support	Oversight/governance, Promoting inclusiveness/Leaving no one behind	Effectiveness, Impact, Gender equality
Final Evaluation for PBF/IRF-504: Localizing for change: Positioning women’s Civil Society Organizations for effective implementation of the WPS agenda	Programme Evaluation	West and Central Africa	Sierra Leone	2025	Not Rated	Evaluation recommendation 2. Strengthen outcome-level monitoring and evaluation (M&E) through the ea...		Management Response: Management agrees with this recommendation and recognizes the need to strengthen the project’s results framework by including outcome-level indicators that measure deeper and more sustainable peacebuilding changes—particularly those related to attitudes, power relations, institutional responsiveness, and social cohesion. The evaluation rightly notes that while the Localizing for Change project achieved several tangible outputs, many indicators focused on activities rather than measurable transformations in gender relations and peace dynamics. This is largely because M&E support was limited during the design of the results structure. In response, UN Women and consortium partners (UNDP and World Vision) will ensure the active participation of M&E during the design stage in order to prioritize results-based project design in future interventions by ensuring that the M&E officer is actively involved at the inception stage. This will allow for the development of a robust results framework with well-defined outcome indicators, baselines, and data collection mechanisms. Furthermore, management will strengthen participatory monitoring approaches by engaging women’s CSOs, peace committees, and community stakeholders in defining and tracking change indicators that reflect lived experiences. This approach will enhance learning, accountability, and evidence generation on Women, Peace, and Security (WPS) outcomes. Management therefore accepts this recommendation and commits to embedding outcome-focused M&E systems and early M&E engagement in the design of future peacebuilding programs.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	UN Coordination, Partnership, Normative Support	Oversight/governance, Promoting inclusiveness/Leaving no one behind	Effectiveness
Final Evaluation for PBF/IRF-504: Localizing for change: Positioning women’s Civil Society Organizations for effective implementation of the WPS agenda	Programme Evaluation	West and Central Africa	Sierra Leone	2025	Not Rated	Evaluation recommendation 3.: The project should consider the joint engagement of implementation par...	The consortium members have separately engaged their CSOs for project implementation. Thus, implementing CSOs' allegiance was with their granting agency. This made the coordination of activities cumbersome for the lead agency.	Management Response: Management agrees with this recommendation and acknowledges that separate contracting of CSOs by different consortium members created coordination challenges and limited unified ownership of project implementation. The evaluation correctly observed that the absence of a joint engagement framework led to fragmented accountability, as CSOs often prioritized directives from their respective funding agency rather than adhering to a common consortium agenda. To address this, UN Women, as the lead agency, together with consortium partners (UNDP and World Vision), will design and operationalize a joint CSO engagement and contracting mechanism in future phases. This mechanism will enable unified planning, harmonized reporting, and streamlined communication across all consortium partners. It will also reinforce mutual accountability, improve coordination efficiency, and ensure that all implementing CSOs work under a shared results framework and standard operating procedures. Additionally, a dedicated coordination officer will be appointed under the consortium to facilitate cross-agency collaboration and support alignment of CSO activities with the overall project strategy. Management therefore accepts this recommendation and commits to adopting a unified CSO engagement model in subsequent project phases to strengthen coordination and enhance collective ownership of results.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	UN Coordination, Partnership, Normative Support, Operational activities	Alignment with strategy, Oversight/governance, Promoting inclusiveness/Leaving no one behind	Effectiveness, Gender equality, Coherence
Final Evaluation for PBF/IRF-504: Localizing for change: Positioning women’s Civil Society Organizations for effective implementation of the WPS agenda	Programme Evaluation	West and Central Africa	Sierra Leone	2025	Not Rated	Evaluation recommendation 4. The Strengthen Consortium Approach:	The evaluation noted that while the consortium partners worked as a team and complemented each other, there was no evidence of a centralized consortium operation or systematized cooperation and coordination. During field data gathering, the UN Women representative struggles to mobilize implementing partners who received funding from UNDP and World Vision. A centralized and coordinated consortium, with consortium staff and a consortium partner with fiduciary responsibilities, could have reduced some of these challenges. We recommend that a future intervention consider a centralized and well-coordinated consortium.	Management Response: Management agrees with this recommendation and acknowledges that the absence of a centralized consortium structure with clear fiduciary and coordination authority has affected the effectiveness and timeliness of coordination and joint decision-making. The evaluation rightly observed that while the consortium model fostered collaboration among partners, the lack of a formalized and systematized coordination mechanism led to occasional duplication, delayed mobilization of partners, and fragmented reporting. In response, UN Women, as the lead agency, will establish a dedicated Consortium Coordination Unit (CCU) in future project phases, in collaboration with UNDP and World Vision. The CCU will serve as the central mechanism for strategic coordination, communication, and fiduciary oversight. It will be hosted by UN Women and supported by a Consortium Steering Committee composed of representatives from all partner organizations. The CCU will ensure harmonized work planning, consolidated financial reporting, and unified accountability to donors and national partners. This structure will also improve operational efficiency, strengthen partnership cohesion, and enhance transparency in the management of project resources. Management therefore accepts this recommendation and commits to developing a structured and centralized consortium coordination mechanism in future programming cycles.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	UN Coordination, Partnership, Normative Support, Operational activities	Alignment with strategy, Oversight/governance, Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness, Sustainability, Impact
Final Evaluation for PBF/IRF-504: Localizing for change: Positioning women’s Civil Society Organizations for effective implementation of the WPS agenda	Programme Evaluation	West and Central Africa	Sierra Leone	2025	Not Rated	Recommendation 5: The consortium should consider sustaining post-election capacity building for wome...	This is necessary, given that some of the elected councilors and parliamentarians are new, and many of them stressed the importance of post-election capacity building during the mission for the final evaluation of the Localizing for Change project.	Management response: Management agrees with this recommendation and acknowledges the importance of sustained post-election capacity building for newly elected women councilors and parliamentarians. The evaluation findings confirm that the project’s pre-election interventions—such as leadership training, mentorship, and advocacy support—significantly enhanced women’s visibility, confidence, and participation in political processes. However, after elections, the absence of structured post-election mentorship and technical support limited the capacity of newly elected women to effectively perform their leadership roles and influence governance and peacebuilding outcomes. In response, UN Women, in collaboration with the Ministry of Gender and Children’s Affairs (MGCA), the Political Parties Regulation Commission (PPRC), and the CSO Coalition, will institutionalize post-election training and mentorship programs as part of ongoing Women, Peace, and Security (WPS) and leadership initiatives. These capacity-building efforts will focus on legislative engagement, constituency representation, peacebuilding advocacy, and inclusive governance. Management also plans to engage the Parliament of Sierra Leone and the Local Councils Association to integrate post-election support into official induction and professional development programs for women leaders. This approach will enhance sustainability, ensure continuity of support, and strengthen the overall performance of women in leadership and decision-making roles. Management therefore accepts this recommendation and commits to institutionalizing post-election capacity-building support as a key component of future programming.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	UN Coordination, Partnership, Normative Support, Operational activities	Alignment with strategy, National ownership, Promoting inclusiveness/Leaving no one behind	Sustainability, Impact
Final Evaluation for PBF/IRF-504: Localizing for change: Positioning women’s Civil Society Organizations for effective implementation of the WPS agenda	Programme Evaluation	West and Central Africa	Sierra Leone	2025	Not Rated	Recommendation 6: Strengthen the CSO Coalition and expand its reach. Noting the centrality of the CS...	Findings indicate that the CSO coalition provides an essential platform for civil society working in the WPS ecosystem to effectively coordinate and implement joint actions in support of women, peace, and security. Coalition members unanimously indicate a willingness to expand into rural communities beyond their own. It is recommended that future UNPBF funding provide dedicated support to the coalition to expand its work across all sixteen districts and provide resources for the coalition to implement joined-up interventions.	Management response: Management entirely agrees with this recommendation and acknowledges the central role played by the CSO Coalition in advancing the Women, Peace and Security (WPS) agenda under the Localization for Change project. The coalition has proven to be a strong coordination platform for joint advocacy, capacity building, and local peace initiatives. To sustain and scale this impact, UN Women, together with consortium partners, will support the institutional strengthening of the coalition and engage the UN Peacebuilding Fund (UNPBF) and other development partners to mobilize additional resources for its expansion across all 16 districts. The next phase of programming will include targeted interventions in rural and hard-to-reach areas, with a focus on enhancing the coalition’s operational capacity, governance structure, and leadership development. Management therefore accepts this recommendation and commits to supporting the coalition’s expansion and sustainability through future funding proposals and partnership frameworks.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	UN Coordination, Partnership, Normative Support, Operational activities	Alignment with strategy, Oversight/governance, Promoting inclusiveness/Leaving no one behind, Knowledge management	Effectiveness
Final Evaluation for PBF/IRF-504: Localizing for change: Positioning women’s Civil Society Organizations for effective implementation of the WPS agenda	Programme Evaluation	West and Central Africa	Sierra Leone	2025	Not Rated	Recommendation 7: Timing:	The project was implemented before the 2023 elections and continued afterward. Although this timeline was good, elections in Sierra Leone follow a five-year cycle. We noted that the project started too close to the elections and some critical pre-election activities were not delivered. A future intervention should be timed to provide sufficient time for pre-election interventions to support women's political candidates and train CSOs to prioritize WPS interventions before the elections. An electoral cycle approach is therefore recommended.	Management response: Management agrees with this recommendation and recognizes that the project’s timing—beginning too close to the 2023 elections—limited the full delivery of critical pre-election activities, including the early identification, mentorship, and capacity building of potential women candidates. The electoral cycle approach proposed by the evaluation is therefore well-aligned with UN Women’s strategic approach to inclusive governance and women’s political participation. In future interventions, management will adopt an electoral cycle framework that integrates pre-election, election, and post-election phases to ensure sustained and strategic engagement with women political aspirants, elected officials, and CSOs. This will allow adequate time for preparatory activities such as training, mentorship, and advocacy for gender-responsive electoral reforms. UN Women will work closely with the Political Parties Regulation Commission (PPRC), National Electoral Commission (NEC), Ministry of Gender and Children’s Affairs (MGCA), and women’s CSO coalitions to operationalize this approach and ensure that future programming aligns with the national electoral calendar. Management therefore accepts this recommendation and will ensure that timing and design of future projects are informed by the electoral cycle to enhance women’s political participation and WPS outcomes.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	UN Coordination, Partnership, Normative Support, Operational activities	Alignment with strategy, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management, Evidence, Data and statistics	Effectiveness
Final Evaluation for PBF/IRF-504: Localizing for change: Positioning women’s Civil Society Organizations for effective implementation of the WPS agenda	Programme Evaluation	West and Central Africa	Sierra Leone	2025	Not Rated	Recommendation 8: Institutionalize Women-Focused CSOs within Local Governance Structures	To enhance the sustainability of the project’s outcomes, it is essential to formally integrate women-focused Civil Society Organizations (CSOs) into existing local governance, peacebuilding, and development frameworks. This will involve establishing Memoranda of Understanding (MoUs) between CSOs, the Ministry of Gender and Children Affairs, local councils, traditional authorities, and security actors to ensure continued collaboration beyond the life of the project.	Management Response: Management agrees with this recommendation and acknowledges that institutionalizing women-focused CSOs within local governance and peacebuilding structures is crucial for ensuring the sustainability and ownership of project outcomes. The Localizing for Change project demonstrated the value of CSO engagement in advancing the Women, Peace, and Security (WPS) agenda, particularly in enhancing grassroots participation and community accountability mechanisms. To strengthen this achievement, UN Women will collaborate with the Ministry of Gender and Children’s Affairs (MGCA), local councils, and the CSO coalition to develop and implement formal partnership frameworks that define roles, coordination mechanisms, and joint accountability. This will be achieved through the signing of Memoranda of Understanding (MoUs) that institutionalize CSO participation in local development and peace structures, such as District Peace Committees, Gender Desks, and Local Council Development Planning Units. Management, therefore, accepts this recommendation and commits to supporting the institutional integration of women-focused CSOs through formalized collaboration frameworks and capacity-building interventions to enhance their engagement in governance and peacebuilding processes.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	UN Coordination, Partnership, Normative Support, Operational activities	Alignment with strategy, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management	Effectiveness
Final Evaluation for PBF/IRF-504: Localizing for change: Positioning women’s Civil Society Organizations for effective implementation of the WPS agenda	Programme Evaluation	West and Central Africa	Sierra Leone	2025	Not Rated	Recommendation 9: Develop a Sustainability and Resource Mobilization Plan with Clear Ownership.	The project team should consider supporting the Coalition's CSO partners in developing a joint Sustainability and Resource Mobilization Plan that identifies potential local and international funding sources to support ongoing CSO activities	Management Response: Management fully agrees with this recommendation. The evaluation findings underscore that while the CSO coalition under the Localizing for Change project has demonstrated strong leadership and collaboration, the absence of a formal Sustainability and Resource Mobilization Plan poses a risk to the continuity of their joint Women, Peace and Security (WPS) interventions. To ensure sustainability and long-term impact, UN Women will support the CSO coalition in developing a comprehensive Sustainability and Resource Mobilization Plan that defines ownership, governance structures, and fundraising strategies. The plan will identify potential local, national, and international funding opportunities, outline a strategy for partnership development, and include mechanisms for tracking progress toward self-reliance. UN Women, in collaboration with consortium partners (UNDP and World Vision), will provide technical assistance and mentorship to strengthen the capacity of coalition members in proposal development, donor engagement, and financial management. Management, therefore, accepts this recommendation and commits to working with coalition partners to institutionalize sustainability and resource mobilization practices that ensure continuity of WPS initiatives beyond donor-funded cycles.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	UN Coordination, Partnership, Normative Support, Operational activities	Alignment with strategy, Oversight/governance, Promoting inclusiveness/Leaving no one behind, Knowledge management	Sustainability
Final Evaluation for PBF/IRF-504: Localizing for change: Positioning women’s Civil Society Organizations for effective implementation of the WPS agenda	Programme Evaluation	West and Central Africa	Sierra Leone	2025	Not Rated	Recommendation 10: Consider having another phase of this project.	This is necessary to deepen impact and consolidate gains. While the project has made commendable progress in strengthening the capacity of women-focused CSOs and amplifying women’s voices in peace and security processes, many of these changes are still in their early stages. A follow-up phase is necessary to consolidate these initial gains, ensure that behavioral and institutional shifts are sustained, and prevent a reversal of progress. Building lasting peace and inclusion requires sustained, long-term engagement to shift deeply ingrained social norms and power dynamics. Also, the project has likely identified best practices and models that have effectively enhanced women's participation and improved local peace outcomes. A new phase would enable the replication and scaling of these tested approaches to other conflict-affected districts and communities facing similar challenges, which were not covered in the current phase	Management Response: Management fully agrees with this recommendation. The Localizing for Change project has achieved significant milestones in advancing the Women, Peace, and Security (WPS) agenda, particularly in strengthening women-focused CSOs, enhancing women’s participation in governance and peace processes, and fostering collaboration between civil society, government, and security actors. However, as noted in the evaluation, these achievements require sustained engagement to deepen the impact, institutionalize behavioral change, and ensure that peacebuilding gains are not reversed. UN Women, in collaboration with consortium partners (the UNDP and World Vision), will engage with the UN Peacebuilding Fund (UNPBF) and other development partners to design the second phase of the project. The proposed phase will build on the lessons, models, and best practices generated from the first phase—particularly the localization of the WPS agenda, strengthening of women’s CSO coalitions, and integration of women into peace and security decision-making structures. The next phase will also expand geographic coverage to additional conflict-affected and underserved districts, prioritizing areas where women remain underrepresented in peace and governance processes. This long-term, phased approach will consolidate project achievements, enhance sustainability, and scale effective interventions to achieve transformative and inclusive peace outcomes. Management therefore accepts this recommendation and commits to initiating the design and resource mobilization process for a follow-up phase of the project.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	UN Coordination, Partnership, Normative Support, Operational activities	Alignment with strategy, Oversight/governance, Promoting inclusiveness/Leaving no one behind, Knowledge management	Sustainability
Final Evaluation for PBF/IRF-504: Localizing for change: Positioning women’s Civil Society Organizations for effective implementation of the WPS agenda	Programme Evaluation	West and Central Africa	Sierra Leone	2025	Not Rated	Recommendation 11: The consortium should consider strengthening project complementarity with other p...	While the project complemented work among different entities, there was no evidence of programmatic integration (e.g., joint planning, shared outcomes, or pooled funding) among the projects. Thus, complementarity with other programmes being implemented at the district level needs to be coordinated rather than happening by chance, as is the case in the project	Management Response: Management agrees with this recommendation. The evaluation rightly observes that although the Localizing for Change project complemented ongoing efforts by different partners at the district level, there was limited evidence of structured coordination or programmatic integration across interventions. Strengthening complementarity is essential to avoid duplication, optimize resource use, and enhance the collective impact of peacebuilding and gender equality programming in the target districts. In response, UN Women, in collaboration with consortium partners (UNDP and World Vision), will establish a district-level coordination and complementarity framework to guide joint planning, implementation, and monitoring with other ongoing programmes in the same locations. This will include periodic coordination meetings among UN agencies, government ministries, local councils, and development partners to harmonize interventions, identify synergies, and align outcomes. The consortium will also explore opportunities for joint programming, shared monitoring systems, and pooled resource mobilization to foster stronger integration and mutual accountability among partners operating in the same districts. This approach will ensure that peacebuilding and WPS interventions are strategically aligned, reinforcing the collective goal of sustainable peace, gender equality, and inclusive governance. Management therefore accepts this recommendation and commits to operationalizing mechanisms that enhance complementarity, coherence, and integration across programmes within the same geographic and thematic scope	Accepted	Women peace and security, humanitarian action & disaster risk reduction	UN Coordination, Partnership, Normative Support, Operational activities	Alignment with strategy, Oversight/governance, Promoting inclusiveness/Leaving no one behind, Knowledge management	Impact
Evaluación final del proyecto apoyo al gobierno de panamá para la igualdad de género, prevención y atención de la violencia basada en género y el empoderamiento de las mujeres y niñas en el marco de los objetivos de desarrollo sostenible (ods)	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2025	Not Rated	Priorizar la sostenibilidad, el monitoreo y la escalabilidad de los resultados alcanzados, principal...		La sostenibilidad es una prioridad. Se cuenta con una estrategia de movilización de recursos. Adicionalmente, se elaborará el plan de acción de la Politica Pública de Igualdad de Oportunidades 2024-2034 (PPIOM), y se han fortalecido las capacidades instaladas en materia de cuidados a nivel nacional y local con el proyecto Transformando las Economías.	Accepted	Women's economic empowerment	Normative Support	Capacity development	Effectiveness
Evaluación final del proyecto apoyo al gobierno de panamá para la igualdad de género, prevención y atención de la violencia basada en género y el empoderamiento de las mujeres y niñas en el marco de los objetivos de desarrollo sostenible (ods)	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2025	Not Rated	Frente a cambios de contexto político y social, ONU Mujeres debe aprovechar nuevas ventanas de oport...		ONU Mujeres incluyó en el nuevo acuerdo resultados sobre Mujer, Paz y Seguridad, y empoderamiento económico de las mujeres; se están sumando socios del sector privado, entidades reguladoras y temas de inclusión financiera.	Accepted	Governance and participation in public life, Women peace and security, humanitarian action & disaster risk reduction	Normative Support	Alignment with strategy	Sustainability
Evaluación final del proyecto apoyo al gobierno de panamá para la igualdad de género, prevención y atención de la violencia basada en género y el empoderamiento de las mujeres y niñas en el marco de los objetivos de desarrollo sostenible (ods)	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2025	Not Rated	Establecer una estructura de recursos humanos que sea adecuada al alcance esperado de los resultados...		Colocamos como parcialmente aceptada, debido a la existencia de factoresy riesgos externos, estos incluyen:la movilización de recursos, la asignación de nuevos recursos y/o la asignación de personal como UNVs.	Partially Accepted	Not applicable	Operational activities	Capacity development	Effectiveness
Evaluación final del proyecto apoyo al gobierno de panamá para la igualdad de género, prevención y atención de la violencia basada en género y el empoderamiento de las mujeres y niñas en el marco de los objetivos de desarrollo sostenible (ods)	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2025	Not Rated	Intensificar las alianzas con algunas categorías estratégicas de contrapartes, como OSCs, agencias d...		Se han mapeado los objetivos y estrategias de donantes para realizar fichas técnicas temáticas. Este ejercicio es un insumo técnico estrátegico para la realización de propuesta atractivas para los diferentes donantes.	Accepted	Not applicable	Partnership	Oversight/governance	Sustainability
Evaluación final del proyecto apoyo al gobierno de panamá para la igualdad de género, prevención y atención de la violencia basada en género y el empoderamiento de las mujeres y niñas en el marco de los objetivos de desarrollo sostenible (ods)	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2025	Not Rated	Desarrollar una estrategia integral de sensibilización, comunicación e incidencia política enfocada ...		Identificar el alcance en redes sociales y aprovechar las plataformas con mayor visibilidad.	Accepted	Not applicable	Culture of results/RBM	National ownership	Effectiveness
Evaluación final del proyecto “Abordando la conflictividad electoral desde una perspectiva integral" 2023- 2025	Programme Evaluation	Americas and the Caribbean	Guatemala	2025	Not Rated	En programas semejantes incluir en las formaciones sobre conflictividad con enfoque de género y juve...		La recomendación es pertinente y alineada con el mandato de ONU Mujeres, su implementación dependerá de la movilización de recursos en proyectos que aborden la prevención de la conflictividad electoral y en donde el donante este interesado en fortalecer las capacidades de género de los partidos políticos, incorporando la actividad de formaciones sobre conflictividad con enfoque de derechos humanos de las mujeres.	Partially Accepted	Peace and security (SPs before 2018)	Operational activities	Capacity development	Sustainability
Evaluación final del proyecto “Abordando la conflictividad electoral desde una perspectiva integral" 2023- 2025	Programme Evaluation	Americas and the Caribbean	Guatemala	2025	Not Rated	Definir de forma más clara los supuestos de la teoría del cambio, con las causas de los problemas, p...		La recomendación es pertinente y alineada con Procedimiento de Iniciación, Planificación y Aprobación de Proyectos que se inscribe en el ámbito de la Política de Planificación, Seguimiento y Presentación de Informes de ONU Mujeres ; su implementación se efectuará en el diseño de los nuevos proyectos que aborden la prevención de la conflictividad electoral y en donde se relacionará de forma más clara la teoría del cambio, con las causas de los problemas.	Accepted	Peace and security (SPs before 2018)	Operational activities	Oversight/governance	Impact
Evaluación final del proyecto “Abordando la conflictividad electoral desde una perspectiva integral" 2023- 2025	Programme Evaluation	Americas and the Caribbean	Guatemala	2025	Not Rated	Fortalecer la formulación de los indicadores de resultado de modo que reflejen cambios más allá de l...		Los indicadores a nivel de resultado y producto de los proyectos financiados por el Peacebuilding Fund (PBF) se encuentran alineados con el Marco Estratégico 2020–2025 del Fondo para la Consolidación de la Paz en Guatemala y se diseñan de manera conjunta con el Secretariado del Fondo a nivel de país, asegurando coherencia metodológica y trazabilidad. Esta formulación responde a la lógica establecida por el PBF, en la cual los indicadores a nivel de resultados reflejan cambios de comportamiento y los productos expresan cambios en destrezas y habilidades. En ese marco, el proyecto “Abordando la Conflictividad Electoral desde una Perspectiva Integral” fue formulado conforme a dicha estructura, garantizando la consistencia con los lineamientos del donante y la pertinencia de los indicadores. No obstante, para los proyectos interagenciales financiados por el PBSO, se fortalecerá la formulación de los indicadores asegurando su medición, trazabilidad y coherencia con los lineamientos del donante y las directrices para proyectos interagenciales vigentes.	Accepted	Peace and security (SPs before 2018)	Organizational efficiency	Oversight/governance	Efficiency
Evaluación final del proyecto “Abordando la conflictividad electoral desde una perspectiva integral" 2023- 2025	Programme Evaluation	Americas and the Caribbean	Guatemala	2025	Not Rated	En proyectos semejantes, elaborar la línea base antes del inicio de la intervención.		ONU Mujeres no cuenta con fondos institucionales que permitan el desarrollo de líneas de base antes del inicio de las intervenciones; su elaboración deberá realizarse una vez iniciado cada proyecto, cuando se disponga de los recursos financieros necesarios para su desarrollo. Por lo tanto, en los proyectos financiados por el Fondo para la Consolidación de la Paz (PBF) en los que ONU Mujeres actúe como agencia convocante, se establecerá un cronograma desde la fase de diseño para asegurar que el levantamiento de la línea de base se inicie durante el primer trimestre de implementación. Esta medida busca fortalecer la planificación, garantizar la disponibilidad oportuna de información para el monitoreo de resultados y mejorar la calidad de los procesos de seguimiento y evaluación.	Partially Accepted	Peace and security (SPs before 2018)	Operational activities	Oversight/governance	Effectiveness
Evaluación final del proyecto “Abordando la conflictividad electoral desde una perspectiva integral" 2023- 2025	Programme Evaluation	Americas and the Caribbean	Guatemala	2025	Not Rated	Fortalecer la identificación de alianzas, sinergias, con otros proyectos y entidades desde la fase d...		Se acepta el enfoque de fortalecer alianzas y sinergias en proyectos futuros desde su fase de diseño, priorizando aquellas que aporten valor programático y eviten duplicidades.	Accepted	Peace and security (SPs before 2018)	Operational activities	Oversight/governance	Effectiveness
Evaluación final del proyecto “Abordando la conflictividad electoral desde una perspectiva integral" 2023- 2025	Programme Evaluation	Americas and the Caribbean	Guatemala	2025	Not Rated	Fortalecer la alineación de los indicadores de proyectos similares con los indicadores del PBF para ...		Los indicadores de los proyectos financiados por el Fondo para la Consolidación de la Paz (PBF) están alineados con el Marco Estratégico 2020–2025, a su vez el diseño del marco de resultados se trabaja de forma conjunta con el Secretariado del Fondo, garantizando coherencia metodológica. No obstante, se reconoce la importancia de seguir fortaleciendo la articulación entre proyectos similares para mejorar la medición de la contribución al marco estratégico. En ese sentido, se continuará trabajando y coordinando con el donante en futuros procesos de formulación y seguimiento.	Accepted	Peace and security (SPs before 2018)	Organizational efficiency	Oversight/governance	Efficiency
Evaluación final del proyecto “Abordando la conflictividad electoral desde una perspectiva integral" 2023- 2025	Programme Evaluation	Americas and the Caribbean	Guatemala	2025	Not Rated	En proyectos semejantes con coordinación entre nivel central de TSE y departamentos, designar puntos...		ONU Mujeres mantiene un relacionamiento y apoyo técnico continuo con el Tribunal Supremo Electoral（TSE) a nivel central. Aunque se reconoce la pertinencia de designar puntos focales territoriales para mejorar la prevención de la conflictividad electoral a nivel local, esta solo es viable en la medida en que se movilicen los recursos necesarios que permita su sostenbilidad. Dado que este tipo de iniciativas tiene un alcance nacional y una naturaleza adaptable, la identificación de zonas prioritarias es cambiante y responde a la conflictividad política-social. Tal como evidenció el proyecto “Abordando la Conflictividad Electoral desde una Perspectiva Integral”, los conatos y manifestaciones de conflicto político-social son altamente variables en el tiempo y el territorio, lo que demanda una alta flexibilidad en la planificación operativa, capacidad de respuesta oportuna de la Oficina de País y una coordinación constante con actores nacionales para asegurar una respuesta oportuna y efectiva.	Partially Accepted	Peace and security (SPs before 2018)	Partnership	Internal coordination and communication	Relevance
Evaluación final del proyecto “Abordando la conflictividad electoral desde una perspectiva integral" 2023- 2025	Programme Evaluation	Americas and the Caribbean	Guatemala	2025	Not Rated	Comenzar proyectos semejantes con mayor anticipación para fortalecer la planeación, elaboración de l...		La prevención de la conflictividad electoral es un eje fundamental para la consolidación de la paz y el fortalecimiento democrático, por lo que debe implementarse de manera continua y no únicamente en los períodos previos a los procesos electorales. Sin embargo, lo anterior dependen de la capacidad de movilización de recursos (fundraising) y del interés mismo de los donantes en abordar este tema más allá de los ciclos electorales, evitando que se perciba como una intervención de carácter temporal. ONU Mujeres reconoce la importancia de fortalecer la prevención de la conflictividad como una línea programática permanente, y continuará gestionando recursos y articulando esfuerzos con socios nacionales e internacionales para asegurar una respuesta oportuna, flexible y sostenida en el tiempo.	Accepted	Peace and security (SPs before 2018)	Operational activities	Oversight/governance	Effectiveness
Evaluación final del proyecto “Abordando la conflictividad electoral desde una perspectiva integral" 2023- 2025	Programme Evaluation	Americas and the Caribbean	Guatemala	2025	Not Rated	Definir de manera más precisa desde un inicio la estrategia de salida y sostenibilidad, así como los...		En el diseño de todos los programas de ONU Mujeres en Guatemala se incluye (como parte obligatoria del Documento de Proyecto, ProDoc) la sección de Estrategia de Salida para garantizar la sostenibilidad y continuidad de los impactos tras la finalización de un proyecto.	Accepted	Peace and security (SPs before 2018)	Operational activities	Advocacy	Sustainability
Evaluación final del proyecto “Abordando la conflictividad electoral desde una perspectiva integral" 2023- 2025	Programme Evaluation	Americas and the Caribbean	Guatemala	2025	Not Rated	Institucionalizar la Mesa de Prevención y asignar personal especializado en prevención y seguridad; ...		La institucionalización de la Mesa de Prevención de la Conflictividad Electoral y la asignación de personal especializado en prevención y seguridad son decisiones del Tribunal Supremo Electoral (TSE), dependiendo de su alcance de reformas legislativas (leyes) y del financiamiento público correspondiente.	Partially Accepted	Peace and security (SPs before 2018)	Operational activities	Advocacy	Sustainability
Evaluación final del proyecto “Abordando la conflictividad electoral desde una perspectiva integral" 2023- 2025	Programme Evaluation	Americas and the Caribbean	Guatemala	2025	Not Rated	En proyectos similares trabajar específicamente con organizaciones indígenas y garífunas.		ONU Mujeres mantiene un trabajo directo con mujeres lideresas y organizaciones de mujeres en su diversidad incluidas las mujeres indígenas y garífunas; a nivel central desde el Grupo Asesor de la Sociedad Civil, así como en el marco de los proyectos para contribuir a la igualdad de género en Guatemala y empoderar a todas las mujeres y las niñas para el pleno disfrute de sus derechos humanos.	Accepted	Peace and security (SPs before 2018)	Partnership	Promoting inclusiveness/Leaving no one behind	Relevance
Final Evaluation of Advancing Gender Equality and Women’s Leadership in Politics and Business Life	Programme Evaluation	Europe and Central Asia	Turkey	2025	Not Rated	UN Women should continue and reinforce its support to women’s political participation in Türkiye.		UN Women accepts the recommendation and the suggested specific actions. UN Women in Türkiye will prioritize working in the field of women's political participation. However, as the only UN agency working with the Grand National Assembly of Türkiye, UN Women Türkiye CO will not only work to support women's participation into local politics but also to support strengthening women's leadership at national politics. CO will focus on mobilizing resources for the key actions.	Accepted	Governance and participation in public life	Normative Support, Operational activities	Oversight/governance, Advocacy, Resource mobilization	Effectiveness, Sustainability
Final Evaluation of Advancing Gender Equality and Women’s Leadership in Politics and Business Life	Programme Evaluation	Europe and Central Asia	Turkey	2025	Not Rated	UN Women should continue supporting the private sector in promoting women’s leadership in business, ...		Private sector is and will be treated as an influential actor to drive for change in terms of gender equality in the world of business. WEPs will be utilized as a tool to promote gender equality in the world of work and the experience and lessons learnt within the Women Lead project will utilized while engaging with the private sector. However, setting up an independent consultation mechanism is more of a systemic approach beyond the initiative of the UN Women CO.	Partially Accepted	Governance and participation in public life	Partnership	Advocacy	Effectiveness, Sustainability
Final Evaluation of Advancing Gender Equality and Women’s Leadership in Politics and Business Life	Programme Evaluation	Europe and Central Asia	Turkey	2025	Not Rated	In the next phase of the project, a networking mechanism should be established where stakeholders fr...		The current phase of the Women Lead Project already has a project advisory board to bring together diverse stakeholders relevant to the outcomes of the project. However, UN Women Türkiye CO will ensure a richer diversity of participants and the establishment of a virtual networking mechanism including UN Women staff.	Accepted	Governance and participation in public life	Partnership	Advocacy, Knowledge management	Efficiency
Final Evaluation of Advancing Gender Equality and Women’s Leadership in Politics and Business Life	Programme Evaluation	Europe and Central Asia	Turkey	2025	Not Rated	The sustainability of the project and its ownership by the stakeholders after UN Women’s involvement...		UN Women Türkiye CO partially accepts this recommendation and will try to make sure sustainability and increased ownership by the stakeholders will be embedded in a more systematic way.	Accepted	Governance and participation in public life	Operational activities	Capacity development	Sustainability
Final Evaluation of Advancing Gender Equality and Women’s Leadership in Politics and Business Life	Programme Evaluation	Europe and Central Asia	Turkey	2025	Not Rated	Since long-term impacts of small-scale projects can be limited, UN Women should design policy-orient...		UN Women Türkiye CO works in a harmonized way to achieve the targets set for in the SN of the Office. The projects are implemented in synergy. More efforts will be taken to include youth into the work of UN Women Türkiye CO.	Accepted	Governance and participation in public life	Partnership, Operational activities	Resource mobilization	Impact
Final Evaluation of Advancing Gender Equality and Women’s Leadership in Politics and Business Life	Programme Evaluation	Europe and Central Asia	Turkey	2025	Not Rated	UN Women should leverage on its recognized comparative advantage in designing and implementing proje...		Influencing policy-making processes, playing a leading role in advocacy efforts for GEWE are at the core of UN Women Türkiye's work. The office is ready to leverage this work by creating enabling spaces for networking and making an influence on the responsible actors.	Accepted	Not applicable	Partnership, Normative Support	Advocacy	Effectiveness
Final Evaluation of Advancing Gender Equality and Women’s Leadership in Politics and Business Life	Programme Evaluation	Europe and Central Asia	Turkey	2025	Not Rated	UN Women should increase efforts to include all relevant stakeholders while pursuing the objective o...		UN Women Türkiye agrees on the importance of inclusive engagement and appreciates the recommendation’s emphasis on men, youth, and innovation. The Country Office would like to underline that male engagement has been an integral component of programme implementation, including work with the Parliamentary Equal Opportunities Committee, local authorities, private-sector leaders, and media actors. Building on this foundation, UN Women will continue to pursue and strengthen targeted engagement of men and youth, particularly in decision-making spaces.	Partially Accepted	Governance and participation in public life	Partnership, Operational activities, Engaging men and boys	Promoting inclusiveness/Leaving no one behind	Efficiency, Relevance
Final Evaluation of Advancing Gender Equality and Women’s Leadership in Politics and Business Life	Programme Evaluation	Europe and Central Asia	Turkey	2025	Not Rated	UN Women should adapt to new trends and innovative technologies to reach a broader audience. Expandi...		UN Women should adapt to new trends and innovative technologies to reach a broader audience. Expanding media partnerships to engage a wider range of platforms and integrate digital components across projects can increase awareness on new forms of violence and discrimination (i.e. digital violence) and enhance dissemination across different stakeholders.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Innovation and technology	Effectiveness
Final Evaluation of Strengthening civil society capacities and multi-stakeholder partnerships to advance women’s rights and gender equality in Turkey Project	Programme Evaluation	Europe and Central Asia	Turkey	2025	Very Good	Strengthen the financial sustainability mechanisms for CSO support to address the challenges posed b...		UN Women accepts this recommendation. The evaluation highlights how inflation, exchange rate volatility, and HR cost pressures affected CSO sustainability and implementation capacity. In future programming, UN Women Türkiye will integrate more risk-informed financial modalities to safeguard CSO institutional stability, particularly for grassroots and women-led organizations. This will include stronger contingency planning, and attention to human resource cost realism in grant design.	Accepted	Governance and participation in public life	Partnership	Capacity development	Sustainability
Final Evaluation of Strengthening civil society capacities and multi-stakeholder partnerships to advance women’s rights and gender equality in Turkey Project	Programme Evaluation	Europe and Central Asia	Turkey	2025	Very Good	Strengthen the financial sustainability mechanisms for CSO support to address the challenges posed b...		UN Women accepts this recommendation. The evaluation highlights how inflation, exchange rate volatility, and HR cost pressures affected CSO sustainability and implementation capacity. In future programming, UN Women Türkiye will integrate more risk-informed financial modalities to safeguard CSO institutional stability, particularly for grassroots and women-led organizations. This will include stronger contingency planning, and attention to human resource cost realism in grant design.	Accepted	Governance and participation in public life	Partnership	Capacity development	Sustainability
Final Evaluation of Strengthening civil society capacities and multi-stakeholder partnerships to advance women’s rights and gender equality in Turkey Project	Programme Evaluation	Europe and Central Asia	Turkey	2025	Very Good	Strengthen the financial sustainability mechanisms for CSO support to address the challenges posed b...		UN Women accepts this recommendation. The evaluation highlights how inflation, exchange rate volatility, and HR cost pressures affected CSO sustainability and implementation capacity. In future programming, UN Women Türkiye will integrate more risk-informed financial modalities to safeguard CSO institutional stability, particularly for grassroots and women-led organizations. This will include stronger contingency planning, and attention to human resource cost realism in grant design.	Accepted	Governance and participation in public life	Partnership	Capacity development	Sustainability
Final Evaluation of Strengthening civil society capacities and multi-stakeholder partnerships to advance women’s rights and gender equality in Turkey Project	Programme Evaluation	Europe and Central Asia	Turkey	2025	Very Good	Strengthen the financial sustainability mechanisms for CSO support to address the challenges posed b...		UN Women accepts this recommendation. The evaluation highlights how inflation, exchange rate volatility, and HR cost pressures affected CSO sustainability and implementation capacity. In future programming, UN Women Türkiye will integrate more risk-informed financial modalities to safeguard CSO institutional stability, particularly for grassroots and women-led organizations. This will include stronger contingency planning, and attention to human resource cost realism in grant design.	Accepted	Governance and participation in public life	Partnership	Capacity development	Sustainability
Final Evaluation of Strengthening civil society capacities and multi-stakeholder partnerships to advance women’s rights and gender equality in Turkey Project	Programme Evaluation	Europe and Central Asia	Turkey	2025	Very Good	Strengthen the financial sustainability mechanisms for CSO support to address the challenges posed b...		UN Women accepts this recommendation. The evaluation highlights how inflation, exchange rate volatility, and HR cost pressures affected CSO sustainability and implementation capacity. In future programming, UN Women Türkiye will integrate more risk-informed financial modalities to safeguard CSO institutional stability, particularly for grassroots and women-led organizations. This will include stronger contingency planning, and attention to human resource cost realism in grant design.	Accepted	Governance and participation in public life	Partnership	Capacity development	Sustainability
Final Evaluation of Strengthening civil society capacities and multi-stakeholder partnerships to advance women’s rights and gender equality in Turkey Project	Programme Evaluation	Europe and Central Asia	Turkey	2025	Very Good	Enhance the capacity development framework to ensure sustained institutional growth among CSOs.		UN Women accepts this recommendation. While the project delivered strong short-term capacity gains, the evaluation underscores the need for more structured, progressive, and differentiated learning pathways. Future programming will adopt a more systematic capacity development approach, combining modular training, peer learning, and monitoring of institutional capacity outcomes, with tailored approaches for first-time partner CSOs.	Accepted	Governance and participation in public life	Partnership	Capacity development	Effectiveness, Sustainability
Final Evaluation of Strengthening civil society capacities and multi-stakeholder partnerships to advance women’s rights and gender equality in Turkey Project	Programme Evaluation	Europe and Central Asia	Turkey	2025	Very Good	Strengthen data collection and monitoring mechanisms across all stakeholder groups.		UN Women accepts this recommendation. The evaluation notes uneven monitoring capacities particularly among CSOs under partnership agreement and gaps in gender-disaggregated and inclusion-responsive data. Future programming will strengthen standardized tools, CSO data literacy, and quality assurance processes, while ensuring that monitoring data systematically informs adaptive management.	Accepted	Governance and participation in public life	Partnership, Culture of results/RBM	Knowledge management, Evidence, Data and statistics	Efficiency
Final Evaluation of Strengthening civil society capacities and multi-stakeholder partnerships to advance women’s rights and gender equality in Turkey Project	Programme Evaluation	Europe and Central Asia	Turkey	2025	Very Good	Develop a comprehensive crisis response framework that addresses political, economic, and environmen...		UN Women partially accepts this recommendation. The Country Office agrees with the evaluation that structured crisis-response modalities are critical to maintaining gender equality programming in challenging contexts. The project’s experience during the COVID-19 period, economic instability, and the 2023 earthquakes demonstrated the value of adaptive management and reinforced the need to systematize risk-informed programming practices. At the same time, the evaluation recognizes that certain crisis dimensions, particularly those related to political developments and the rise in the anti-gender policies and narratives, are structural in nature and shaped by national and global political dynamics. These factors are largely outside the direct sphere of influence of the Country Office, and their evolution cannot be fully anticipated, mitigated, or contained through programme design alone. While UN Women can strengthen preparedness, partnership resilience, and adaptive programming mechanisms, the capacity to respond to systemic political constraints remains inherently limited. Within this context, UN Women Türkiye will focus on strengthening the areas within its operational influence. Future programming will integrate clearer guidance on programme adaptation during crises, maintain flexible implementation modalities where feasible, and continue building CSO capacities for organizational resilience and crisis management inconformity with UN Women’s core committments for Humanitarian Action.	Partially Accepted	Governance and participation in public life	Partnership, Operational activities	Oversight/governance	Relevance
Final Evaluation of Strengthening civil society capacities and multi-stakeholder partnerships to advance women’s rights and gender equality in Turkey Project	Programme Evaluation	Europe and Central Asia	Turkey	2025	Very Good	Strengthen networking and collaboration mechanisms among CSOs.		UN Women accepts this recommendation. Networking was a key area of success; future interventions will formalize and deepen these mechanisms through structured dialogue spaces, and joint advocacy platforms.	Accepted	Governance and participation in public life	Partnership, Operational activities	Capacity development, Advocacy	Effectiveness
Final Evaluation of Strengthening civil society capacities and multi-stakeholder partnerships to advance women’s rights and gender equality in Turkey Project	Programme Evaluation	Europe and Central Asia	Turkey	2025	Very Good	Enhance the integration of disability inclusion across all project components		UN Women accepts this recommendation. Building on research and partnerships with organizations of women with disabilities especially the Association for Women with Disabilities which is currently under Partner Agreement, future programming will adopt more systematic disability inclusion standards, including accessibility considerations, targeted support, and disability-specific indicators within monitoring frameworks.	Accepted	Governance and participation in public life	Operational activities	Promoting inclusiveness/Leaving no one behind	Effectiveness
Final Evaluation of Strengthening civil society capacities and multi-stakeholder partnerships to advance women’s rights and gender equality in Turkey Project	Programme Evaluation	Europe and Central Asia	Turkey	2025	Very Good	Enhance the financial and administrative training framework for CSOs.		UN Women accepts this recommendation. Administrative procedures posed challenges for some CSOs. Future support will include stronger onboarding, practical financial management training, and simplified guidance to improve compliance and efficiency.	Accepted	Governance and participation in public life	Partnership, Operational activities	Capacity development	Effectiveness, Relevance, Sustainability
Final Evaluation of Strengthening civil society capacities and multi-stakeholder partnerships to advance women’s rights and gender equality in Turkey Project	Programme Evaluation	Europe and Central Asia	Turkey	2025	Very Good	Strengthen the sustainability framework for project outcomes		UN Women partially accepts this recommendation. The Country Office fully agrees with the evaluation’s assessment that sustainability of civil society results requires exit strategies, and support to CSOs for organizational sustainability planning. However, the evaluation also correctly identifies that long-term sustainability of outcomes — particularly those linked to institutional continuity of CSOs and funding diversification — depends significantly on broader financing conditions for civil society and gender equality. The current global contraction of development financing, including reduced and shifting donor priorities for gender equality and civic space, presents structural constraints that are beyond the direct control of the Country Office. These external dynamics limit the extent to which long-term financial sustainability for partner CSOs can be guaranteed through programme design alone. Within this context, UN Women Türkiye will focus on the dimensions of sustainability that fall within its programmatic influence. Future interventions will integrate clearer guidance on programme adaptation during crises, maintain sustainability planning where feasible, and support CSOs in funding diversification strategies.	Partially Accepted	Governance and participation in public life	Partnership, Operational activities	Oversight/governance, Evidence, Data and statistics	Sustainability, Impact
Evaluation of Women In Motion Project: Enhancing Women Workers’ Employment and Career Development Opportunities in Guangdong Province	Programme Evaluation	Asia and the Pacific	China	2026	Not Rated	The WIM project should strategically design its capacity development based on target audiences and o...		The project team will strengthen the strategic design of capacity development interventions by integrating KASB dimensions and tailoring methodologies to the needs of different target groups, particularly marginalized groups such as migrant women workers and women with disabilities. A baseline assessment, including disaggregated data collection on migration and disability status, is underway and will inform the development of tailored training materials and a joint capacity development plan with key partners and participating enterprises. Implementation will begin in Q3 2026 and continue through 2029, applying adaptive, participatory, and interactive learning approaches.	Accepted	Women's economic empowerment	Not applicable	Capacity development	Gender equality
Evaluation of Women In Motion Project: Enhancing Women Workers’ Employment and Career Development Opportunities in Guangdong Province	Programme Evaluation	Asia and the Pacific	China	2026	Not Rated	RECOMMENDATIONS 2 To bolster managerial motivation and institutional ownership of participating ent...		The project team recognizes the importance of strengthening managerial ownership and tailoring engagement to the diverse capacities and contexts of participating enterprises. Baseline assessments of enterprises and employees are underway and will inform the design of targeted interventions based on enterprise size, industry, and capacity. The project will also explore strategic approaches such as pilot enterprises and anchor firms to strengthen peer learning, outreach, and sustained engagement across enterprise networks.	Accepted	Women's economic empowerment	Not applicable	Capacity development	Gender equality
Evaluation of Women In Motion Project: Enhancing Women Workers’ Employment and Career Development Opportunities in Guangdong Province	Programme Evaluation	Asia and the Pacific	China	2026	Not Rated	RECOMMENDATIONS 3 The WIM Project should develop a policy advocacy plan identifying clear, actionab...		The project team will strengthen the project’s policy advocacy approach through the establishment of a structured policy advocacy taskforce to guide the implementation of a policy advocacy plan with clear objectives, actions, and knowledge products informed by project evidence and LNOB principles. A leading expert has already been identified to support the development of group standards, and the project team will continue to engage closely with the taskforce throughout the project cycle to support evidence generation, policy dialogue, and targeted dissemination to key stakeholders.	Accepted	Women's economic empowerment	Not applicable	Advocacy	Gender equality
Evaluation of Women In Motion Project: Enhancing Women Workers’ Employment and Career Development Opportunities in Guangdong Province	Programme Evaluation	Asia and the Pacific	China	2026	Not Rated	RECOMMENDATIONS 4 Formalize stable partnerships with CSOs possessing a demonstrated track record in...		The project team will strengthen partnerships with CSOs, provide dedicated funding, technical support, and structured learning opportunities to strengthen CSO capacities and strategically engage them in awareness-raising, policy advocacy, and service delivery throughout the project cycle. Inno Community Development Organisation, a key partner from Phase I, has been confirmed as a Responsible Partner of Phase II to support employment services and the establishment of sexual harassment and GBV referral mechanisms. Additional partnerships with women’s organizations and organizations of persons with disabilities are currently being developed.	Accepted	Women's economic empowerment	Not applicable	Promoting inclusiveness/Leaving no one behind	Gender equality
Empowering Women for Sustainable Peace: Preventing Violence and Promoting Social Cohesion in ASEAN	Programme Evaluation	Asia and the Pacific	Indonesia	2025	Good	Develop a structured, ASEAN-led transition plan co-designed with UN Women to ensure continuity, miti...	ASEAN-led transition plan	UN Women accepts this recommendation and will support ASEAN, if requested, to define a phased transition approach that strengthens institutional ownership, coordination, and sustainability of WPS functions beyond the current project cycle. UN Women will position its contribution as technical and facilitative—supporting ASEAN-led decisions on roles, coordination mechanisms, and sustainability measures—while recognizing that implementation depends on ASEAN agreement and resource mobilization for a next phase.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	Normative Support	Capacity development	Sustainability
Empowering Women for Sustainable Peace: Preventing Violence and Promoting Social Cohesion in ASEAN	Programme Evaluation	Asia and the Pacific	Indonesia	2025	Good	For stronger impact, expand national engagement to remaining ASEAN Member States and deepen involvem...	Localisation of RPA WPS	UN Women accepts this recommendation and will continue working with ASEAN counterparts to strengthen Member State engagement in the implementation of the ASEAN RPA on WPS through voluntary, demand-driven technical assistance and peer learning. The evaluation highlights uneven levels of engagement and implementation readiness across the region; UN Women will therefore prioritize tailored, long-term support that responds to national needs and builds confidence over time. Recognizing the political sensitivity surrounding formal reporting by Member States to ASEAN, UN Women will not pursue centralized reporting mechanisms. Instead, support will focus on learning-oriented, non-reporting approaches—including Communities of Practice and regional exchanges—that respect national ownership while contributing to more consistent implementation.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	Normative Support	Capacity development	Impact
Empowering Women for Sustainable Peace: Preventing Violence and Promoting Social Cohesion in ASEAN	Programme Evaluation	Asia and the Pacific	Indonesia	2025	Good	Strengthen vertical coherence between regional policy and national/subnational implementation Rati...	Strengthen vertical coherence	UN Women accepts this recommendation and recognizes the importance of strengthening links between ASEAN-level WPS commitments and national and sub-national implementation. Building on existing coordination and learning platforms, UN Women will focus on learning-oriented, implementation-focused mechanisms that enable Member States to share experiences, challenges, and lessons learned in operationalizing regional WPS commitments. Rather than introducing new compliance-based reporting requirements, UN Women will support voluntary, experience-based exchanges, joint reflection, and practical learning processes—using existing ASEAN WPS governance structures and platforms—to inform regional learning and adaptive support. Particular emphasis will be placed on strengthening monitoring, evaluation, and learning (MEL) capacities that support implementation and alignment across levels, while fully respecting ASEAN norms and national ownership.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	Normative Support	National ownership	Impact
Empowering Women for Sustainable Peace: Preventing Violence and Promoting Social Cohesion in ASEAN	Programme Evaluation	Asia and the Pacific	Indonesia	2025	Good	Consolidate capacity development and institutionalize learning systems Rationale The project succe...	Consolidate capacity development	UN Women accepts this recommendation and agrees that consolidating capacity development efforts and institutionalizing learning are essential to sustain the gains achieved under the project. Building on the strong foundation of training, peer learning, and technical assistance delivered during the current phase, UN Women will focus on embedding WPS knowledge within existing ASEAN and national institutional systems, rather than relying on stand-alone or one-off training activities. UN Women will prioritize approaches that promote continuity, peer exchange, and practical application of learning, while using light-touch monitoring and learning tools to understand how capacity development translates into practice over time. These efforts will be implemented in close collaboration with ASEAN institutions and national counterparts and will be aligned with available resources and national demand.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	Partnership	Capacity development	Impact
Empowering Women for Sustainable Peace: Preventing Violence and Promoting Social Cohesion in ASEAN	Programme Evaluation	Asia and the Pacific	Indonesia	2025	Good	Safeguard policy momentum and ensure practical implementation Rationale ASEAN’s policy gains are s...	Practical implementation	UN Women accepts this recommendation and notes that its implementation will depend on resource availability and Member State demand. Implementation of initiatives and costed rollouts requires dedicated financial and human resources, which are currently limited. In this context, UN Women will prioritize strengthening implementation readiness, strategic prioritization, and resource mobilization to ensure that future WPS implementation efforts are better designed, costed, and positioned for funding when opportunities arise. Actions under this recommendation will therefore remain conditional on successful resource mobilization and Member State demand and will be integrated into future programme design rather than implemented as stand-alone activities.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	Operational activities	National ownership	Sustainability, Impact
Empowering Women for Sustainable Peace: Preventing Violence and Promoting Social Cohesion in ASEAN	Programme Evaluation	Asia and the Pacific	Indonesia	2025	Good	Maintain and institutionalize UN Women’s proximity with ASEAN Rationale Proximity to the ASEAN Sec...	UN Women’s proximity with ASEAN	UN Women accepts this recommendation and recognizes that sustained proximity to ASEAN institutions has been a critical enabler of trust-building, timely coordination, and effective technical support for the Women, Peace and Security (WPS) agenda. The proximity of the ASEAN WPS team to the ASEAN secretariat has contributed significantly to policy influence, partnership development, and alignment between regional priorities and UN Women programming. At the same time, UN Women notes that the long-term sustainability of this arrangement depends on corporate resourcing decisions, staffing models, and the availability of dedicated funding, which are currently under transition. In this context, UN Women will prioritize maintaining effective liaison, coordination, and technical engagement with ASEAN, primarily through the Liaison Office and ROAP and should resources be available, through some physical presence in Jakarta or functionally equivalent partnership arrangements.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	Partnership	Capacity development	Efficiency, Relevance
Empowering Women for Sustainable Peace: Preventing Violence and Promoting Social Cohesion in ASEAN	Programme Evaluation	Asia and the Pacific	Indonesia	2025	Good	Manage localization to preserve coherence and strengthen implementation Rationale While localizatio...	Localization of WPS	UN Women accepts this recommendation and recognizes the importance of ensuring that ongoing localization of the Women, Peace and Security (WPS) agenda strengthens—rather than fragments—coherence between regional, national, and subnational implementation. While localization is essential for ownership and context-specific action, uncoordinated proliferation of sectoral or departmental plans may dilute strategic focus and create parallel reporting and accountability structures. In this context, UN Women will continue supporting ASEAN and Member States to promote aligned, implementation-oriented localization through technical guidance, learning exchanges, and coordination support, while respecting national ownership and the voluntary nature of WPS implementation across ASEAN. Actions will focus on policy coherence, outcome-oriented monitoring, and whole-of-government coordination, and will be implemented progressively in line with Member State demand and available resources.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	Normative Support	National ownership	Impact
Final evaluation of the Stratefic Note 2020-2024	Country-level Evaluation	West and Central Africa	Democratic Republic of Congo	2025	Not Rated	The Country Office should enhance the alignment of its portfolio with DRC’s socio-cultural dynamics ...		An in-depth study on gender-based violence in the political sphere was conducted to document the sociocultural and institutional barriers faced by women. At the same time, the implementation of the roadmap dedicated to combating violence in the political sphere was initiated, enabling concrete prevention and response measures to be put into practice. In addition, activities to engage men were carried out using a positive masculinity approach, helping to promote behavioral changes conducive to gender equality and the reduction of violence. The Office directed most of the flexible funds received from Sweden toward WPP (Women’s Political Participation) initiatives. In addition, additional resources were mobilized from the UK government and UN Women headquarters, further strengthening interventions in support of women’s leadership and political participation.	Accepted	Ending violence against women (SPs before 2018)	Operational activities	Oversight/governance	Coherence
Final evaluation of the Stratefic Note 2020-2024	Country-level Evaluation	West and Central Africa	Democratic Republic of Congo	2025	Not Rated	The Country Office should improve coordination and resource management across interventions to maxim...		The ministerial forum was based on effective interaction between the various coordination pillars, WPS and WPP, including with UN agencies (UNDP, etc.) the agreement with the Ministry of Gender as a document integrating the actions of the various pillars to avoid duplication. Joint activities with other agencies and organizations were developed. UN Women organized a coordination meeting with the Ituri Gender Division and implementing partners. This meeting made it possible to harmonize approaches, strengthen the complementarity of actions, and ensure better coordination of activities in the field. In addition, partners receiving funding from UN Women will contribute directly to the implementation of activities supported by the organization at the Ministry of Gender. Additional coordination meetings will be held to continue strategic alignment and improve information sharing among stakeholders.	Accepted	Governance and planning (SPs before 2018)	Organizational efficiency	Oversight/governance	Efficiency
Final evaluation of the Stratefic Note 2020-2024	Country-level Evaluation	West and Central Africa	Democratic Republic of Congo	2025	Not Rated	The Country Office should strengthen operational strategies and partnerships to ensure sustained imp...		The strategic note was widely circulated to ensure a common understanding and ownership of the priorities related to the Women, Peace, and Security agenda. Subsequently, an advocacy note developed jointly with MONUSCO in February 2025 was sent to the Minister of Foreign Affairs and was included in her official speech in June 2025, thereby raising the profile of issues relating to the inclusion of women in peace processes. Finally, high-level advocacy was conducted with the Prime Minister in October 2025 to promote women's engagement in peace and security issues, thereby consolidating the institutional anchoring of this national priority. Actions to implement the Women's Empowerment Principles (WEPs) were initiated, and UN Women supported a major activity that led several banks to formally commit to gender equality, thereby helping to create a more favorable economic environment for women.	Accepted	Ending violence against women (SPs before 2018), Women peace and security, humanitarian action & disaster risk reduction	Operational activities	Alignment with strategy, Oversight/governance	Relevance
Final evaluation of the Stratefic Note 2020-2024	Country-level Evaluation	West and Central Africa	Democratic Republic of Congo	2025	Not Rated	The Country Office should strive to ensure stability in staffing critical areas. Strengthening contr...		The rollout of PRISM began in the second half of 2026. This transition will significantly improve the quality and consistency of financial reporting. In addition, staff adoption of this new system is supported by online training sessions organized by headquarters, supplemented by refresher sessions at the country office level to ensure optimal mastery of the tool. UN Women has initiated a review of its contracting system. This process has enabled the transition of staff from SC contracts to NPSA contracts, offering greater security and better benefits. In addition, the United Nations reform (UN80) has had an impact on budgets and recruitment capacities, temporarily limiting staff expansion. However, resource mobilization strategies are underway to enable recruitment for the economic empowerment position and strengthen the humanitarian pillar for more effective program implementation.	Accepted	Not applicable	Organizational efficiency	Oversight/governance, Internal coordination and communication	Efficiency
Final evaluation of the Stratefic Note 2020-2024	Country-level Evaluation	West and Central Africa	Democratic Republic of Congo	2025	Not Rated	The Country Office should ensure the long-term viability of programmes by building partner capacity ...		UN Women supports several civil society organizations through institutional support provided within the framework of WPHF projects. In addition, complementary training will be implemented following the mapping of partner organizations in order to strengthen their skills on various topics aligned with UN Women's areas of intervention, thereby contributing to sustainable skills development tailored to their needs. UN Women has obtained financial support from the National Victims' Reparation Fund (FONAREV), representing a direct contribution from the Congolese government. At the same time, the Office is actively pursuing its advocacy with national institutions to identify and seize new local funding opportunities, with a view to gradually strengthening ownership and sustainability of interventions.	Accepted	Governance and planning (SPs before 2018)	Operational activities	Capacity development, Advocacy	Sustainability, Impact
Final evaluation of the Stratefic Note 2020-2024	Country-level Evaluation	West and Central Africa	Democratic Republic of Congo	2025	Not Rated	The Country Office should promote inclusivity by tailoring programmes to address the diverse experie...		Intergenerational dialogues were organized in October and December, promoting expression and mutual understanding between women and girls of different generations. In addition, an innovative initiative called “Representative for a Day” was implemented to promote female leadership among young girls. In addition, an agreement is being finalized with the Ministry for Persons with Disabilities to strengthen the inclusion of women with disabilities in interventions. Finally, targeted actions with persons with disabilities and young girls are being implemented, reflecting the Office's commitment to adopting truly inclusive and adapted approaches.	Accepted	Ending violence against women (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021), Women peace and security, humanitarian action & disaster risk reduction	Normative Support	Oversight/governance	Effectiveness, Coherence
Final evaluation of the Stratefic Note 2020-2024	Country-level Evaluation	West and Central Africa	Democratic Republic of Congo	2025	Not Rated	The Country Office should strengthen its results-based management approach by enhancing systems for ...		The UN Women Country Office ensured the systematic integration of outcome indicators into the design and implementation of programs, including Spotlight, KOICA (EVAWG), and China (WEE). This requirement made it possible to better measure the change brought about by the interventions, in accordance with organizational standards. In addition, the data collection tools used by these programs include detailed disaggregation mechanisms (including by sex, age, and disability status), thus ensuring inclusive analysis and consideration of structural inequalities in progress monitoring. The Office strengthened the capacities of staff and implementing partners by organizing several practical workshops focused on results-oriented monitoring and the collection and analysis of disaggregated data. To this end, an online session was held on January 29, 2026, with FONAREV Project partners, followed by an in-person workshop in Bunia on February 19-20, 2026, for P-DDRCS gender focal points and Cohesion Fund Project partners. Other training sessions are also planned, notably with WPHF partners. At the same time, the Office has institutionalized a PMSU technical session every Wednesday and a knowledge-sharing space every Friday, serving as regular platforms for internal coaching on the thematic aspects of planning, monitoring, evaluation, and reporting	Accepted	Not applicable	Culture of results/RBM	Capacity development, Knowledge management	Efficiency
Evaluación Final del Programa: Liderazgo, Empoderamiento, Acceso y Protección de las Mujeres en Contextos de Crisis de Movilidad Humana en Centroamérica y el Caribe (LEAP-TRAYECTOS)	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2025	Not Rated	RECOMMENDATION 1 Institutionalize and strengthen gender-transformative practices into humanitaria...		This recommendation is partially accepted. UN Women regularly incorporates gender analysis with an intersectional approach and assesses gender needs so that they are integrated from the initial phase of any programmatic area, including Women Peace and Security and Humanitarian Action. However, in some contexts, other humanitarian actors, including national and municipal institutions, still need to take measures to ensure that their response is gender-sensitive and transformative. Regional and local teams work with local actors to build the capacities that will allow for this to happen.	Partially Accepted	Peace and security (SPs before 2018)	Partnership	Capacity development	Not applicable
Evaluación Final del Programa: Liderazgo, Empoderamiento, Acceso y Protección de las Mujeres en Contextos de Crisis de Movilidad Humana en Centroamérica y el Caribe (LEAP-TRAYECTOS)	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2025	Not Rated	RECOMMENDATION 2 Strengthen the sustainability of knowledge on gender related issues by promoting...		The recommendation is particularly pertinent given the dynamic and evolving nature of the context in the Latin America and Caribbean region. UN Women remains committed to ensuring that methodologies, techniques, good practices, and lessons learned at the regional level are systematically documented, disseminated, and internalized by relevant stakeholders, institutional and humanitarian actors, as well as by UN Women staff.	Accepted	Peace and security (SPs before 2018)	Organizational efficiency	Capacity development	Not applicable
Evaluación Final del Programa: Liderazgo, Empoderamiento, Acceso y Protección de las Mujeres en Contextos de Crisis de Movilidad Humana en Centroamérica y el Caribe (LEAP-TRAYECTOS)	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2025	Not Rated	RECOMMENDATION 3 Optimize procurement and logistical processes of UN Women for humanitarian action...		While UN Women has made important steps in integrating humanitarian action into its operations following its inclusion in the IASC, there is an opportunity at the central level to further align its administrative and financial processes with the specific demands of humanitarian programming	Accepted	Not applicable	Operational activities	Capacity development	Not applicable
Evaluación Final del Programa: Liderazgo, Empoderamiento, Acceso y Protección de las Mujeres en Contextos de Crisis de Movilidad Humana en Centroamérica y el Caribe (LEAP-TRAYECTOS)	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2025	Not Rated	RECOMMENDATION 4 Promote adaptive management for continuous learning on humanitarian actions respo...		Adapting to the evolving nature of crises requires a dynamic and flexible decision-making approach. This is why UN Women adopted a flexible approach in the implementation of this project, which allow us to quickly respond to the changing context of human mobility in Central America. While the recommendation is important for humanitarian responses, UN Women’s work is recognized for its flexibility and adaptability to shifting external conditions. Hence, the recommendation is rejected as the activity was completed during the project design phase for the Journeys project, demonstrating the existing flexibility embedded in UN Women’s programming, which already allows for adaptive management.	Rejected	Peace and security (SPs before 2018)	Operational activities	Not applicable	Not applicable
Evaluación Final del Programa: Liderazgo, Empoderamiento, Acceso y Protección de las Mujeres en Contextos de Crisis de Movilidad Humana en Centroamérica y el Caribe (LEAP-TRAYECTOS)	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2025	Not Rated	RECOMMENDATION 5 Strengthen institutional partnerships at regional and national level		UN Women regularly engages with regional, national and local institutions. This recommendation is partially accepted because one of the major achievements of Journeys was its successful collaboration with national and local institutions (Over 1,126 frontline responders, including government officials and humanitarian actors were trained in GBV prevention and survivor-centered approaches), women-led organizations (69 WLOs were trained and supported by the project), women leaders and communities (over 2,800 women and girls were engaged in social cohesion activities). Moreover, an MoU was signed with a university in the border city of Danlí in Honduras. Journeys key results : ES_Trayectos_Bifolio_Resultados_PRINT_17x11in.pdf Project newsletters: Q1 2024: EN_Journeys_Newsletter_01.pdf Q2 2024:EN_Journeys_Newsletter_02_June2024.pdf Q3 2024: ES_Trayectos_Newsletter_03_Septiembre2024.pdf Q4 2024 & Q1, 2025): ES_Trayectos_Newsletter_04_Marzo2025_VF_14MAR2025.pdf	Partially Accepted	Peace and security (SPs before 2018)	Humanitarian action	Capacity development	Not applicable
Evaluación Final del Programa: Liderazgo, Empoderamiento, Acceso y Protección de las Mujeres en Contextos de Crisis de Movilidad Humana en Centroamérica y el Caribe (LEAP-TRAYECTOS)	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2025	Not Rated	RECOMMENDATION 6 Enhance multi-sectoral partnerships expanding engagement with actors in health, l...		UN Women provides gender expertise, leadership, and support to inter-agency processes and coordination mechanisms to ensure that humanitarian actors adhere to their commitments on gender equality and the empowerment of women and girls in line with the 2024 IASC Gender Policy. One of the key achievements of the project was to enhance this participation by providing training to humanitarian actors, including those from the sector mentioned in the recommendation. Nonetheless, it is indeed important to ensure continuity of UN Women’s engagement in these fora. Hence, this recommendation is partially accepted. Journeys key results : ES_Trayectos_Bifolio_Resultados_PRINT_17x11in.pdf Project newsletters: Q1 2024: EN_Journeys_Newsletter_01.pdf Q2 2024:EN_Journeys_Newsletter_02_June2024.pdf Q3 2024: ES_Trayectos_Newsletter_03_Septiembre2024.pdf Q4 2024 & Q1, 2025): ES_Trayectos_Newsletter_04_Marzo2025_VF_14MAR2025.pdf	Partially Accepted	Peace and security (SPs before 2018)	Normative Support	Promoting inclusiveness/Leaving no one behind	Not applicable
RO Strategic Note Evaluation	Regional Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2026	Not Rated	REGIONAL RESOURCE MOBILIZATION PLAN Develop a regional resource mobilization plan, in accordance wit...			Accepted	Governance and planning (SPs before 2018)	Partnership	Resource mobilization	Efficiency
RO Strategic Note Evaluation	Regional Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2026	Not Rated	STREAMLINE AND STRENGTHEN BACK-OFFICE FUNCTIONS Conduct a functional analysis to streamline back-of...			Accepted	Not applicable	Operational activities	Oversight/governance	Efficiency
RO Strategic Note Evaluation	Regional Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2026	Not Rated	ALIGN REGIONAL PLANNING WITH LOCAL NEEDS AND DONOR PRIORITIES Align regional planning and prioriti...			Accepted	Not applicable	Culture of results/RBM	Alignment with strategy	Effectiveness, Relevance
RO Strategic Note Evaluation	Regional Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2026	Not Rated	STRENGTHEN MONITORING, EVALUATION AND LEARNING SYSTEMS Enhance accountability and demonstrate impa...			Accepted	Not applicable	Culture of results/RBM	Knowledge management, Evidence, Data and statistics	Efficiency, Impact
RO Strategic Note Evaluation	Regional Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2026	Not Rated	LEVERAGE TECHNOLOGY AND INNOVATION Leverage technology and innovation, incorporating emerging AI too...			Accepted	Not applicable	Operational activities	Innovation and technology	Effectiveness
RO Strategic Note Evaluation	Regional Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2026	Not Rated	DEFINE A REGIONAL HUMANITARIAN PLAN Define a regional humanitarian plan aligned with the humanitaria...			Accepted	Women peace and security, humanitarian action & disaster risk reduction	Humanitarian action	Oversight/governance	Effectiveness, Gender equality
RO Strategic Note Evaluation	Regional Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2026	Not Rated	SYSTEMATIZE AND SCALE HIGH-IMPACT NORMATIVE PARTNERSHIPS: Develop an integrated approach to systemat...			Accepted	Not applicable	Partnership	Capacity development	Sustainability
RO Strategic Note Evaluation	Regional Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2026	Not Rated	INTEGRATE DISABILITY AND CLIMATE CHANGE CONSIDERATIONS Operationalize the Regional Strategy on Gende...			Rejected	Women peace and security, humanitarian action & disaster risk reduction	Not applicable	Alignment with strategy	Relevance, Sustainability
Projet de renforcement des capacités des organisations féminines et de construction d’un mouvement fort de femmes pour la paix dans la région du Sahel : Burkina Faso, Mauritanie, Mali, Niger, Tchad	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2025	Good	Evaluation recommendation 1. Accelerate the implementation of the project, extend its duration by on...		Management Response: UN Women acknowledges the importance of this recommendation. The initial delays related to project setup and the complex political context prevailing in the region have limited the full implementation of activities as originally planned. A request for a one-year no-cost extension will be submitted to the donor, following validation by the steering committee. This no-cost extension will allow for full implementation of project activities in support of women’s organizations in the Sahel. Institutional support as planned for women’s organizations, implementation of national advocacy plans, strengthening of coalitions and networking of women’s organizations in the Sahel, and facilitating the participation of CSOs in decision-making spaces and peace processes will be prioritized.	Accepted	Peace and security (SPs before 2018)	Operational activities	Not applicable	Not applicable
Projet de renforcement des capacités des organisations féminines et de construction d’un mouvement fort de femmes pour la paix dans la région du Sahel : Burkina Faso, Mauritanie, Mali, Niger, Tchad	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2025	Good	Evaluation recommendation 2. Improve coordination among stakeholders and establish structured commun...		Management Response: Clarification of roles and effective communication between stakeholders are essential. Semi-annual multi-stakeholder technical committee meetings will be established, involving the implementing partner, the donor, UN Women, and beneficiary CSOs. In parallel, reinforced coordination with other WPS initiatives will be pursued through inter-project consultation.	Accepted	Peace and security (SPs before 2018)	Operational activities	Not applicable	Not applicable
Projet de renforcement des capacités des organisations féminines et de construction d’un mouvement fort de femmes pour la paix dans la région du Sahel : Burkina Faso, Mauritanie, Mali, Niger, Tchad	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2025	Good	Evaluation recommendation 3. Systematically integrate the needs of women with disabilities and stren...		Management Response: The inclusion of women with disabilities at all stages of the project is already integrated but will be further systematized and strengthened. Women’s organizations of persons with disabilities are among the institutional support recipients in several countries. The Do No Harm principle will be reinforced, particularly in sensitive areas.	Accepted	Peace and security (SPs before 2018)	Not applicable	Not applicable	Not applicable
Projet de renforcement des capacités des organisations féminines et de construction d’un mouvement fort de femmes pour la paix dans la région du Sahel : Burkina Faso, Mauritanie, Mali, Niger, Tchad	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2025	Good	Evaluation recommendation 4. UN Women WPS and partners should strengthen the monitoring and documen...		Management Response: A Learning and capitalization methodology was included in the projectand specific learning and documentation of practices will be conducted. The organizational capacities of implementing partners will be strengthened through targeted coaching sessions on results-based monitoring and documentation of project effects. Good practices will be documented and capitalized with the support of an international consultant.	Accepted	Peace and security (SPs before 2018)	Not applicable	Not applicable	Not applicable
Formative Evaluation of UN Women's Work in Sustainable Finance	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2025	Very Good	REFINE AND COMMUNICATE A VISION AND COHESIVE STRATEGY OR ROADMAP FOR UN WOMEN’S SUSTAINABLE FINANCE ...		UN Women concurs on the importance of strengthening the articulation and communication of the organization-wide vision, priorities, and expected outcomes for sustainable finance, both internally and with external stakeholders while noting that UN Women's corporate Strategy for Women’s Economic Empowerment (WEE) was approved in 2024, within which sustainable finance has been identified as a cross-cutting area. This strategy is rooted in UN Women’s mandate and comparative advantage, developed through consultation with internal colleagues across the organization and external partners familiar with UN Women’s WEE trajectory. The global WEE strategy provides a foundational framework for the positioning and actions of the sustainable finance portfolio, including its value proposition, modalities, and cross-thematic linkages. UN Women agrees on the importance of developing a theory of change for sustainable finance which aligns with the existing WEE strategy, rather than establishing a standalone sustainable finance strategy. This approach will help ensure a cohesive, organization-wide framework that guides efforts at all levels. The theory of change will serve as the basis for articulating strategic positioning and vision for the Sustainable Finance portfolio going forward. UN Women's work on Sustainable Finance is embedded in the corporate Strategic Plan 2026– 2029 and appropriate indicators for output and outcome reporting have been developed in consultation and communication with Country and Regional Offices.	Accepted	Women's economic empowerment	UN Coordination, Normative Support, Operational activities	Alignment with strategy	Effectiveness, Efficiency, Coherence
Formative Evaluation of UN Women's Work in Sustainable Finance	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2025	Very Good	STRATEGICALLY AND EFFICIENTLY STRENGTHEN INTERNAL CAPACITY AT COUNTRY AND REGIONAL LEVELS AND INCREA...		UN Women accepts this recommendation, noting that additional capacity and expertise will come with additional resource implications. UN Women acknowledges the importance of strengthening regional and country-level capacity to systematically identify potential opportunities, strategically capitalize on existing relationships, and synergize and expand its sustainable finance initiatives. In line with the 2026 - 2029 Strategic Plan, UN Women will explore options to strengthen access to specialized sustainable finance expertise in ways that enhance support to regional and country offices and are operationally feasible. This may include approaches that allow technical expertise to be shared across multiple regions and country offices, while maintaining strong coordination with the global expertise. In the medium term, the organization will focus on improving the accessibility, dissemination, and practical use of technical knowledge from existing experts and consultants for non-specialist staff at all levels, including through strengthened knowledge management and learning mechanisms. Over the longer term, and as additional resources are mobilized, UN Women will seek opportunities to further strengthen dedicated sustainable finance capacity in line with organizational priorities and needs.	Accepted	Women's economic empowerment	Operational activities	Alignment with strategy, Capacity development, Internal coordination and communication	Effectiveness, Efficiency, Coherence
Formative Evaluation of UN Women's Work in Sustainable Finance	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2025	Very Good	STRENGTHEN STRATEGIC SUSTAINABLE FINANCE PARTNERSHIPS WITH PRIVATE AND PUBLIC FINANCIAL ACTORS.		UN Women accepts this recommendation while noting that direct and formal private sector partnerships are subject to UN Women’s Private Sector Engagement Strategy and private sector due diligence policy and grounded in UN’s relevant social and environmental safeguard procedures. Al prospective partnerships must take appropriate risk mitigation approaches, ensuring that partnerships and engagement are grounded in tangible commitments and accountability toward gender equality outcomes. UN Women appreciates the acknowledgement by stakeholders of its unique positioning as a bridgebuilder between the development and finance communities in the space of gender-responsive sustainable finance. The organization agrees on the importance of engaging a diverse set of actors across the financial market ecosystem. In line with its approach to multi-stakeholder partnerships under the Strategic Plan 2026–2029, UN Women will deliberately identify and engage with suitable partners. Regarding the engagement with private- and financial-sector actors, it will be undertaken in alignment with the organization’s mandates and risk appetite which is referenced in the evaluation report. UN Women’s work with non-public sector actors will continue to focus on shaping gender-responsive financial ecosystems—globally and nationally—where sustainable capital flows are governed by accountable, transparent, and impactful standards, policies and instruments. UN Women’s influence on transforming the sustainable finance ecosystem in support of gender equality will be primarily exercised through partnerships with regulators, policymakers, standard-setting bodies, self-regulatory organizations, investment communities, and industry associations. These partnerships will aim to shape the enabling market infrastructure that enhances accountability, transparency, and the quality of private finance and investment in gender equality.	Accepted	Women's economic empowerment	Partnership	Capacity development	Effectiveness
Formative Evaluation of UN Women's Work in Sustainable Finance	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2025	Very Good	EXPLORE NEW OPPORTUNITIES THAT LEVERAGE EXISTING EXPERTISE TO ACCELERATE UN WOMEN’S CONTRIBUTIONS TO...		UN Women welcomes the recommendation to explore new opportunities that leverage existing expertise to accelerate our contributions to sustainable finance for gender equality. We accept the essence of this recommendation, while noting that specific proposals regarding future opportunities in the sustainable finance space require expert review and an assessment based on market demands and trends. The formative evaluation presents a range of ideas—such as gender lens investing, gender-smart climate finance, and innovative financing approaches—as potential areas for expansion. UN Women will monitor these and other emerging developments closely and assess them based on alignment with development goals, our comparative advantage, and our value-add to the broader ecosystem. UN Women will continue to build on its technical leadership and draw on the expertise of its Sustainable Finance team to expand engagement across financing instruments, mechanisms, market-shaping approaches, and standards. This includes work across diverse themes, asset classes, and investor types. We will remain adaptive to market shifts while being deliberate in our engagement to ensure impact, integrity, and institutional coherence. These efforts are aimed at increasing the volume, effectiveness, and efficiency of financial flows for gender equality. Key areas of engagement may include: 1. Financing instruments and mechanisms that mobilize, govern, or distribute capital— such as sovereign and non-sovereign debt, equity, project finance, blended finance, faith-based and impact investing, and digital finance; 2. Market infrastructure and standards developed or influenced by public and private actors—including taxonomies, sustainable debt guidance, ESG standards, social and environmental disclosure frameworks, and impact measurement tools. UN Women will adopt a strategic and phased approach—prioritizing areas where we hold a clear normative mandate, technical strength, and ability to influence systemic change. However, we note that the categorization and grouping of opportunities presented in Section 4.4 (“Opportunities for the Future”) require further technical refinement. Definitions and frameworks should reflect evolving market realities and be grounded in evidence-based analysis. At present, UN Women’s work aligns with the framing of innovative financing as outlined in the 2023 United Nations Economist Network Policy Brief. We acknowledge that while “sustainable finance” is the dominant term in financial markets, “innovative finance” is more commonly used in the development field. Gender-responsive sustainable finance is still at an early stage but growing global interest and rapid innovation provide a strong foundation for our continued engagement.	Partially Accepted	Women's economic empowerment	Operational activities	Innovation and technology	Effectiveness, Gender equality
Formative Evaluation of UN Women's Work in Sustainable Finance	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2025	Very Good	INVOLVE CIVIL SOCIETY, ESPECIALLY WOMEN AND FEMINIST ORGANIZATIONS, IN THE CO-DESIGN, CONSULTATION A...		UN Women recognizes the role that civil society—particularly women’s and feminist organizations—can play in shaping and advancing sustainable finance initiatives that are inclusive, rights-based, and grounded in gender equality principles. UN Women will continue to seek opportunities to engage with civil society organizations through participatory dialogues, and relevant platforms to inform key dimensions of the financing for development agenda.	Accepted	Women's economic empowerment	Partnership, Operational activities	Capacity development, National ownership, Advocacy	Efficiency, Relevance, Impact, Gender equality
Formative Evaluation of UN Women's Work in Sustainable Finance	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2025	Very Good	AS A MATTER OF PRIORITY, IDENTIFY MORE DIVERSE FUNDING SOURCES FOR UN WOMEN’S SUSTAINABLE FINANCE PO...		UN Women agrees with this recommendation. More diverse funding sources for the sustainable finance portfolio would allow UN Women to strengthen and expand its work on sustainable finance in a more cohesive and aligned manner across the organization, from global to countries. The resources mobilization strategy should be in line with organization-wide vision, strategy and theory of change to engage potential donors. Continuing to engage in core work to implement, measure, document and showcase sustainable finance work and its contribution to UN Women’s Strategic Plan and mission as an important part of resource mobilization approaches.	Accepted	Women's economic empowerment	Operational activities	Resource mobilization	Sustainability
Corporate evaluation of UN Women’s support to violence against women (VAW) prevention and response	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2025	Very Good	Evaluation Recommendation 1: Continue to refine and roll out existing guidance, and develop further ...		UN Women accepts this recommendation and is already working to implement it through, for example, finalizing the draft UN Women Strategy for Ending Violence Against Women and Girls (VAWG) Across the Humanitarian-Development-Peace (HDP) Nexus and developing a corresponding dissemination and socialization plan for UN Women personnel on its operationalization. UN Women is already contributing to the development of methodological approaches for data collection at global, regional, national and subnational levels to advance evidence-informed policy and programme action, as well as its advocacy in global and regional normative fora with key stakeholders on the importance of addressing TF VAWG and strengthening governments’ capacity to work in this area.	Accepted	Ending violence against women (SPs before 2018)	Normative Support, Operational activities, Humanitarian action, Urban agenda (safe cities and safe public spaces), Climate change, Youth engagement	Capacity development, Knowledge management	Relevance, Gender equality, Coherence
Corporate evaluation of UN Women’s support to violence against women (VAW) prevention and response	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2025	Very Good	Evaluation Recommendation 2: Further enhance global, regional and country-level support to WROs and ...		UN Women takes note of this recommendation and is already working to implement it through UN collaboration in EVAW Initiatives. For example, UN Women has developed the ACT to End Violence against Women and Girls Programme to enhance support to women’s rights movements and organizations and to strengthen strategic advocacy on EVAW through building multisectoral coalitions. UN Women also manages the UN Trust Fund to End VAW on behalf of the UN system, which allows for a synergetic and complementary approach to the EVAW agenda through supporting demand-driven civil society-led initiatives through the consolidated grant-giving processes of the UN Trust Fund with interagency partners.	Accepted	Ending violence against women (SPs before 2018)	Operational activities	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy, South-South cooperation, Resource mobilization	Effectiveness, Sustainability, Coherence
Corporate evaluation of UN Women’s support to violence against women (VAW) prevention and response	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2025	Very Good	Evaluation Recommendation 3: Continue to roll out comprehensive frameworks on prevention and respons...		UN Women partially accepts this recommendation. From 2020 to the beginning of 2022 UN Women had to re-programme funds to support partners in the implementation of survivor-centred services online and offline given the increase of VAWG in many countries during the global pandemic of COVID 19. UN Women already places a strong focus on male engagement to end VAWG, as part of its overall work on social norms change. In its current Strategic Plan, UN Women has focused on transforming institutional practices and harmful social norms including by working with multiple sectors (security, sports, media, religious/faith-based organizations, policing, technology, transportation and urban planning, several commodity sectors in the agricultural value chain, etc.) and this will remain a strong focus in its forthcoming Strategic Plan (2026-2029).	Partially Accepted	Ending violence against women (SPs before 2018)	Normative Support, Operational activities, Urban agenda (safe cities and safe public spaces), Agriculture, Youth engagement, Engaging men and boys	Capacity development, National ownership, Advocacy, Knowledge management	Effectiveness, Sustainability, Coherence
Corporate evaluation of UN Women’s support to violence against women (VAW) prevention and response	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2025	Very Good	Evaluation Recommendation 4: Strengthen and adapt approaches to foster more comprehensive and longer...		UN Women accepts this recommendation. UN Women is a strong partner in UN Joint Programming modalities (e.g. the Joint Programme on VAW Data, Joint Programme on Essential Services) where the joint management of programming with strategic partners which are common to multiple UN entities, as well as established relationships, offer an opportunity to build these partnerships to scale. In Spotlight 2.0, UN Women co-chairs the Advisory Board, together with the UN Development Cooperation Office, to advise the UN Deputy Secretary-General on the strategic direction of the initiative and assumes a technical coherence role at country level. This is an area that UN Women will work to strengthen at the country level, including where UN Women leads/chairs donor gender thematic groups. In the context of the development of their next Strategic Plans, UNDP, UNICEF, UNPFA and UN Women are aiming to further strengthen their joint work in pursuit of strategic and coherent results on EVAWG that are both harmonized and standardized. UN Women is also seeking to deepen its collaboration with other UN entities in its forthcoming Strategic Plan (2026-2029), and expand its range of partners, across and outside the UN system, e.g., with the private sector, research networks, etc.	Accepted	Ending violence against women (SPs before 2018)	UN Coordination, Normative Support, Operational activities	Capacity development, National ownership, South-South cooperation, Resource mobilization	Effectiveness, Sustainability, Coherence
Corporate evaluation of UN Women’s support to violence against women (VAW) prevention and response	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2025	Very Good	Evaluation Recommendation 5: Building on UN Women’s role as convenor in the EVAWG space, continue to...		UN-Women continues to implement comprehensive approaches to ending VAWG in public (online), and private spaces, including through the convening of a wide range of strategic multi-stakeholder partnerships with, inter alia, national and local governments, women’s groups and associations, community leaders, non-governmental organizations (NGOs), the private sector, academia, development partners and the UN, which have a shared advocacy agenda, including through joint programming, and at multiple levels.	Accepted	Ending violence against women (SPs before 2018)	UN Coordination, Partnership, Normative Support, Operational activities, Urban agenda (safe cities and safe public spaces)	Capacity development, Advocacy, Knowledge management, Internal coordination and communication, South-South cooperation, Innovation and technology	Effectiveness, Sustainability, Coherence
Corporate Evaluation of UN Women's support to women's participation in peace processes	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2025	Very Good	Recommendation 1: UN-Women should maintain and strengthen its support for women’s capacity in relati...		UN-Women accepts this recommendation. Under the current and previous Strategic Plan, UN-Women measures its overall impact in Women, Peace and Security by tracking the percentage representation of women in peace processes as mediators, negotiators and signatories. UN-Women works with mediating actors including regional organizations, member states and conflict parties to build their capacity on gender equality and advocate for increased women’s representation in their delegations. In addition to increasing women’s representation, strengthening women’s capacity to participate and substantively contribute to peace processes is one of UN-Women’s core approaches and strategies under this area. UN-Women works to increase and facilitate the linkages for women to contribute across Tracks 1,2 and 3. UN-Women will continue to strengthen its work in this area and develop new strategies in response to the changing mediation landscape, new mediating actors and approach to peace processes within available resources. As the Secretariat of the Security Council’s Informal Expert Group on Women, Peace and Security, UN-Women will continue its active cooperation with the Department of Political and Peacebuilding Affairs (DPPA) and the Department of Peace Operations (DPO) on matters related to the UN Security Council, including the preparation of regular meetings of the Informal Expert Group and the related analysis and recommendations to the Security Council on country-specific situations in its agenda. UN-Women will provide policy advice, support knowledge exchange and dissemination of good practices to guide country and regional offices’ engagement with UN special political missions and peacekeeping missions where they are present, leveraging on the existing partnership with DPPA and DPO at headquarters level. UN-Women will strengthen the development of contextual gender and conflict analysis that includes key issues relevant to women’s participation in peace processes to support advocacy efforts and inform peace actors.	Accepted	Not applicable	UN Coordination	Capacity development, Advocacy	Not applicable
Corporate Evaluation of UN Women's support to women's participation in peace processes	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2025	Very Good	Recommendation 2: UN-Women should ensure it has strong political and diplomatic capacities at countr...		UN-Women accepts this recommendation. UN-Women has previously provided and currently provides targeted support to countries in conflict-contexts through Gender Advisors and Experts who either are appointed to UN mediation teams or UN-Women country offices; and have the capacity and experience to support women’s participation in peace processes, this is further supplemented by technical on demand support from regional and headquarter staff. UN-Women is currently developing updated guidance and a toolkit on gender sensitive conflict analysis which will include guidance specific to women’s participation in peace processes, including the mapping of key actors. UN-Women will enhance this already ongoing work and strengthen recruitment processes for conflict-affected countries to target staff with capacity and expertise relevant to the contexts. Building on an ongoing practice in the Arab States UN-Women will build a roster of experts on peace processes and mediation who can be deployed to support country offices, this will include utilizing existing local expertise in relevant countries and women mediator networks. Depending on availability of resources and internal approvals, UN-Women will develop a training programme in partnership with relevant institutions to build the political and diplomatic capacity of UN-Women personnel in conflict settings. UN-Women will also explore the providing surge support to country offices in need of additional support when engaging in peace processes.	Accepted	Not applicable	UN Coordination, Operational activities	Internal coordination and communication	Not applicable
Corporate Evaluation of UN Women's support to women's participation in peace processes	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2025	Very Good	Recommendation 3: UN-Women should continue to build on its WPS leadership role to share new lessons...		UN-Women accepts this recommendation. UN-Women will also continue to share information on its work to promote women’s participation in peace processes through its engagement with the Security Council, including in UN-Women Executive Director’s briefings to the Security Council, during the meetings of the Security Council’s Informal Experts Group on Women, Peace and Security, and in the Secretary-General’s Annual Report on Women, Peace and Security. The Annual Report provides global data and analysis on women in peace processes, informed by UN-Women’s work with partners and the Security Council at headquarters, the partnerships with regional organizations, women civil society organizations and other peace actors at regional and country level. Together with the Secretary-General, UN-Women’s Executive Director will continue to convene annual meetings of the Secretary-General’s Special Representatives (SRSGs) and Special Envoys (SEs) on timely women, peace and security issues, which provides UN-Women an opportunity to share latest data and analysis on the WPS language in the Security Council’s decisions and encourage the SRSGs and SEs to provide more details on women’s participation in peace processes in their briefings to the Security Council. UN-Women produces knowledge products on women’s meaningful participation in peace processes, which provide analysis, lessons-learned and good practices that are applicable globally and regionally. UN-Women also has a vibrant and active Community of Practice on WPS established in 2018, through which new research, knowledge and good practices are continually shared and discussed. UN-Women holds internal and external webinars and expert group discussions on women in peace processes to foster cross-learning and regional exchange. UN-Women will continue to strengthen the development and dissemination of knowledge products on women in peace processes both internally and externally. In 2024, UN-Women launched the Women in Peace Processes Monitor, a tool to collect and track global data on women in peace processes and is currently building a website to host and disseminate this data, its analysis and qualitative content. Subject to available resources, UN-Women will expand on the Women in Peace Processes Monitor and strengthen exchange of good-practices and lessons-learned.	Accepted	Not applicable	Normative Support	Internal coordination and communication	Not applicable
Corporate Evaluation of UN Women's support to women's participation in peace processes	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2025	Very Good	Recommendation 4: UN-Women should continue to operationalize the leave no one behind principle and ...		UN-Women’s commitment to the principle of leaving no one behind (LNOB) informs the Entity’s support to women in peace processes, but this could be strengthened further. As the evaluation notes, the Women’s Peace and Humanitarian Fund’s (WPHF) Rapid Response Window (RRW) has contributed to amplifying more diverse women’s voices in peace processes and implementation of peace agreements. UN-Women will continue to advocate for WPHF and the RRW specifically, ensuring that UN Women COs and ROs are aware of the window and how to support relevant actors especially marginalised groups in access funding from the window. At global, regional and country level, UN-Women will strengthen the analysis on diverse women’s contribution and participation in peace processes, including the collection of global data through the Women in Peace Processes Monitor. UN-Women will also work to increase the visibility of diverse women in global, regional and country WPS platforms. UN-Women will identify and disseminate good practices and lessons learned on effective programming integrating marginalized groups in peace processes. At the country level, UN-Women’s engagement with stakeholders critical of “peace negotiation process and its set-up, and UN-Women itself" will rely on the political and diplomatic capacity of country office leads and the provision of support from the regional and headquarters colleagues. At headquarters and regional level, UN-Women will leverage its role as a lead on WPS to engage with diplomatic missions, CSOs and UN partners to address any areas of concern on women's participation that may exist at country level.	Accepted	Not applicable	UN Coordination	Alignment with strategy	Not applicable
Corporate Evaluation of UN Women's support to women's participation in peace processes	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2025	Very Good	Recommendation 5: UN-Women in close coordination with other UN entities should also document analyt...		UN-Women accepts this recommendation. UN-Women has been working with women’s rights organizations, women human rights defenders (WHRDs) and UN partners to address the global gender backlash. This is ongoing work, including through UN-Women’s evolving Push Forward for Rights, Equality and Justice strategy and the UN Gender Equality Acceleration Plan, and it has been the subject of several discussions internally and externally with global, regional and country level partners. Under the UN system wide Gender Equality Acceleration Plan, for which UN-Women serves as the Secretariat, is already working on a UN system wide political strategy and has recently launched the Clarion Call, a set of actions for UN leadership personnel to counter the back lash. At headquarters, women CSO representatives have briefed the Security Council on the backlash and how it is impacting implementation of the WPS agenda, including compromising the security of WHRDs. As noted by the evaluation, to fully address and respond to the backlash, UN-Women must employ an agency-wide approach, the UN-Women Push Forward Strategy was circulated to all UN-Women personnel in August 2024. The Push Forward strategy aims to document and amplify effective practices to push forward against the pushback. There is an intranet site which provides information, summaries, institutional talking points and video recordings of regional webinars which document and highlight effective practices. UN-Women will continue to advocate for the protection of women human rights defenders and for an increase in funding allocations to them. UN-Women is updating its guidance on the promotion and protection of WHRDs including those working on women, peace and security, including prioritizing their security and maintaining the “do no harm” principle in relation to any UN-Women related work. This work was piloted with UN-Women’s WPS advisors in the Latin American and Caribbean region in November 2024 to integrate their feedback into the updated guidance. To reinforce its agency-wide response to the global gender backlash, UN Women is advancing a coordinated UN system approach to the protection of women human rights defenders (WHRDs). As co-chair of the interagency sub-working group mandated by the Executive Committee alongside OHCHR, UN-Women has spearheaded the development of a set of priority actions focused on strengthening UN leadership, coordination, and accountability for WHRD protection - particularly in conflict-affected contexts. This work is also aligned with the actions relating to WHRDs in the UN Gender Equality Acceleration Plan (GEAP). Complementing this normative leadership, UN-Women is also channeling direct support to WHRDs through the Women’s Peace and Humanitarian Fund (WPHF), recognizing that flexible, rapid funding is essential to ensure their safety, sustain their activism, and respond to urgent protection needs. These tracks of policy leadership and direct support represent strategic enablers for UN-Women to both document resistance and take action to address it at different levels.	Accepted	Not applicable	UN Coordination	Internal coordination and communication	Not applicable
Evaluación intermedia del programa Mujer, Economía Local y Territorio (MELYT) Fase II	Programme Evaluation	Americas and the Caribbean	El Salvador	2025	Not Rated	Navegar los distintos contextos políticos nacionales: los contextos políticos entre El Salvador, Gua...	1.1 Priorizar diálogo político y técnico de alto nivel con instituciones clave para blindar iniciativas clave especialmente con respecto a: 1) avanzar en las institucionalizaciones de la agenda de cuidados, 2) mejorar la eficacia en la implementación de iniciativas públicas de inclusión financiera, y 3) aumentar el apoyo técnico y financiero a los CAM y CDE en los territorios. 1.2 Realizar análisis de riesgos trimestrales (enero, abril, julio y octubre) en cada país. A partir de estos análisis, se deben diseñar estrategias de gestión de riesgos específicas y sensibles a género. Es fundamental que tanto el área programática como la administrativa-financiera participen en estos análisis y en la formulación de estrategias de mitigación. 1.3 Desarrollar mapas de actores para los procesos clave para el programa identificando actores que juegan un rol estratégico en acelerar la toma decisión, apoyar la implementación, así como blindar políticamente las iniciativas de reducción de brechas de genero apoyadas por el programa.		Accepted	Women economic empowerment (SPs before 2018)	Partnership, Operational activities, Organizational efficiency	Alignment with strategy, Promoting inclusiveness/Leaving no one behind, Internal coordination and communication	Effectiveness, Efficiency, Sustainability, Gender equality
Evaluación intermedia del programa Mujer, Economía Local y Territorio (MELYT) Fase II	Programme Evaluation	Americas and the Caribbean	El Salvador	2025	Not Rated	Modelar el valor agregado y focalizar de acuerdo con la oportunidad.	2.1 En alianza con EFI, identificar a los actores prioritarios del ecosistema privado para : a) apoyar las capacidades para la medición de la eficiencia e impacto de los productos y servicios promovidos para las mujeres por actores financieros privados, de comprender mejor la demanda y cómo se desarrolla la capilaridad de la inclusión financiera para las mujeres rurales en el terreno; b) avanzar en el diseño e institucionalización de soluciones sensibles a género desde la banca privada y que son territorializadas de manera efectiva. 2.2 Inclusión financiera desde actores públicos: a) priorizar la asistencia técnica al ENIF/Fideicomiso y Fondo de Garantía en Guatemala, y realizar asesorías puntuales con inteligencia de género para territorializar FECAMYPE y CREDIMUJER en El Salvador y Honduras; b) mejorar la generación y sistematización de estadísticas del sistema bancario y micro financiero, apoyando a las instancias reguladoras en Honduras y Guatemala mediante asistencia técnica y transferencia de innovaciones, como el WE-Fi Code y marcadores de género. 2.3 Territorialización de la Inclusión Financiera: Sistematizar “casos de territorialización sensibles a las cuestiones de género” de servicios y productos financieros para entender mejor como se caracteriza la capilaridad de la inclusión financiera en los territorios para las mujeres e identificar buenas prácticas donde el ecosistema local ha sido eficaz conectando la oferta y la demanda. Presentarlos en VI Foro de Inclusión Financiera 2.4 Desarrollo Empresarial: Se recomienda revisar los acuerdos con los proveedores de servicios, particularmente los CAM y CDE, para ampliar su apoyo más allá de los procesos de formación asegurando el acompañamiento y asistencia técnica en el terreno. 2.5 Inclusión Digital: Se recomienda apoyar los planes de gestión y sostenibilidad de los centros digitales para que puedan maximizar su oferta de servicios y generar utilidades que permita su mantenimiento y renovación, en la creación de los planes de sostenibilidad es importante tener una visión ampliada incluyendo al rol de apoyo que pueden brindar los gobiernos locales, CD E o CAMs, Plan Trifinio, entre otros. 2.6 Sistemas de cuidado: Se recomienda que el Programa MELYT / ONU Mujeres implementen acciones de incidencia para fomentar la participación de las agencias de la ONU y otros actores de cooperación internacional en los espacios multiactoral de los tres países.		Accepted	Women economic empowerment (SPs before 2018)	UN Coordination, Partnership, Organizational efficiency	Oversight/governance, Capacity development, Advocacy, Internal coordination and communication	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Gender equality, Coherence
Evaluación intermedia del programa Mujer, Economía Local y Territorio (MELYT) Fase II	Programme Evaluation	Americas and the Caribbean	El Salvador	2025	Not Rated	Desarrollar una estrategia para la institucionalización y sostenibilidad de procesos clave.	3.1 Analizar los 20 procesos con potencial de sostenibilidad, priorizarlos y definir acciones estratégicas a implementar para fortalecer su sostenibilidad en 2025. Con esta información, se debe elaborar un plan de sostenibilidad para los procesos clave, que incluya inversiones y asistencia técnica especializada.		Accepted	Women economic empowerment (SPs before 2018)	Partnership, Organizational efficiency	Alignment with strategy, Advocacy	Sustainability
Evaluación intermedia del programa Mujer, Economía Local y Territorio (MELYT) Fase II	Programme Evaluation	Americas and the Caribbean	El Salvador	2025	Not Rated	Acelerar la implementación operativa y financiera.	4.1 Mejorar la planificación interna entre las áreas programáticas y financieras en los países con reuniones mensuales de seguimiento a la planificación para identificar procesos complejos, agilizar la ejecución y prever posibles cuellos de botella. 4.2 Incrementar los espacios de coordinación territorial mediante reuniones bimestrales, especialmente en Guatemala y El Salvador, para proporcionar una visión integral del Programa y promover la coordinación proactiva y el uso eficiente de recursos. 4.3 Reforzar la capacidad humana para la implementación operativa, analizando los productos que pueden agilizarse y aquellos que requieran más capacidades humanas debido a su escala. 4.4 En el segundo trimestre de 2025, evaluar la posibilidad de extender la ejecución de productos estratégicos, considerando las oportunidades en Guatemala y la transición postelectoral en Honduras.		Accepted	Women economic empowerment (SPs before 2018)	Operational activities, Organizational efficiency	Alignment with strategy, Oversight/governance, Capacity development, Knowledge management, Internal coordination and communication	Effectiveness, Efficiency, Sustainability
Evaluación intermedia del programa Mujer, Economía Local y Territorio (MELYT) Fase II	Programme Evaluation	Americas and the Caribbean	El Salvador	2025	Not Rated	Actualizar la estructura interna de productos y planificar la medición hacia la evaluación final.	5.1 Revisar particularmente el Producto 1.1 porque no llega a reflejar los avances con otras instituciones financieras nacionales, y el alcance de los Foros de Inclusión Financiera. 5.2 En cuanto a la preparación para la evaluación final del programa se recomienda lo siguiente: • Realizar un análisis de evaluabilidad del marco de indicadores para garantizar herramientas y procesos efectivos y sensibles a género en la recolección de evidencias • Revisar la pertinencia y viabilidad operativa y financiera de ciertos indicadores y metas, y dialogar con el donante sobre posibles ajustes. • Mejorar el registro de beneficiarias indirectas que actualmente no se registran adecuadamente. • Planificar con anticipación la medición final de la encuesta de línea de base para contar con datos en la evaluación final.		Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM, Organizational efficiency	Alignment with strategy, Oversight/governance, Advocacy, Internal coordination and communication, Evidence, Data and statistics, Resource mobilization	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality, Coherence
Evaluación de Medio Término de la Nota Estratégica 2022-2026	Organizational Performance Evaluation	Americas and the Caribbean	El Salvador	2025	Not Rated	Aunque la NE está alineada y contribuye a las tres áreas estratégicas priorizadas en el Marco de Coo...			Partially Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership	Alignment with strategy, Promoting inclusiveness/Leaving no one behind	Effectiveness, Relevance, Human Rights, Coherence
Evaluación de Medio Término de la Nota Estratégica 2022-2026	Organizational Performance Evaluation	Americas and the Caribbean	El Salvador	2025	Not Rated	Fortalecer la sostenibilidad de los logros normativos y de capacidades institucionales mediante la c...			Partially Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Culture of results/RBM	Oversight/governance, Capacity development, Evidence, Data and statistics	Effectiveness, Efficiency, Coherence
Evaluación de Medio Término de la Nota Estratégica 2022-2026	Organizational Performance Evaluation	Americas and the Caribbean	El Salvador	2025	Not Rated	Integrar nuevos sectores y diseñar esquemas de medición de resultados a largo plazo para asegurar la...			Partially Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Culture of results/RBM	Oversight/governance, Knowledge management	Effectiveness, Sustainability
Evaluación de Medio Término de la Nota Estratégica 2022-2026	Organizational Performance Evaluation	Americas and the Caribbean	El Salvador	2025	Not Rated	Fortalecer estrategias adaptativas y continuar las alianzas intersectoriales, con el fin de abordar ...			Partially Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership	Oversight/governance, Advocacy	Sustainability
Evaluación de Medio Término de la Nota Estratégica 2022-2026	Organizational Performance Evaluation	Americas and the Caribbean	El Salvador	2025	Not Rated	Fortalecer los sistemas de seguimiento, monitoreo y evaluación de la Oficina, con el fin de medir el...			Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Culture of results/RBM	Oversight/governance, Capacity development, Knowledge management, Evidence, Data and statistics	Effectiveness, Efficiency, Impact, Coherence
Evaluación de Medio Término de la Nota Estratégica 2022-2026	Organizational Performance Evaluation	Americas and the Caribbean	El Salvador	2025	Not Rated	Fortalecer la presencia territorial de ONU Mujeres, incrementando la articulación con instituciones ...			Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Organizational efficiency	National ownership	Efficiency, Sustainability
Evaluación de Medio Término de la Nota Estratégica 2022-2026	Organizational Performance Evaluation	Americas and the Caribbean	El Salvador	2025	Not Rated	Fortalecer los esfuerzos actuales y las intervenciones a nivel local, para asegurar la apropiación n...			Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Organizational efficiency	Capacity development, National ownership	Efficiency, Sustainability
Evaluation finale du projet « Connecter le global au local : renforcer le leadership des femmes pour la localisation de la résolution 1325 (2000) du Conseil de sécurité des Nations unies sur Femmes, paix et sécurité au Burundi	Programme Evaluation	East and Southern Africa	Burundi	2025	Good	Impliquer davantage l’administration locale, les acteurs locaux et partenaires y compris les personn...		ONU Femmes prend note de l’importance de l’appropriation locale pour renforcer la durabilité des résultats des interventions. À cet effet, l’administration locale, les acteurs communautaires, les organisations de la société civile, y compris les organisations de personnes vivant avec un handicap, seront davantage impliqués de manière structurée et continue à toutes les, étapes du cycle de projet depuis la conception et la planification jusqu’au suivi, à l’évaluation finale et à la capitalisation des apprentissages.	Accepted	Leadership and political participation (SPs before 2018)	Operational activities	Capacity development	Effectiveness
Evaluation finale du projet « Connecter le global au local : renforcer le leadership des femmes pour la localisation de la résolution 1325 (2000) du Conseil de sécurité des Nations unies sur Femmes, paix et sécurité au Burundi	Programme Evaluation	East and Southern Africa	Burundi	2025	Good	Impliquer davantage l’administration locale, les acteurs locaux et partenaires y compris les personn...	ONU Femmes prend note de l’importance de l’appropriation locale pour renforcer la durabilité des résultats des interventions. À cet effet, l’administration locale, les acteurs communautaires, les organisations de la société civile, y compris les organisations de personnes vivant avec un handicap, seront davantage impliqués de manière structurée et continue à toutes les, étapes du cycle de projet depuis la conception et la planification jusqu’au suivi, à l’évaluation finale et à la capitalisation des apprentissages.	1. Impliquer les autorités administratives locales dans les réunions de lancement, de suivi et de clôture des projets existants afin de renforcer leur leadership et leur redevabilité dans la mise en œuvre	Accepted	Leadership and political participation (SPs before 2018)	Operational activities	Capacity development	Effectiveness
Evaluation finale du projet « Connecter le global au local : renforcer le leadership des femmes pour la localisation de la résolution 1325 (2000) du Conseil de sécurité des Nations unies sur Femmes, paix et sécurité au Burundi	Programme Evaluation	East and Southern Africa	Burundi	2025	Good	Faciliter l’agrément de l’AFAPD au statut d’ASBL d’utilité publique.		ONU Femmes reconnaît l’importance du renforcement institutionnel des organisations partenaires pour assurer leur crédibilité et leur pérennité. Le Bureau pourra, dans la limite de son mandat, faciliter l’accès à l’information et les échanges institutionnels entre les parties concernées.	Partially Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Not applicable	Effectiveness
Evaluation finale du projet « Connecter le global au local : renforcer le leadership des femmes pour la localisation de la résolution 1325 (2000) du Conseil de sécurité des Nations unies sur Femmes, paix et sécurité au Burundi	Programme Evaluation	East and Southern Africa	Burundi	2025	Good	Accompagner financièrement l’AFAPD pendant au moins 2 à 4 ans et renforcer leur mouvement coopératif...		ONU Femmes prend note des défis organisationnels de l’AFAPD et reconnaît l’importance de la durabilité des organisations de femmes médiatrices. Le Bureau encouragera les mécanismes d’autonomisation organisationnelle et de mobilisation interne des ressources.	Partially Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Not applicable	Sustainability
Evaluation finale du projet « Connecter le global au local : renforcer le leadership des femmes pour la localisation de la résolution 1325 (2000) du Conseil de sécurité des Nations unies sur Femmes, paix et sécurité au Burundi	Programme Evaluation	East and Southern Africa	Burundi	2025	Good	Développer des approches intégrées sectorielles et multisectorielle avec les autres Agences des Nati...		ONU Femmes reconnaît la contribution significative des femmes médiatrices dans la mise en œuvre des initiatives communautaires. Le Bureau encouragera une meilleure documentation qualitative de ces contributions dans les outils de suivi existants.	Partially Accepted	Not applicable	UN Coordination	Internal coordination and communication	Effectiveness
Evaluation finale du projet « Connecter le global au local : renforcer le leadership des femmes pour la localisation de la résolution 1325 (2000) du Conseil de sécurité des Nations unies sur Femmes, paix et sécurité au Burundi	Programme Evaluation	East and Southern Africa	Burundi	2025	Good	Responsabiliser les structures administratives provinciales et communales et leur transférer les acq...		ONU Femmes soutient le principe de durabilité et d’appropriation nationale des acquis des projets, en lien avec les autorités administratives aux niveaux provincial et communal.	Partially Accepted	Not applicable	Operational activities	Knowledge management	Sustainability
Evaluation finale du projet « Connecter le global au local : renforcer le leadership des femmes pour la localisation de la résolution 1325 (2000) du Conseil de sécurité des Nations unies sur Femmes, paix et sécurité au Burundi	Programme Evaluation	East and Southern Africa	Burundi	2025	Good	Harmoniser les approches des partenaires techniques et financiers pour éviter la confusion dans l’ac...		La recommandation est acceptée. Des mécanismes de coordination et de dialogue seront renforcés afin d’harmoniser les approches des partenaires techniques et financiers et de limiter la confusion dans la mise en œuvre des actions sur le terrain.	Partially Accepted	Not applicable	Partnership	Evidence, Data and statistics	Coherence
We Rise Together	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2025	Very Good	1: Strengthen external coherence Based on Finding 2 and Finding 15; Conclusion 3 • Relevant to: ROA...	1. In the journey towards scale, connect more deeply with the work of UN agencies working on different dimensions of responsible business with SMEs and the wider private sector, to communicate and integrate GRP as a specific and essential dimension of inclusive growth. 2. Consider amplifying the GRP agenda through UN agencies’ past or current work with women’s entrepreneurship, and other ‘sister’ agendas such as responsible business. 3. In this dialogue, it will be essential to establish linkages between ‘green’ business approaches and gender responsive business and, for example, to mine and integrate ESCAP’s experience in catalysing women’s entrepreneurship at a governance level. 4. Where a future project is designed to consolidate and sustain the WEPs work, with its broader agenda than GRP specifically, consider amplifying broader WEPs messaging by integrating key compatible concepts from key UN partners – such as family friendly workplaces; and consider drawing on ILO’s experience with the role of worker organisations in advancing WEP’s principles such as Health, Safety and Freedom from Violence, and Enterprise Development more generally. 5. It will likely also be essential to seek to connect with very practical and implementation focused, organizations, including wider development organisations, with larger formalized networks and members to drive scale and tangible impact.	We accept the recommendation to further strengthen external coherence with UN agencies, particularly those with strong engagement in Women-Owned Businesses (WOBs) and Gender-Responsive Procurement (GRP), such as for example ESCAP, and UNDP. We will identify and deepen collaboration with specific agencies at the national level to integrate GRP into responsible business and women’s entrepreneurship initiatives, ensuring procurement is recognized as a key enabler of inclusive economic growth. Additionally, we acknowledge the importance of linking green business approaches with GRP and will identify relevant UN agencies depending the country context. However, when linking to the WEPs agenda we will note not dilute GRP’s core messaging. The WEPs consist of 7 principles, with GRP falling under Principle 5 (focused on gender-responsive marketplace practices) without specific emphasis, companies might revert to focusing primarily on internal workplace gender equality initiatives (such as Health, Family-Friendly and other internal workplace gender equality initiatives covered by other WEPs principles and other UN agencies e.g. ILO) rather than on their procurement and marketplace practices which is the project’s priority. This approach acknowledges the value of the overall WEPs framework while safeguarding the distinct attention needed for procurement and marketplace practices that can economically empower women entrepreneurs and women-owned businesses. Other identified WEPs areas as mentioned will be covered through different programming. To scale impact, we will engage practical implementation-focused organizations such as ADB and World Bank, private sector networks, and trade associations to drive GRP adoption at a systemic level.	Accepted	Women economic empowerment (SPs before 2018)	UN Coordination	Internal coordination and communication	Coherence
We Rise Together	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2025	Very Good	2. Strengthen the approach to governance and consider concentrating efforts towards progress in gove...	1. Draw lessons from the experience in Thailand to strengthen the programme approach at governance / policy level, especially where the initial conditions for addressing WOBs as a category are not favourable. 2. In future work in countries where the GRP concept is (relatively) new, establish project time frames which accommodate policy level advances. 3. In Viet Nam, consider strengthening the approach at this level in order to advance work on government procurement, drawing on the opportunity here to create examples of progress and generate data for a more widespread business case on public procurement.	MANAGEMENT RESPONSE We accept the recommendation. Viet Nam presents a strategic opportunity to develop a strong public procurement model that can generate data-driven evidence and serve as a scalable example for the Mekong region. We will draw lessons from Thailand’s experience, particularly in navigating policy and institutional barriers, to refine our governance and advocacy strategy where WOBs are not yet fully recognized in procurement frameworks. In future GRP implementation, we will ensure that project timeframes are realistic and account for the complexities of policy change, especially in countries where GRP is relatively new. This will involve early engagement with policymakers, structured advocacy efforts, and alignment with national procurement reform agendas.	Accepted	Women economic empowerment (SPs before 2018)	Normative Support	National ownership	Relevance
We Rise Together	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2025	Very Good	3. Establish a strengthened approach to LNOB in GRP Based on Findings 14, 15; Conclusion 2 • Relevan...	Establish an agreed and explicit approach to LNOB in the programme. 1. Target and document progress of a sample of WOBs businesses led by marginalised groups such as ethnic minorities, or businesses in remote areas. 2. Integrate more strongly a WEPs approach into the work with WOBs, ensuring to include and target WOBs who work with marginalized groups as employees or in their supply chains. 3. Include progress on these as part of the programme objectives and results. 4. Leverage the broad interest in supplier diversity with regard to LGBTQI, indigenous groups, and environmental sustainability as sites in which to integrate GRP with a strong gender analysis. 5. Articulate and promote an intersectional approach to these dimensions of supplier diversity, establishing an awareness of the differential situation of women entrepreneurs (and employees) within the category of indigenous groups etc. 6. Develop a strong articulation of the intersections of gender responsive approaches with environmental sustainable business principles.	We accept the recommendation to strengthen the Leave No One Behind (LNOB) approach in Gender-Responsive Procurement (GRP) by integrating a stronger focus on supplier diversity within the value chain. WE RISE Together phase 2 will establish appropriate measurement and tracking mechanisms to document progress on WOBs that are led by marginalized groups and/or include marginalized groups in their business., ensuring that data-driven insights inform programmatic decisions. The primary target group of the project are SMEs (missing middle enterprises), they serve as a critical bridge to include ‘LNOB;, including micro entrepreneurs into their value chains. At the same time by connecting SMEs to larger buyers in a way that it will benefit all actors in their value chain. We will strengthen engagement with SMEs that work with marginalized groups as employees or within their supply chains, ensuring that intersectional supplier diversity principles are embedded into the GRP framework. The Women’s Empowerment Principles (WEPs) approach will be more explicitly integrated to ensure that GRP aligns with inclusive employment, ethical sourcing practices and promoting the intersection of gender-responsive and environmentally sustainable business practices.	Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind	Human Rights
We Rise Together	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2025	Very Good	4. Differentiate the GRP model regarding size and roles of WOBS Based on Findings 6, 13, 18; Conclu...	1. Integrate an understanding of the different capacities and opportunities of different types of WOBs into the model. 2. Specifically, strengthen and design for the positioning of relatively well established, medium sized SMEs in the approach by addressing them as buyers and sellers. 3. Adapt training / capacity building / awareness exercises so that these address: • The constraints faced by medium WOBs (such as in accessing finance, buyer networks, international markets) • The opportunities they present for establishing gender responsive mechanisms in their own business approaches by, including in their suppliers, by strengthening and further supporting their engagement in the WEPs. • Strengthening networks between medium WOBs and with smaller WOBs with explicit intention of creating WOB2WOB supply linkages.	We accept the recommendation to differentiate the GRP model based on the size and stages of WOBs, recognizing that different types of WOBs have varying capacities and opportunities. WE RISE phase 2 will integrate a tailored approach for medium-sized SMEs, acknowledging their dual role as both buyers and suppliers within the value chain. However, we emphasize that networking and value chain linkages must develop organically, rather than being pre-assigned or enforced. While we will create enabling environments for WOB-to-WOB supply linkages, the decision on whether WOBs will act as buyers or sellers will emerge through their own business negotiations and interactions. By differentiating strategies for various WOB stages, phase 2 ensures flexibility in participation, fostering sustainable and market-driven relationships among women-led enterprises within the GRP ecosystem.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Capacity development	Effectiveness
We Rise Together	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2025	Very Good	5. Clearly include a solidarity dimension in the process of building business networks with WOBs. B...	1. Create or strengthening networks beyond business contacts to include opportunities for building solidarity and empowerment as WOBs focused on gender equality. This might include opportunities for exploration of their common or contrasting situations as WOBs, as well as the approaches with which they have overcome gender-based disadvantages faced. 2. Include measurements/indicators to track the progress and results of building in this solidarity dimensions in communities of WOBS.	We accept the recommendation to include a solidarity dimension in the process of building business networks with WOBs. We will adjust our programme activities in phase 2 as well as M&E to include measurements/indicators tracking the progress and results of building in this solidarity dimensions in communities of WOBS.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Capacity development	Effectiveness
We Rise Together	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2025	Very Good	6. Strengthen the advocacy base for GRP Based on Findings 5, 6, 11, 18; Conclusion 4 • Relevant to:...	1. Identify and document success stories from larger corporations and medium enterprises which have been engaged in the programme as sellers and have made supplier changes as a result of business matching exercises. 2. Focus on exploring the consequences of diversifying their suppliers – has this benefitted the business in terms of product quality and price; overall profitability; branding and marketing; and/or in ethical dimensions? 3. Develop this learning into products as a basis for advocacy among future cohorts of potential private sector buyers. 4. Continue to facilitate the development, disaggregation of and analysis of official data on SMEs and WOBs to support the case for GRP. Ensure this information is publicly accessible to facilitate connections with suppliers for buyers seeking to diversify their supply chains. 5. Strengthen programme outcome monitoring and reporting to build a reliable picture of progress. Include both quantitative and qualitative approaches in future M&E design, and innovate in the distribution of surveys.	We accept the recommendation to strengthen the advocacy base for GRP and recognize that data-driven success stories and robust outcome monitoring are critical for influencing future private sector adoption. Some elements of this recommendation, such as documenting success stories from engaged WOBs are already in progress. We will continue to capture and analyze the impact of supplier diversification, particularly in terms of business profitability, product quality, branding, and ethical sourcing benefits, to strengthen the business case for GRP. Additionally, we will enhance efforts to disaggregate and analyze official data on SMEs and WOBs, ensuring this information is publicly accessible to facilitate connections between buyers and diverse suppliers. In phase 2 monitoring and reporting process will further strengthen to include both quantitative and qualitative approaches in its M&E framework.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Advocacy	Effectiveness
We Rise Together	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2025	Very Good	7. Establish and document end of programme learning opportunities for current programme participants...	1. Establish cross-country learning opportunities for programme stakeholders at each level, including WOBs as sellers, WOBs and GRES as buyers, implementing partners and government stakeholders. 2. Learning opportunities planned for the final weeks of the programme could be augmented by consolidated learning sessions at regional level leveraging the regional platforms for stronger cross-fertilization of learnings from evaluations. 3. In these exercises, it will be important to bear in mind the specificities of different types of business sectors as well as their common experiences.	MANAGEMENT RESPONSE We accept the recommendation to establish and document end-of-programme learning opportunities for current participants to inform future work. A cross-country learning event was successfully conducted at the end of the programme, facilitating knowledge exchange among WOBs, GREs, implementing partners, and government stakeholders. This event allowed participants to reflect on key challenges, successes, and areas for improvement in GRP adoption across different contexts. Moving forward to phase 2, the project will further strengthen cross-country learning opportunities by leveraging regional platforms i.e. WEPs Forum to facilitate structured learning sessions that integrate insights from programme evaluations. In addition, phase 2 design to pay close attention to sector-specific challenges and opportunities, while also identifying commonalities across industries.	Accepted	Women economic empowerment (SPs before 2018)	Organizational efficiency	Knowledge management	Sustainability
Iraq SN Country Portfolio Evaluation	Strategy/Policy Evaluation	Arab States	Iraq	2025	Not Rated	The Country Office should consider its longer-term strategy towards transition to a development and ...		This recommendation is fully addressed in the 2025–2029 Strategic Note. The SN sets out a clear strategic shift to balance WPS with development and resilience pillars. Dedicated outcomes and outputs exist for Women’s Economic Empowerment, Women’s Political Participation, Ending Violence Against Women, Gender Data and Statistics, and Social Norms Change, each with defined results and indicators. The SN also embeds a cross-cutting resource mobilization strategy to secure funding across all pillars	Accepted	Not applicable	Not applicable	Alignment with strategy	Sustainability
Iraq SN Country Portfolio Evaluation	Strategy/Policy Evaluation	Arab States	Iraq	2025	Not Rated	The Country Office should strengthen its coordination and convening role with respect to its relatio...		This recommendation is addressed in the 2025–2029 Strategic Note. The SN prioritizes UN Women’s coordination and convening mandate by committing to lead inter-agency mechanisms, policy dialogues, and multi-stakeholder platforms on GEWE. It also outlines systematic actions to strengthen partnerships with the UNCT, donors, civil society organizations, and government institutions. Dedicated outputs on policy advice, technical assistance, and capacity development position the Country Office as a technical lead on gender equality and women’s empowerment at both national and sub-national levels	Accepted	Not applicable	UN Coordination	Alignment with strategy	Effectiveness, Efficiency
Iraq SN Country Portfolio Evaluation	Strategy/Policy Evaluation	Arab States	Iraq	2025	Not Rated	The Country Office should strengthen the monitoring, learning and evaluation function to better supp...		This recommendation has been addressed through the 2025–2029 Strategic Note, which embeds a stronger Monitoring, Evaluation, and Learning (MEL) framework. A new Monitoring, Evaluation, and Research Plan (MERP) has been developed to guide evidence collection and learning throughout the SN period. Indicators in the Results Management System (RMS) for both the SN and Annual Work Plans (AWPs) have been enhanced to better capture outcomes and impact. These measures provide a stronger basis for decision-making, adaptive management, and communications with partners and donors. The Country Office will continue to invest in dedicated MEL capacity and knowledge management to ensure consistent application	Accepted	Not applicable	Normative Support	Evidence, Data and statistics	Efficiency, Sustainability, Impact
Iraq SN Country Portfolio Evaluation	Strategy/Policy Evaluation	Arab States	Iraq	2025	Not Rated	The Country Office should strengthen its approaches to leave no one behind, including implementation...		This recommendation is largely addressed in the 2025–2029 Strategic Note. The SN integrates Leave No One Behind (LNOB) as a cross-cutting principle and explicitly references the UN Disability Inclusion Strategy. Social norms change is embedded in WPP, EVAW, and WEE through advocacy, awareness-raising, and behavior change interventions. During implementation, the office will operationalize these commitments by embedding disability-disaggregated data into monitoring, ensuring accessibility in project design, and expanding partnerships with organizations of persons with disabilities (OPDs).	Accepted	Not applicable	Normative Support, Organizational efficiency	Promoting inclusiveness/Leaving no one behind	Effectiveness, Coherence
Iraq SN Country Portfolio Evaluation	Strategy/Policy Evaluation	Arab States	Iraq	2025	Not Rated	The Country Office should strengthen its approach to financial and institutional sustainability, inc...		The 2025–2029 Strategic Note embeds measures to promote sustainability through capacity development of national partners, integration of interventions into government systems, and a cross-cutting resource mobilization strategy. The evaluation’s call for explicit exit strategies is acknowledged. Going forward, the office will ensure that sustainability and exit planning are systematically embedded in all new projects, with clear responsibilities and timelines agreed with national partners to secure continuity of results beyond donor funding.	Accepted	Not applicable	Partnership	National ownership	Efficiency, Sustainability
Final evaluation of the joint programme: "Acceleration of Rural Women's Economic Empowerment in Colombia"	Programme Evaluation	Americas and the Caribbean	Colombia	2025	Not Rated	RECOMMENDATION: 1. Consolidar los procesos de institucionalización del enfoque de género en la plani...	Medidas sugeridas: ? Continuar con el desarrollar manuales, procedimientos y guías prácticas sobre el trazador presupuestal de género. ? Fortalecer y consolidar los procesos de formación de formadores en alianza con la ESAP. ? Buscar y promover alianzas inter-agenciales dentro del SNU.	La medida recomendada viene siendo implementada por la oficina de ONU MUJERES colombia desde hace varios años, y por ello se cuenta con una articulación con el Departamento Nacional de Planeación (DNP) para apoyar el uso del trazador presupuestal de género y la planeación y presupuestación pública en las entidades nacionales y territoriales del país. Se han generado herramientas y publicaciones como: • Chatbot presupuestos para la igualdad (+57 3016697206) desarrollado por onu mujeres y apropiado por el DNP • Avances y retos frente a la planeación ypresupuestación con enfoque de género en Antioquia • Sistematización de estrategias de transversalización y territorialización de los derechos de las mujeres en la Alcaldía de Bogotá 2020 – 2023 • Recomendaciones para la formulación de los Planes de Desarrollo Territorial • Orientaciones de equidad de género y derechos de las mujeres para formulación de los planes de desarrollo territoriales • Villavicencio: experiencia pionera de clasificación y marcación de la inversión pública para las mujeres en Colombia • Cartilla para la inclusión del enfoque de género para las mujeres en el ciclo de planeación y presupuestación: sector tecnologías de la información y las comunicaciones • Cartilla para la inclusión del enfoque de género para las mujeres en el ciclo de planeación y presupuestación: sector transporte • Cartilla para la inclusión del enfoque de género para las mujeres en el ciclo de planeación y presupuestación: secrtor comercio, industria y turismo • Cartilla para la inclusión del enfoque de género para las mujeres en el ciclo de planeación y presupuestación: sector vivienda, ciudad y territorio • El enfoque de género en el ciclo de planeación y uso del Trazador presupuestal de Equidad para la Mujer • Cartilla para la inclusión del enfoque de género para las mujeres en el ciclo de planeación y presupuestación: sector minas y energías Además, para el plan de 2026 ONU Mujeres Colombia tiene una línea de trabajo en Gestión Pública con Enfoque de Género, en el marco de la cual continuará trabajando en alianza con el Gobierno nacional para que los sectores y territorios sigan implementando procesos de planeación y presupuestación con enfoque de género.	Rejected	Women's economic empowerment	Operational activities	Capacity development	Effectiveness, Sustainability, Gender equality
Final evaluation of the joint programme: "Acceleration of Rural Women's Economic Empowerment in Colombia"	Programme Evaluation	Americas and the Caribbean	Colombia	2025	Not Rated	RECOMMENDATION: 2. En el marco de la estrategia de empoderamiento económico de las mujeres, es clave...	? Fortalecer de manera continua y adaptada las capacidades comerciales de las mujeres emprendedoras. ? Consolidar las alianzas comerciales estratégicas. ? Integrar de forma transversal la prevención de VBG en las estrategias vinculadas con el empoderamiento económico de las mujeres. ? Diseñar e implementar mecanismos de acompañamiento psicosocial y jurídico para mujeres emprendedoras.	Los aprendizajes y lecciones aprendidas del proyecto Raíces, serán retomadas en futuras intervenciones en materia de Empoderamiento económico de las mujeres.	Accepted	Women's economic empowerment	Operational activities	Capacity development	Effectiveness, Relevance, Gender equality
Final evaluation of the joint programme: "Acceleration of Rural Women's Economic Empowerment in Colombia"	Programme Evaluation	Americas and the Caribbean	Colombia	2025	Not Rated	RECOMMENDATION: 3. Continuar con el trabajo de diseño y puesta en marcha de estrategias integrales q...	? Reforzar y ampliar los procesos formativos y de sensibilización sobre masculinidades corresponsables. ? Establecer alianzas estratégicas con organizaciones de mujeres jóvenes. ? Consolidar el trabajo para vincular a la población joven con las iniciativas desarrolladas por las casas para las mujeres. ? Ampliar y fortalecer la creación de espacios de diálogo intergeneracional y comunitario.	Los aprendizajes y lecciones aprendidas del proyecto Raíces, esta en particular, se refleja en acciones de cierre del proyecto. En el último año de Raíces se trabajó el componente de promoción de masculinidades no violentas y corresponsables con las iniciativas productivas apoyadas. Estos aprendizajes se sistematizaron y están disponibles para que ONU Mujeres y otros actores puedan usarlas.	Accepted	Ending violence against women	Operational activities, Engaging men and boys	Capacity development	Effectiveness, Relevance, Gender equality
Final evaluation of the joint programme: "Acceleration of Rural Women's Economic Empowerment in Colombia"	Programme Evaluation	Americas and the Caribbean	Colombia	2025	Not Rated	RECOMMENDATION: 4. Diseñar e implementar un modelo de intervención integral, intercultural y sensibl...	? Fortalecer la articulación entre componentes del proyecto. ? Continuar fortaleciendo los enfoques interseccionales e interculturales:	La medida recomendada viene siendo implementada por la oficina de ONU MUJERES Colombia y la oficina cuenta con varios documentos guía para la realización de intervenciones con enfoque interseccional, intercultural y considerando las particularidades de cada territorio. La oficina cuenta con: • Documento de Recomendaciones para acelerar la implementación de la Plataforma de Acción de Beijing -PAB. Es un documento interno de trabajo con recomendaciones sobre el abordaje y los énfasis que debería darse a la agenda de igualdad de género para acelerar el cumplimiento de la PAB y en general para avanzar la igualdad. El documento es resultado de una serie de diálogos con la sociedad civil con carácter intergeneracional, interseccional y con participación de personas de diferentes regiones y realidades. • El Modelo territorial de ONU mujeres Colombia y el Anexo territorial al Programa de País, ONU Mujeres Colombia 2025 - 2027 que son documentos internos que detallan el modelo territorial de trabajo de la Oficina país. • Documento técnico sobre Enfoque étnico desde una perspectiva interseccional y antirracista que es un documento interno con recomendaciones para trabajar en las acciones de ONU Mujeres Colombia • Paso a paso para promover el empoderamiento económico de mujeres en contextos de paz	Rejected	Women's economic empowerment, Ending violence against women	Operational activities	Capacity development	Effectiveness, Relevance, Gender equality
Final evaluation of the joint programme: "Acceleration of Rural Women's Economic Empowerment in Colombia"	Programme Evaluation	Americas and the Caribbean	Colombia	2025	Not Rated	RECOMMENDATION: 5. Fortalecer la estrategia de implementación mediante el diseño e incorporación de ...	? Simplificar los procesos de reporte y monitoreo. ? Valorar la posibilidad de desarrollar repositorios digitales de conocimiento. ? Fomentar el intercambio intermunicipal e interdepartamental.	La Oficina de País reforzará sus mecanismos de captura y sobre todo uso de aprendizajes. La oficina y el programa tienen instrumentos y sistemas de captura establecidos y eficaces. Lo que se requiere mejorar es sobre todo de los aprendizajes. Por otro lado, la Oficina no se puede comprometer con acciones que están afuera de su alcance: se comparte plenamente la propuesta de transitar desde un sistema formal de M&E a un MEL pero el cambio formal es responsabilidad de HQ. La Oficina hará incidencia al respecto; en cuanto a “simplificar los procesos de reporte y monitoreo”, la Oficina comparte totalmente la recomendación pero los requerimientos muy exigentes de M&E y reporting fueron solicitud mandatoria del donante. Un cambio al respecto está afuera del alcance de la Oficina. La Agencia Presidencial de Cooperación - APC considera y reconoce el proyecto como una buena práctica (lo reconoció en el marco del ejercicio Alianzas con Resultados 2025) y podría promover intercambios Col- Col para dar a conocerlo a entidades y/o entidades territoriales que puedan interesarse.	Partially Accepted	Not applicable	Culture of results/RBM, Organizational efficiency	Knowledge management, Evidence, Data and statistics	Effectiveness, Efficiency, Gender equality
Final evaluation of the joint programme: "Acceleration of Rural Women's Economic Empowerment in Colombia"	Programme Evaluation	Americas and the Caribbean	Colombia	2025	Not Rated	RECOMMENDATION: 6. Institucionalizar la articulación territorial y la complementariedad operativa en...	? Diseñar e implementar un plan de coordinación territorial conjunto entre ONU Mujeres y UNFPA que defina claramente los roles, responsabilidades y mecanismos de toma de decisiones compartidos. ? Se recomienda la creación de “células de integración operativa” en territorio, conformadas por equipos transversales y rotativos (tandems operativos) que combinen la experiencia y el conocimiento de ambas agencias. ? Fortalecer los canales de comunicación.	Las acciones de coordinación entre ONU Mujeres y UNFPA a nivel territorial dependen del plan de trabajo de cada agencia en cada territorio. Con la finalización del proyecto Raíces se completa el plan de trabajo de UNFPA en Nariño y Cauca, departamentos en los que ONU Mujeres tiene presencia permanente, pero UNFPA no. Por lo anterior la articulación territorial se puede retomar cuando las dos entidades estén n el mismo territorio.	Partially Accepted	Women's economic empowerment, Ending violence against women	UN Coordination, Operational activities	Oversight/governance, Capacity development, Internal coordination and communication	Efficiency, Gender equality, Coherence
UN Women Ethiopia Country Portfolio Evaluation 2022-2025	Country-level Evaluation	East and Southern Africa	Ethiopia	2026	Not Rated	SHARPEN STRATEGIC FOCUS AND VALUE PROPOSITION: Prioritize high-impact areas where UN Women has added...	Based on Findings 7, 10 and 13	The recommendation has been accepted by the management and implementation started with a strategic prioritization as part of the new Strategic Note 2026-2030 development which is much more refocused to UN Women’s comparative advantage. The next stage of implementing this recommendation will entail convening and coordinating with other UN Agencies for Joint Programming.	Accepted	Not applicable	UN Coordination, Normative Support	Oversight/governance	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality, Coherence
UN Women Ethiopia Country Portfolio Evaluation 2022-2025	Country-level Evaluation	East and Southern Africa	Ethiopia	2026	Not Rated	ADVANCE DISABILITY INCLUSION AND INTERSECTIONALITY: Strengthen capacity and systems to deliver inclu...	Based on Finding 6	Recommendation accepted and its implementation has started and is well embedded in the Strategic Note 2026-2030. All programming will ensure in their targeting inclusion of women living with disabilities and the data and evidence from field level monitoring are mandatorily disaggregating data by disability whenever applicable. Additionally, UN Women will strengthen engagement with the UNCT Leave No One Behind Working Group of which UN Women is a member to monitor and contribute to the implementation of the Convention on the Rights of Persons with Disabilities and United Nations Disability Inclusion Strategy commitments.	Accepted	Governance and participation in public life, Women's economic empowerment, Ending violence against women, Women peace and security, humanitarian action & disaster risk reduction	Not applicable	Alignment with strategy, Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness, Sustainability, Human Rights, Gender equality
UN Women Ethiopia Country Portfolio Evaluation 2022-2025	Country-level Evaluation	East and Southern Africa	Ethiopia	2026	Not Rated	STRENGTHEN COORDINATION, PARTNERSHIPS AND JOINT PROGRAMMING: Formalize coordination roles and deepen...	Based on findings 1, 2 and 10	The recommendation is accepted for immediate implementation consisting in redoubling efforts to reinstate the Gender theme Group (GTG) or a similar functional UNCT Working Group. Beyond the UN System coordination, the management commits to create a robust accountability framework on GEWE among Government’s institutions, Development Partners including donors , CSOs and Private sector through Gender Equality Technical Working Group as well as a systematic and institutionalized monitoring of implementation key sectoral strategies on gender equality .	Accepted	Governance and participation in public life, Women's economic empowerment, Ending violence against women, Women peace and security, humanitarian action & disaster risk reduction	UN Coordination, Partnership	Alignment with strategy, Oversight/governance, National ownership, Internal coordination and communication, South-South cooperation	Effectiveness, Relevance, Sustainability, Impact, Human Rights, Gender equality, Coherence
UN Women Ethiopia Country Portfolio Evaluation 2022-2025	Country-level Evaluation	East and Southern Africa	Ethiopia	2026	Not Rated	IMPROVE M&E, LEARNING, REPORTING AND KNOWLEDGE MANAGEMENT SYSTEMS: Strengthen systems to link projec...	Based on finding 11	Recommendation accepted. The management commits to strengthen compliance towards UN Women PMER policy according to which all projects’ documents and concept notes must be aligned and copy verbatim the Strategic Note Outcome(s) . The Local Projects Appraisal Committee is set to be the main reference framework and channel for quality assurance over new Projects’ documents and partner projects documents compliance to PMER.	Accepted	Governance and participation in public life, Women's economic empowerment, Ending violence against women, Women peace and security, humanitarian action & disaster risk reduction	Operational activities, Culture of results/RBM, Organizational efficiency	Knowledge management, Evidence, Data and statistics	Efficiency
UN Women Ethiopia Country Portfolio Evaluation 2022-2025	Country-level Evaluation	East and Southern Africa	Ethiopia	2026	Not Rated	INVEST IN INTERNAL SYSTEMS, PERSONNEL AND LEADERSHIP CONTINUITY: Strengthen internal systems and lea...	Based on findings 1,10 and 11	The recommendation is accepted. With the support from UN Women East and Southern Africa , UN Women Ethiopia will conduct a functional analysis from the second quarter of 2026 which aims to assess and determine the right structure, competencies and strategies required for a successful implementation of the strategic Note 2026-2030. Additionally, the management commits to fostering strengthened cross thematic collaboration through an integrated programming, implementation and monitoring framework. To enforce this integration, all Programme Managers’ performance will be assessed in light of the extent to which their teams will have collaborated. Finally, the regular Programme and Operations teams meetings agenda will be purposively framed to ensure that they are conducive platforms to communicate to all staff about the Office priorities and ongoing programmes and projects. This will strengthen Teamwork, solid institutional memory building and collective accountability	Accepted	Governance and participation in public life, Women's economic empowerment, Ending violence against women, Women peace and security, humanitarian action & disaster risk reduction	UN Coordination, Partnership, Operational activities, Organizational efficiency	Oversight/governance, Internal coordination and communication	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality, Coherence
CPE-Liberia	Country-level Evaluation	West and Central Africa	Liberia	2025	Very Good	The Country Office should prioritize its comparative advantage in coordination by scaling up the mon...		UN Women Liberia Country Office endorses this recommendation and recognizes the strategic importance of leveraging its coordination mandate to advance GEWE in Liberia, while scaling up gender data production and monitoring and strengthening joint programming.	Accepted	Not applicable	UN Coordination	Internal coordination and communication, Evidence, Data and statistics	Relevance, Coherence
CPE-Liberia	Country-level Evaluation	West and Central Africa	Liberia	2025	Very Good	UN Women Liberia should strengthen and step up its normative work to translate it into tangible resu...		UN Women Liberia Country Office endorses this recommendation and recognizes the strategic importance of translating normative frameworks into actionable programming. The SN 2026-2030 outlines several measures to operationalize this recommendation.	Accepted	Not applicable	Normative Support	Alignment with strategy, National ownership	Relevance, Coherence
CPE-Liberia	Country-level Evaluation	West and Central Africa	Liberia	2025	Very Good	UN Women Liberia should work with national and local authorities to consolidate the effectiveness of...		UN Women Liberia Country Office agrees with the recommendation and will take strategic steps to consolidate the effectiveness of its interventions Women’s Leadership and Political Participation, Economic Empowerment, and Elimination of Violence Against Women. UN Women will strengthen programme effectiveness by ensuring that its innovations are scaled up, adapted, and sustained by national actors beyond donor support. Through joint monitoring, stronger public-private delivery partnerships, and robust legal enforcement mechanisms, UN Women will help translate promising practices into lasting, structural improvements in women’s access to power, income, services, and voice, especially in under-served regions.	Accepted	Not applicable	Normative Support, Organizational efficiency	Oversight/governance, Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency
CPE-Liberia	Country-level Evaluation	West and Central Africa	Liberia	2025	Very Good	To secure the sustainability of gender equality and women’s empowerment results achieved under the S...		UN Women Liberia CO endorses the recommendation. The CO will strengthen the sustainability of gender equality and women’s empowerment gains by embedding commitment platforms and infrastructure within national and local public systems and budgets. By facilitating technical solutions, fiscal incentives, and coalition-building, UN Women will support county authorities, national legislators, and service providers to internalize and own these responsibilities over time, ensuring that progress toward gender equality remains resilient to political transitions, funding gaps, and shifts in donor support.	Accepted	Not applicable	UN Coordination, Partnership, Normative Support	Capacity development	Efficiency, Relevance, Sustainability
CPE-Liberia	Country-level Evaluation	West and Central Africa	Liberia	2025	Very Good	UN Women Liberia should strengthen its results-based management by repositioning the monitoring, eva...		UN Women Liberia Country Office endorses the recommendation, acknowledging the need to enhance results-based management. Following the early CPE-A findings and effective June 2025, the CO repositioned its monitoring and evaluation (M&E) function under direct reporting of the Country Representative. With the new SN 2026-2030, the CO has streamlined its results, including output indicators, by reducing and aligning them to the new UN Women Strategic Plan.	Accepted	Not applicable	Operational activities, Culture of results/RBM, Organizational efficiency	Capacity development, Knowledge management, Evidence, Data and statistics	Efficiency, Sustainability
CPE-Liberia	Country-level Evaluation	West and Central Africa	Liberia	2025	Very Good	UN Women Liberia should strengthen its approach to disability inclusion and intersectionality by tak...		UN Women Liberia Country Office endorses the recommendation and will adopt a more systematic approach to disability inclusion and intersectionality. This will be embedded into programming through a dedicated roadmap that addresses the diverse needs of marginalized groups, particularly women with disabilities, to promote inclusive and transformative development outcomes.	Accepted	Not applicable	Organizational efficiency	Promoting inclusiveness/Leaving no one behind	Effectiveness, Relevance, Sustainability, Human Rights, Gender equality, Coherence
Evaluación del Proyecto Caminando	Programme Evaluation	Americas and the Caribbean	Ecuador	2025	Not Rated	R1. En el marco de la línea de paz y seguridad, considerar la violencia territorial y su impacto en ...		En vista del contexto de inseguridad del país, desde ONU Mujeres se ha impulsado acciones para fortalecer la participación de las mujeres en los procesos de mantenimiento de la paz y seguridad en los territorios, así como su protección, dada la importante afectación que están sufriendo sobre todo en las zonas de mayor conflictividad.	Accepted	Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018)	Humanitarian action	Alignment with strategy	Relevance
Evaluación del Proyecto Caminando	Programme Evaluation	Americas and the Caribbean	Ecuador	2025	Not Rated	R2. Fortalecer el perfil de empleabilidad de mujeres migrantes.		Desde ONU Mujeres, se considera importante y prioritario que las mujeres deben acceder a un empleo formal; sin embargo, debido a las altas tasas de desempleo en el país es difícil acceder a este. En uno de los dos últimos proyectos de respuesta humanitaria se trabajó en el fortalecimiento de capacidades instituciones públicas y empresas privadas respecto a la inclusión laboral de personal en movilidad humana en Ecuador, el marco legal y las políticas públicas relacionadas con la migración y el empleo.	Accepted	Peace and security (SPs before 2018)	Humanitarian action	Alignment with strategy	Relevance
Evaluación del Proyecto Caminando	Programme Evaluation	Americas and the Caribbean	Ecuador	2025	Not Rated	R3. Crear mecanismos para incrementar la demanda de trabajo para personas migrantes por parte del se...		Desde ONU Mujeres, se considera importante y prioritario que las mujeres deben acceder a un empleo formal; sin embargo, debido a las altas tasas de desempleo en el país es difícil acceder a este, razón por la cual desde el proyecto de Integración económica y social de la población en movilidad humana, se capacitó a personal de las empresas privadas respecto a la inclusión laboral de personal en movilidad humana, el marco legal y las políticas públicas relacionadas con la migración y el empleo.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind	Effectiveness
Evaluación del Proyecto Caminando	Programme Evaluation	Americas and the Caribbean	Ecuador	2025	Not Rated	R4. Crear espacios de diálogo entre socios implementadores con el propósito de intercambiar experien...		El proyecto Caminando, implementado desde el 2019 al 2023, contó con un número importante de socios implementadores para las diferentes iniciativas. Los proyectos de respuesta humanitaria que le precedieron cuentan sólo con dos socios implementadores y se han realizado acciones para mejorar la articulación entre ellos.	Accepted	Not applicable	Partnership	Oversight/governance	Efficiency
Evaluación del Proyecto Caminando	Programme Evaluation	Americas and the Caribbean	Ecuador	2025	Not Rated	R5. Incorporar a los Gobiernos Autónomos Descentralizados (GAD) en el diseño y ejecución de proyecto...		Considerando el triple mandato de ONU Mujeres, se han realizado acciones operacionales en los diferentes territorios de intervención de los proyectos, las cuales han sido articuladas con los Gobiernos Autónomos Descentralizados cantonales y provinciales.	Accepted	Leadership and political participation (SPs before 2018)	Partnership	National ownership	Effectiveness
Evaluación del Proyecto Caminando	Programme Evaluation	Americas and the Caribbean	Ecuador	2025	Not Rated	R6. Incentivar a los/as participantes del proyecto y al personal técnico de las instituciones públic...		Desde ONU Mujeres, en el proyecto binacional Proteger a las Caminantes que está en ejecución , se ha coordinado con organizaciones e instituciones que brindan servicios de atención y protección a mujeres en movilidad humana en vulnerabilidad para desarrollar acciones de manera articulada e integral, para poder tener una mayor sostenibilidad en los procesos. La población en movilidad humana suele desplazarse al interior del país o salir fuera del país, por lo que es un desafía mantener una base de datos actualizada. Además, muchas de las acciones contempladas en respuesta humanitaria involucran a personas que recientemente han ingresado al país y están en tránsito hacia otros lugares.	Partially Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership	National ownership	Sustainability
Evaluación del Proyecto Caminando	Programme Evaluation	Americas and the Caribbean	Ecuador	2025	Not Rated	R7. Fortalecer capacidades de los socios implementadores especialmente en temas de género, seguimien...		Desde ONU Mujeres se requiere a todo el personal del socio implementador el cumplimiento de los cursos mandatorios como el de prevención del abuso y explotación sexual, curso de prevención de fraude y corrupción, entre otros. Adicionalmente, se identifica las necesidades de fortalecimiento de capacidades del personal y se diseña e implementa un plan de capacitación para asegurar una adecuada implementación con enfoque de género.	Accepted	Leadership and political participation (SPs before 2018)	Partnership	Capacity development, National ownership	Sustainability
Evaluación del Proyecto Caminando	Programme Evaluation	Americas and the Caribbean	Ecuador	2025	Not Rated	R8. Estandarizar procesos de seguimiento y monitoreo, formatos para informes y base de datos común s...		Desde ONU Mujeres Ecuador se ha realizado un esfuerzo para mejorar la calidad de la información de las y los beneficiarios de los proyectos incluyendo variables que nos aportarán a tener un mejor nivel de análisis de la intervención.	Accepted	Not applicable	Organizational efficiency	Internal coordination and communication	Efficiency
Evaluación del Proyecto Caminando	Programme Evaluation	Americas and the Caribbean	Ecuador	2025	Not Rated	R9. Adoptar un enfoque estratégico en la compra de bienes y servicios para el proyecto.		ONU Mujeres cuenta con políticas claras de compras de bienes y servicios, así como los socios implementadores, quienes tienen que remitir esas políticas para la verificación de ONU Mujeres, lo cual incluye un enfoque estratégico en la compra de bienes y servicios	Accepted	Not applicable	Organizational efficiency	Not applicable	Efficiency
Evaluación del Proyecto Caminando	Programme Evaluation	Americas and the Caribbean	Ecuador	2025	Not Rated	R10. Desarrollar estrategias de comunicación y difusión que permitan al usuario conocer o entender m...		Para la generación de planes de comunicación, ONU Mujeres cuenta previamente con estudios que permiten focalizar las acciones a determinado grupo poblacional y contar con estrategias para poder llegar a esa población con los mensajes comunicacionales deseados.	Accepted	Not applicable	Partnership	Knowledge management	Effectiveness
Regional Office East and Southern Africa Strategic Note Evaluation 2022-2025	Regional Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2025	Very Good	Sharpen strategic focus and thematic integration Refocus ESARO’s strategic direction by clearly def...		UN Women ESARO RMT accepts the recommendation. ESARO takes note of the identified areas of strength upon which it can build, and the areas highlighted in the evaluation which need strengthening. Through the new Strategic Note for the ESA region 2026-2029, ESARO will refine its strategic direction and encourage integrated approaches to programming by: - Identifying and drawing on regional priorities across its triple mandate based on regional context analysis - Strengthening alignment between global, regional and country-level programming to ensure coherence and complementarity - Enhancing cross-thematic collaboration through integrated planning and coordination mechanisms to break silos and maximize impact and efficiency - Ensuring stronger coordination and strategic engagement with partners such as the RECs and UN and COs. This approach ensures that all interventions are mutually reinforcing and responsive to the region’s complex, cross-border challenges. To support this, ESARO's new Strategic Note is centered around one impact as well as systemic, cross-thematic outcomes and outputs.	Accepted	Governance and participation in public life, Women's economic empowerment, Ending violence against women, Women peace and security, humanitarian action & disaster risk reduction	Partnership, Culture of results/RBM	Alignment with strategy	Efficiency, Impact
Regional Office East and Southern Africa Strategic Note Evaluation 2022-2025	Regional Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2025	Very Good	Strengthen strategic and inclusive partnerships ESARO should strengthen its partnership approaches b...		ESARO RMT accepts the recommendation and its underbuilding findings. The RO brings together governments, RECs, UN agencies, donors, private sector, women’s rights organizations, youth networks, parliamentary networks, and other civil society partners. This enables multi-stakeholder dialogue, alignment of efforts, and joint action toward shared gender equality goals. Its convening power fosters consensus-building and amplifies the voices of women across the region. As noted in the evaluation, there is however potential to enhance the partnerships further in terms of moving from being transactional and ad hoc to strategic and resulting in impact. The RO will under the new Strategic Note 2026-2029 strengthen its partnership approaches through the following actions: - Enhancing strategic engagement with regional bodies by formalizing collaboration frameworks, participating in regional policy dialogues, and leveraging intergovernmental platforms to advance gender equality and women’s empowerment priorities. Targeted Memorandum of Understandings will clarify responsibilities, respective value-adds, identified outcomes, and monitoring mechanisms. Engagement with RECs will be done through a designated focal person for each REC, and the workstream with the AU liaison office will be clearly defined to avoid duplication and overlaps. - Deepening inclusive collaboration with civil society organizations (CSOs) by expanding outreach to diverse networks, including grassroots and women-led organizations, and ensuring their meaningful participation in program design, implementation, and monitoring. This will for example be done by better leveraging the Civil Society Advisory Group and Regional Youth Steering Committee by setting out clear engagement roles and expected outcomes. In terms of partnerships with feminist movements and women's rights organizations, ESARO will strive towards continued partnerships through programmes such as the ACT programme, and leveraging the UNTF Africa Regional Hub and WPHF partnerships in ESAR - Institutionalizing partnership mechanisms such as regular consultations, joint planning sessions, and knowledge-sharing platforms to foster mutual accountability and sustainability. RO will strategically invest in multi-stakeholder platforms and processes that promote inclusive collaboration, greater solidarity and effective coordination to serve as critical mechanisms for implementation, monitoring, and reporting on social norms and standards. These partnerships will foster collective accountability and drive gender transformative actions. - The RO will strengthen partnerships with IFIs and the private sector through enhanced engagement strategies and the formulation/adoption of clear MOUs based on lessons learned from past experiences.	Accepted	Governance and participation in public life, Women's economic empowerment, Ending violence against women, Women peace and security, humanitarian action & disaster risk reduction	Partnership	Alignment with strategy	Relevance, Sustainability
Regional Office East and Southern Africa Strategic Note Evaluation 2022-2025	Regional Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2025	Very Good	Enhance intersectionality through systematic approaches to leave no one behind To translate corporat...		UN Women ESARO welcomes the recommendation. Despite corporate commitments and progress made, various reports have highlighted that mainstreaming rights of women and girls with disabilities, and those who experience intersecting forms of discrimination, requires further and more intentional investment. Programmes often address single vulnerabilities rather than multiple intersecting disadvantages, and compliance reporting requirements and short-term agreements present barriers to establishing partnerships with organizations representing young women, women with disabilities and rural communities, among other groups. Leave no one behind dimensions are referenced in regional work but are not consistently applied or tracked. Embedding intersectionality across programming and systems would strengthen accountability for inclusive results and ensure efforts reach those most at risk of being left behind. In line with the recommendations and the findings, ESARO will under its new Strategic Note 2026-2029 adopt a more deliberate, inclusive and intersectional approach across the triple mandate and across the humanitarian, peace and development nexus, to advance the rights of all women and girls. ESARO has in the Strategic Note included specific results statements and indicators, and will whenever possible disaggregate the indicators to ensure data is captured and progress is measured. Capacity building regarding institutional guidance and sharing of good practices across the region will be continuously done. More information is available in the SN annex on LNOB engagement, which will provide basis for further integration into ESARO work planning.	Accepted	Governance and participation in public life, Women's economic empowerment, Ending violence against women, Women peace and security, humanitarian action & disaster risk reduction	Culture of results/RBM	Promoting inclusiveness/Leaving no one behind	Relevance, Impact, Human Rights
Regional Office East and Southern Africa Strategic Note Evaluation 2022-2025	Regional Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2025	Very Good	Strengthen system-wide coordination on gender equality and women’s empowerment To reinforce UN Women...		ESARO accepts the recommendation. In the region the coordination mandate is positioned as the central driver to support operational and normative mandates, enabling integrated programming, joint initiatives, and leveraging UN resources. However, ESARO takes note of the findings that coordination needs to be strengthened across the triple mandate, in line with the Strategic Plan 2026-2029, and that the support needs to be more effective and strategic, especially in NPPs, with clear working models and responsibilities. To strengthen the coordination mandate and capacities going forward, UN Women ESARO will operationalize its mandate by leveraging regional interagency mechanisms—such as UNDCO PSG and OIBCs to jointly support RCs and UNCTs in advancing gender equality across CCAs, UNSDCFs, UN Prevention Platforms in the region and humanitarian responses. Due to limited resources, ESARO will move away from having staff based in the NPPs and is instead developing a NPP strategy closely linked to the regional coordination strategy. The strategy will be based on three clusters. Cluster 1) Strategic and systemic functions focusing on RO providing coordination and normative guidance through RC and UNCT regional mechanisms. Funding is to be covered by ESARO core funds. Cluster 2) will focus on support on data, knowledge and learning for example evidence, CGEP, dashboards at RC request or joint learning. Budget will come from ESARO and UNCT as cost-sharing. Cluster 3) will focus on advocacy and programming, for example proposals, campaigns, multi-country work based on RC or government request via RC and results groups. Funding will come from joint mobilization or project based. The ESARO NPP strategy will feed into the development of a global NPP strategy. The coordination role of UN Women will catalyze and complement the work of other stakeholders towards scaling up gender results. This includes supporting the uptake of accountability tools such as UNCT-SWAP Gender Equality Scorecard, Gender Equality Marker (GEM), IASC gender policy and rollout of the GEAP, while strengthening platforms that promote coherence, joint programming, and mutual accountability. ESARO will support Offices to develop SNs that align with the Strategic Plan coordination TOC, results and indicators. ESARO will mobilize thematic experts to integrate gender equality into national and UN planning and support the coordination mandate to deliver gender-transformative results across ESA. The objective is to have a more strategic and better-aligned coordination function to increase system-wide accountability for gender equality and women’s empowerment results and better leverage the Resident Coordinator system to influence national action on normative commitments.	Accepted	Governance and participation in public life, Women's economic empowerment, Ending violence against women, Women peace and security, humanitarian action & disaster risk reduction	UN Coordination	Alignment with strategy, South-South cooperation	Efficiency, Sustainability
Regional Office East and Southern Africa Strategic Note Evaluation 2022-2025	Regional Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2025	Very Good	Enhance strategic and differentiated support to Country Offices To ensure more targeted, efficient a...		UN Women ESARO accepts the recommendation. The RO Mid-Term Review (MTR) (2023) and SN evaluation (2025) identified the importance of clarifying the RO’s dual role— by providing support and oversight to COs, Programme Presence and NPPs countries and delivering regional-level programming. The new ESARO Strategic Note 2026-2029 therefore articulates more clearly the strategic direction and intentional support it will provide to its clients, eg. COs, Programme Presence Countries and NPPs. ESARO will prioritize demand and client tailored support and oversight to COs, Programme Presence and NPPs, while also developing and implementing regional (multi-country) programmes, positioning regional work as catalytic for country-level results. ESARO will also develop a regional strategy to encourage integrated approaches to programming and policy support across the triple mandate and cross-thematic units.	Accepted	Governance and participation in public life, Women's economic empowerment, Ending violence against women, Women peace and security, humanitarian action & disaster risk reduction	Culture of results/RBM, Organizational efficiency	Capacity development, Internal coordination and communication	Efficiency, Relevance
Regional Office East and Southern Africa Strategic Note Evaluation 2022-2025	Regional Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2025	Very Good	Strengthen operational efficiency and effectiveness To improve strategic coherence and regional supp...		Management of ESARO accepts this recommendation. During the last couple of years, efforts have been intensified to enhance and structure support on RBM and resource mobilization both within the Regional Office as well as with Country Offices. However, RMT acknowledges that there are still gaps and that more can be done in terms of establishing a holistic, strategic approach. During the implementation of the Strategic Note 2026-2029, ESARO will enhance and amplify the UN Women brand and leverage the triple mandate across the humanitarian-development-peace nexus, as a thought leader and norm setter on GEWE in ESA. In response to declining ODA and shifting donor priorities, ESARO has developed a Partnerships and Resource Mobilization strategy to accompany the SN. The strategy will help strengthen and diversify funding partnerships, including expanding IFI partnerships, deepen domestic financing for identified gender priorities and use the coordination mandate to deepen financing for GEWE in the UNSDCF, joint programmes and by other agencies. Through the strategy, as well as the private sector strategy that will also be developed, RO will support COs and NPPs to attract adequate and more predictable volumes of flexible/softly earmarked multi-year funding. Where possible, the RO will support COs to collaborate with national governing institutions to increase GEWE financial commitments through mechanisms such as sovereign funds or gender-responsive budgeting and planning. Multi-country programmes will be utilized to provide RM opportunities to countries with limited donor interests, and strategic instruments such as Flagship Programme Initiatives (including Women count), the GEAP and Programming Frameworks will be deployed to consolidate efforts and drive measurable change. ESARO will harness communications and advocacy as a strategic lever to drive conversations about and broaden engagement for GEWE. It will shape narratives to support gender equality and share women and girls’ stories and voices. It will partner with regional influencers, media, and invest in next-generation digital platforms such as the Transparency Portal, RMS, and PGAMS for results and financial data aggregation, reporting, and visibility, to highlight impact and collaboration with donors. The RO will strengthen the strategic planning and dissemination of knowledge management products, in line with the new KM strategy It will provide high quality support to COs, Programme Presence countries and NPPs to support transformative, scalable impact and enable timely aggregation and communication of results and financial data. UN Women will integrate strategic foresight, advanced data analytics, and emerging technologies into strategic planning processes in ESA. The use of innovation, including artificial intelligence, will enhance the capacity to analyze trends, synthesize large data sets, and anticipate shifts. These tools will be embedded in the support to COs during SN formulation process, work planning, and development of inputs to the Common Country Analysis and the UNSDCF, ensuring stronger positioning of gender equality within UN system-wide planning. Finally, the RO will promote the use of findings from evaluations, audits, implementation monitoring, and partner assessments to drive evidence-informed programme improvements. COPs, pilot initiatives, and regional learning exchanges will be utilized to facilitate the uptake of lessons learned and successful innovations across the region. It will also provide strategic support to COs to improve the quality and credibility of results reporting, with a focus on timeliness, outcome orientation, and donor accountability. The use of QBRs will support adaptive management, improve transparency, and demonstrate the effectiveness of SN-based programming. The regional office will encourage stronger collaboration between partnership/resource mobilization, knowledge management, communications and M&E colleagues to ensure that results and data are integrated into and drawn upon in proposals and that results are communicated to donors as well as more broadly.	Accepted	Governance and participation in public life, Women's economic empowerment, Ending violence against women, Women peace and security, humanitarian action & disaster risk reduction	Partnership, Culture of results/RBM	Knowledge management, Resource mobilization	Sustainability, Impact
Regional Office East and Southern Africa Strategic Note Evaluation 2022-2025	Regional Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2025	Very Good	Escalate corporate operational-level challenges ESARO should engage headquarters on priority operati...		RMT welcomes and accepts the recommendations and its underpinning findings. ESARO is committed to further strengthen collaboration, compliance and internal controls, and is working closely together with HQ on how to continuously improve business processes and solve challenges. For example, RO participates in UN-wide initiatives like the Business Operations Strategy (BOS 2.0) and Common Back Office services, which will enhance operational integration and reduce duplication. ESARO will also leverage the presence and business re-modeling of UN+80 HQ pivoted teams to streamline processes and workflows, build on common system efficiencies, and reduce turnaround times for support requests. Specifically, ESARO collaborates with HQ regarding financial reporting and procurement. Other areas that are identified through planning, implementation or reporting will be continuously worked on together with the global team.	Accepted	Governance and participation in public life, Women's economic empowerment, Ending violence against women, Women peace and security, humanitarian action & disaster risk reduction	Organizational efficiency	Oversight/governance, Internal coordination and communication	Efficiency
Markets for Change End of Phase I and Mid-term Phase II Evaluation	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2024	Very Good	RECOMMENDATION 1 Enhance the relevance of M4C by designing a long-term inclusive strategy and inter...		Some of the suggested key actions are already part of Phase I and II implementation.: (i) Mentoring and coaching for the market vendors is ongoing. One example of this was facilitated through our partnership with the Peace Corps for mentoring is ongoing and will be extended and strengthened in the next phase for the women vendors to deepen their knowledge and learning. (ii) Funds have been allocated for conducting research and an online monitoring system has been procured to strengthen data and statistics. Childcare at the municipal markets has been part of ongoing discussions with relevant Government authorities and at some juncture with UNICEF (Phase I of the project). (ii) Regarding the concept of 'Smart' markets (as 24/7 operations) this needs to be discussed with the Governments to see how feasible the concept is and may require adjustments since there are many factors to consider including the safety and security of women and potential family conflicts that may arise from women working such prolonged hours at the market (given that they continue to bear the greater burden of care). The project is currently supporting the revision of the market by-laws/ ordinances to ensure is they are gender responsive and better equipped to respond to the needs of market vendors throughout the process. (iv) Building on the recommendations and the work underway to support the formation and strengthening of MVAs, their recognition, participation and representation of M4C’s rights holders in government (taskforces, committees, and platforms), the M4C project will continue to strengthen the capacities of MVAs to inform policy and planning developments at the local and national levels. (v) On addressing disability inclusion and accessibility in the project, in addition to continuing our support of the incorporation of relevant disability agencies are part of the governance committees in all 4 countries. Avenues shall be explored with the relevant stakeholders to see how the stakeholders can work with the Municipal Councils to assist persons with disabilities to better access markets for economic opportunities.	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Normative Support, Operational activities, Culture of results/RBM, Agriculture	Alignment with strategy, Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management, Internal coordination and communication, Innovation and technology, Evidence, Data and statistics	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality, Coherence
Markets for Change End of Phase I and Mid-term Phase II Evaluation	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2024	Very Good	RECOMMENDATION 2 Explore further partnerships with UN technical agencies that can add value to the ...		(i) Agree with the recommendation to further explore and strengthen partnerships with UN agencies to add value to the project. Discussions have been ongoing with some of the other UN agencies e.g. UNICEF, IFAD, ILO, FAO, WFP to pool technical expertise and resources to strengthen the existing project. Plans are in place to use this approach to inform the design and development of the next phase of the project (ii) Engagement with UN agencies and financial institutions for financial and digital literacy and climate insurance was done in both Phase I and Phase II. UNDP as a responsible party has also supported engagement on digital innovation efforts together with UN Women and we recently concluded a partnership with UNCDF on expanding access to parametric insurance for the market vendors. (iii) Communication, monitoring and reporting mechanisms with UNDP has been in place since the Phase I, and we will continue to strengthen the same, building on recommendations from this process. (iv) The recommendation to mobilize UN agencies to support a specific gender equality and women’s empowerment outcome for the next UNCT Sustainable Development Cooperation Framework is noted. Efforts were made on the same, in the development of the current Pacific-wide UNSDCF (2023-2027), but this was not successful. We will continue to explore opportunities for advancing the same, with the support of other UN entities. (v) Regarding the recommendation to support intercountry M4C exchanges and Pacific platforms on women’s economic empowerment and climate change, this aligns well with how the M4C and Women's Resilience to Disasters (WRD) team have collaborated in the past on project activities targeting the preparedness of markets and market vendors - for disasters. Additionally, the teams have collaborated in responding to different crises (COVID-19 and natural hazard events (Vanuatu)). In line with this recommendation, we will explore further opportunities for building the components of the M4C project that can support the resilience of markets and market vendors, to different kinds of shocks. . A scoping study has already been planned to support further thinking in this area, to ensure that our efforts under this project, better contribute to climate adaptation and mitigation efforts in our project countries. (vi) Coordination on value chains with the relevant UN and government agencies and NGOs will be strengthened. UNDP as the responsible party under the project has been working on value chains in both Phase I and Phase II. The plan for the next Phase is to expand the area of engagement under value chains.	Accepted	Women economic empowerment (SPs before 2018)	UN Coordination, Partnership, Normative Support, Operational activities, Culture of results/RBM, Organizational efficiency, Climate change, Agriculture	Alignment with strategy, Capacity development, Advocacy, Knowledge management, Internal coordination and communication, Innovation and technology, Resource mobilization	Effectiveness, Efficiency, Sustainability, Gender equality, Coherence
Markets for Change End of Phase I and Mid-term Phase II Evaluation	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2024	Very Good	RECOMMENDATION 3 Recommendation 3 Continue to strengthen and expand MVA membership in the four coun...		(i) The project has in place continued support mechanisms to strengthen and expand MVA membership and voice in the four countries and increase the proportion of rural farmers as MVA members and as MVA executive committee in all 4 M4C project countries. Trainings have been demand-driven and inclusive training plan for diverse women vendors and farmers in Phase I and Phase II and will continue to be a strategy moving forward. The trainings identified above are already part of the ongoing trainings, but the scope to roll-out the same has been limited by available resources. We have made this a priority in our resource mobilization efforts and will continue to do so. (iv) The concept of establishing cooperatives have already been introduced to the MVAs in Fiji. With the support from the Ministry of Women and the Department of Cooperatives in Fiji the first market vendor cooperative has been established with the women market vendors from the Suva municipal market. The project saw this as one avenue through which to both strengthen the functionality of MVAs, and the benefits that accrue to members of MVAs, as well as to give them voice in national matters. The project will explore with MVAs, their interest in establishing national-level federations. (v) - (ix)are all appreciated. The M4C project has been conducting trainings with support from UNDP on: product diversification, valued addition, online marketing, food handling for health and hygiene and climate resistant agriculture. Trainings on family business models was proposed under the current project, but due to funding limitations, it has not been possible.	Accepted	Women economic empowerment (SPs before 2018)	UN Coordination, Partnership, Normative Support, Operational activities, Culture of results/RBM, Climate change, Agriculture	Alignment with strategy, Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Knowledge management, Innovation and technology, Resource mobilization	Effectiveness, Relevance, Sustainability, Gender equality, Coherence
Markets for Change End of Phase I and Mid-term Phase II Evaluation	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2024	Very Good	RECOMMENDATION 4 Continue to collaborate with national and local governments, partners, and donors ...		(i) The transfer of assets is diligently undertaken, with documentation put in place after assets are transferred to the Councils/ Local Governments and MVA's (ii) The varying market staff fees and all other market related fees continue to be the subject of the ongoing review of the market By-Laws. (iii) and (vi and vii): These recommendations are appreciated and the suggested key actions. However, this is subject to the priorities of development partners. Support for direct infrastructural development and basic repairs/maintenance and enhancements is limited. The M4C project team have also been advocating for greater domestic investment in the market infrastructure to support the livelihoods of market vendors across all project countries. All efforts are in place and will continue to be a priority in advocating for inclusive consultations for market infrastructure and promoting gender responsive infrastructure development and upgrading of markets. The level of infrastructure support relies largely on donor interest and government plans. (iv) Engagement with UN agencies and financial institutions for financial and digital literacy and climate insurance was included in both Phase I and Phase II. UNDP as a responsible party has also supported engagement on digital innovation efforts together with UN Women and we recently concluded a partnership with UNCDF on expanding access to parametric insurance for the market vendors. This insurance cover assisted some market vendor farmers in Fiji whereby they were compensated for the damages to their crops following natural disasters.	Accepted	Women economic empowerment (SPs before 2018)	UN Coordination, Partnership, Normative Support, Operational activities, Culture of results/RBM, Climate change, Agriculture	Alignment with strategy, National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy, Innovation and technology, Evidence, Data and statistics	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality, Coherence
Markets for Change End of Phase I and Mid-term Phase II Evaluation	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2024	Very Good	RECOMMENDATION 5 Leverage M4C’s marketplaces initiatives as a catalyst for broader women’s economic...		(i) The project is currently advocating for and supporting the finalization and adoption of gender responsive revised market regulations. The project team has been working closely with the relevant Ministries, Councils and market vendors to ensure a consultative process is undertaken from the commencement to the conclusion on the bylaw revision process including the implementation of the new/revised regulations. (iii) Governments and state-owned enterprises (SOEs) already have policies in place specific to MSMEs that include support to business management plans and startup capital. The project has engaged the service providers to engage with the market vendors and will continue to further coordinate initiatives from both the public and private sector on the same. (vi) We agree with the recommendation to conduct research, interventions and partnerships around agricultural value chains, value addition, and supply chains in the tourism sector. (vii) - (viii) Digital literacy and use of online platforms have already been introduced and the market vendors are utilizing their smart phones to do business online. They are also using this modality to communicate wider and better for networking and expanding/enhancing their business. Communicating not only with their respective market vendors but with vendors from other markets and other Pacific countries as well.	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Normative Support, Operational activities, Climate change, Agriculture	Alignment with strategy, National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management, Evidence, Data and statistics	Relevance, Sustainability, Human Rights, Gender equality, Coherence
Markets for Change End of Phase I and Mid-term Phase II Evaluation	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2024	Very Good	RECOMMENDATION 6 Broaden the approach to women’s economic empowerment by identifying intervention a...		(i) M4C will continue to build on lessons learnt in its efforts to advance the rights of all women and girls, to see how we can strengthen our approaches to advance the rights of the LGBTQI+ community. (ii) Addressing women’s burden of unpaid care and domestic work is a key priority for UN Women and a scoping study will be undertaken that provides a detailed situational analysis of the existing policies, plans, and practices to respond to this issue.	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Operational activities, Agriculture, Engaging men and boys	Alignment with strategy, Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Relevance, Sustainability, Impact, Human Rights, Gender equality, Coherence
Markets for Change End of Phase I and Mid-term Phase II Evaluation	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2024	Very Good	RECOMMENDATION 7 Address bottlenecks in disbursement of funds and speed up expenditure of allocated...		(i) - (ii) This Due to changes in the corporate financial management system, some initial challenges were experienced by the M4C team. These have since been resolved and both the team and office have put in strategies to address the recurrence of these challenges, such as updating teams' workflows, and conducting dedicated trainings for teams on Quantum, in addition to providing on-going support to teams as needed. (vi) This is accepted and the M4C team have taken action to strengthen the MERL for the project by way of investing in an online monitoring and survey application that not only collects data but also has features to analyze the data and developing reports. M4C team also continues to mobilize funds for a dedicated M&E role in the team. (vii) The need for a consultant has been captured earlier and we have short term consultancy identified to provide this information, which will then be used to develop the next phase. (viii) The position WEE Specialist/M4C Regional project Manager is already in existence. It would benefit the project to get a technical WEE consultant on board in the next Phase to add value to the project team and this modality will also assist with capacity development of the project team in the long term. Knowledge management and institutional memory, strategy and policy development is an ongoing process and efficiently using existing knowledge and resource portals will address these issues. It will not necessarily be addressed by creating another position.	Accepted	Women economic empowerment (SPs before 2018)	UN Coordination, Operational activities, Culture of results/RBM, Organizational efficiency	Alignment with strategy, Capacity development, Knowledge management, Internal coordination and communication	Effectiveness, Efficiency, Sustainability, Coherence
Markets for Change End of Phase I and Mid-term Phase II Evaluation	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2024	Very Good	RECOMMENDATION 8 Develop a transfer plan for each country across all outcomes for when the M4C proj...		i) - (v) have been incorporated as part of the ongoing Phase II project strategy and implementation. (vi) On this key action, through our partnership with UNDP, we are engaging with the private sector on financial literacy, business management (including accurate record keeping). The modules are updated as per the vendors' needs, at no added cost to the project. Through this collaboration we have also been able to commence with community-based trainings which are now reaching the greater rural vendors and communities. (xiv) This is a key priority for the M4C project. Advancing gender responsive budgeting has been advanced as part of our work with government stakeholders and we will be looking to focus our efforts in this regards, going forward (as part of the next Phase).	Partially Accepted	Women economic empowerment (SPs before 2018)	Partnership, Normative Support, Operational activities, Culture of results/RBM	Alignment with strategy, Capacity development, National ownership, Advocacy, Knowledge management, Resource mobilization	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality, Coherence
Projet de réforme et de dissémination des textes des lois en faveurs des femmes (PadmPME)	Programme Evaluation	West and Central Africa	Democratic Republic of Congo	2025	Fair	Répliquer le projet et l’étendre à d’autres cibles au regard des bénéfices générés aux bénéficiaires...		ONU Femmes est d’accord d’appliquer la recommandation dans un projet similaire tout en diversifiant les cibles. Après l’identification des nouvelles zones géographiques et des groupes de bénéficiaires. Impliquer les partenaires locaux lors de l’élaboration de la note conceptuelle du projet futur.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Knowledge management	Gender equality
Projet de réforme et de dissémination des textes des lois en faveurs des femmes (PadmPME)	Programme Evaluation	West and Central Africa	Democratic Republic of Congo	2025	Fair	Encourager l’État, y compris les collectivités locales à intégrer les actions du projet dans leur pl...		Le management approuve cette recommandation et reconnaît l’importance de l’intégration des interventions innovantes et efficientes du projet dans les plans de développement nationaux et locaux pour garantir leur durabilité et leur appropriation par les parties prenantes. À cet effet, nous prévoyons de renforcer notre plaidoyer auprès de l’État et des collectivités locales afin de les inciter à aligner les priorités de l’intégration de genre dans leurs politiques et programmes de développement économique.	Accepted	Women economic empowerment (SPs before 2018)	Normative Support	Advocacy	Impact
Projet de réforme et de dissémination des textes des lois en faveurs des femmes (PadmPME)	Programme Evaluation	West and Central Africa	Democratic Republic of Congo	2025	Fair	Améliorer le système de suivi, évaluation et de capitalisation		Le management approuve cette recommandation et s’engage à améliorer le système de suivi, d’évaluation et de capitalisation pour renforcer l’impact et la pérennité des interventions.	Accepted	Not applicable	Organizational efficiency	Evidence, Data and statistics	Not applicable
Projet de réforme et de dissémination des textes des lois en faveurs des femmes (PadmPME)	Programme Evaluation	West and Central Africa	Democratic Republic of Congo	2025	Fair	Faciliter aux femmes entrepreneures l’accès aux microcrédits en les mettant en relation avec les ins...		Le management approuve cette recommandation et reconnaît que les microcrédits restent encore un défi dans le cadre de l’autonomisation des femmes. L'accès au financement est une condition essentielle pour l'autonomisation économique des femmes. Cependant, de nombreuses femmes font face à des obstacles structurels, sociaux et économiques qui limitent leur capacité à accéder aux ressources financières nécessaires pour développer leurs activités économiques. Ces obstacles renforcent les inégalités économiques et empêchent les femmes de développer leur plein potentiel entrepreneurial. En conséquence, les femmes restent sur-représentées dans les secteurs informels, souvent faiblement rémunérés, ce qui freine leur contribution à l'économie formelle et nationale	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Advocacy	Impact
Projet de réforme et de dissémination des textes des lois en faveurs des femmes (PadmPME)	Programme Evaluation	West and Central Africa	Democratic Republic of Congo	2025	Fair	Continuer le plaidoyer auprès des autres partenaires de PADMPME pour renforcer leurs capacités et re...		Le management approuve partiellement cette recommandation, compte tenu du non positionnement d’ONU Femmes dans le projet TRANSFORM qui est la suite du PADMPME. Les actions clés seront entamées pour renforcer les capacités des partenaires de l’écosystème entrepreneurial, afin d’assurer la pérennité des acquis de PADMPME	Partially Accepted	Women economic empowerment (SPs before 2018)	Partnership	Capacity development, Advocacy	Effectiveness
Évaluation Pays Portefeuille 2020-2024	Country-level Evaluation	West and Central Africa	Democratic Republic of Congo		Not Rated	The Country Office should enhance the alignment of its portfolio with DRC’s socio-cultural dynamics ...	The Country Office should enhance the alignment of its portfolio with DRC’s socio-cultural dynamics and expand its scope to address critical gaps in GBV and leadership support	An in-depth study on gender-based violence in the political sphere was conducted to document the sociocultural and institutional barriers faced by women. At the same time, the implementation of the roadmap dedicated to combating violence in the political sphere was initiated, enabling concrete prevention and response measures to be put into practice. In addition, activities to engage men were carried out using a positive masculinity approach, helping to promote behavioral changes conducive to gender equality and the reduction of violence. The Office directed most of the flexible funds received from Sweden toward WPP (Women’s Political Participation) initiatives. In addition, additional resources were mobilized from the UK government and UN Women headquarters, further strengthening interventions in support of women’s leadership and political participation.	Accepted	Ending violence against women (SPs before 2018)	Operational activities	Alignment with strategy	Coherence
Évaluation Pays Portefeuille 2020-2024	Country-level Evaluation	West and Central Africa	Democratic Republic of Congo		Not Rated	The Country Office should improve coordination and resource management across interventions to maxim...	The Country Office should improve coordination and resource management across interventions to maximize synergies and avoid duplication.	The ministerial forum was based on effective interaction between the various coordination pillars, WPS and WPP, including with UN agencies (UNDP, etc.) the agreement with the Ministry of Gender as a document integrating the actions of the various pillars to avoid duplication. Joint activities with other agencies and organizations were developed. UN Women organized a coordination meeting with the Ituri Gender Division and implementing partners. This meeting made it possible to harmonize approaches, strengthen the complementarity of actions, and ensure better coordination of activities in the field. In addition, partners receiving funding from UN Women will contribute directly to the implementation of activities supported by the organization at the Ministry of Gender. Additional coordination meetings will be held to continue strategic alignment and improve information sharing among stakeholders.	Accepted	Governance and planning (SPs before 2018)	Organizational efficiency	Oversight/governance	Efficiency
Évaluation Pays Portefeuille 2020-2024	Country-level Evaluation	West and Central Africa	Democratic Republic of Congo		Not Rated	The Country Office should strengthen operational strategies and partnerships to ensure sustained imp...	The Country Office should strengthen operational strategies and partnerships to ensure sustained impact, particularly in the areas of political participation, GBV and WPS	The strategic note was widely circulated to ensure a common understanding and ownership of the priorities related to the Women, Peace, and Security agenda. Subsequently, an advocacy note developed jointly with MONUSCO in February 2025 was sent to the Minister of Foreign Affairs and was included in her official speech in June 2025, thereby raising the profile of issues relating to the inclusion of women in peace processes. Finally, high-level advocacy was conducted with the Prime Minister in October 2025 to promote women's engagement in peace and security issues, thereby consolidating the institutional anchoring of this national priority. Actions to implement the Women's Empowerment Principles (WEPs) were initiated, and UN Women supported a major activity that led several banks to formally commit to gender equality, thereby helping to create a more favorable economic environment for women.	Accepted	Ending violence against women (SPs before 2018), Women peace and security, humanitarian action & disaster risk reduction	Operational activities	Alignment with strategy, Oversight/governance	Relevance
Évaluation Pays Portefeuille 2020-2024	Country-level Evaluation	West and Central Africa	Democratic Republic of Congo		Not Rated	The Country Office should strive to ensure stability in staffing critical areas. Strengthening contr...	The Country Office should strive to ensure stability in staffing critical areas. Strengthening contract stability for key personnel, where possible and strengthening programme reporting would help to reinforce organizational efficiency	The rollout of PRISM began in the second half of 2026. This transition will significantly improve the quality and consistency of financial reporting. In addition, staff adoption of this new system is supported by online training sessions organized by headquarters, supplemented by refresher sessions at the country office level to ensure optimal mastery of the tool. UN Women has initiated a review of its contracting system. This process has enabled the transition of staff from SC contracts to NPSA contracts, offering greater security and better benefits. In addition, the United Nations reform (UN80) has had an impact on budgets and recruitment capacities, temporarily limiting staff expansion. However, resource mobilization strategies are underway to enable recruitment for the economic empowerment position and strengthen the humanitarian pillar for more effective program implementation.	Accepted	Not applicable	Not applicable	Oversight/governance, Internal coordination and communication	Efficiency
Évaluation Pays Portefeuille 2020-2024	Country-level Evaluation	West and Central Africa	Democratic Republic of Congo		Not Rated	The Country Office should ensure the long-term viability of programmes by building partner capacity ...	The Country Office should ensure the long-term viability of programmes by building partner capacity and diversifying financial support mechanisms	UN Women supports several civil society organizations through institutional support provided within the framework of WPHF projects. In addition, complementary training will be implemented following the mapping of partner organizations in order to strengthen their skills on various topics aligned with UN Women's areas of intervention, thereby contributing to sustainable skills development tailored to their needs. UN Women has obtained financial support from the National Victims' Reparation Fund (FONAREV), representing a direct contribution from the Congolese government. At the same time, the Office is actively pursuing its advocacy with national institutions to identify and seize new local funding opportunities, with a view to gradually strengthening ownership and sustainability of interventions.	Accepted	Governance and planning (SPs before 2018)	Operational activities	Capacity development, Advocacy	Sustainability, Impact
Évaluation Pays Portefeuille 2020-2024	Country-level Evaluation	West and Central Africa	Democratic Republic of Congo		Not Rated	The Country Office should promote inclusivity by tailoring programmes to address the diverse experie...	Intergenerational dialogues were organized in October and December, promoting expression and mutual understanding between women and girls of different generations. In addition, an innovative initiative called “Representative for a Day” was implemented to promote female leadership among young girls. In addition, an agreement is being finalized with the Ministry for Persons with Disabilities to strengthen the inclusion of women with disabilities in interventions. Finally, targeted actions with persons with disabilities and young girls are being implemented, reflecting the Office's commitment to adopting truly inclusive and adapted approaches.	Intergenerational dialogues were organized in October and December, promoting expression and mutual understanding between women and girls of different generations. In addition, an innovative initiative called “Representative for a Day” was implemented to promote female leadership among young girls. In addition, an agreement is being finalized with the Ministry for Persons with Disabilities to strengthen the inclusion of women with disabilities in interventions. Finally, targeted actions with persons with disabilities and young girls are being implemented, reflecting the Office's commitment to adopting truly inclusive and adapted approaches.	Accepted	Leadership and political participation (SPs before 2018), Ending violence against women (SPs before 2018), Women peace and security, humanitarian action & disaster risk reduction	Normative Support	Oversight/governance	Effectiveness, Coherence
Évaluation Pays Portefeuille 2020-2024	Country-level Evaluation	West and Central Africa	Democratic Republic of Congo		Not Rated	The Country Office should strengthen its results-based management approach by enhancing systems for ...	The Country Office should strengthen its results-based management approach by enhancing systems for results tracking, monitoring and reporting, with a focus on measurable outcomes rather than activity-based outputs.	The UN Women Country Office ensured the systematic integration of outcome indicators into the design and implementation of programs, including Spotlight, KOICA (EVAWG), and China (WEE). This requirement made it possible to better measure the change brought about by the interventions, in accordance with organizational standards. In addition, the data collection tools used by these programs include detailed disaggregation mechanisms (including by sex, age, and disability status), thus ensuring inclusive analysis and consideration of structural inequalities in progress monitoring. The Office strengthened the capacities of staff and implementing partners by organizing several practical workshops focused on results-oriented monitoring and the collection and analysis of disaggregated data. To this end, an online session was held on January 29, 2026, with FONAREV Project partners, followed by an in-person workshop in Bunia on February 19-20, 2026, for P-DDRCS gender focal points and Cohesion Fund Project partners. Other training sessions are also planned, notably with WPHF partners. At the same time, the Office has institutionalized a PMSU technical session every Wednesday and a knowledge-sharing space every Friday, serving as regular platforms for internal coaching on the thematic aspects of planning, monitoring, evaluation, and reporting.	Accepted	Not applicable	Culture of results/RBM	Capacity development, Knowledge management	Efficiency
Mid-term review of the Strategic Partnership Framework 2022-2025 between UN Women, Sida and Norad (SPFIII)	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2024	Not Rated	Extend the impact of knowledge products and learning processes on coherence across UN Women ensuring...		UN Women accepted recommendation 1. UN Women agrees with this recommendation for extending the impact of knowledge products and learning processes on coherence across UN Women ensuring linkages to policy work in relevant spaces. On WPP, UN Women will continue supporting the successful staffing structure model of regional policy specialists matrixed to the global advisor, as it maintains coherence and extends the impact of collaboratively agreed and tested knowledge products, and country tailored technical advice. Supported by HQ based Knowledge Management Specialist and Statistician, UN Women will continue generating knowledge and tools for country implementation; and advancing international measurement standards on women’s representation while positioning itself as a UN and global thought leader on WPP. In parallel, UN Women continues to contribute to technical guidance to the National Statistical Offices on the use of electoral data in the context of the Praia City Group on Governance Statistics, as co-supporting agency (with UNDP) of the Task Team on Participation in Political and Public Affairs. Furthermore, UN Women will continue investing in knowledge products outlining the gender impact of conflicts and humanitarian crises through an intersectional lens and increasing visibility and dissemination through the new knowledge portal and a thematic webpage for data on women and girls in conflicts and crises under the flagship Women Count initiative. Advancing a gender data revolution on WPS will also be one of the focus areas of the 2025 Secretary-General’s annual report on WPS and a priority for UN Women in preparation for the 25th anniversary of 1325.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Not applicable	Knowledge management	Coherence
Mid-term review of the Strategic Partnership Framework 2022-2025 between UN Women, Sida and Norad (SPFIII)	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2024	Not Rated	Engage UN Women leadership across country, regional and global levels to ensure understanding, buy-i...		UN-Women partially accepted recommendation 2. UN Women believes there is a strong internal coordination and coherence in the way the programme is designed and implemented. The unique nature and set-up of the SPF is reliant on the existing organizational structures and processes where SPF-supported interventions aim to address gaps in country and regional Strategic Notes, and SPF-funded staff and technical experts are reporting directly to leadership of country and regional offices and HQs departments, while simultaneously working closely with the thematic leads at HQs. The Internal Programme Board (IPB) responsible for the overall performance and high-level implementation issues, ensures that the programme delivers its strategic outcomes and realizes its benefits in a coherent, effective, and efficient way. The IPB comprises of Director, Policy, Programme and Intergovernmental Division, representative Regional Director, Chiefs of thematic sections, and Chief, Public Partnership Section, bringing in critical coherence between technical teams and leadership. Furthermore, critical reports (i.e., annual reports and briefs, evaluation reports, etc.) are shared regularly with relevant HQs teams (i.e., highlighting major milestones in the PPID newsletter) and country and regional offices through the regional staff supported by the programme. UN Women sees the benefit of increased communication and clear directives to ensure better visibility for the programme at all levels and will focus on the following, in addition to the ongoing efforts:	Partially Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Not applicable	Internal coordination and communication	Coherence
Mid-term review of the Strategic Partnership Framework 2022-2025 between UN Women, Sida and Norad (SPFIII)	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2024	Not Rated	Draw on and scale-up corporate coordination and dialogue using existing coordination mechanisms to a...		UN-Women accepted recommendation 3. UN-Women agrees with this recommendation and the need to scale-up corporate coordination and dialogue mechanisms to address complementarity between WPP, WPS-HA and DRR agendas, including building on emerging synergies at country level to inform corporate planning. Existing interagency coordination mechanisms (e.g. The Interagency Task Force on TSMs) as well as UN Women internal task teams on specific countries (e.g. Bangladesh) provide spaces for continued building on emerging synergies at country level on WPP, HA/Refugee Response and WPS. The new CEDAW General Recommendation No 40, focused on parity between women and men in decision making systems – presents an opportunity to inform policy-oriented advocacy, UN programming at regional and country levels on the three thematic areas funded through SPF, support donor outreach and UN coordination.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Internal coordination and communication	Coherence
Mid-term review of the Strategic Partnership Framework 2022-2025 between UN Women, Sida and Norad (SPFIII)	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2024	Not Rated	Invest further in long-term programme development processes - drawing on UN Women Gender Equality Ac...		UN-Women accepted recommendation 4.	Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Alignment with strategy	Sustainability
Mid-term review of the Strategic Partnership Framework 2022-2025 between UN Women, Sida and Norad (SPFIII)	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2024	Not Rated	Develop a coordinated approach to respond to the wider donor landscape and funding trends for GEWE. ...		UN Women accepted recommendation 5.	Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Partnership	Resource mobilization	Sustainability
Mid-term review of the Strategic Partnership Framework 2022-2025 between UN Women, Sida and Norad (SPFIII)	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2024	Not Rated	Prioritize the contribution of SPF to sustaining gains for gender equality, women’s leadership and e...		UN-Women accepted recommendation 6. Overall, SPF supported initiatives have generated progress in strengthening electoral frameworks and developing and sustaining a diverse cadre of women political leaders. This impact is largely due to sustained investments in technical assistance and capacity building targeting key institutions to support legal reforms and strengthening of women’s skills as office holders and leaders and increasing capacities at all stages of their path into politics. Similarly, UN Women HQ and regional and country offices are all prioritizing their engagement on the planning and implementation of UN transitions, in anticipation of reduced footprint by large UN peacekeeping or special political missions and increased demands on UN Women. This is an entire workstream with its own mechanisms and processes, and UN Women will continue to advocate for localization and effective channeling of resources and capacity-building to national and local actors in these contexts. UN Women expects to finalize its internal guidance note on this matter in 2025 and contribute to the revision of the overall UN Transitions guidance for the whole system.	Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Partnership	Capacity development	Sustainability
Mid-term review of the Strategic Partnership Framework 2022-2025 between UN Women, Sida and Norad (SPFIII)	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2024	Not Rated	Engage in strategic and coordinated advocacy to address the lack of political will and commitment fr...		UN-Women accepted recommendation 7. UN-Women agrees with this recommendation and the need to strengthen advocacy with diverse partners in support of women’s political participation. While noting that UN-Women does already work with range of stakeholders at country and regional level, there is scope to strengthen advocacy with a broader range of partners, such as multi-party international foundations, parliamentary groups, local governments and associations, youth and disabled groups, and political parties and political party registrars, as appropriate. The Beijing+30 Action Agenda will be the main advocacy tool targeting governments and a broad range of stakeholders and advance UN Women’s universal mandate.	Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Partnership	Advocacy	Impact
Mid-term review of the Strategic Partnership Framework 2022-2025 between UN Women, Sida and Norad (SPFIII)	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2024	Not Rated	Develop collaborative activities between UN Women, Sida and Norad to amplify messages around the suc...		UN-Women accepted recommendation 8.	Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Partnership	Advocacy	Impact
End of Project Evaluation Report for Advancing Women Leadership, Empowerment and Resilience in Uganda’s Refugee Response (LEAP Phase II)	Programme Evaluation	East and Southern Africa	Uganda	2026	Very Good	Promote Joint UN Programming to pursue integrated interventions with UNHCR, WFP, UNFPA, and other ag...	Promote Joint UN Programming to pursue integrated interventions with UNHCR, WFP, UNFPA, and other agencies, particularly in GBV prevention, livelihoods, and improvements in Sexual and Reproductive Health and Rights (SRHR). Joint approaches help pool resources and ensure gender is central across sectors. Develop a Regional Programme on Displacement to address gendered impacts of displacement across East and Central Africa. A UN Women flagship initiative can drive alignment across cross-border policy and protection.	Management agrees with the recommendation. The Country Office is currently engaged in joint resource mobilization efforts with UNHCR and UNDP to leverage complementary mandates and enhance financing for gender responsive programming. The team is also in discussions with UNFPA to identify areas of synergy and coherence for joint resource mobilization. Moreover, the CO spearheaded the development of a joint LEAP proposal with 4 other ESAR countries (South Sudan, Sudan, Kenya, Somalia) based on the current context of displacement in the sub region. The CO will continue to work closely with the Regional Office (RO) to identify viable opportunities for joint programming and coordinated resource mobilization. This will include aligning proposals with regional priorities, participating in multi country and regional funding windows, and jointly engaging with donors. The sustainable results delivered in the last 10 years have created a 'shelf-ready' framework that can be easily reactivated when funding becomes available.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	Partnership	Resource mobilization	Relevance
End of Project Evaluation Report for Advancing Women Leadership, Empowerment and Resilience in Uganda’s Refugee Response (LEAP Phase II)	Programme Evaluation	East and Southern Africa	Uganda	2026	Very Good	Conduct continuous capacity strengthening of partners and sub-partners and close monitoring to confi...	Conduct continuous capacity strengthening of partners and sub-partners and close monitoring to confirm their credibility and capacity to ensure that they deliver the scope of work.	The office will continue to utilize the Risk Based Capacity Assessment tool to identify capacity gaps of partners and develop a capacity building plan to address the gaps. This will be conducted for all the new partners. However, there is currently no successor project, due to funding constraints and the team is working assiduously to mobilize resources to take this work to scale.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	Partnership	Capacity development	Relevance
End of Project Evaluation Report for Advancing Women Leadership, Empowerment and Resilience in Uganda’s Refugee Response (LEAP Phase II)	Programme Evaluation	East and Southern Africa	Uganda	2026	Very Good	Integrate LEAP interventions into the broader refugee response plans and District Development Plans ...	Integrate LEAP interventions into the broader refugee response plans and District Development Plans to leverage pooled resources to reach more beneficiaries.	Over the last few years, the LEAP design has served as a primary model for project integration, whether in humanitarian or development contexts, successfully elevating results and ensuring high-level impact across our interventions. Building on this experience, LEAP model will continue to be the standard for designing gender transformative projects and will be utilized as a proven design for project integration to elevate results to a higher level. This approach will be applied by the office when designing projects targeting refugee settlements to ensure alignment with Refugee Response Plans and District Development Plans. The CO will continue engaging district leadership and sector coordination platforms to enhance integration and sustainability of interventions.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	Partnership	Resource mobilization	Effectiveness
End of Project Evaluation Report for Advancing Women Leadership, Empowerment and Resilience in Uganda’s Refugee Response (LEAP Phase II)	Programme Evaluation	East and Southern Africa	Uganda	2026	Very Good	Scale up the project to all settlements and focus on self-sustaining, private-sector-driven interven...	Scale up the project to all settlements and focus on self-sustaining, private-sector-driven interventions, such as Savings and Credit Cooperatives (SACCOs), agro-input and financial institutions and value chain linkages, to boost agricultural productivity, entrepreneurship and market linkages. Scale up EFA, SCE and non-traditional livelihoods to reach more adolescent mothers and out-of-school girls. Train communities in non-traditional sectors like carpentry, bricklaying, and mechanics to dismantle occupational gender stereotypes. This enables transformative shifts in economic opportunity and self-reliance.	Management accepts the recommendation and remains committed to the shift toward scaling up market-driven interventions that are sustainable. While immediate expansion is limited due to funding constraints, the CO is actively integrating the recommended Private Sector-driven approaches into ongoing resource mobilization efforts. The CO will, moreover, continue to prioritize transformative shifts into non-traditional /male-dominated livelihoods that are market oriented. By embedding these models into current designs, we ensure that as funding is secured, the project is fully positioned for sustainable scale-up.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	Operational activities	Not applicable	Effectiveness
End of Project Evaluation Report for Advancing Women Leadership, Empowerment and Resilience in Uganda’s Refugee Response (LEAP Phase II)	Programme Evaluation	East and Southern Africa	Uganda	2026	Very Good	Provide start-up kits/capital to trained people as a catalytic investment to enable them to utilise ...	Provide start-up kits/capital to trained people as a catalytic investment to enable them to utilise acquired skills, and prioritise the most vulnerable women such as PWDs. Provide alternative support mechanisms such as links to other IPs or programmes providing grants or low-interest loans.	Management takes note of the recommendation, and this will be integral in future project designs. Additionally, the CO has already secured some catalytic funding from UNFCU to support selected Second Chance Education beneficiaries in Adjumani district with start-up resources to ensure sustainability as mentioned above. Partnerships with financial institutions and other implementing partners will be explored to expand access to grants and low-interest loans for vulnerable women, including women with disabilities.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	Operational activities	Capacity development	Effectiveness
End of Project Evaluation Report for Advancing Women Leadership, Empowerment and Resilience in Uganda’s Refugee Response (LEAP Phase II)	Programme Evaluation	East and Southern Africa	Uganda	2026	Very Good	Scale up LEAP II's gender-transformative approaches to challenge harmful gender norms, with strong c...	Scale up LEAP II's gender-transformative approaches to challenge harmful gender norms, with strong components such as SASA and the Gender Action Learning System (GALS), as behaviour change takes time. Scale up male engagement and engagement of cultural, religious, and community leaders as allies to foster a supportive environment, reduce gender pushback among some men, and promote shared decision-making without undermining male roles, ensuring sustainable gender equality outcomes.	SASA and GALS methodologies will remain core components in future project designs to address harmful gender norms and promote male engagement. Expansion will depend on funding availability. The CO will continue to integrate gender-transformative elements into ongoing interventions to ensure long-term behavior change and sustainability.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	Operational activities	Not applicable	Effectiveness
End of Project Evaluation Report for Advancing Women Leadership, Empowerment and Resilience in Uganda’s Refugee Response (LEAP Phase II)	Programme Evaluation	East and Southern Africa	Uganda	2026	Very Good	Reduce bureaucratic procedures that delay fund disbursement and ensure timely report submission and ...	Reduce bureaucratic procedures that delay fund disbursement and ensure timely report submission and accountability by implementing partners (IPs).	The Country Office (CO) will leverage UN Women’s Fast-Track Procedures, where applicable in crisis contexts, to expedite partner onboarding, contracting and disbursement processes while maintaining compliance with corporate risk management standards.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	Operational activities	Oversight/governance	Efficiency
End of Project Evaluation Report for Advancing Women Leadership, Empowerment and Resilience in Uganda’s Refugee Response (LEAP Phase II)	Programme Evaluation	East and Southern Africa	Uganda	2026	Very Good	Adopt flexible financial planning and timely budget revisions to respond to market volatility and to...	Adopt flexible financial planning and timely budget revisions to respond to market volatility and to incorporate risk buffers in future. Maintain a core technical team through phased or staggered contracts and ensure continuity of key staff during funding transitions.	Management acknowledges the recommendation. Under the current Strategic Note (2026–2030), enhanced flexible financial planning measures are being institutionalized. Future project budgets will incorporate provisions for inflation and foreign exchange fluctuations, phased disbursements and contingency planning. Where feasible, the CO will explore phased or staggered contracts to maintain core technical capacity during funding transitions, subject to resource availability.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	Operational activities	Oversight/governance	Efficiency
End of Project Evaluation Report for Advancing Women Leadership, Empowerment and Resilience in Uganda’s Refugee Response (LEAP Phase II)	Programme Evaluation	East and Southern Africa	Uganda	2026	Very Good	Support system strengthening for MGLSD and LGs to deliver social services. Strengthen the localisati...	Support system strengthening for MGLSD and LGs to deliver social services. Strengthen the localisation agenda and advocate for multi-year institutional and financial support to Women Lead Organisations (WLOs). Strengthen the involvement of the DLGs and refugee leaders to enhance sustainability, since they remain in communities. Strengthen public-private partnerships (PPPs) for sustainability, driving innovation and co-financing long-term solutions in refugee settings. Ensure all partnerships align with gender equality principles and uphold humanitarian standards.	Management agrees with the recommendation. Depending on funding availability, UN Women will support system strengthening for the Ministry of Gender, Labour and Social Development (MGLSD) and Local Governments by providing targeted technical assistance, strengthening coordination mechanisms, integration of gender equality priorities into national and district frameworks, and enhancing institutional capacity for inclusive and gender-responsive service delivery. This will include supporting policy development and review, facilitating gender responsive planning and budgeting processes, and building the technical skills of MGLSD and LG officials through training, mentorship, and peer learning platforms. UN Women will also leverage existing partnerships with sector ministries, development partners, and women’s organizations to ensure that system-strengthening efforts are sustainable, evidence based, and aligned with national frameworks such as the National Development Plan and the Gender Equality Architecture. In addition, UN Women will integrate monitoring, evaluation, and learning components to help MGLSD and LGs track progress and continuously improve service delivery for women and girls. Engagement with District Local Governments and refugee leadership structures will remain central to sustainability. UN Women will continue to advocate for multi-year institutional support to Women-Led Organizations (WLOs) and strengthen localization approaches.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	Partnership	National ownership, Innovation and technology	Sustainability
End of Project Evaluation Report for Advancing Women Leadership, Empowerment and Resilience in Uganda’s Refugee Response (LEAP Phase II)	Programme Evaluation	East and Southern Africa	Uganda	2026	Very Good	Strengthen male inclusion and involvement of cultural and religious leaders in women's empowerment p...	Strengthen male inclusion and involvement of cultural and religious leaders in women's empowerment programs to increase support.	Future project designs will continue to integrate of GALs and SASA methodologies as core approaches to enhancing male involvement and fostering advocacy among cultural and religious leaders in transforming restrictive social norms that undermine women’s empowerment. Implementation of this aspiration and scale of intervention will however, will depend on availability of funding.	Accepted	Women peace and security, humanitarian action & disaster risk reduction	Engaging men and boys	Alignment with strategy, Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
End of Project Evaluation - LEAP Japan Supplementary Budget III	Programme Evaluation	East and Southern Africa	Uganda	2024	Good	The GALs (Gender Action Learning System) Tool should be more emphasized in future similar project in...		UGCO acknowledges the importance of the GALS methodology in mainstreaming gender in local development and humanitarian work. Management will work put systems in place to have the GALS expert trainer (Humanitarian Specialist) in the team to cascade training to staff and possibly partners in other thematic area through capacity building, community engagement, and monitoring. This will ensure other thematic areas can integrate the principles/utilize the tools more systematically (as applicable) in future projects.	Accepted	Not applicable	Operational activities	Capacity development	Effectiveness
End of Project Evaluation - LEAP Japan Supplementary Budget III	Programme Evaluation	East and Southern Africa	Uganda	2024	Good	Documentation and implementation of an exit strategy should commence at the design and start of impl...	Such an exit strategy could look at: offering scholarships (especially for vocational training like knitting/crochet; catering, hair dressing, bakery, solar and mechanical works, artisanry among others) with a focus on young mothers (since there is high secondary school drop-out rates among girls)	The team recognizes the importance of an exit strategy in ensuring the sustainability of project outcomes beyond the support that UN Women can provide. Moving forward, we will integrate a clear exit strategy from the design phase, outlining stakeholder roles, responsibilities, and a dedicated budget for key components such as psychosocial support, sustained training, and farmer field school maintenance to enhance long-term impact. UN Women project teams will also discuss the exit strategies with partners and socialize them during inception and review meetings. Moreover, UGCO will advocate to the Regional Office/ PSMU to consider the inclusion of a specific section for exit strategy in future ProDoc templates, so that this is taken care off at the design stage.	Accepted	Not applicable	Culture of results/RBM	Oversight/governance	Sustainability
End of Project Evaluation - LEAP Japan Supplementary Budget III	Programme Evaluation	East and Southern Africa	Uganda	2024	Good	A consortium delivery model is highly recommended and worked well under this project and suited an e...	In this project, each partner in this case had designated roles that they played (aligned to areas of expertise) that avoided duplication and overlaps and hence creating efficiency in delivery.	The project’s choice of taking the consortium approach was partly to facilitate the capacity building of Women’s Rights Organizations (WROs) and local partners to engage in Humanitarian Response, thereby enhancing continuity and sustainability. The Country Office has drawn invaluable lessons from the consortium approach so far and will continue to ensure that lead partners have enough capacity to provide support to the other partners (programmatic and financial) in the consortium. In 2024, UGCO participated in a learning session facilitated by PSMU and has strongly recommended to PSMU to develop clear guidelines for working with consortia to enhance mutual accountability, efficiency and addresses the proliferation of implementing partners.	Accepted	Not applicable	Partnership	Oversight/governance, Capacity development	Efficiency
End of Project Evaluation - LEAP Japan Supplementary Budget III	Programme Evaluation	East and Southern Africa	Uganda	2024	Good	As a one-year project it is recommended that there is a timely disbursement of funds to implementing...		The Country Office as a matter of practice now ensures that new project proposals include project on-boarding period (inception period) of 4-6 months in project implementation plans to control for critical process activities that need to be completed ahead of actual project implementation. This has been implemented in recent projects with funding from Austria on Access to Justice and Japan on MUSHO. Furthermore, and where possible, the Country Office will negotiate for projects longer than one year. CO will endeavor to improve on timeliness of disbursements. However, there are a few projects where funders provide only one year for implementation (e.g. Japan and CERF).	Accepted	Not applicable	Operational activities	Oversight/governance, Capacity development, Internal coordination and communication	Efficiency
End of Project Evaluation - LEAP Japan Supplementary Budget III	Programme Evaluation	East and Southern Africa	Uganda	2024	Good	During the Design stage, it is recommended that a needs assessment prior to the intervention be cond...		The country office will give more consideration to the engagement of implementing partners and local leadership during needs assessment for future projects. Cognizant of the fact that 1) calls for proposal under Japan are usually on short notice with limited timeline for wide engagement, and therefore 2) we have mostly relied on secondary data and past experience to arrive at needs, UN Women Uganda will: • Enhance the process of co-creating the Programme ProDocs together with implementing partners, especially subject matter experts on specific areas. • Enhance the engagement of relevant district local government (DLG) officials to review and make input to draft proposals before submission for funding. While this is already being done, we will take deliberate steps to communicate it well across the respective DLGs, because in many cases, the officials who participate in the needs assessment are not be the same as those who are engaged by the evaluation consultant.	Accepted	Not applicable	Organizational efficiency	Oversight/governance, Knowledge management	Relevance, Impact, Coherence
Regional Office Asia and the Pacific SN Evaluation	Regional Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2025	Very Good	Leverage the development of the next Strategic Note as a timely opportunity to sharpen UN Women’s st...		The RO SN was developed through a highly collaborative and synergistic approach, with initial findings from the SN evaluation providing critical guidance for its formulation. The RO conducted theory of change workshops to ensure that the four impact areas were fully aligned with the three systemic outcomes—normative, institutions, and agency. By framing the SN around these three systemic outcomes through the four impact areas, the normative work will be further strengthened. The approach places greater emphasis on coordination and on embedding normative frameworks throughout the design, delivery, and implementation of the SN. The SN also articulates subregional engagement, maintaining strong collaboration with ASEAN, while driving a focused engagement strategy for South Asia and the Pacific.	Accepted	Not applicable	Not applicable	Alignment with strategy, Internal coordination and communication	Relevance
Regional Office Asia and the Pacific SN Evaluation	Regional Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2025	Very Good	The Regional Office should prioritize its core functions as the basis for regional engagement, use ...		The Regional Office has already taken concrete steps to prioritize its core functions and clarify the basis for regional engagement. The RO has strengthened its dual roles—operational backstopping and regional thought leadership/innovation—and this distinction is now clearly reflected in practice and in the SN. Day-to-day cross-regional support, operational and functional oversight, and strategic interventions continue to be delivered cohesively and region-wide. The SN further articulates the RO’s approach to ensuring a balanced subregional focus and clarifies expectations for support to Country Offices, NPPs, and non-physical presences, in line with regional support capacities. The UNW footprint in region is maintained through technical and coordination support across all modalities. The RO has also established mechanisms that reinforce strategic alignment, including an internal resource-mobilization repository managed by External Relations and a streamlined concept-note development process. These ensure a coherent, system-outcomes–driven approach to regional programming and engagement. The RO continues to advance the Gender Equality Acceleration Plan and to leverage human rights and normative mechanisms to strengthen regional support.	Partially Accepted	Not applicable	Not applicable	Internal coordination and communication	Effectiveness, Efficiency, Coherence
Regional Office Asia and the Pacific SN Evaluation	Regional Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2025	Very Good	The Regional Office should develop a theory of change and strategy for its regional coordination wor...		The Regional Office acknowledges the recommendation and welcomes UNW corporate focus to develop theory of change and strategy for our UN Coordination work. For the SN actions outlined have already been initiated, and the Strategic Note has strengthened its focus on normative and UN Coordination functions in alignment with regional priorities. Building on this progress, the Regional Office has enhanced its collaborative approaches internally and externally to advance shared goals and maximize investments in gender equality and women’s empowerment, including support to civil society working on women’s rights. SN articulates how our UN Coordination will be central to our normative, programmatic and partnership modalities. This will enable the ROAP to enhance UN collective ownership of our normative principles. It will also promote more coherent and integrated efforts, and UN Women will be better positioned to leverage the efforts and resources of the UN system in advancing GEWE. – and greater collective impact across the region. A mechanism for coordinating the approach to women’s civil society will be developed by the thematic leadership which includes coordination with the view to ensure synergistic approaches and embedding the normative. .	Accepted	Not applicable	UN Coordination	Not applicable	Coherence
Regional Office Asia and the Pacific SN Evaluation	Regional Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2025	Very Good	The Regional Office should strengthen its leadership in knowledge generation, innovation and capacit...		RO accepts this recommendation. In line with this recommendation, the RO has initiated actions to clarify the internal structures that will guide and support these functions, ensuring that roles, responsibilities, and decision-making lines are clearly defined. RO has established standardized processes and internal guidance for the planning, quality assurance, dissemination, and monitoring of knowledge products. This will include the development of tools and protocols to measure uptake, assess relevance, and track the contribution of knowledge and learning efforts to regional and country-level results. In addition, the RO will continue the emerging work on integration of AI anchored in UN system-wide principles on ethics, human rights, and transparency, and will ensure that innovation processes remain safe, inclusive, and aligned with the organization’s normative mandate. This will be continued through targeted technical assistance. Collectively, these measures will reinforce the Regional Office’s leadership role, enhance institutional learning, and strengthen the impact of knowledge and innovation efforts across the region.	Accepted	Not applicable	Not applicable	Innovation and technology	Effectiveness, Efficiency
Regional Office Asia and the Pacific SN Evaluation	Regional Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2025	Very Good	The Regional Office should clarify roles and expectations of both thematic and functional units with...		RO accepts this recommendation. Actions will be undertaken through the development of a strengthened management and ways-of-work approach informed by functional review and aligned with the roll-out of the Strategic Note. This approach will ensure that RO is fit for purpose and able to deliver the Strategic Note effectively within current resource parameters. RO build on the thematic leadership group organized around the three systemic outcomes of the SN, anchored in the four impact areas—Women’s Economic Empowerment, Women’s Political Participation, Women, Peace and Security and Humanitarian Action, and Ending Violence Against Women—underpinned by Gender Statistics, and Coordination to ensure evidence-based decision-making. The thematic leadership model will embed coordination functions to drive both normative commitments and internal and external coordination results. The thematic leadership group will be collectively accountable for advancing coherent and integrated implementation across the three systemic outcomes, strengthening synergies, reducing fragmentation, and ensuring that regional efforts contribute meaningfully to corporate and country-level impact. Functional leadership group will focus on operational, programmatic, planning, monitoring and evaluation results.	Accepted	Not applicable	Organizational efficiency	Knowledge management, Internal coordination and communication, Innovation and technology, Resource mobilization	Efficiency
Regional Office Asia and the Pacific SN Evaluation	Regional Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2025	Very Good	The Regional Office should systematically apply intersectionality and environmental standards across...		RO partially accepts the recommendation recognizing that intersectionality and LNOB has been systematically been integrated in convenings and programming, although recognizes that this can be conducted more systematically. Further, it is acknowledged that environmental sustainability standards can be measured across all programming and coordination efforts, in line with UN Women’s global commitments and corporate priorities. To operationalize this recommendation, RO will ensure that LNOB and intersectionality are embedded within technical programmes through the provision of shared tools, guidance, and specialized expertise accessible to Country Offices and NPP. The modality will be made available through cost-recovery or pooled resource arrangements to promote consistency, efficiency, and long-term sustainability. In parallel, climate risk and environmental sustainability measures will be integrated into relevant corporate systems and processes, including the OEEF indicators and the regional risk register review. This will strengthen the systematic incorporation of environmental considerations into programme design, implementation, and oversight, reinforcing the RO’s commitment to environmental safeguards and resilience-building. The Regional Office is committed to ensuring that these measures are fully implemented and monitored, contributing to more inclusive, equitable, and environmentally responsible programming across the region.	Partially Accepted	Not applicable	Not applicable	Not applicable	Human Rights, Gender equality
Evaluation of the Partnership Between UN Women and the African Union Commission	Organizational Performance Evaluation	East and Southern Africa	African Union Liaison Office - Ethiopia	2024	Very Good	Develop and renew the MOU for longer period through a participatory process, incorporating evidence-...		The AUC and UN Women have established a strong, trust-based partnership over many years, achieving significant gender equality and women’s empowerment (GEWE) outcomes for Africa and its Member States. Their aligned goals and complementary capacities have contributed to this success. However, their collaboration could be enhanced through a well-defined, well-resourced, and long-term framework that better structures joint initiatives. Long-term goals, such as changing norms and reforming policies, require extended interventions, highlighting the need to renew the MOU on a long-term basis. Some stakeholders had low ownership of the MOU, as they were not involved in its development or strategy.	Accepted	Governance and planning (SPs before 2018)	UN Coordination	Oversight/governance	Effectiveness
Evaluation of the Partnership Between UN Women and the African Union Commission	Organizational Performance Evaluation	East and Southern Africa	African Union Liaison Office - Ethiopia	2024	Very Good	Anchor the MOU priority areas in the AUC decisions, declarations, and resolutions for increased alig...		The MOU priority areas need to be strongly aligned to the live priorities of the AUC as reflected in decisions, declarations and resolutions for increased relevance of the MOU and Joint Strategy to the prevailing context.	Accepted	Governance and planning (SPs before 2018)	UN Coordination	Oversight/governance	Effectiveness
Evaluation of the Partnership Between UN Women and the African Union Commission	Organizational Performance Evaluation	East and Southern Africa	African Union Liaison Office - Ethiopia	2024	Very Good	Strategic Alignment: A chapter or section within the MoU should be dedicated to describing the joint...			Partially Accepted	Not applicable	UN Coordination	Knowledge management	Effectiveness
Evaluation of the Partnership Between UN Women and the African Union Commission	Organizational Performance Evaluation	East and Southern Africa	African Union Liaison Office - Ethiopia	2024	Very Good	Institutionalising the planning and operationalisation of the MOU & Joint Strategy		The MOU and the Joint Strategy were not operationalised because of the absence of an Implementation Plan; Results Framework; M&E Framework; and a supporting budget. As a result engagement between the two partners was ad-hoc and activity-based instead of being guided by a work plan and a results framework.	Accepted	Not applicable	UN Coordination	Knowledge management	Effectiveness
Evaluation of the Partnership Between UN Women and the African Union Commission	Organizational Performance Evaluation	East and Southern Africa	African Union Liaison Office - Ethiopia	2024	Very Good	Strengthen the coordination mechanism of the partnership by developing, validating, and implementing...		Coordination in the partnership framework was noted by stakeholders to be poor leading to bilateral engagements between UN agencies and AUC departments and in the process bypassing UN Women Liaison Office and the WGYD. As a result, some departments or units were not aware what the others were doing even though they were implementing programmes with similar outcomes. This has the potential to cause inefficiencies in programming including duplication of activities.	Partially Accepted	Not applicable	UN Coordination	Knowledge management	Effectiveness
Evaluation of the Partnership Between UN Women and the African Union Commission	Organizational Performance Evaluation	East and Southern Africa	African Union Liaison Office - Ethiopia	2024	Very Good	Undertake Gender Mainstreaming for all the AUC departments		Capacity to mainstream gender within the AUC is limited particularly for those units/departments that have not had formal training on gender. Stakeholders noted that although the concept of Gender Focal Points has been introduced in the AUC, it has lost traction over the years and generally GFPs have limited capacity to mainstream gender.	Accepted	Not applicable	Partnership	Capacity development	Effectiveness, Sustainability
Evaluation of the Partnership Between UN Women and the African Union Commission	Organizational Performance Evaluation	East and Southern Africa	African Union Liaison Office - Ethiopia	2024	Very Good	Disability Inclusion in next MoU and its strategy		The MOU and its Strategy makes no reference to disability inclusion	Accepted	Not applicable	Partnership	Not applicable	Effectiveness
Evaluation of the Partnership Between UN Women and the African Union Commission	Organizational Performance Evaluation	East and Southern Africa	African Union Liaison Office - Ethiopia	2024	Very Good	Allocate a dedicated budget to support the implementation of the Joint Strategy. Additionally, incre...		There was no supporting budget for the implementation of the Joint Strategy. Moreover the GWYD and UN Women staff compliment is not commensurate with the huge mandates of the two institutions. Human resources shortage and high staff turnover were noted to be some of the drawbacks to effective implementation of the Joint Strategy.	Accepted	Not applicable	Partnership	Not applicable	Effectiveness
Evaluation of the Partnership Between UN Women and the African Union Commission	Organizational Performance Evaluation	East and Southern Africa	African Union Liaison Office - Ethiopia	2024	Very Good	Establish a formal framework for seconding technical staff to the AUC to ensure clarity and accounta...		There were concerns that some of the seconded staff were overwhelmed by competing and at times conflicting priorities from the multiple institutions that they serve, leading to burnout.	Accepted	Not applicable	Partnership	Not applicable	Effectiveness
Evaluation of the Partnership Between UN Women and the African Union Commission	Organizational Performance Evaluation	East and Southern Africa	African Union Liaison Office - Ethiopia	2024	Very Good	Develop a communication and visibility and knowledge management Strategy owned by both the AUC and U...		During the evaluation report validation workshop, the group noted that it is important to have guidance on how to communicate and provide visibility to the partnership to potential stakeholders and development partners – also in view of a resource mobilization strategy	Accepted	Not applicable	Partnership	Not applicable	Effectiveness
UN Joint Programme on Gender Final Evaluation: Leveraging the Full Potential of Gender Equality and Women's Empowerment to Achieve Rwanda's Transformation” (2019 – 2024)	Country-level Evaluation	East and Southern Africa	Rwanda	2024	Good	Strengthen Women's Capacity to prepare for leadership roles and meaningful participation			Accepted	Leadership and political participation (SPs before 2018)	Partnership, Normative Support	Capacity development, Knowledge management	Sustainability, Gender equality
UN Joint Programme on Gender Final Evaluation: Leveraging the Full Potential of Gender Equality and Women's Empowerment to Achieve Rwanda's Transformation” (2019 – 2024)	Country-level Evaluation	East and Southern Africa	Rwanda	2024	Good	Promote Accountability for Gender Equality And Women’s Empowerment			Accepted	Women economic empowerment (SPs before 2018)	Partnership	Alignment with strategy	Effectiveness, Efficiency, Relevance, Impact
UN Joint Programme on Gender Final Evaluation: Leveraging the Full Potential of Gender Equality and Women's Empowerment to Achieve Rwanda's Transformation” (2019 – 2024)	Country-level Evaluation	East and Southern Africa	Rwanda	2024	Good	Enhance women’s access to finance and entrepreneurship			Accepted	Women economic empowerment (SPs before 2018)	Climate change, Agriculture, Youth engagement	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Sustainability, Impact, Gender equality
UN Joint Programme on Gender Final Evaluation: Leveraging the Full Potential of Gender Equality and Women's Empowerment to Achieve Rwanda's Transformation” (2019 – 2024)	Country-level Evaluation	East and Southern Africa	Rwanda	2024	Good	Enhance women’s participation in decent work and male dominated sectors			Accepted	Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018)	Partnership, Normative Support, Engaging men and boys	Oversight/governance, Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Relevance, Sustainability, Gender equality
UN Joint Programme on Gender Final Evaluation: Leveraging the Full Potential of Gender Equality and Women's Empowerment to Achieve Rwanda's Transformation” (2019 – 2024)	Country-level Evaluation	East and Southern Africa	Rwanda	2024	Good	Foster negative social norms change and promote integrated approaches to GBV			Accepted	Ending violence against women (SPs before 2018)	Normative Support, Organizational efficiency, Urban agenda (safe cities and safe public spaces), Engaging men and boys	Capacity development, Advocacy	Sustainability, Impact, Gender equality
UN Joint Programme on Gender Final Evaluation: Leveraging the Full Potential of Gender Equality and Women's Empowerment to Achieve Rwanda's Transformation” (2019 – 2024)	Country-level Evaluation	East and Southern Africa	Rwanda	2024	Good	Strengthen coordination, research and documentation of gender equality and women’s empowerment			Accepted	Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Partnership, Normative Support	Oversight/governance, Advocacy, Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Gender equality
UN Joint Programme on Gender Final Evaluation: Leveraging the Full Potential of Gender Equality and Women's Empowerment to Achieve Rwanda's Transformation” (2019 – 2024)	Country-level Evaluation	East and Southern Africa	Rwanda	2024	Good	Strengthen coordination, research and documentation of gender equality and women’s empowerment			Accepted	Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Partnership, Normative Support	Oversight/governance, Advocacy, Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Gender equality
Programme evaluation "Building pathways towards an integrated care system in Belém do Pará: recognizing, redistributing and rewarding care work"	Programme Evaluation	Americas and the Caribbean	Brazil	2025	Not Rated	To implement a structured approach for early and continuous consultation with partners, including re...		From the 5 recommendations, the evaluation considered the recommendation as a high that should be implemented in a short-term timeline. The Office accepts the recommendation and is committed to incorporating the proposed key actions into the design and implementation of new projects.	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Operational activities	National ownership	Gender equality
Programme evaluation "Building pathways towards an integrated care system in Belém do Pará: recognizing, redistributing and rewarding care work"	Programme Evaluation	Americas and the Caribbean	Brazil	2025	Not Rated	To ensure that capacity building and technical assistance to national/regional/municipal governments...		From the 5 recommendations, the evaluation considered the recommendation as a medium priority that should be implemented in a medium-term timeline. Although the Office has made efforts to promote the sustainability of capacity building, the Office recognizes the need to improve these efforts into a more institutionalized strategy should the resources therefore be made available Therefore, the Office accepts the recommendation and is committed to incorporating the proposed key actions into the design of new projects.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Capacity development	Gender equality
Programme evaluation "Building pathways towards an integrated care system in Belém do Pará: recognizing, redistributing and rewarding care work"	Programme Evaluation	Americas and the Caribbean	Brazil	2025	Not Rated	Enhance efficiency and improve results frameworks by ensuring that project outputs are realistically...		From the 5 recommendations, the evaluation considered the recommendation a medium priority that should be implemented in a medium-term timeline. The Office accepts the recommendation and is committed to incorporating the proposed key actions into the design of new projects.	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Culture of results/RBM, Organizational efficiency	Alignment with strategy	Efficiency, Impact
Programme evaluation "Building pathways towards an integrated care system in Belém do Pará: recognizing, redistributing and rewarding care work"	Programme Evaluation	Americas and the Caribbean	Brazil	2025	Not Rated	Strengthen the long-term sustainability through the expansion of tools, methodologies, and training ...		From 5 recommendations, the evaluation considered the recommendation a high priority that should be implemented in a medium-term timeline. Although the Office has made efforts to develop tools, methodologies and training resources, the Office recognizes the need to implement them in a more time-sensitive way to be able to test their effectiveness before the project’s conclusion. Therefore, the Office accepts the recommendation and is committed to incorporating the proposed key actions into the design of new projects.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Capacity development	Sustainability, Impact
Programme evaluation "Building pathways towards an integrated care system in Belém do Pará: recognizing, redistributing and rewarding care work"	Programme Evaluation	Americas and the Caribbean	Brazil	2025	Not Rated	Design a comprehensive strategy for promoting the inclusion of social groups facing vulnerability in...		From the 5 recommendations, the evaluation considered the recommendation as a medium priority that should be implemented in a medium-term timeline. The office assesses that the project designed a strategy for the inclusion of social groups facing vulnerability and, thus, was able to reach a wide range of groups. However, the Office recognizes that some groups, especially ones that faced logistics and mobilization issues, had more difficulty participating in the project, and thus, accepts the recommendation and is committed to incorporating the proposed key actions into the design of new projects.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind	Gender equality
Developmental Evaluation of UN Women’s Work on The Care Economy in East And Southern Africa	Thematic Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2025	Very Good	With “TransformCare” as a foundation, scale programme coverage on decent care work, social norms, an...		UN Women ESARO acknowledges the recommendation to strategically scale up programming that integrates decent care work, social norms transformation, and social protection using the global TransformCare project Theory of change as a foundation.	Accepted	Women's economic empowerment	Normative Support	Capacity development	Gender equality
Developmental Evaluation of UN Women’s Work on The Care Economy in East And Southern Africa	Thematic Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2025	Very Good	Pursue thematic intersections where need exists and strengthen cross-thematic work on the care econo...		UN Women ESARO acknowledges the recommendation on exploring and advancing cross-thematic collaboration to strengthen the care economy.	Accepted	Women's economic empowerment	Normative Support	Internal coordination and communication	Gender equality
Developmental Evaluation of UN Women’s Work on The Care Economy in East And Southern Africa	Thematic Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2025	Very Good	Establish and strengthen regional and national convening spaces.		UN Women ESARO acknowledges the importance of coordinated platforms for advancing the care economy agenda and commits to strengthening existing convening spaces and establishing new ones where needed. Where appropriate and as resources allow, UN Women will work with regional institutions, governments, UN agencies, civil society, and private-sector partners to facilitate regular knowledge exchange, policy dialogue, and joint action at both regional and national levels to advance care-related priorities.	Accepted	Women's economic empowerment	Normative Support	Capacity development	Gender equality
Developmental Evaluation of UN Women’s Work on The Care Economy in East And Southern Africa	Thematic Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2025	Very Good	Strengthen regional knowledge development and management, including formal knowledge products as wel...		UN Women ESARO acknowledges and agrees to the critical role of knowledge development and management in advancing the care economy agenda. The organization will strengthen regional knowledge systems by producing formal knowledge products, such as policy briefs, training manuals, and guidance tools, while also capturing and sharing tacit knowledge through lessons learned, peer-to-peer exchanges, and communities of practice.	Accepted	Women's economic empowerment	Normative Support	Capacity development, Knowledge management	Gender equality
Developmental Evaluation of UN Women’s Work on The Care Economy in East And Southern Africa	Thematic Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2025	Very Good	Strengthen measurement of the contribution of UN Women’s programming to target care outcomes.		UN Women ESARO acknowledges the importance of robust monitoring and evaluation to demonstrate the impact of its programming on care-related outcomes. The organization will strengthen measurement with specific indicators being included in the new ESARO Strategic Note.	Accepted	Women's economic empowerment	Normative Support	Capacity development, Evidence, Data and statistics	Gender equality
Developmental Evaluation of UN Women’s Work on The Care Economy in East And Southern Africa	Thematic Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2025	Very Good	Strengthen work on social norms by integrating social norms considerations into all care programming...		UN Women recognizes that addressing social norms is critical to achieving sustainable change in the care economy. The organization will integrate social norms considerations using the organizations social norms framework into care-related programming, targeting both institutions and communities, where appropriate and where resources allow.	Accepted	Women's economic empowerment	Normative Support	Capacity development	Gender equality
End of Project Evaluation: Promoting Leadership, Empowerment, Access and Protection of Women and Girls affected by Conflict, Severe Drought and Forced Displacement in Uganda under the Japan Supplementary Budget (LEAP JSB III)	Programme Evaluation	East and Southern Africa	Uganda	2024	Not Rated	Conduct needs assessment prior to the intervention with more active involvement of implementing part...	During the Design stage, it is recommended that a needs assessment prior to the intervention be conducted with more active involvement of implementing partners and local leadership to enhance relevance and future sustainability	The country office will give more consideration to the engagement of implementing partners and local leadership during needs assessment for future projects. Cognizant of the fact that 1) calls for proposal under Japan are usually on short notice with limited timeline for wide engagement, and therefore 2) we have mostly relied on secondary data and past experience to arrive at needs, UN Women Uganda will: • Enhance the process of co-creating the Programme ProDocs together with implementing partners, especially subject matter experts on specific areas. • Enhance the engagement of relevant district local government (DLG) officials to review and make input to draft proposals before submission for funding. While this is already being done, we will take deliberate steps to communicate it well across the respective DLGs, because in many cases, the officials who participate in the needs assessment are not be the same as those who are engaged by the evaluation consultant.	Accepted	Peace and security (SPs before 2018)	Humanitarian action	Promoting inclusiveness/Leaving no one behind	Relevance
End of Project Evaluation: Promoting Leadership, Empowerment, Access and Protection of Women and Girls affected by Conflict, Severe Drought and Forced Displacement in Uganda under the Japan Supplementary Budget (LEAP JSB III)	Programme Evaluation	East and Southern Africa	Uganda	2024	Not Rated	Timeliness in funds disbursement	As a one-year project it is recommended that there is a timely disbursement of funds to implementing partners. This would enable them time to implement activities and generate the desired impact	The Country Office will ensure that future project proposals include project on-boarding period (inception period) of 3-4 months in project implementation plans to control for critical process activities that need to be completed ahead of actual project implementation. Furthermore, and where possible, the Country Office will negotiate for projects longer than one year. CO will endeavor to improve on timeliness of disbursements.	Accepted	Peace and security (SPs before 2018)	Operational activities, Humanitarian action	Internal coordination and communication	Efficiency
End of Project Evaluation: Promoting Leadership, Empowerment, Access and Protection of Women and Girls affected by Conflict, Severe Drought and Forced Displacement in Uganda under the Japan Supplementary Budget (LEAP JSB III)	Programme Evaluation	East and Southern Africa	Uganda	2024	Not Rated	The GALs (Gender Action Learning System) Tool should be more emphasized in future similar project in...	The GALs (Gender Action Learning System) Tool should be more emphasized in future similar project in an endeavor to mainstreaming gender in local development and in similar settings	UN Women will continue to work with the GALs methodology in future similar projects.	Accepted	Peace and security (SPs before 2018), Ending violence against women (SPs before 2018)	Engaging men and boys	Promoting inclusiveness/Leaving no one behind, Advocacy	Human Rights, Gender equality
End of Project Evaluation: Promoting Leadership, Empowerment, Access and Protection of Women and Girls affected by Conflict, Severe Drought and Forced Displacement in Uganda under the Japan Supplementary Budget (LEAP JSB III)	Programme Evaluation	East and Southern Africa	Uganda	2024	Not Rated	Document and implement an exit strategy	Documentation and implementation of an exit strategy should commence at the design and start of implementation and should spell out the roles of key stakeholders and associated budget (for some aspects like psychosocial support, sustained training and maintaining farmer field schools) Such an exit strategy could look at: offering scholarships (especially for vocational training like knitting/crochet; catering, hair dressing, bakery, solar and mechanical works, artisanry among others) with a focus on young mothers (since there is high secondary school drop-out rates among girls)	In consultation with the Regional Office, UN Women Uganda will consider the inclusion of a specific section for exit strategy in the ProDoc template, so that this is taken care off at the design stage. Further to that, UN Women project teams will discuss the exit strategies with partners and socialize them during inception and review meetings.	Accepted	Peace and security (SPs before 2018)	Operational activities, Culture of results/RBM, Humanitarian action	Capacity development, National ownership	Sustainability
Endline evaluation of “Women’s Empowerment for Inclusive Growth” (WING) joint programme	Programme Evaluation	Asia and the Pacific	Bangladesh	2025	Very Good	Differentiate the model to include adaptations for different groups and stages of women’s SME develo...	Based on Conclusion 1. • Relevant to: UNCDF programme staff; UN Women WEE programme staff; Financial Institutions • Recommended timeline: during future WEE programme design • High urgency, medium difficulty, high impact Develop WING’s approach to WEE with differentiated situation analysis and adapted interventions for: • Enterprises or start-ups run by young women in the younger cohort of Bangladesh’s youth category. • Larger or more established small or medium enterprises which are ready to grow to the next level; • Enterprises led by women from marginalized groups. This involves the following: 1) Develop institutional awareness, policies and selection criteria for larger gender-responsive loan/finance mechanisms (UNCDF). 2) Conduct research on the specific situations and support requirements of young women entrepreneurs, as differentiated from older women’s entrepreneurship, and adapting both training and financial instruments to these (UNCDF and UN Women). 3) To support coherence in this dimension, explore linkages with the work of UNICEF and other development partners on adolescent girls’ skills building (UNCDF and UN Women).	UN Women will explore opportunities to strengthen evidence-based advocacy on gender responsive financing instruments, leveraging Regional and country level partnerships to the extent possible.	Partially Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind	Relevance
Endline evaluation of “Women’s Empowerment for Inclusive Growth” (WING) joint programme	Programme Evaluation	Asia and the Pacific	Bangladesh	2025	Very Good	Strengthen the approach to WEE with intersectionally marginalized women.	Based on Conclusions 3 and 5 • Relevant to: all PUNOs; Financial Institutions; implementing partners; training institutions • Recommended timeline: Immediate regarding the revolving fund; during design and implementation of future programmes • High urgency, medium difficulty, high impact Following identification of marginalized groups to target (see above), develop adaptive approaches to support intersectionally marginalized women in entrepreneurship. 1) Adapt business management training to accommodate disadvantage such as lower literacy levels; lower access to IT; mobility restrictions related to low income. (UNCDF) 2) Strengthen targeted mentoring to problem-solve business related challenges specific to these groups (such as mobility challenges; heightened difficulty accessing financial services). (UNCDF) 3) Clarify distinctions between family run and women-led businesses; for very marginalized groups, acknowledge the survival role of family run businesses and seek ways to support women members of these with increased decision making, skills, leadership and mobility. (UN Women and UNCDF) 4) Intentionally include the groups targeted in (business) networking opportunities and related training. (UN Women, UNCDF, UNDP) 5) Support implementing partner capacity, including financial institutions, to include and adapt to these targets. (UNCDF, UN Women)	This recommendation is partially accepted. The BCO Strategic Note 2022-2027 prioritizes interventions to support the most vulnerable groups, namely especially WWDs, women in the informal sector, female migrant workers, female tea garden workers, GBV survivors, female-headed households, women, and adolescents living in disaster-vulnerable areas, Rohingya refugee women and youth. UN Women BCO will ensure that the design of future WEE programming integrates lessons from the WING JP aimed at strengthening leadership, decision and networking opportunities for women entrepreneurs.	Partially Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind	Efficiency, Coherence
Endline evaluation of “Women’s Empowerment for Inclusive Growth” (WING) joint programme	Programme Evaluation	Asia and the Pacific	Bangladesh	2025	Very Good	Strengthen monitoring data disaggregation to generate learning and adaptation to accommodate these g...	Based on Conclusion 5 • Relevant to: all PUNOs; Financial Institutions • Recommended timeline: immediate and during similar implementation • High urgency, low difficulty, high impact To support a deeper approach to marginalized women, enhance learning and adaptation through consistent disaggregation of monitoring data. 1) Consistently disaggregate all project monitoring data by the marginalized groups targeted. For WING, this means including disaggregation of data for the Revolving Fund. (UNCDF, UN Women, UNDP) 2) Institutionalise processes to periodically analyse this data to identify challenges, and create feedback loops to implementation planning to problem solve challenges with reaching and successfully supporting these groups. (All) 3) Include targeted 3groups in review and reflection exercises to further identify appropriate adaptations. (All)	This recommendation is accepted. UN Women is committed to collecting sex, age , disability disaggregated data (SADDD) across its programmatic interventions.	Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Knowledge management	Human Rights, Gender equality
Endline evaluation of “Women’s Empowerment for Inclusive Growth” (WING) joint programme	Programme Evaluation	Asia and the Pacific	Bangladesh	2025	Very Good	Continue engagement with financial institutions, especially on challenging issues, and on adaptation...	Based on Conclusions 2 and 4 • Relevant to: UNCDF, UN Women, Financial Institutions • Recommended timeline: SN development • Medium urgency, medium difficulty, high impact Continue building relationships with financial institutions, such as Bangladesh Bank and the GRIP committee, along with the revolving fund arrangement with Karmasangsthan Bank. 1) Ensure the continuity and good functioning of the GRIP committee and the Revolving Fund. (UNCDF) 2) Deepening the integration of gender responsive approaches in a wider variety of financial instruments, including especially larger loan mechanisms which include gender responsive provisions / are targeted to more established women’s businesses. (UNCDF and UN Women) 3) Invest in monitoring of the fund’s businesses and ongoing training for Karmasangsthan bank staff to plug gaps in business selection and loan administration. (UNCDF) 4) Support financial institutions to identify when men’s businesses are accessing finance intended for women and develop procedures to respond to this. This might mean analysis of identifying loans at higher risk of this; developing different procedures for joint/household businesses and male-led businesses; offering further leadership support or other interventions in select circumstances. (UNCDF and UN Women)	UN Women will explore opportunities to strengthen evidence-based advocacy on gender responsive financing instruments, leveraging Regional and country level partnerships to the extent possible.	Partially Accepted	Women economic empowerment (SPs before 2018)	Partnership	Promoting inclusiveness/Leaving no one behind	Efficiency, Sustainability, Coherence
Endline evaluation of “Women’s Empowerment for Inclusive Growth” (WING) joint programme	Programme Evaluation	Asia and the Pacific	Bangladesh	2025	Very Good	Articulate and expand the role of local NGOs / women-led CSOs in the model, and consider how this co...	Based on Conclusion 2 • Relevant to: UN Women WEE programme staff; UNDP local governance staff • Recommended timeline: during ongoing political transition; during future programme implementation • Medium urgency, medium difficulty, high impact When politically expedient, regroup WDFs and re-assert their roles in budget decision-making, and in supporting WEE at local levels. 1) Innovate on securing accountability from LGIs for to WEE concerns, and to document and circulate allocation successes, so that WDFs do not lose momentum and confidence in their ability to play a successful role in the new political configuration. (UNDP) 2) Deepen capacity building for WDF members to enhance their clarity on how to influence local economic policies and advocate for women’s economic empowerment. (UNDP) 3) Enhance WDF's capacity to handle ongoing political instability by developing robust strategies that ensure operational continuity and sustained engagement with local government bodies during disruptions. (UNDP) 4) Consider a stronger, and more clearly articulated, role for local NGOs and women’s organisations in this WEE model. This could include clearer efforts to engage them in local advocacy for WEE alongside entrepreneurs and WDFs, in part as route to circumventing the inherent vulnerability of WDFs and LGIs to potentially ongoing political disruption. Partnerships would likely include building capacity within local organisations to carry forward women’s economic empowerment objectives. (UN Women)	This recommendation is partially accepted. BCO will ensure that the design of future wee programmes integrate lessons from the WING JP aimed at strengthening local level platforms such as WDFs to advance WEE	Partially Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Advocacy	Efficiency, Coherence
Endline evaluation of “Women’s Empowerment for Inclusive Growth” (WING) joint programme	Programme Evaluation	Asia and the Pacific	Bangladesh	2025	Very Good	Strengthen high level strategic oversight on key issues for coordination of approaches and for syner...	Based on Conclusion 2 • Relevant to: UN Women and UNDP leadership • Recommended timeline: immediate • High urgency, medium difficulty, high impact 1) In ongoing policy support, fully align UNDP and UN Women approaches to GRBP and institutionalised support to local women’s economic empowerment. Clarify and align advocacy goals for GRBP and the role of WDFs, so that national level efforts are coherent with local level efforts. (UN Women and UNDP) 2) In future joint programmes, sharpen the clarification of roles and responsibilities of each PUNO and seek ways to ensure high level strategic across the PUNOs on key issues and at key moments such as staff transitions. (UN Women and UNDP) 3) Explore JP designs which avoid separated accountability to specific Outcomes for each PUNO. This should include exploring integrated responsibilities within outcomes and agreed ways to monitor and measure the contribution of each Output towards joint Outcomes. (UN Women and UNDP)	This recommendation is accepted by UN Women. UN Women BCO will ensure stronger alignment across its programming interventions to ensure coherence in approach on cross-cutting issues such as gender responsive planning and budgeting (GRPB). UN Women will further ensure forward-looking planning to manage staff transitions. In the context of Joint Programmes, efforts will be made to establish clear accountabilities across partners.	Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Alignment with strategy	Efficiency, Coherence
Endline evaluation of “Women’s Empowerment for Inclusive Growth” (WING) joint programme	Programme Evaluation	Asia and the Pacific	Bangladesh	2025	Very Good	Extend the WEPs approach in Bangladesh, using WING supported SMEs as a resource.	Based on Conclusion 3 • Relevant to: UN Women WEE programme staff; SME beneficiaries; UNDP Anondomela staff • Recommended timeline: during new programme development; new SN development. • Medium urgency, low difficulty, high impact Strengthen the WEPs initiative in Bangladesh, especially by deepening the engagement of emerging WING supported enterprises and institutions with gender responsive business practices. 1) Draw on the enhanced resilience of WING grant supported SMEs to expand awareness of gender responsive business and act as potential role models for other businesses. (UN Women) 2) Expand the WEPs space by extending WEPs orientation to Anondomela registered SMEs. (UNDP) 3) Strengthen local level networks for gender responsive business by including WDFs in WEPs orientation. (UN Women and UNDP) 4) Link the expansion of WEPs in Bangladesh to regional initiatives, and further draw on regional expertise. (UN Women) 5) Develop mechanisms for including an approach to businesses run by and/or employing marginalized groups (of women) in this process in order to develop an approach to LNOB. (UN Women)	This recommendation is partially accepted. UN Women will build on the lessons learned from WING-supported SMEs and Anondomela enterprises to strengthen advocacy with the private sector on WEPs. Further UN Women will continue to advocate for gender responsive procurement to support women led enterprises– both within the UN system (as part of its coordination mandate) and through its programmes.	Partially Accepted	Women economic empowerment (SPs before 2018)	Partnership	Advocacy	Effectiveness, Impact
Endline evaluation of “Women’s Empowerment for Inclusive Growth” (WING) joint programme	Programme Evaluation	Asia and the Pacific	Bangladesh	2025	Very Good	Synergize different key dimensions of WEE by building linkages across programmes and seeking to enha...	Based on Conclusion 5 • Relevant to: UN Women WEE programme staff; UNDP economic inclusion programme staff • Recommended timeline: during design of future programmes; during the current implementation of related programmes; • Medium urgency, medium difficulty, high impact (long term) Address tensions between different pathways to gender equality, and WEE as one of these. 1) Build in linkages to programmes / initiatives intending to shift social norms on issues of gender roles in the domestic sphere and care work including childcare. (UN Women) 2) Consider including a strengthened focus on working with men, specifically the spouses of women entrepreneurs, on gender roles and/or building in an approach to childcare options. (UN Women and UNDP). 3) Strengthen an explicit focus on enhancing women’s mobility through WEE initiatives, consistently developing strategies to enhance women’s presence in public spaces, including marketplaces and decision-making spaces. (UN Women and UNDP)	This recommendation is accepted. In its Strategic Note (2022-26) UN Women BCO has adopted an integrated approach to programming aimed at transforming gender discriminatory social norms and ending harmful practices. To facilitate this, a common conceptual model (i.e. the Gender at Work framework) informs the design of programmes across thematic areas. Key strategies include consciousness raising on gender inequality, strengthening collectives and networks of women especially those from vulnerable groups, and mobilizing stakeholders across institutions (household, community, market and state) to transform discriminatory social norms that impede gender equality and women’s empowerment, including restricted mobility, limited access to decision making and disproportionate burden on unpaid care and domestic work. This is further supported by evidence based advocacy and improved access of women to resources, services and social care infrastructure.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Feminist Collaborative Evaluation of UN Women's approach to social norms change	Organizational Performance Evaluation	Global	Independent Evaluation Service (IES)	2024	Very Good	UN Women should clarify the level of investment the organization seeks for strengthening UN Women’s ...		UN-Women agrees with this recommendation. Acknowledging that the entity needed a corporate approach to strengthen its work on social norms, UN-Women adopted a ‘learning posture’ for the first two-years of the current strategic plan to arrive at an evidence-based approach. A new corporate framework on social norms has now been developed and will guide the entity’s work in this area. Investments in three key areas during this inception phase were needed for the success of this learning phase: 1) Building an evidence base through extensive research on the subject, in particular, original research in four countries in the Global South on “how change happens”, an in-depth research on the state of evidence in social norms research and practice in international development and a review of how social norms change is being measured, and investment in the evaluation of UN-Women’s past work on social norms; 2) organization-wide consultations and with external experts; and 3) a new position to lead the research, extensive internal and external consultations and the drafting of the corporate approach. This new position has provided the institutional capacity to generate evidence, engage external experts (in academia, civil society and in the UN human rights system, notably the CEDAW committee) as well as for organisation-wide engagement towards a common understanding and shared approach. UN-Women is now well poised to pursue social norms change, coherently and consistently across the organisation as well as to influence the global normative framework and discourse on social norms change. Continued identification of resources to strengthen UN-Women’s institutional capacity on social norms will be needed to raise non-core resources, to ensure programming impact, to communicate results and to position UN-Women as a thought leader on social norms change in international development. Financial and human resources for this work will be contingent upon availability of funds.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Normative Support, Culture of results/RBM, Organizational efficiency	Oversight/governance, Internal coordination and communication, Resource mobilization	Effectiveness, Efficiency, Relevance, Sustainability, Impact
Feminist Collaborative Evaluation of UN Women's approach to social norms change	Organizational Performance Evaluation	Global	Independent Evaluation Service (IES)	2024	Very Good	Establish clear governance and accountability for action for the systemic outcome for social norms i...		UN-Women agrees with this recommendation. As part of the ‘learning phase’ on outcome area 3 on social norms change, UN-Women strategically appointed Political Analysis and Programme Development Unit (PAPDU) and Research and Data as co-leads for elaborating a corporate approach to social norms. With the framework now in place, proposing an embedded approach to social norms change across the triple mandate, and an agreement that a global position would be required to roll out the framework across the organisation, the entity now has the necessary information to develop an operational plan for this outcome area. The institutional location of this work will be informed by the fact that social norms work is relevant across UN-Women’s triple mandate – normative, operational and coordination; and across thematic areas, where work has already taken place to identify tailored approaches to work on EVAW, governance and leadership, women’s economic empowerment and so on. In the current Strategic Plan, social norms is an outcome area, but also cross-cuts other outcomes - on norms (outcome 1), services, goods and resources (outcome 4) and women’s voice, agency and leadership (outcome 5). We would anticipate that within the new Strategic Plan, social norms will similarly need to be cross-cutting across outcome areas. A cross-thematic and cross-outcome governance structure is therefore required, which would enable partnerships and collaborative work across UN-Women to strengthen organizational cohesiveness around the framework.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Partnership, Normative Support, Operational activities, Culture of results/RBM, Organizational efficiency	Oversight/governance	Effectiveness, Sustainability, Impact
Feminist Collaborative Evaluation of UN Women's approach to social norms change	Organizational Performance Evaluation	Global	Independent Evaluation Service (IES)	2024	Very Good	At the corporate level UN Women should commit to social norms as a central tenet for programming, le...		UN-Women agrees with this recommendation. Social norms change is already an integral part of UN-Women’s strategic plan and results framework. The new corporate approach to social norms will be integrated in the new strategic plan, embedding it across the organisation’s work. The approach will also be integrated in the Strategic Notes at regional and country levels. The corporate framework is intentionally based on evidence generated from feminist scholars and practitioners from the Global South and on the recommendations of the expert group meeting (held in October 2023) to centre the voice and expertise of those leading change on the ground. Going forward, inclusive processes for design, implementation and review of interventions on social norms will be supported across diverse parts of the organization, to centre the experience and expertise of women’s rights organizations and feminist scholars and practitioners from relevant contexts. Internal capacity development has been central to the process of rolling out the corporate approach and will continue to be a focus in the coming years. This includes the development of guidance materials, including proofs of concept that provide guidance on conducting institutional analysis of social norms in different thematic areas, guidance notes and how-to resources; in-person and virtual workshops, through the community of practice; collaborative development of knowledge products; and support to drafting strategic plans/notes and project documents with various units/offices.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Partnership, Operational activities, Culture of results/RBM	Alignment with strategy, Oversight/governance, Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Coherence
Feminist Collaborative Evaluation of UN Women's approach to social norms change	Organizational Performance Evaluation	Global	Independent Evaluation Service (IES)	2024	Very Good	Prioritize investing in meaningful collaboration and participatory approaches with women-led organiz...		Management Response: UN-Women agrees with this recommendation, noting that its scope is beyond the work on social norms. We also note that this recommendation should be split into two: one on working with women’s organizations, and the second on addressing backlash. On the first part of the recommendation, based on the research UN-Women conducted on social norms and as reflected in the corporate framework, strengthening women’s rights movements is one of the three pathways for social norms change. Meaningful collaboration with women’s rights organizations has been central to the work, and establishment of, UN-Women. There is now systematic global evidence on the pivotal role that women’s rights organizations have played in the progress towards gender equality and women’s empowerment. Prioritizing investment in collaboration and partnerships with women’s rights organizations is therefore an imperative for all of UN-Women’s work. This collaboration is not consistent across the programme cycle and different workstreams at UN-Women and there are operational challenges associated with these partnerships. On consultations, the Country Programme Planning, Monitoring and Reporting Procedure includes a step on “Strategic dialogues and consultations on gender equality and women’s empowerment prioritization and UN Women’s positioning”. In addition, the SN review checklist has a question that asks for evidence of consultations with key external stakeholders, including women’s organisations. Specifically in partnerships involving the transfer of resources to “implementing partners” one challenge is related to funding modalities that tend to exclude locally led women’s rights organisations that typically work with the most marginalized communities and often at lower operational cost. In addition to shifting the internal mindset towards including diverse feminist and women’s rights groups in setting priorities, identifying and piloting strategies, and as strategic and implementing partners, there is a need to adapt funding modalities to be more accessible. UN-Women has two funding modalities that it leverages to extend collaborations with more locally led and smaller scale organisations – the United Nations Trust Fund to End Violence Against Women (UNTF) and Women’s Peace and Humanitarian Fund (WPHF). The UN Trust Fund is currently leading an interagency initiative on ‘UN System Approaches to Resourcing Women’s Organisations and Civil Society Organisations’, which is reviewing good practices in financing local women’s organizations, and UN Women will consider recommendations from this process to strengthen the ways in which it partners with women’s organizations. On addressing backlash, UN-Women has recently developed a new corporate strategy, ‘Pushing Forward for Gender Equality’ on addressing this problem. It identifies broad approaches for all of UN-Women’s work, including social norms, such as supporting research and knowledge building on strategies to address backlash and supporting and partnering with women’s organisations.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Partnership, Operational activities, Culture of results/RBM	Alignment with strategy, Oversight/governance, Capacity development, Promoting inclusiveness/Leaving no one behind, Evidence, Data and statistics	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality, Coherence
Feminist Collaborative Evaluation of UN Women's approach to social norms change	Organizational Performance Evaluation	Global	Independent Evaluation Service (IES)	2024	Very Good	UN Women should proactively position itself as a key player in UN coordination related to social nor...		UN-Women agrees with this recommendation. UN-Women is mandated to lead, promote, and coordinate efforts within the UN system to advance gender equality and women's empowerment, ensuring commitments translate into tangible progress. The international development community continues to struggle to understand and address social norms implicated in gender equality and women’s empowerment. Evidence generated from UN-Women’s research fills this significant gap and provides clarity on how social norms influence gender inequality and how they change. UN-Women will leverage evidence generated from its research to promote an intersectional feminist and institutional approach across the UN for effectively addressing social norms implicated in gender equality and women’s empowerment. Existing modalities for facilitating knowledge exchange and development of coherence in the UN System will be mobilized for coordinating global, regional and national efforts to address social norms implicated in gender equality and women’s empowerment.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Partnership, Culture of results/RBM	Alignment with strategy, Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Impact, Gender equality
EVALUATION OF THE “DOMESTIC VIOLENCE PREVENTION AND RESPONSE IN POST COVID-19 CHINA” PROGRAMME	Programme Evaluation	Asia and the Pacific	China	2024	Not Rated	1 Maintain Targeted Partnerships: Continuously assess and update the domestic economic, political, a...	Continuously assess and update the domestic economic, political, and cultural landscape in China to refine cooperation strategies accordingly.	UN Women China welcomes this recommendation. As mentioned in Finding 6, UN Women China's specialization in the field of EVAW, wealth of partner resources, and status as a prestigious and experienced multilateral organization make UN Women irreplaceable in the implementation of the EVAW agenda. UN Women China acknowledges the importance of continuously assessing and updating our strategies to align with the evolving economic, political, and cultural landscape in China. Desk research on EVAW is currently underway to ensure our cooperation strategies remain relevant and effective. A Situational analysis on risk factors and protected factors that facilitate VAWG will be conducted before the end of 2024, which will help to ensure alignment on the context with local government partners, CSO partners and UN Women’s EVAW programme team.	Accepted	Ending violence against women (SPs before 2018)	Partnership	Knowledge management, Evidence, Data and statistics	Relevance, Impact
EVALUATION OF THE “DOMESTIC VIOLENCE PREVENTION AND RESPONSE IN POST COVID-19 CHINA” PROGRAMME	Programme Evaluation	Asia and the Pacific	China	2024	Not Rated	2 Strengthen Internal Management Support: Integrate considerations for objective challenges into th...	1.Integrate considerations for objective challenges into the administrative management process, providing flexible support for the implementation team when facing major adjustments. 2.Strengthen administrative support for partner women's organizations, adapting to their current capacity.	UN Women China welcomes this recommendation and recognizes the importance of integrating considerations for objective challenges into our administrative management processes, particularly considering transitions like the Quantum, ERP system. As suggested by findings 18 and 19, UN Women China will commit to further conduct process monitoring and disruption response. As discussed in finding 5, the programme had to adapt to contextual changes, including the significant impacts brought by Covid-19, and did so effectively and without compromising results. We have addressed and will continue to address these challenges to provide flexible support for our implementation teams. Support for partner women's organizations has been enhanced based on their administrative needs and to better align with UN Women corporate standards. Capacity building for women’s organizations continues to be a high priority for UNW China and the office will continue to emphasize this in our work.	Accepted	Ending violence against women (SPs before 2018)	Organizational efficiency	Capacity development, Knowledge management, Internal coordination and communication	Effectiveness, Efficiency, Sustainability
EVALUATION OF THE “DOMESTIC VIOLENCE PREVENTION AND RESPONSE IN POST COVID-19 CHINA” PROGRAMME	Programme Evaluation	Asia and the Pacific	China	2024	Not Rated	3 Optimize Monitoring Tools: Try to identify indicators and methodologies to measure increased publ...	Try to identify indicators and methodologies to measure increased public awareness and substantive capacity in the context of domestic violence/gender equality issues.	UN Women China welcomes this recommendation. Considering the population landscape of China, measuring public awareness nationwide is resource intensive. However, we acknowledge the importance of localized campaigns with measurable indicators. As mentioned in Finding 8, the results of our social media advocacy significantly exceeded the planned target. Therefore, building on past successful best practices and new inputs, new monitoring tools will be designed during Theory of Change sessions for the next EVAW programme, in collaboration with local and international experts. Future awareness campaigns will be conducted at the community-level to enhance measurability.	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Advocacy, Evidence, Data and statistics	Relevance, Gender equality
EVALUATION OF THE “DOMESTIC VIOLENCE PREVENTION AND RESPONSE IN POST COVID-19 CHINA” PROGRAMME	Programme Evaluation	Asia and the Pacific	China	2024	Not Rated	4 Maintain Cooperation in the Justice Sector: Maintain active engagement with the justice sector an...	Maintain active engagement with the justice sector and align program priorities, accordingly, proposing suitable initiatives to address their needs.	UN Women China welcomes this recommendation and reaffirms its commitment to actively engage with the justice sector in China. As highlighted in finding 21, UN Women China’ partnership with the Supreme Court offers the possibility of scaling up the programme approach to a national level partner. Therefore, the programme team made efforts towards this direction and recently secured the financial resources to continue implementing our MOU with the SPC to continue international knowledge exchange and formulate new guidancecases on handling domestic violence cases. This collaboration will continue to ensure our programme priorities are aligned with the needs of the justice sector.	Accepted	Ending violence against women (SPs before 2018)	Partnership, Normative Support	Alignment with strategy, National ownership	Relevance, Sustainability, Impact, Human Rights, Gender equality
EVALUATION OF THE “DOMESTIC VIOLENCE PREVENTION AND RESPONSE IN POST COVID-19 CHINA” PROGRAMME	Programme Evaluation	Asia and the Pacific	China	2024	Not Rated	5 Extend Capacity-Building for Human Resources: Continue providing advanced training for senior prac...	Continue providing advanced training for senior practitioners and heads of organizations interested in anti-domestic violence services, including capacity building for policy advocacy. Establish a diversified and long-term experience exchange platform for anti-domestic violence service providers.	UN Women China welcomes this recommendation. Based on the suggestions of Finding 24 and 25, and the successful experience from the programme (training engaging heads of Rights Protection from 5 provinces), UN Women China acknowledges the importance of engaging senior practitioners and heads of organizations in EVAW training. UN Women China will continue providing advanced training for senior practitioners and heads of organizations involved in anti-domestic violence services. We are expanding our Community of EVAW Practitioners (COEP) and planning two training sessions for social service providers in August and September, in both 2024 and 2025, within the current UNSDCF period. These efforts aim to strengthen capacity for policy advocacy and ensure a robust exchange platform for service providers.	Accepted	Ending violence against women (SPs before 2018)	Organizational efficiency	Capacity development, Advocacy, Knowledge management	Efficiency, Sustainability, Gender equality
EVALUATION OF THE “DOMESTIC VIOLENCE PREVENTION AND RESPONSE IN POST COVID-19 CHINA” PROGRAMME	Programme Evaluation	Asia and the Pacific	China	2024	Not Rated	6 Keep Focusing on Local Experience and Knowledge: Maintain the ongoing promotion and iteration of p...	Maintain the ongoing promotion and iteration of practical knowledge achievements, including revising, publicly releasing, and updating the Domestic Violence Social Service Training Manual. Publicize the Domestic Violence Social Service Training Manual to reach broader and more profound impact in the future.	UN Women China welcomes this recommendation and is committed to promoting and sharing knowledge products developed through our programming, including the Domestic Violence Social Service Training Manual (currently being updated and pending publication). We concur with findings 9 and 23, which highlight the importance of the dissemination of the Manual to reach broader beneficiaries and expand our impact The programme unit plans to disseminate the first tranche of 500 copies to social service provider organizations (for free)	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Capacity development, National ownership, Advocacy, Knowledge management	Relevance, Sustainability, Impact, Gender equality
EVALUATION OF THE “DOMESTIC VIOLENCE PREVENTION AND RESPONSE IN POST COVID-19 CHINA” PROGRAMME	Programme Evaluation	Asia and the Pacific	China	2024	Not Rated	7 Continue to cooperate with civil society organizations in advocacy: Continue to collaborate with c...	Continue to collaborate with civil society organizations for local-level advocacy activities and support them to make their voice heard. Further refine and tailor advocacy efforts to reach target audiences / beneficiaries.	UN Women China welcomes this recommendation and will continue collaborating with civil society organizations (CSOs) for local-level advocacy activities. We have recently signed a contract with Xinchen, a CSO responsible for program implementation in Changsha, and are finalizing ToRs with CSOs in Yunnan for new collaborations and community-based advocacy adapted to the local context. Learning from the insights outlined in finding 14, advocacy efforts will be refined to more effectively reach target audiences and beneficiaries. The EVAW programme will continue to work closely with the UN Women China communication team, social media platforms and media outlets when designing campaigns and other advocacy initiatives (see also relevant action items under Recommendation 3).	Accepted	Ending violence against women (SPs before 2018)	Organizational efficiency	Capacity development, National ownership, Advocacy, Knowledge management	Effectiveness, Efficiency, Sustainability, Impact
EVALUATION OF THE “DOMESTIC VIOLENCE PREVENTION AND RESPONSE IN POST COVID-19 CHINA” PROGRAMME	Programme Evaluation	Asia and the Pacific	China	2024	Not Rated	8 Increase the attention to the DV victims’ complex vulnerabilities: Maintain the current links and ...	Maintain the current links and establish new connections with CSOs serving different beneficiaries and provide them with resources such as the Domestic Violence Social Service Training Manual.	UN Women China welcomes this recommendation. As finding 26 demonstrates, UN Women China has integrated gender, human rights and disability inclusion considerations into proramme design and implementation. Therefore, UN Women China acknowledges the importance of addressing the complex vulnerabilities of DV victims. We will maintain existing partnerships and establish new connections with CSOs serving diverse beneficiaries, including people with disabilities, WLHIV, girl-child survivors, and LGBTQ+ community. Resources such as the Domestic Violence Social Service Training Manual will be leveraged to support these efforts.	Accepted	Ending violence against women (SPs before 2018)	Partnership	Capacity development, Promoting inclusiveness/Leaving no one behind, Knowledge management	Relevance, Impact, Human Rights
EVALUATION OF THE “DOMESTIC VIOLENCE PREVENTION AND RESPONSE IN POST COVID-19 CHINA” PROGRAMME	Programme Evaluation	Asia and the Pacific	China	2024	Not Rated	9 Make achievable and focused objectives for future programmes: Make the programs objectives to be m...	Make the programs objectives to be more focused and achievable, especially regarding the establishment of policy mechanisms. This task needs to be done in a long way with notable uncertainties.	UN Women China welcomes this recommendation and is committed to ensuring that our program objectives are focused, achievable, and responsive to a changing political, economic, and geo-political landscape. As Finding 8 underlines, Programme outputs have been mostly achieved, but the ambitious objective of establishing a sustainable policy mechanism has not yet been achieved. We recognize the need for long-term planning amid uncertainties and will make every effort to adapt objectives to ensure practicality and impact, recognizing that there are sometimes developments outside of our control.	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM, Organizational efficiency	Internal coordination and communication, Evidence, Data and statistics	Efficiency, Sustainability
Evaluation of UN Women’s work on GRB in the Europe and Central Asia Region with specific focus on the Regional Programme “Transformative Financing for Gender Equality towards more Transparent, Inclusive and Accountable Governance in the Western Balkans” (2020-2024) (Albania, Bosnia and Herzegovina, Kosovo and Serbia)	Thematic Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2026	Very Good	RECOMMENDATION 1 UN Women’s position on GRB and financing for gender equality. The Europe and Centra...		Establish a regional working group to develop an ECA GRB & gender-responsive public finance positioning paper within the new UN Women Strategic Plan, including approaches, partnership modals (incl. IFIs and oversight institutions)., and practical guidance on integrating GRB across impact areas and aligning it with broader financing for gender equality initiatives to drive transformative results.	Accepted	Governance and planning (SPs before 2018)	Operational activities	Alignment with strategy	Relevance
Evaluation of UN Women’s work on GRB in the Europe and Central Asia Region with specific focus on the Regional Programme “Transformative Financing for Gender Equality towards more Transparent, Inclusive and Accountable Governance in the Western Balkans” (2020-2024) (Albania, Bosnia and Herzegovina, Kosovo and Serbia)	Thematic Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2026	Very Good	To enhance internal coherence, the Regional Office should focus on promoting GRB internally as a uni...		The Regional Office for Europe and Central Asia agree with this recommendation and acknowledges the importance of strengthening internal coherence and collaboration to position GRB as a unifying, cross cutting framework across all thematic areas. We recognize that embedding GRB within broader portfolios not only enhances programme quality, but also addresses existing resource mobilization challenges for standalone GRB projects in some contexts.	Accepted	Governance and participation in public life	Culture of results/RBM	Alignment with strategy	Coherence
Evaluation of UN Women’s work on GRB in the Europe and Central Asia Region with specific focus on the Regional Programme “Transformative Financing for Gender Equality towards more Transparent, Inclusive and Accountable Governance in the Western Balkans” (2020-2024) (Albania, Bosnia and Herzegovina, Kosovo and Serbia)	Thematic Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2026	Very Good	External coherence and coordination by leveraging its expertise, gender analysis and data, convening...		The Regional Office for Europe and Central Asia agrees with this recommendation and recognizes the importance of further strengthening external coherence and collaboration to enhance the impact and visibility of GRB and financing for gender equality across the region. We acknowledge that UN Women’s convening power, gender analysis, data, and long-standing partnerships position the organization strongly to engage with key actors leading public finance management (PFM) reforms, development planning, and oversight.	Accepted	Governance and participation in public life	Culture of results/RBM, Organizational efficiency	Oversight/governance	Coherence
Evaluation of UN Women’s work on GRB in the Europe and Central Asia Region with specific focus on the Regional Programme “Transformative Financing for Gender Equality towards more Transparent, Inclusive and Accountable Governance in the Western Balkans” (2020-2024) (Albania, Bosnia and Herzegovina, Kosovo and Serbia)	Thematic Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2026	Very Good	Thematic focus while transferring ownership of budget planning to institutions, UN Women should enga...		The Regional Office for Europe and Central Asia agrees with this recommendation and acknowledges the importance of broadening the thematic focus of GRB beyond budget formulation and planning. We recognize that strengthening gender analysis, public revenue and expenditure reviews, monitoring and reporting, and follow-up to GRB audits is essential to deepening the effectiveness, relevance, and sustainability of GRB interventions across the region.	Accepted	Governance and participation in public life	Organizational efficiency	Oversight/governance, Knowledge management	Coherence
Evaluation of UN Women’s work on GRB in the Europe and Central Asia Region with specific focus on the Regional Programme “Transformative Financing for Gender Equality towards more Transparent, Inclusive and Accountable Governance in the Western Balkans” (2020-2024) (Albania, Bosnia and Herzegovina, Kosovo and Serbia)	Thematic Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2026	Very Good	The Regional Office should explore possibilities to focus more on strategic support to Country Offic...		The Regional Office for Europe and Central Asia agrees with this recommendation and acknowledges the importance of strengthening its strategic role in supporting Country Offices, national stakeholders and resource mobilization efforts. We recognize that focusing more on high level advisory support, knowledge generation, regional coordination, and cross country learning rather than programme administration will enhance the relevance, visibility and impact of GRB work across the region.	Accepted	Governance and participation in public life	Operational activities	Alignment with strategy, Capacity development	Effectiveness
Evaluation of UN Women’s work on GRB in the Europe and Central Asia Region with specific focus on the Regional Programme “Transformative Financing for Gender Equality towards more Transparent, Inclusive and Accountable Governance in the Western Balkans” (2020-2024) (Albania, Bosnia and Herzegovina, Kosovo and Serbia)	Thematic Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2026	Very Good	UN Women’s capacities. Further capacity development of UN Women’s personnel in the region across th...		The Regional Office for Europe and Central Asia agrees with this recommendation and recognizes the importance of strengthening UN Women’s internal capacities on GRB and public finance across thematic areas. Sustained expertise both through capacity development of existing personnel and strategic recruitment of staff with PFM competencies is essential for deepening the quality and effectiveness of GRB work in the region.	Accepted	Governance and participation in public life	Culture of results/RBM	Capacity development	Sustainability
Localization and Working Together for Peace Project Final Evaluation	Country-level Evaluation	West and Central Africa	Sierra Leone	2025	Not Rated	Evaluation recommendation 1. The training curricula developed under the project should be institutio...		Management Response: One of the recurring lessons from the Localizing for Change project evaluation is the critical role of security sector actors—particularly the Sierra Leone Police (SLP) and other law enforcement agencies—in advancing the Women, Peace and Security (WPS) agenda. While the project successfully facilitated short-term training and sensitization workshops for police and community security personnel, sustainability remains a challenge as these interventions often end once project funding is exhausted.	Accepted	Peace and security (SPs before 2018)	Normative Support, Youth engagement	Capacity development	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality, Coherence
Localization and Working Together for Peace Project Final Evaluation	Country-level Evaluation	West and Central Africa	Sierra Leone	2025	Not Rated	Evaluation recommendation 2. Strengthen outcome-level monitoring and evaluation (M&E) through the ea...		Management Response: Management agrees with this recommendation and recognizes the need to strengthen the project’s results framework by including outcome-level indicators that measure deeper and more sustainable peacebuilding changes—particularly those related to attitudes, power relations, institutional responsiveness, and social cohesion. The evaluation rightly notes that while the Localizing for Change project achieved several tangible outputs, many indicators focused on activities rather than measurable transformations in gender relations and peace dynamics. This is largely because M&E support was limited during the design of the results structure. In response, UN Women and consortium partners (UNDP and World Vision) will ensure the active participation of M&E during the design stage in order to prioritize results-based project design in future interventions by ensuring that the M&E officer is actively involved at the inception stage. This will allow for the development of a robust results framework with well-defined outcome indicators, baselines, and data collection mechanisms. Furthermore, management will strengthen participatory monitoring approaches by engaging women’s CSOs, peace committees, and community stakeholders in defining and tracking change indicators that reflect lived experiences. This approach will enhance learning, accountability, and evidence generation on Women, Peace, and Security (WPS) outcomes. Management therefore accepts this recommendation and commits to embedding outcome-focused M&E systems and early M&E engagement in the design of future peacebuilding programs.	Accepted	Peace and security (SPs before 2018)	Normative Support, Youth engagement	Capacity development	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality, Coherence
Localization and Working Together for Peace Project Final Evaluation	Country-level Evaluation	West and Central Africa	Sierra Leone	2025	Not Rated	Evaluation recommendation 2. Strengthen outcome-level monitoring and evaluation (M&E) through the ea...		Management Response: Management agrees with this recommendation and recognizes the need to strengthen the project’s results framework by including outcome-level indicators that measure deeper and more sustainable peacebuilding changes—particularly those related to attitudes, power relations, institutional responsiveness, and social cohesion. The evaluation rightly notes that while the Localizing for Change project achieved several tangible outputs, many indicators focused on activities rather than measurable transformations in gender relations and peace dynamics. This is largely because M&E support was limited during the design of the results structure. In response, UN Women and consortium partners (UNDP and World Vision) will ensure the active participation of M&E during the design stage in order to prioritize results-based project design in future interventions by ensuring that the M&E officer is actively involved at the inception stage. This will allow for the development of a robust results framework with well-defined outcome indicators, baselines, and data collection mechanisms. Furthermore, management will strengthen participatory monitoring approaches by engaging women’s CSOs, peace committees, and community stakeholders in defining and tracking change indicators that reflect lived experiences. This approach will enhance learning, accountability, and evidence generation on Women, Peace, and Security (WPS) outcomes. Management therefore accepts this recommendation and commits to embedding outcome-focused M&E systems and early M&E engagement in the design of future peacebuilding programs.	Accepted	Peace and security (SPs before 2018)	Normative Support	Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality, Coherence
Localization and Working Together for Peace Project Final Evaluation	Country-level Evaluation	West and Central Africa	Sierra Leone	2025	Not Rated	Evaluation recommendation 3.: The project should consider the joint engagement of implementation par...		Management Response: Management agrees with this recommendation and acknowledges that separate contracting of CSOs by different consortium members created coordination challenges and limited unified ownership of project implementation. The evaluation correctly observed that the absence of a joint engagement framework led to fragmented accountability, as CSOs often prioritized directives from their respective funding agency rather than adhering to a common consortium agenda. To address this, UN Women, as the lead agency, together with consortium partners (UNDP and World Vision), will design and operationalize a joint CSO engagement and contracting mechanism in future phases. This mechanism will enable unified planning, harmonized reporting, and streamlined communication across all consortium partners. It will also reinforce mutual accountability, improve coordination efficiency, and ensure that all implementing CSOs work under a shared results framework and standard operating procedures. Additionally, a dedicated coordination officer will be appointed under the consortium to facilitate cross-agency collaboration and support alignment of CSO activities with the overall project strategy. Management therefore accepts this recommendation and commits to adopting a unified CSO engagement model in subsequent project phases to strengthen coordination and enhance collective ownership of results.	Accepted	Peace and security (SPs before 2018)	Normative Support	Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality, Coherence
Somalia Country Portfolio Evaluation 2022-2025	Country-level Evaluation	East and Southern Africa	Somalia	2025	Very Good	HUMAN RESOURCES CAPACITY AND STRATEGIC POSITIONING: UN Women Should Strive to Strengthen Its Human R...	UN Women should strive to strengthen its human resources capacity in the Somalia Programme Presence to ensure strategic positioning and long-term programme delivery.	Management acknowledges the findings regarding the need to strengthen the human resources capacity of the Somalia Programme Presence to ensure long-term programme delivery and stronger strategic positioning. Despite the identified staffing gaps, the office has continued to provide technical support and leverage its comparative advantage in normative and coordination work to the extent possible. Management agrees with the recommendation and is committed to working closely with the Regional Office and Headquarters to explore feasible options for enhancing human resource capacity. This will include reviewing the current organisational structure, identifying critical staffing and technical support needs, and assessing opportunities to strengthen operational efficiency. Management will also prioritise the development of a targeted resource mobilisation and communication strategy to support a more sustainable operational model. Furthermore, Management reaffirms the development of its SN Strategy, which is aligned with UN Women’s Global Strategic Plan 2026–2029 and the United Nations Cooperation Framework 2026–2030, positioning UN Women within the priorities of Somalia’s National Transformation Plan. This alignment is expected to create greater opportunities for resource mobilisation and thematic partnerships. The strategy emphasises strengthening inclusive and accountable governance, as well as supporting economic transformation and resilience, while ensuring that commitments remain proportionate to available resources. These actions will contribute to a more resilient, strategically positioned, and adequately resourced office capable of delivering impactful and sustainable results for women and girls in Somalia.	Accepted	Not applicable	Partnership	Capacity development	Sustainability
Somalia Country Portfolio Evaluation 2022-2025	Country-level Evaluation	East and Southern Africa	Somalia	2025	Very Good	SOMALIA PROGRAMME PRESENCE CAPACITIES: UN Women Somalia should devise sustainable strategies to recr...	UN Women Somalia should devise sustainable strategies to recruit and retain the programme personnel required to implement long-term programmes. The office should consider recruiting expertise in gender equality to contribute to the UNCT and other partners in advocating for and advancing gender equality and the empowerment of women.	Management acknowledges the need for sustainable strategies to recruit and retain programme personnel to ensure effective long-term delivery in Somalia. It also recognises the importance of securing dedicated technical gender expertise to support UNCT processes and advance gender equality and women’s empowerment consistently. Management agrees with the recommendation and is committed to strengthening the Somalia Programme Presence through a more strategic and sustainable human-resources approach. In collaboration with the Regional Office and Headquarters, Management will review the current staffing structure to identify critical long-term capacity requirements. Discussions with the Regional Office on revising the office structure to better meet programme commitments have already been initiated.	Accepted	Not applicable	Operational activities	Alignment with strategy	Relevance
Somalia Country Portfolio Evaluation 2022-2025	Country-level Evaluation	East and Southern Africa	Somalia	2025	Very Good	PROGRAMMING: UN Women Somalia should enhance programming by better linking cross-thematic areas; con...	UN Women Somalia should enhance programming by better linking cross-thematic areas; continuing to implement joint programmes; increasing its focus on normative and coordination work to ensure scalability of outcomes; and increasing its reach to the most marginalised populations.	Management acknowledges the recommendation to strengthen programming by improving cross-thematic linkages, expanding joint programming efforts, enhancing normative and coordination work, and increasing outreach to marginalised populations. The findings accurately reflect the evolving needs of the Somalia context and highlight areas where greater integration, coherence, and strategic focus will enhance the scalability and sustainability of results. Management agrees with the recommendation and is committed to deepening cross-thematic programming approaches that maximise synergies across women’s leadership, WPS, EVAW, and WEE portfolios. Management also reaffirms the importance of continued engagement in joint programmes to leverage the strengths and resources of the wider UN system. Furthermore, the office will prioritise strengthening its normative and coordination roles to ensure that programme results are scalable, evidence-based, and aligned with national and UN priorities.	Accepted	Not applicable	UN Coordination	Oversight/governance	Impact, Human Rights, Gender equality
Somalia Country Portfolio Evaluation 2022-2025	Country-level Evaluation	East and Southern Africa	Somalia	2025	Very Good	RESOURCE MOBILIZATION: UN Women Somalia should invest in resource mobilization and communication by ...	UN Women Somalia should invest in resource mobilization and communication by strengthening its relationships with current donors and building relationships with potential donors	Management acknowledges the recommendation to strengthen resource mobilisation and communication efforts to secure sustainable funding for UN Women Somalia’s programs. Management agrees that deepening engagement with existing donors while cultivating relationships with new and emerging partners is essential for long-term programme continuity and expansion. Strengthening communication, visibility, and evidence-based storytelling will also be prioritised to better demonstrate results and attract diversified funding. Management is committed to working with the Regional Office and headquarters to enhance resource mobilisation capacity and ensure that donor engagement is strategic, coordinated, and aligned with the country office’s priorities.	Accepted	Not applicable	Operational activities	Alignment with strategy	Effectiveness, Sustainability, Impact, Gender equality
MCO Portfolio Evaluation of SN 2017-23	Country-level Evaluation	East and Southern Africa	Multi Country Office for Southern Africa (South Africa)	2025	Very Good	The Regional Office to liaise with headquarters to review the Multi-Country Office’s structure to en...	? The Regional Office to work with the Multi-Country Office to review the financial resources and technical support required from the Regional Office and headquarters in order for the office to continue as a Multi-Country Office and meet its expectations as a cooperation framework signatory in all five countries. ? The Regional Office and headquarters to decide if they will make this additional investment in the Multi-Country Office or support it to transition into a single Country Office. ? Following the Regional Office’s decision on the Multi-Country Office’s structure, the Multi-Country Office to carefully review commitments in the configuration exercise for any future cooperation framework developments, to ensure expectations concerning UN Women’s inputs are clearly set from the start and aligned with available resources.	Management acknowledges the findings related to the operational and financial challenges experienced by the Multi-Country Office (MCO) during the implementation of the previous Strategic Note. The identified tension between the breadth of expectations placed on the MCO particularly its role as a cooperation framework signatory across five countries and the limited core funding available is a valid concern that requires urgent and strategic redress. Management concurs that while the MCO's percentage of core funding aligns with other MCOs, in absolute terms, it is insufficient to ensure the required coordination capacity and effective delivery across four thematic areas in all five countries. This structural misalignment between responsibilities and resources has affected the MCO’s ability to fully meet stakeholder expectations. In response, Management agrees with the proposed steps and is committed to working collaboratively with the Regional Office and headquarters to review the MCO’s resource envelope and technical support needs. In July 2025 BRC endorsed a decision that South African Multi Country office becomes South Africa Country Office. Representation normative coordination work for Botswana, Namibia, Eswatini and Lesotho will be managed from Nairobi and existing and future programming work in those countries will be managed from Pretoria. The outcome of this recommendation has informed a strategic decision that prioritizes sustainability, efficiency, and the capacity to deliver quality programming and coordination across the region. Given these changes the SAMCO has been re-classified as a Country Office changing from MCO configuration, further guidance will be expected from the RO to ensure that future cooperation framework commitments are proportionate to the available resources, and that all stakeholders have a shared understanding of UN Women's expected contributions	Accepted	Not applicable	Organizational efficiency	Alignment with strategy	Effectiveness
MCO Portfolio Evaluation of SN 2017-23	Country-level Evaluation	East and Southern Africa	Multi Country Office for Southern Africa (South Africa)	2025	Very Good	Efficiency and programme management Strengthen programme and partner management to enhance the eff...	? Strengthen partner management by bolstering induction processes and capacity development plans to ensure partners have the capacity to deliver in a timely manner and provide the necessary documents to facilitate timely disbursements. ? Continue to strengthen data, knowledge and records management systems to ensure internal and external reports are well filed and easily accessible. ? Across Programme and Operations teams, invest in refamiliarization of key processes and workflows that have been challenging (e.g. partner selection, contracting and management, donor reporting). Work together to review performance on key processes to understand the bottlenecks and seek to address these, for example, through additional training or investing in additional capacity. ? Strengthen management of personnel handover processes to retain institutional memory and maintain relationships with partners and external stakeholders. ? Where capacity permits, introduce higher levels of oversight, for example, through more regular check-ins and monitoring, where there are risks to the delivery of certain programmes. ? Explore how future programme proposals can support adequate cost recovery/contribution to direct project costs to ensure programme teams have sufficient resources to balance strategic delivery and programme administration.	The office leadership acknowledges the challenges noted regarding delivery rates and recognizes the critical importance of addressing underlying issues in programme and partner management. The recommendations are appreciated and agree that strengthening systems, capacity, and oversight mechanisms is essential to improv delivery efficiency and effectiveness. In response, Management is prioritizing a structured and time-bound action plan to resolve the capacity gaps and operational bottlenecks. Efforts are already underway to reinforce partner induction and capacity development frameworks to ensure implementing partners are well-equipped to deliver results and submit timely documentation for disbursements. Additionally, SAMCO is investing in the enhancement of data, knowledge, and records management systems to ensure improved accessibility and audit readiness of all documentation. To address workflow-related delays, Programme and Operations teams will jointly undertake a review of key business processes, particularly those related to partner selection, contracting, donor reporting, and disbursement. Targeted training and performance clinics will be held to address bottlenecks and improve compliance with internal protocols. SAMCO is instituting a standard handover checklist and documentation process to ensure continuity during personnel transitions and to safeguard institutional memory. Furthermore, Management is exploring options for improved programme oversight, including more frequent monitoring engagements, especially for high-risk or underperforming initiatives. Management commit to strengthening the cost recovery strategy during proposal development to ensure that programme teams are adequately resourced for both delivery and administrative requirements. These measures will be tracked through a detailed implementation plan with clear timelines and accountability mechanisms, and Management will report progress quarterly to ensure transparency and sustained focus.	Accepted	Not applicable	Partnership	Not applicable	Effectiveness
MCO Portfolio Evaluation of SN 2017-23	Country-level Evaluation	East and Southern Africa	Multi Country Office for Southern Africa (South Africa)	2025	Very Good	Resource mobilization Invest in resource mobilization by strengthening relationships with current d...	? Continue to encourage donors to contribute to larger projects that pool funding across donors and are well aligned to the Multi-Country Office’s expertise and strengths to increase efficiency and minimize transaction costs. ? Strengthen relationships with existing donors by organizing project visits, being flexible to requests around donor engagement and holding regular check-ins to ensure objectives and priorities are aligned. Openly communicate about both parties’ processes, constraints and expectations to find optimal ways to meet the needs of both. ? Scale resource mobilization efforts that have proven effective ? Explore opportunities to mobilize resources from other stakeholders, including governments, bilaterals and through innovative financing mechanisms	The Country Office (CO) acknowledges the challenges identified regarding small, donor-driven projects, communication gaps, and delays in operational delivery. The management recognize that such issues have at times hindered the full realization of programmatic ambitions and impacted donor confidence. Management takes these concerns seriously and is fully committed to addressing them through strategic, coordinated, and sustainable actions. While these operational difficulties are acknowledging, the management is reaffirming the significant strides the CO has made in resource mobilization, particularly from the private sector through innovative engagement methods such as informal convenings, strategic use of the Women’s Empowerment Principles, and high-level advocacy platforms. These efforts have enhanced the visibility of the CO and cemented its convening and normative role across the region. Going forward, the CO will prioritize a more integrated and strategic approach to resource mobilization and donor engagement. This includes strengthening relationships with existing donors by ensuring more regular and transparent communication, including joint planning, project visits, and alignment of expectations. The office will continue to encourage the pooling of donor funds into larger, multi-country initiatives that align with the CO strategic location and comparative advantage and reduce fragmentation and transaction costs. In parallel, scale proven approaches to private-sector engagement while exploring innovative financing instruments and government partnerships to diversify funding sources will be used. These efforts will be supported by enhanced internal coordination and operational efficiency measures to improve delivery and ensure greater agility and responsiveness to partner needs. Management remains confident that, by building on its strengths and taking these decisive steps, the CO will be well-positioned to unlock further funding and accelerate transformative change for gender equality across the five countries	Accepted	Not applicable	Not applicable	Resource mobilization	Effectiveness
MCO Portfolio Evaluation of SN 2017-23	Country-level Evaluation	East and Southern Africa	Multi Country Office for Southern Africa (South Africa)	2025	Very Good	Programming Enhance programming by looking to consolidate thematic areas; moving to longer and larg...	? Ensure the new Strategic Note and number of outcomes targeted is realistic, based on available personnel capacity and projected funding. ? Continue to move to designing programmes with a focus on results rather than activity, moving towards longer and larger programmes that work across thematic areas (where donor funding allows) ensuring all programmes have exit plans in place and, where possible, are linked to national approaches, systems and structures. ? Continue exploring opportunities to increase joint programming with other agencies and deliver larger, more holistic programmes that work across thematic areas. ? With the support of the Regional Office and coordination consultant, as capacity and funding allows, support in-country based personnel to scale coordination and normative work, especially in the four countries outside of South Africa, to strengthen Gender Theme Groups, the mainstreaming of gender across cooperation frameworks and programmes, and national normative processes.	These concerns raised regarding the overburdened capacity of the Country Office (CO) and appreciates the valuable recommendations offered are acknowledged and accepted by management. The management recognize that the breadth of programming across diverse thematic areas and five countries place significant demands on a lean team. The management further agrees that a more integrated and strategic approach is needed to optimize delivery against UN Women’s triple mandate normative, coordination, and operational while maintaining alignment with national priorities and global commitments. Due to BRC decision to endorsed a South African Country office to become Country Office, the representation of normative and coordination work for Botswana, Namibia, Eswatini and Lesotho will be managed from Nairobi and existing and future programming work in those countries will be managed from Pretoria, this will reduce the strain to the team and allow the office to focus its efforts to programming only. Therefore, the Country Office is committed to ensuring that the development of the new Strategic Note (SN) is grounded by a new office typology based on clear assessment of available human and financial resources. The SN will prioritize a realistic number of outcomes that reflect both operational feasibility and strategic impact. As part of this process, the CO will increase efforts to design longer-term, multi-thematic programmes that are results-focused, aligned with national systems, and have clearly defined sustainability and exit strategies. To improve coherence, SACO will promote stronger collaboration across thematic teams, particularly where overlaps already exist (e.g., HIV programming intersecting with Women’s Economic Empowerment and EVAW) and scale up joint programming with UN and government partners, guided by the principle of delivering as one. Furthermore, with these changes on office typology Management intends to work closely with the Regional Office to support the coordination and normative work in four countries supported programmatically where feasible, to enhance in-country presence and bolster support for coordination and normative work in Eswatini, Botswana, Lesotho, and Namibia. The Management hopes that these collaborative efforts will reinforce gender mainstreaming within UN Cooperation Frameworks and national development strategies, while strengthening engagement in key normative processes, including CEDAW reporting, UPR submissions, and Beijing+ reviews. Management remains fully committed to improving delivery and accountability across all pillars of its mandate and will regularly review progress to ensure alignment with the strategic vision and operational realities.	Accepted	Not applicable	Culture of results/RBM	Internal coordination and communication	Effectiveness
MCO Portfolio Evaluation of SN 2017-23	Country-level Evaluation	East and Southern Africa	Multi Country Office for Southern Africa (South Africa)	2025	Very Good	Human Resources Enhance the Human Resources function to support more strategic and timely human res...	? Review the HR function to facilitate a full-time HR personnel, based in the Multi-Country Office, to better meet the need for strategic and more timely HR planning across all five countries. ? Consider how to obtain additional HR capacity where needed to address current bottlenecks, for example, through HR consultant retainers, to support tasks such as longlisting and conducting interviews. ? Continue team-building initiatives to strengthen cohesion among personnel.	Management acknowledges the challenges experienced in HR capacity during the implementation of the previous Strategic Note and agrees that these issues adversely impacted on the timely recruitment of personnel and the overall pace of programme delivery. HR is essential for effective programme execution, improved staff well-being, and a cohesive workplace culture. To address these concerns, Management fully supports the recommendation to review and strengthen the HR function, including the appointment of a full-time HR personnel based at the Country Office (CO). This strategic placement will improve coordination, ensure proactive workforce planning, and provide dedicated support to the office the office is exploring the engagement of HR consultant retainers to alleviate current bottlenecks, particularly in areas such as recruitment and onboarding processes. Additionally, Management remains committed to fostering a positive and collaborative work environment and will continue to invest in regular team building and staff wellness initiatives to enhance interpersonal relations and staff cohesion. These steps will be integrated into the new Strategic Note implementation plan, with clear milestones and accountability mechanisms.	Accepted	Not applicable	Not applicable	Not applicable	Efficiency
MCO Portfolio Evaluation of SN 2017-23	Country-level Evaluation	East and Southern Africa	Multi Country Office for Southern Africa (South Africa)	2025	Very Good	Monitoring and Reporting Build on progress made to strengthen monitoring and reporting systems to e...	? Continue to strengthen the timeliness of donor and corporate reporting. ? Strengthen use of the partner and grant agreement management system, ensuring all partner reports are uploaded in the system. ? Strengthen systems to verify the quality of data reported as part of donor and corporate reporting through use of spot checks with partners. ? Increase investment in baseline and tools to better track outcome and impacts.	Management welcomes recognition of the significant improvements made in monitoring and reporting, particularly regarding the timeliness and quality of donor reporting and the refinement of indicators to better reflect the office work. The management is committed to further strengthen monitoring and evaluation systems to ensure results are captured comprehensively, reliably, and in alignment with outcome and impact level reporting expectations. In response to the recommendations, management will prioritize the following actions: 1. Enhance Reporting Timeliness and Quality: Building on recent progress, the management will institutionalize internal review timelines and integrate automated reminders within our planning systems to ensure donor and corporate reports are submitted promptly and meet quality standards. 2. Optimize Partner and Grant Agreement System Use: All personnel managing partner agreements will receive refresher training on system functionalities. Compliance monitoring will be introduced to ensure 100% of partner reports are uploaded, reviewed, and archived in the system for accountability and audit readiness. 3. Strengthen Data Quality Assurance: A data verification protocol will be developed and implemented, including regular spot checks with partners. This will include both remote and field-based verification to triangulate reported results and ensure data accuracy and consistency. 4. Invest in Baseline Data and Measurement Tools: Management acknowledge the importance of strong baselines to inform target setting. The CO will allocate resources in upcoming programme cycles for baseline assessments and the development of tools that enable effective tracking of outcome and impact-level results. These actions will be reflected in the upcoming M&E strengthening plan and monitored quarterly to ensure continuous progress and alignment with both corporate and donor expectations.	Accepted	Not applicable	Culture of results/RBM	Not applicable	Efficiency
MCO Portfolio Evaluation of SN 2017-23	Country-level Evaluation	East and Southern Africa	Multi Country Office for Southern Africa (South Africa)	2025	Very Good	Disability Inclusion and intersectionality Strengthen approaches to disability inclusion and inter...	? Strengthen disaggregation of programming and reporting data by disability status, whenever possible and relevant, and request that partners include indicators which include multiple and intersecting identities. Implement a target for the number of women and girls with disability reached as a percentage of the total number of programme participants. ? Increase partnerships with organizations of women and girls with disabilities and other vulnerable groups, such as LGBTQI+ groups. ? Consider creating initiatives that specifically target women and girls with disability, especially in areas where there may be limited support for such populations, such as in rural communities. ? Consult organizations and networks of women and girls with disabilities and other identified vulnerabilities during the design, implementation and evaluation of initiatives. ? Consider aspects of accessibility when designing initiatives, including events, and budget for inclusion where relevant.	The Country office welcomes the recognition of its commitment to the Leave No One Behind principle and its targeted efforts to address the needs of women and girls with disabilities in the unique context of middle-income countries. The valuable recommendations provided are welcomed, the office agree that disability inclusion and intersectionality must be continuously strengthened to ensure that our programming reaches the most marginalized populations, in alignment with the UN Women Strategy for the Empowerment of Women and Girls with Disabilities (2018). As part of our commitment to deepening disability inclusion, the CO will take the following actions: • Data Disaggregation and Targeting: The internal capacity and work with partners to disaggregate programme data by disability status will strengthen. The office will also incorporate indicators that reflect multiple and intersecting identities into monitoring and evaluation frameworks. • Strategic Partnerships: Country office will further prioritize establishing and strengthening partnerships with organizations of women and girls with disabilities, as well as those representing other marginalized populations including LGBTQI+ communities. • Dedicated Initiatives and Rural Focus: Recognizing service gaps in rural areas, the CO will explore the development of targeted initiatives specifically for women and girls with disabilities, particularly in underserved communities • Inclusive and Participatory Programming: The CO commits to systematically engaging organizations and networks representing women and girls with disabilities in all stages of the programme cycle from design to evaluation to ensure relevance, accountability, and impact. • Accessibility and Inclusive Budgeting: All initiatives, including events and communications, will be reviewed with an accessibility lens. Budget lines for reasonable accommodation and inclusion will be integrated into programme planning where relevant, ensuring meaningful participation of women and girls with disabilities. Through these actions, the CO reaffirms its dedication to inclusive development and gender equality for all women and girls, particularly those facing multiple and intersecting forms of discrimination.	Accepted	Not applicable	Not applicable	Promoting inclusiveness/Leaving no one behind	Human Rights
Evaluation Thematique WEE	Country-level Evaluation	West and Central Africa	Senegal	2025	Not Rated	Systèmes de gestion et de gouvernance des projets Consolider le système de suivi-évaluation en metta...		Un Monitoring Reporting analyst a été recruté pour veiller à la mise en place et à la consolidation du système de suivi évaluation.	Accepted	Women economic empowerment (SPs before 2018)	Organizational efficiency	Not applicable	Not applicable
Evaluation Thematique WEE	Country-level Evaluation	West and Central Africa	Senegal	2025	Not Rated	Systèmes de gestion et de gouvernance des projets Renforcer la documentation institutionnelle et les...		le bureau pays fera un effort pour renforcer la documentation institutionnelle et les mécanismes de capitalisation, à travers des processus systématiques et des notes de capitalisation. Un chargé de Communication et knowledge management pour le bureau pays a pris fonction et y contribuera aussi.	Not applicable	Women economic empowerment (SPs before 2018)	Not applicable	Oversight/governance	Not applicable
Evaluation Thematique WEE	Country-level Evaluation	West and Central Africa	Senegal	2025	Not Rated	Renforcer et formaliser le cadre de coordination entre projets et partenaires, particulièrement via ...		Rejeté	Rejected	Women economic empowerment (SPs before 2018)	Partnership	National ownership	Sustainability
Evaluation Thematique WEE	Country-level Evaluation	West and Central Africa	Senegal	2025	Not Rated	Renforcer et formaliser le cadre de coordination entre projets et partenaires, particulièrement via ...		Le bureau pays continuera à renforcer le cadre de coordination entre projets et partenaires, particulièrement via des comités de pilotage plus structurés et fréquents.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	National ownership	Sustainability
Evaluation Thematique WEE	Country-level Evaluation	West and Central Africa	Senegal	2025	Not Rated	Institutionnaliser les approches développées par les projets au sein des dispositifs nationaux, en r...		le bureau pays va renforcer l’ancrage des approches WEE dans les dispositifs nationaux	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Operational activities	National ownership	Sustainability
Evaluation Thematique WEE	Country-level Evaluation	West and Central Africa	Senegal	2025	Not Rated	Réorienter les formations vers des formats plus pratiques et différenciés, adaptés aux profils et au...		rejeté	Rejected	Women economic empowerment (SPs before 2018)	Not applicable	Capacity development	Not applicable
Evaluation Thematique WEE	Country-level Evaluation	West and Central Africa	Senegal	2025	Not Rated	Réorienter les formations vers des formats plus pratiques et différenciés, adaptés aux profils et au...		le bureau pays va Réorienter les formations vers des formats plus pratiques et différenciés, adaptés aux profils et aux niveaux de maturité des entreprises féminines.	Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Capacity development	Not applicable
Evaluation Thematique WEE	Country-level Evaluation	West and Central Africa	Senegal	2025	Not Rated	Mettre en place un dispositif d’accompagnement opérationnel à la soumission, incluant coaching perso...		Rejeté	Rejected	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation Thematique WEE	Country-level Evaluation	West and Central Africa	Senegal	2025	Not Rated	Renforcer l’accès des femmes entrepreneures à l’information sur les marchés publics, à travers des m...		Rejeté	Rejected	Women economic empowerment (SPs before 2018)	Operational activities	Capacity development	Not applicable
Evaluation Thematique WEE	Country-level Evaluation	West and Central Africa	Senegal	2025	Not Rated	Renforcer la mise en réseau des femmes entrepreneures, en s’appuyant sur les chambres consulaires et...		Rejeté	Rejected	Women economic empowerment (SPs before 2018)	Partnership	National ownership	Sustainability
Evaluation Thematique WEE	Country-level Evaluation	West and Central Africa	Senegal	2025	Not Rated	Mettre en place un dispositif structuré de partage d’expériences et d’apprentissages entre pays We-F...		Rejeté	Rejected	Women economic empowerment (SPs before 2018)	Not applicable	Knowledge management	Impact
Evaluation Thematique WEE	Country-level Evaluation	West and Central Africa	Senegal	2025	Not Rated	Appuyer l’intégration opérationnelle du genre dans les procédures de passation de marchés, entre aut...		le bureau pays prendra des actions pour appuyer l’intégration opérationnelle du genre dans les procédures de passation de marchés, entre autres via des marchés réservés, quotas et dossiers types adaptés.	Accepted	Women economic empowerment (SPs before 2018)	Normative Support	Not applicable	Not applicable
Evaluation Thematique WEE	Country-level Evaluation	West and Central Africa	Senegal	2025	Not Rated	Mettre en place, dans le cadre de We-Fi/AP, des mécanismes d’accès au financement plus adaptés aux r...		le bureau pays travailler à mettre en place, dans le cadre de We-Fi/AP, des mécanismes d’accès au financement plus adaptés aux réalités des femmes entrepreneures (Justifier le statut “partially accepted” en précisant les limites institutionnelles. Cartographier les contraintes d’accès et tester des solutions pilotes adaptées aux besoins des femmes entrepreneures.	Partially Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Innovation and technology	Impact
Evaluation Thematique WEE	Country-level Evaluation	West and Central Africa	Senegal	2025	Not Rated	Étudier la faisabilité de points focaux d’inclusion au sein des commissions de passation de marchés,...		le bureau pays va Étudier la faisabilité de points focaux d’inclusion au sein des commissions de passation de marchés, dans le but de de renforcer l’application des dispositions sensibles au genre	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Normative Support, Operational activities	Oversight/governance	Gender equality
Evaluation Thematique WEE	Country-level Evaluation	West and Central Africa	Senegal	2025	Not Rated	Développer un guide national de la commande publique sensible au genre, accompagné d’outils de commu...		le bureau pays fera des efforts pour développer un guide national de la commande publique sensible au genre, accompagné d’outils de communication et de sensibilisation .	Accepted	Women economic empowerment (SPs before 2018)	Normative Support	Innovation and technology	Not applicable
Evaluation Thematique WEE	Country-level Evaluation	West and Central Africa	Senegal	2025	Not Rated	Réaliser une évaluation approfondie du volet financement, incluant l’analyse des dettes, des produit...		Rejeté	Rejected	Women economic empowerment (SPs before 2018)	Not applicable	Not applicable	Not applicable
Evaluation Thematique WEE	Country-level Evaluation	West and Central Africa	Senegal	2025	Not Rated	Renforcer l’accompagnement à la mise en valeur des terres attribuées aux femmes, via l’accès aux int...		Rejeté	Rejected	Women economic empowerment (SPs before 2018)	Agriculture	Promoting inclusiveness/Leaving no one behind	Impact
Evaluation Thematique WEE	Country-level Evaluation	West and Central Africa	Senegal	2025	Not Rated	Clarifier les règles de gestion et d’accès aux équipements collectifs, en vue d’en garantir l’utilis...		Rejeté	Rejected	Women economic empowerment (SPs before 2018)	Operational activities	Not applicable	Not applicable
Evaluation Thematique WEE	Country-level Evaluation	West and Central Africa	Senegal	2025	Not Rated	Mettre en place des mécanismes de maintenance et de renouvellement des équipements, en particulière ...		Rejeté	Rejected	Women economic empowerment (SPs before 2018)	Operational activities	Not applicable	Not applicable
Evaluation Thematique WEE	Country-level Evaluation	West and Central Africa	Senegal	2025	Not Rated	Développer des mécanismes de financement adaptés aux cycles agricoles, incluant assurances et éducat...		Rejeté	Rejected	Women economic empowerment (SPs before 2018)	Operational activities	Innovation and technology	Effectiveness
Evaluation Thematique WEE	Country-level Evaluation	West and Central Africa	Senegal	2025	Not Rated	Continuer à renforcer la structuration organisationnelle et la gouvernance de la REFAN, en amélioran...		Rejeté	Rejected	Women economic empowerment (SPs before 2018)	Operational activities	Oversight/governance, Capacity development	Effectiveness
Evaluation Thematique WEE	Country-level Evaluation	West and Central Africa	Senegal	2025	Not Rated	Renforcer les capacités des femmes sur l’agriculture durable et résiliente, en intégrant des thémati...		Rejeté	Rejected	Women economic empowerment (SPs before 2018)	Operational activities	Capacity development	Effectiveness, Sustainability
End of Program Evaluation: LEAP III Programme on Strengthening protection of women and girls from the disproportionate and adverse gendered impacts of drought and famine in Somalia	Programme Evaluation	East and Southern Africa	Somalia	2024	Very Good	Expand the geographic reach of the project.	The recommendation to expand the geographic reach of future Project acknowledges the importance of reaching more communities affected by drought and famine. By broadening the project's scope, it becomes possible to address the specific needs of women and girls in additional regions and provide a more comprehensive response to the gendered impacts of crises. This expansion can help ensure that vulnerable populations receive the necessary support and resources to overcome the challenges they face.	The recommendation is accepted and will be taken in to consideration in future interventions through resource mobilization efforts. Consideration will also be given to the needs and priorities as well as the security context.	Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Humanitarian action, Climate change, Engaging men and boys	Capacity development, National ownership, Knowledge management	Effectiveness, Sustainability, Gender equality
End of Program Evaluation: LEAP III Programme on Strengthening protection of women and girls from the disproportionate and adverse gendered impacts of drought and famine in Somalia	Programme Evaluation	East and Southern Africa	Somalia	2024	Very Good	Revise the duration of the project by: 1) extending the TVET project duration to at least 6 months, ...	Extending the Project duration to at least 6 months Conducting a thorough assessment of resource requirements and providing adequate in-kind grants to support graduates Offering ongoing business support and mentorship	The recommendation for planning the project TVET activity implementation at-least for 6 months is well noted and will be taken into consideration in programming on similar areas in the near future.	Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Climate change, Engaging men and boys	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Knowledge management	Effectiveness, Gender equality
End of Program Evaluation: LEAP III Programme on Strengthening protection of women and girls from the disproportionate and adverse gendered impacts of drought and famine in Somalia	Programme Evaluation	East and Southern Africa	Somalia	2024	Very Good	Strengthen existing stakeholder partnerships to foster a coordinated and holistic approach, leveragi...	Collaboration with a wide range of partners, including local organizations, government agencies, and community leaders, is critical for successful implementation and sustainability. Strengthening these partnerships fosters a coordinated and holistic approach to addressing gender equality and women's empowerment. By leveraging the expertise and resources of various stakeholders, future Project can benefit from diverse perspectives, local knowledge, and increased community buy-in, leading to more effective and sustainable outcomes.	UN Women will further enhance its outreach leveraging on other programs such as the WPP Joint Program in expanding partnerships with local organizations, government agencies, and community leaders.	Accepted	Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Humanitarian action	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind	Effectiveness, Gender equality
End of Program Evaluation: LEAP III Programme on Strengthening protection of women and girls from the disproportionate and adverse gendered impacts of drought and famine in Somalia	Programme Evaluation	East and Southern Africa	Somalia	2024	Very Good	Diversify income-generating activities and support sustainable livelihoods, including access to fina...	While the project incorporates economic empowerment through the Village Savings and Loan Associations (VSLAs), future Project should focus on diversifying income-generating activities and supporting sustainable livelihoods. This includes exploring opportunities in sectors such as agriculture, entrepreneurship, and business skill-building. Facilitating access to financial resources and markets further enhances economic opportunities for women and girls, enabling them to become self -reliant and economically empowered.	In addition to the Village Savings and Loan Associations (VSLAs), future Project should focus on diversifying income-generating activities and supporting sustainable livelihoods. UN Women will also leverage on the study reports on business opportunities for women studies and experiences from implementation of climate resilience, livelihoods and economic opportunities in Somalia.	Accepted	Women economic empowerment (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Humanitarian action, Climate change	Capacity development, Promoting inclusiveness/Leaving no one behind, Knowledge management	Effectiveness, Sustainability
End of Program Evaluation: LEAP III Programme on Strengthening protection of women and girls from the disproportionate and adverse gendered impacts of drought and famine in Somalia	Programme Evaluation	East and Southern Africa	Somalia	2024	Very Good	Integrate climate change action and resilience-building components to address the increasing impact ...	Considering the increasing impact of climate change, future Project should integrate climate change action and resilience-building components. This can involve providing training on climate change adaptation, supporting sustainable natural resource management practices, and promoting climate-smart agriculture techniques. By addressing climate change challenges, the project contributes to the long-term resilience and sustainability of communities, particularly those affected by drought and famine.	UN Women Somalia office will leverage on the experiences of implementation of integrate climate change action and resilience-building components implemented during LEAP 1 and 2 projects and the study reports. In addition, the COP 28 and 29 reports and Somalia commitments will also be taken into consideration..	Accepted	Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Humanitarian action, Engaging men and boys	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Knowledge management	Effectiveness, Gender equality
End of Program Evaluation: LEAP III Programme on Strengthening protection of women and girls from the disproportionate and adverse gendered impacts of drought and famine in Somalia	Programme Evaluation	East and Southern Africa	Somalia	2024	Very Good	Establish community-based support systems, such as women's organizations and community watch groups,...	Encourage the formation of women's organizations or community watch groups dedicated to addressing SGBV. These groups can act as support networks, providing guidance and assistance to survivors, and raising awareness about SGBV within the community. By fostering a sense of collective responsibility and support, community-based systems can effectively prevent and respond to SGBV incidents.	UN Women will leverage on the Women networks established in 17 districts across Somalia through the UN Women, UNDP, UNSOM implemented Joint Program on Women, Peace and Protection. The formation and linkages with the existing women's organizations or community watch groups dedicated to addressing SGBV and peace will help immensely in sustainable programming.	Accepted	Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Humanitarian action, Climate change, Engaging men and boys	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Knowledge management	Effectiveness, Sustainability, Gender equality
End of Program Evaluation: LEAP III Programme on Strengthening protection of women and girls from the disproportionate and adverse gendered impacts of drought and famine in Somalia	Programme Evaluation	East and Southern Africa	Somalia	2024	Very Good	Improve access to justice and legal protection for survivors of SGBV, including strengthening legal ...	Establish mechanisms to ensure that survivors of SGBV have access to justice and legal protection. This includes strengthening the capacity of local law enforcement agencies to handle SGBV cases sensitively, providing legal aid services to survivors, and raising awareness about their rights and available legal remedies. Empowering survivors to seek justice not only holds perpetrators accountable but also sends a strong message against impunity.	UN Women will integrate GBV prevention and response including capacity development of relevant CSOs and other organizations into the projects on WEE and LEAP moving forward. In addition, the office will also leverage on the WPP Joint Program initiatives of establishment of 17 women networks, early warning systems and advocacy experiences.	Accepted	Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Humanitarian action, Engaging men and boys	Capacity development, National ownership, Knowledge management	Effectiveness, Sustainability, Gender equality
The Empowering Women and Girls for Enhanced Gender-Based Violence Prevention and Response in Borno and Yobe States, Northeast Nigeria	Programme Evaluation	West and Central Africa	Nigeria	2024	Good	Ensure consultation with critical stakeholders at the project design stage (Finding 5).	For instance, future projects of this nature will benefit from consultations with key MDAs such as the Nigerian Education Research and Development Council (NERDC), the Universal Basic Education Commission (UBEC) and the Federal Ministry of Education (FME) at the design stage	In future proposal developments with an education component, the stated actions will be implemented.	Partially Accepted	Not applicable	Operational activities	National ownership	Relevance
The Empowering Women and Girls for Enhanced Gender-Based Violence Prevention and Response in Borno and Yobe States, Northeast Nigeria	Programme Evaluation	West and Central Africa	Nigeria	2024	Good	Undertake a risk assessment at the project design stage.	Risk assessment and mitigation measures should be addressed at the design stage of similar projects in the future (Finding 19).	Accepted	Partially Accepted	Not applicable	Not applicable	Not applicable	Efficiency
The Empowering Women and Girls for Enhanced Gender-Based Violence Prevention and Response in Borno and Yobe States, Northeast Nigeria	Programme Evaluation	West and Central Africa	Nigeria	2024	Good	Strike the right balance between target outputs and time of delivery. In other words, avoid imbalanc...	Project managers must recognize the fact that duration matters for effective delivery of project to enhance GBV prevention and response and should therefore devote adequate attention to minimize operational delays arising from contracting and other operational requirements before project inception. Inadequacy of time has been bemoaned as a key factor for missing out some key components of the interventions that could have led to better results (Findings 11 and 14). The programmatic priorities in an emergency humanitarian intervention may not necessarily be a lengthy period of delivery of outputs but there must be correspondence between the number of outputs, volume of activities and adequacy of time to deliver.	UN Women has adopted a system-wide approach and has developed a fast-track policy procedure to reduce delays in recruiting responsible partners for project implementation.	Partially Accepted	Not applicable	Operational activities	Not applicable	Effectiveness, Efficiency
The Empowering Women and Girls for Enhanced Gender-Based Violence Prevention and Response in Borno and Yobe States, Northeast Nigeria	Programme Evaluation	West and Central Africa	Nigeria	2024	Good	Ensure better focus on project activities.	There should be better focus of activities on project objectives and results framework (Finding 15)	Rejected. All project designs are streamlined to clearly focus on the expected outcome, and there is adequate linkage between the activities, outputs, and outcomes.	Rejected	Not applicable	Operational activities	Not applicable	Efficiency
The Empowering Women and Girls for Enhanced Gender-Based Violence Prevention and Response in Borno and Yobe States, Northeast Nigeria	Programme Evaluation	West and Central Africa	Nigeria	2024	Good	Maintain better consistency between resource allocation and target outputs.	In view of the challenges observed in project staffing in the context of output targets, the evaluator recommends that designers and implementers of a future project should ensure better allocation of human and financial resources so that allocated funds are better aligned to the desired results for improved efficiency (Finding 15). Adequacy of staff for project management is also highly recommended.	Partially accepted. UN Women Nigeria leadership has initiated a process that ensures that the number of staff is proportionate to project implementation. This includes ensuring appropriate staff costs are included in all new project designs.	Partially Accepted	Not applicable	Operational activities	Not applicable	Efficiency
The Empowering Women and Girls for Enhanced Gender-Based Violence Prevention and Response in Borno and Yobe States, Northeast Nigeria	Programme Evaluation	West and Central Africa	Nigeria	2024	Good	Organize a pre-inception exchange of information for better understanding of project objectives, res...	In the future, UN Women should have a pre-inception workshop for the IPs to explain everything about the project. Discussion should include main activities, risks and mitigation, an implementation plan, and early things to be put in place for approval (Finding 15).	Rejected. No action is required as there was an inception meeting held with IPs to discuss project objectives and deliverables	Rejected	Not applicable	Operational activities	Not applicable	Efficiency
The Empowering Women and Girls for Enhanced Gender-Based Violence Prevention and Response in Borno and Yobe States, Northeast Nigeria	Programme Evaluation	West and Central Africa	Nigeria	2024	Good	Define roles and responsibilities in the MoUs between MDAs and the project and provide institutional...	Such guidelines must include appropriate maintenance plan for project facilities and assets. For instance, to enhance sustainability of the gains of the project, maintenance of the ICT centres and other facilities provided by the project must be taken into consideration. For future projects school improvement plan should be incorporated into the partnership agreement between relevant MDAs and the projects. Specifically, there must be agreement and commitment on the part of the MDAs that the maintenance of the facilities and equipment provided should be part of their roles and responsibilities (Finding 27).	Accepted.	Accepted	Not applicable	Operational activities	Not applicable	Sustainability
The Empowering Women and Girls for Enhanced Gender-Based Violence Prevention and Response in Borno and Yobe States, Northeast Nigeria	Programme Evaluation	West and Central Africa	Nigeria	2024	Good	Expand the curriculum of the second chance education services.	In similar projects in the future, access to emergency education should transcend literacy; a component on numeracy should be included. English language should also be included in the content of the nonformal education course instead of Hausa language alone (Finding 12).	In similar projects in the future access to emergency education should transcend literacy; a component on numeracy should be included. English language should also be included in the content of the nonformal education course instead of Hausa language alone (Finding 12).	Accepted	Not applicable	Operational activities	Not applicable	Effectiveness
The Empowering Women and Girls for Enhanced Gender-Based Violence Prevention and Response in Borno and Yobe States, Northeast Nigeria	Programme Evaluation	West and Central Africa	Nigeria	2024	Good	Limit adaptive business skills acquisition training to businesses that can ensure livelihood improve...	In this regard the need to balance project constraints with the effectiveness of the skill acquisition training program is strongly recommended. In future projects, this could involve reevaluating the training duration for different vocations to better meet the needs of the beneficiaries while considering the overall project timeline.	Partially Accepted	Partially Accepted	Not applicable	Operational activities	Not applicable	Effectiveness
The Empowering Women and Girls for Enhanced Gender-Based Violence Prevention and Response in Borno and Yobe States, Northeast Nigeria	Programme Evaluation	West and Central Africa	Nigeria	2024	Good	Issue certificates of participation to WLO training beneficiaries and the beneficiaries of the 6-mon...	Issue certificates of participation to WLO training beneficiaries and the beneficiaries of the 6-month nonformal education course (Finding 12, 30).	Accepted	Accepted	Not applicable	Operational activities	Not applicable	Effectiveness
The Empowering Women and Girls for Enhanced Gender-Based Violence Prevention and Response in Borno and Yobe States, Northeast Nigeria	Programme Evaluation	West and Central Africa	Nigeria	2024	Good	Monitor interventions on a proactive basis to strengthen ownership and sustainability.	In future projects of this nature, MDAs should take the initiative to proactively monitor interventions, not only to track progress and accountability but also to enable them plan ahead for resources to take-over maintenance of assets and facilities at the closure of the project and to integrate lessons and successes into government development actions for necessary upscaling. Donor partners should assist such initiative with reasonable funding	Partially accepted.	Accepted	Not applicable	Normative Support	Not applicable	Sustainability
The Empowering Women and Girls for Enhanced Gender-Based Violence Prevention and Response in Borno and Yobe States, Northeast Nigeria	Programme Evaluation	West and Central Africa	Nigeria	2024	Good	Nurture beneficiaries’ interest in business skills to improve sustainability and strengthen projec...	The evaluation findings suggest that there were systemic challenges that affected the sustainability of the beneficiaries' businesses (Findings 22 and 28). This indicates the advisability to address the root causes of business instability as a crucial factor in achieving lasting impact of a project of this nature in future. In this regard, a more comprehensive approach to project design and support may be necessary to ensure that beneficiaries can maintain their livelihoods successfully over the long term.	Accepted	Accepted	Not applicable	Not applicable	Not applicable	Sustainability
The Empowering Women and Girls for Enhanced Gender-Based Violence Prevention and Response in Borno and Yobe States, Northeast Nigeria	Programme Evaluation	West and Central Africa	Nigeria	2024	Good	Minimize operational delays to improve efficiency.	Streamlining the operationalization process to minimize delays in future projects is highly recommended. This could involve better planning, more efficient contracting processes, and improved coordination among project stakeholders to ensure that projects can begin promptly and maximize the allocated project duration for effective GBV prevention and response. This is important because taking cognizance of the essence of timeliness and operational efficiency is crucial for achieving project goals.	Partially Accepted	Partially Accepted	Not applicable	Not applicable	Not applicable	Sustainability
The Advanced Women Political Empowerment (WPE) Program	Programme Evaluation	West and Central Africa	Nigeria	2024	Very Good	UN Women should also consider engaging more stakeholders at the conceptualization and design stage o...		UN Women fully accepts this recommendations and notes that stakeholder consultation is not only critical for buy-in but also for addressing key concerns of program beneficiaries. However, it should be noted that UN Women consulted with some relevant actors from civil society and government agencies at the level of program design, their suggestions and recommendations were integrated into the proposal. Further, UN Women organized consultative meetings before commencement of implementation with different stakeholders from across women politicians, CSOs, the government and academia to secure buy-in for activity implementation. Recommendations from these consultations greatly informed the activity implementation design and workplan. For subsequent projects, UN Women will organize more robust consultations at the conceptualization stage.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership	National ownership	Relevance
The Advanced Women Political Empowerment (WPE) Program	Programme Evaluation	West and Central Africa	Nigeria	2024	Very Good	Increase the tempo of implementation of post-election activities across the intervention states by e...	This project was designed based on the electoral cycle approach which implies that activity implementation will cover pre-election, during, and post-election phases. While the evaluation found that post-election activities are very limited, it is important to consider increasing the tempo of implementation of post-election activities to achieve the project outputs	UN Women partially accepts this recommendation and notes that project activities were planned and being implemented across the electoral cycle. However, intensity of activities cannot be the same as during elections because the focus of engagement differs. While the elections period is heavy with a flurry of activities, ranging from voter registration, elections campaigns etc., activities are planned to align with INEC election timetable. The focus of engagement after the elections takes a different turn as some activities might no longer be relevant. Additionally, following the elections, the project team had to take a pause to reflect, document lessons on the pre-election and elections activities to guide post-election interventions. Moreover, the 2022 annual report clearly indicates activities planned for the post-election period with a heavy focus on working with the federal and state parliaments. The delay in constituting leaderships and committees in parliament equally delayed implementation of planned post-election activities. The evaluation report fails to reflect this implementation challenge.	Partially Accepted	Not applicable	Operational activities	Not applicable	Effectiveness
The Advanced Women Political Empowerment (WPE) Program	Programme Evaluation	West and Central Africa	Nigeria	2024	Very Good	Ensure that the established Women Resource centers are adequately utilized.	The project established resource centers in FCT, Calabar, and Borno states. However, the evaluation found that they are underutilized due to low awareness of the centers and a lack of planned activities for the centers.	Un Women takes note of this recommendation. The Resource Centers were established to provide access to resources such as internet facilities, and research to support women's political careers. Findings from the evaluation have highlighted the need to scale up campaigns to create wider visibility for the Resource Centers to enable as many women as possible to gain access, particularly vulnerable women, including young women and women living with disabilities. UN Women has since engaged MBNCWD and strategized on how to popularize the resource centers, which includes developing an awareness campaign.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Oversight/governance	Sustainability
The Advanced Women Political Empowerment (WPE) Program	Programme Evaluation	West and Central Africa	Nigeria	2024	Very Good	Consider making changes to the project activity reporting system.	Rejected. The project team adopted annual reporting of project progress. So far, only one annual report for 2022 was available, while all other progress that the project may have made in 2023 was not captured due to the annual reporting systems adopted. This evaluation recommends that the project adopt a quarterly reporting system to avoid underreporting of project progress	Rejected. UN Women's position is that based on the provisions of the Grant Agreement with the Global Affairs Canada, an annual report is produced and submitted. However, to keep the door informed and to also ensure the team keeps track of implementation, UN Women provides a quarterly report to the donor. These quarterly reports were made available during the evaluation. Although the quarterly reporting template is not as comprehensive as the annual reporting template, it still provides all the required information and progress made on each result area and indicator.	Rejected	Leadership and participation in governance systems (SP 2018-2021)	Culture of results/RBM	Evidence, Data and statistics	Effectiveness, Impact
The Advanced Women Political Empowerment (WPE) Program	Programme Evaluation	West and Central Africa	Nigeria	2024	Very Good	Recruitment of staff to support project implementation.	The evaluation found that the planned number of staff for project implementation based on the project design was not complete at mid-term. UN Women should put measures in place to ensure that all relevant staff are available to support project implementation.	At the time of evaluation, most positions were filled by UN Women except the SB3 position, because the staff who had initially occupied the position resigned. Nevertheless, the recruitment for a replacement was well underway as at the time of evaluation and has now been occupied following the conclusion of the recruitment process. Additionally, a staff was was temporarily deployed to fill in the gap. This information was made available to the evaluator. Despite the delay in onboarding some of the positions, especially recruitment of a substantive P4 position, the UN Women took measures to fill in the gap by having the Regional Advisor on WPP to step in. This recommendation implies that there existed a significant gap in staffing, and undermines efforts made by UN Women to ensure adequate staffing as indicated in the project design.	Partially Accepted	Leadership and participation in governance systems (SP 2018-2021)	Organizational efficiency	Not applicable	Effectiveness, Efficiency
The Advanced Women Political Empowerment (WPE) Program	Programme Evaluation	West and Central Africa	Nigeria	2024	Very Good	Consider awarding new contracts in phase 2 of the project for the airing of radio programmes on Wome...	Radio programmes are effective not only in informing people but also in creating awareness regarding many social issues including WPP. The project team was strategic in engaging Women Radio as IP but it has not leveraged the comparative advantages of radio programmes in informing people and creating awareness. Hence it is recommended that new contract should be made awarded for airing of radio programmes on WPP.	UN Women recognizes the importance of mass media in shaping opinions and awareness creation. Which is why significant investments were made to engage women radio to engage with the media. Contrary to the assertion that the project team has not leveraged radio programs to create awareness, UN Women through its implementing partners deployed the use of radio to create awareness, radio jingles, vox pops, live radio broadcasts of programs were all implemented to create awareness on WPP and mobilize support for women's leadership ahead of the 2023 general elections. UN Women takes note of the recommendation to award a new contract for media engagement to sustain radio programming.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership	Advocacy	Effectiveness, Efficiency
The Advanced Women Political Empowerment (WPE) Program	Programme Evaluation	West and Central Africa	Nigeria	2024	Very Good	UN Women should consider sustaining the coordination among partners supporting the implementation of...	The evaluation found that the project is coherent with several projects by other partners related to WPP. However, the evaluation believes that this should be sustained to continuously build synergy with other projects being implemented at the national and state levels	UN Women fully accepts this recommendation. UN Women had established the Women's Political Participation Partners’ Working Group to support coordination amongst donors, development partners and CSOs working to promote women political empowerment to avoid duplication of efforts and to build synergy. While the working group has been able to achieve some strides around coordination, there are some challenges in coordinating the group. There is a need to expand the group to bring in more organizations to be part of the working group and further strengthen the structure and to enhance the operations of the working group at state level	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership	Knowledge management, Evidence, Data and statistics	Effectiveness, Efficiency
The Advanced Women Political Empowerment (WPE) Program	Programme Evaluation	West and Central Africa	Nigeria	2024	Very Good	Provide better disability inclusion.	Adequate provisions should be made for PWD such as the provision of braille for blind participants and provision of interpreters for persons with hearing impairments	UN Women is committed to the principle of leaving no one behind in its programming. Although efforts have been made to include persons living with disability in project activities, the response and participation has been low. UN Women will be more intentional in reaching out to women living with disabilities who face multiple intersecting discrimination, first by being female and living with disability. UN Women will reach out to the network of women living with disability to be part of programming and ensure women in politics living with disability are able to access the resource centers and are enabled.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Promoting inclusiveness/Leaving no one behind	Human Rights
Rwanda Country Portfolio Evaluation 2019-24	Country-level Evaluation	East and Southern Africa	Rwanda	2024	Very Good	Develop longer-term, more strategic partnerships aligned to the new Strategic Note objectives and ti...		Management acknowledges the importance of cultivating longer-term, strategic partnerships in alignment with the objectives of the new Strategic Note. As part of its implementation, the Rwanda CO will prioritize identifying strategic partners that enable the delivery of high-value programs, while also shifting away from short-term projects with temporary staff by securing qualified personnel on longer-term contracts, strengthening RBM and M&E training, and prioritizing fewer but more strategic, long-term initiatives.	Accepted	Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership	Alignment with strategy, Capacity development, National ownership	Sustainability, Impact
Rwanda Country Portfolio Evaluation 2019-24	Country-level Evaluation	East and Southern Africa	Rwanda	2024	Very Good	Maximize comparative advantage by scaling up the Country Office’s convening role around gender equal...		Management recognises the need to strengthen its coordination role as a composite UN Women mandate as a key convenor and mobiliser in Rwanda in advancing gender equality and women’s empowerment that is reaffirmed by the decision of the CO to adopt a stand alone outcome on coordination and gender data to reduce duplication, promote collaboration, and optimize resources within the UN system and among key GEWE stakeholders. It will continue coordinating the Gender Theme Group (GTG) and Development Partners Informal Gender Group for joint advocacy and programming, engage civil society through CSAG, and support the private sector in mainstreaming GEWE. In so doing, the CO will bring stakeholders together, and drive the adoption and implementation of gender-responsive policies and practices leveraging on their expertise, capacities, and advocacy related contributions. The CO will also enhance its role as knowledge broker building on evidence and lessons generated from assessments and evaluations conducted during the implementation of the last SN and other cutting edge knowledge products as an essential strategy for nurturing and sustaining partnership for GEWE.	Accepted	Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination	Alignment with strategy, Promoting inclusiveness/Leaving no one behind, Advocacy	Relevance, Sustainability, Impact, Human Rights, Gender equality
Rwanda Country Portfolio Evaluation 2019-24	Country-level Evaluation	East and Southern Africa	Rwanda	2024	Very Good	Build on the strong capabilities of the Country Office team and systems by further strengthening res...		Management is committed to enhancing the Country Office’s effectiveness by strengthening resource mobilization, optimizing management structures, and improving key systems in line with its partnership, communication and visibility plan which will accompany the CO SN 2025-2029. By strategically leveraging its convening power, the Country Office will actively engage a mix of financial and non-financial partners across government, international organizations, and the private sector to secure funding and strategic alliances for GEWE initiatives. The CO will advocate stronger partnerships within the Government, DPs and UNCT platforms for stronger integration of UN Women’s priorities into pooled funds like the MPTF, Basket Funds, and sector-based joint programmes. Partnerships with the private sector will be leveraged to secure greater financing for GEWE, supported by data from academia and the collective voices of youth and CSOs demanding accountability for GEWE. Management is fully committed to strengthening the CO's partnership capacity including through dedicated learning sessions as well as the creation of dedicated role and beefing up its communication functions to ensure that partnership related priorities are carried out systematically and effectively for sustainable results.	Accepted	Not applicable	Partnership, Operational activities, Organizational efficiency	Capacity development, Promoting inclusiveness/Leaving no one behind, Knowledge management, Internal coordination and communication, Resource mobilization	Efficiency, Relevance, Sustainability, Impact, Gender equality
Rwanda Country Portfolio Evaluation 2019-24	Country-level Evaluation	East and Southern Africa	Rwanda	2024	Very Good	Strengthen the relevance and sustainability of the Country Office’s work by consolidating and focusi...		The CO will prioritize high level upstream interventions leveraging on partnerships including through advocacy for gender responsive budgeting and multi-sectoral partnerships that principally foster robust engagement of GEWE advocates, women-led CSOs, men and boys, among others. It will continue leverage UN Women's internal expertise and contributions of strategic partners such as academic and research institutions to build and strengthen national data collection and use to inform policies and scalable programs. The CO will also provide capacity development support to the Government of Rwanda and other key stakeholders as a key offer to strengthen an institutionalized approach to enhancing accountability for results. Additionally, it will support the documentation of best practices and lessons learned to promote knowledge sharing and inform evidence-based policymaking and programming. In doing so, the CO will leverage its triple mandate to drive the implementation of the UN Women Strategic Note and gender equality accelerators to ensuring a transformative impacts at scale.	Accepted	Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, Normative Support, Culture of results/RBM, Urban agenda (safe cities and safe public spaces), Climate change, Agriculture, Youth engagement, Engaging men and boys	Alignment with strategy, Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Resource mobilization	Relevance, Sustainability, Impact, Gender equality
UN Women Syria Programme, Phase II Evaluation	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2024	Very Good	Reconstruct the Syria Programme’s theory of change for Phase III to reflect an intentional approach ...		Two actions have been taken as a follow up to this recommendation: 1. The Syrian Women’s Status Report in which men and women have bene consulted in order to ensure that a gender-inclusive perspective reflective of both men's and women's concerns feeds into the team’s conflict analysis and helps UNW to revise it’s ToC for Syria 2. UNW’s Syria programme has made an effort to ensure that men and diverse communities are engaged in our implementation - we have been including men from diverse socio-economic and geographic backgrounds, for example our 2023 civil society grant partner project includes men and religious leaders as consultation and dialogue participants. A more intentional strategy on women's economic empowerment will be incorporated in Phase IV of the Syria Programme.	Accepted	Peace and security (SPs before 2018)	UN Coordination	Promoting inclusiveness/Leaving no one behind	Effectiveness
UN Women Syria Programme, Phase II Evaluation	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2024	Very Good	UN Women should take a strategic decision about Syria UNCT membership and whether and how to establi...		The programme has developed an option paper in Q4 2023 that outlines its analysis and recommendations regarding UN Women’s potential membership in the Syria UNCT and establishing a presence in Syria. This paper, which has been communicated to HQ and the Regional Office for higher-level consideration, provides a forward-looking engagement strategy aimed at enhancing UN Women’s strategic position within Syria and supporting greater engagement across both non-government and government-held areas. It is recommended that the programme be involved in all related conversations to ensure its perspectives and insights contribute to the decision-making process, thereby aligning UN Women’s position and presence with the interests of key stakeholders.	Accepted	Peace and security (SPs before 2018)	UN Coordination	Alignment with strategy	Effectiveness
UN Women Syria Programme, Phase II Evaluation	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2024	Very Good	Clarify a vision and strategy on the Syria Programme’s coordination work exploring the possibility o...		The team is currently focused on developing a more intentional strategy for the Syria Programme’s coordination work, exploring the potential to establish a formal "whole of Syria" women, peace, and security coordination mechanism and to extend its policy influence for stronger gender mainstreaming in Syria. To achieve this, the programme is actively scouting various approaches and coordination structures on WPS that are already in place to better identify UN Women's unique added value and strategic importance. At this stage, the coordination pillar of the programme is primarily centered on inter-agency work and supporting gender inclusion in mechanisms that extend beyond the existing pillars, such as ongoing collaboration with the IIMP.	Accepted	Peace and security (SPs before 2018)	UN Coordination	Promoting inclusiveness/Leaving no one behind	Relevance
UN Women Syria Programme, Phase II Evaluation	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2024	Very Good	Build on the success and profile of the WAB, ensuring that the rotation of members broadens represen...		The rotation of WAB members has been successfully completed, with concerted efforts from both our team and the OSE to ensure greater representation and diversity. As a result, the WAB continues to be the most diverse and representative body within the framework of UNSC 2254. Engagement with other mechanisms, such as the Astana Guarantors, is highly context-dependent, particularly given the current regional escalation, which has complicated direct outreach. Any future expansion or branching out of WAB’s engagement should be strictly guided by the principles outlined in UNSC 2254.	Accepted	Peace and security (SPs before 2018)	Partnership	Alignment with strategy	Effectiveness, Relevance
UN Women Syria Programme, Phase II Evaluation	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2024	Very Good	The programme should continue to strengthen a shared vision for civil society engagement and facilit...		Between 2018 and 2024, the programme has gained extensive lessons learned in civil society engagement, supporting a total of 64 organizations and reaching over 2,000 women actively involved in civil society. This experience has provided the programme with a deep understanding of the complexities and needs on the ground. Furthermore, through numerous consultations, the programme has enriched its strategic focus, identifying areas and gaps such as the importance of working with conservative communities to promote women's inclusion in political and peacebuilding efforts. Moving forward, the programme is committed to making greater efforts to include persons with disabilities (PwD) in its implementation, ensuring that disability inclusion is mainstreamed across partners' logical frameworks and integrated into the Strategic Note of the programme. The programme highly values this engagement and will continue to design adaptive cooperation and partnerships with CSOs, facilitated through consultations, convenings, and other collaborative approaches to ensure diverse women's voices are represented and supported in Syria's journey toward gender equality.	Accepted	Peace and security (SPs before 2018)	Partnership	Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness
UN Women Syria Programme, Phase II Evaluation	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2024	Very Good	The Syria programme should develop a knowledge management and learning strategy, and institutionaliz...		The Syria team has initiated the recruitment process to onboard a communications specialist to capture and effectively visualise the achievements and disseminate the knowledge production undertaken by the Syria team to UN Women colleagues and relevant external stakeholders. The communications consultant will also develop a communications strategy for the programme, keeping in mind the specific confidentiality and visibility constraints of UN Women’s Syria Programme. Due to the security and safety concerns faced by its local partners and stakeholders, UN Women has a duty of care to ensure that its communications efforts do not unnecessarily endanger the lives of its partners in Syria. Therefore, after careful internal deliberation over 2024 about appropriate communication options, a communications consultant is being recruited to implement a more intentional and focused communications approach for the Syria programme.	Accepted	Peace and security (SPs before 2018)	Culture of results/RBM	Knowledge management	Efficiency, Relevance
UN Women Syria Programme, Phase II Evaluation	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2024	Very Good	Strengthen its monitoring framework and tools to capture transformative changes. The monitoring syst...		Strengthening the monitoring framework and tools to capture transformative changes presents unique challenges, particularly in peace processes. The programme's theory of change is strongly linked to developments in the political process, making it inherently complex to measure and report on progress. Traditional monitoring and evaluation frameworks are often ill-suited to capture the nuanced, long-term impacts of peacebuilding efforts, as they are generally designed for more linear development outcomes. To address this, the programme will make further efforts to develop MEAL (Monitoring, Evaluation, Accountability, and Learning) frameworks that are flexible and adapted from the peacebuilding sphere, rather than the more restrictive development-focused frameworks. These peace-oriented tools should include mechanisms for systematic verification and validation of data reported by implementing partners to ensure accuracy, while also capturing the subtle shifts and incremental changes characteristic of transformative peacebuilding processes. To that end, the programme will solicitate the support and expertise from UN Women HQ The Syria Programme has committed to revisiting its results monitoring and reporting framework in order to better capture the nuances and breadth of its work in Syria. This will be done in collaboration with PSMU and the RBM units, and will be completed in early 2025 during the Syria Programme Strategy retreat.	Accepted	Peace and security (SPs before 2018)	Culture of results/RBM	Evidence, Data and statistics	Efficiency
Corporate Thematic Evaluation of UN Women’s Support to Women’s Political Participation: Insights from the Field	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2024	Very Good	Recommendation 1 UN-Women should continue to address key barriers to women’s political participation...	UN-Women should continue to address key barriers to women’s political participation, while including a focus on persistent constraints and forms of backlash such as violence against women in politics	MANAGEMENT RESPONSE UN-Women welcomes the recommendation to continue addressing key longstanding barriers to women’s political participation, while focusing on backlash and violence against women in politics, noting this was a key priority in the Strategic Plan 2018-2021. This work supports intergovernmental and UN coordination mandates, but notably prioritizes our operation mandate through country offices’ programmes to mitigate VAWP through advocating for legislative and policy reforms; research and data collection; support for monitoring and prevention; capacity-building of women in politics and national partners including in the security sector and the judiciary; advocacy with women’s organizations; and strengthening complaints and reporting mechanisms. These initiatives continue to be prioritized under outcome 5 of the current Strategic Plan 2022-2025 and are foundational in the framework in Gender Equality Accelerator 1. UN-Women will continue expanding comparative prevalence data on VAWP through tailored surveys at national level, ensuring consistency with existing international statistical guidelines to build a global repository of statistically reliable and comparable data. UN-Women is also preparing relevant guidance, including on National Gender Observatories and VAWP monitoring, which will aid Regional and Country Offices, other UN agencies, and development partners in addressing this issue. UN-Women has led UN system-wide coordination and awareness-raising among senior UN leadership about the impacts of VAWP, successfully advocating for the adoption of UN System Key Messages on VAWP endorsed in the Secretary-General’s Executive Committee. UN-Women will continue to advocate for use of the Key Messages on VAWP by senior UN officials with national partners at country level, as well as more closely within UN-Women through global advocacy, corporate messaging and communications materials. In response to ongoing the backlash, in 2024 and beyond, UN-Women is prioritizing combatting technology facilitated gender-based violence, with coordinated action between WPP and Ending Violence against Women teams, with the aim of strengthening partnerships with relevant organizations to advocate on the issue and develop comprehensive programme responses, including online training programmes such as Social Media Self Defence trainings. Some regional offices are preparing e-training modules on cyber-security and online safety for women in public life including women activists, human rights defenders, and journalists. UN-Women will also strengthen capacity building of women leaders to address enduring challenges they face in their political roles. Building the successful candidate training manual which was widely rolled out at country level in all regions in the evaluation period under review, UN-Women is developing a new complementary curriculum to help capacitate and empower newly women leaders including to address VAWP and TFGBV.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Normative Support, Operational activities	Alignment with strategy, Capacity development, Promoting inclusiveness/Leaving no one behind, Knowledge management	Relevance, Impact, Human Rights, Gender equality
Corporate Thematic Evaluation of UN Women’s Support to Women’s Political Participation: Insights from the Field	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2024	Very Good	Recommendation 2 UN-Women should strengthen its advocacy and convening role by providing further gui...	UN-Women should strengthen its advocacy and convening role by providing further guidance on navigating and communicating with diverse coalitions of partners in support of women’s political participation.	UN-Women agrees with this recommendation and the need to strengthen advocacy and communications with diverse partners in support of women’s political participation. While noting that UN-Women does already work with range of stakeholders at country and regional level, there is scope to strengthen advocacy with a broader range of partners, such as multi-party international foundations, parliamentary groups, local governments and associations, youth and disabled groups, and political parties and political party registrars, as appropriate. UN-Women’s recently launched programme within the European Union’s Women and Youth in Democracy Initiative (WYDE) will also help foster networks among diverse women leaders, feminists, and young women in response to this recommendation. The programme will support the implementation of the Gender Equality Forum (GEF) Action Coalition on Feminist Movements and Leadership (AC6), through financial support to young women’s organizations and feminist networks, and enhance synergies between women’s rights movements, member states, decision-makers, the international community, the media, and other key actors to strengthen coalition building, advocacy, and campaigning to promote WPP. To support advocacy for a key normative priority - the new CEDAW General Recommendation No 40 focused on parity between women and men in decision making systems - to be adopted in October 2024, and the implementation of the WYDE Programme, UN-Women will develop communications and advocacy plans that will serve to inform policy-oriented advocacy, UN programming at regional and country levels and support donor outreach and UN coordination.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Partnership, Normative Support, Operational activities, Culture of results/RBM	Capacity development, Advocacy, South-South cooperation	Human Rights, Gender equality
Corporate Thematic Evaluation of UN Women’s Support to Women’s Political Participation: Insights from the Field	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2024	Very Good	Recommendation 3 UN-Women should aim to develop strategic and long-term programmes to support women’...	UN-Women should aim to develop strategic and long-term programmes to support women’s political participation at the country level.	UN-Women agrees with the recommendation that country offices would benefit from longer-term, strategic planning beyond election cycles, while noting that UN-Women’s strategic plan 2018-2021 provided the framework for country offices to develop multi-year programmes on WPP through their Strategic Notes. Additionally, the roll out of the Flagship Programme Initiative on WPP (FPI 1) encouraged country offices to design multi-stakeholder, multi-year programmes to achieve sustainable changes at scale. It is important to note that in many instances, country offices, often with limited staff resources, were better able to capitalize on opportunistic non-core funding/multi-donor basket funds that are established to support UN joint programming ahead of electoral processes in the short term, notably through UNDP and the Peace Building Fund , which may have supported the perception that COs’ programmes are mostly focused on the short-term election cycle. Following good practices related to the FPI implementation, the subsequent Gender Equality Accelerator 1 on WPP serves as the corporate planning tool for resource mobilization, with its four outcome areas based on the need for longer term programming approaches. To strengthen UN-Women’s coordination role on gender mainstreaming across UN programming on political participation, UN-Women will identify good practices at country level, such as dedicated gender theme groups, elections working groups, electoral needs assessments and integration of gender mainstreaming in UNCT planning documents on governance; and disseminate through regional and global COPs and peer to peer exchanges for replication at country level.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Operational activities, Culture of results/RBM, Organizational efficiency	Alignment with strategy, Resource mobilization	Human Rights, Gender equality
Corporate Thematic Evaluation of UN Women’s Support to Women’s Political Participation: Insights from the Field	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2024	Very Good	Recommendation 4 UN-Women should strengthen guidance on effectively mainstreaming considerations of ...	UN-Women should strengthen guidance on effectively mainstreaming considerations of leave no one behind into women’s political participation, particularly as programmes scale and work with new partnerships for social norms change.	UN-Women agrees with this recommendation and the need to strengthen guidance to effectively mainstream leave no one behind considerations into WPP programming, while observing the centrality of LNOB principles in the previous and current strategic plans and GEA 1, providing the basis for programme and monitoring support to women in all their diversity. To address this recommendation, UN-Women will identify and codify good practices and lessons learned on effective programming integrating intersectionality and LNOB principles to assist country offices with evidence-based guidance to advance their work in this area. Regarding incorporation of LNOB principles in training initiatives, UN-Women has produced an addendum to its Political Leadership and Campaign Curriculum manual to include a ‘companion guide for inclusive training,’ providing guidance on building the campaign skills of women with disabilities, LGBTIQ, young and older women, rural and Indigenous women, mothers and single women, and women belonging to national or ethnic, religious and linguistic minorities. UN-Women will strengthen implementation of the guidance offered on planning inclusive training events, as well as candidate-specific guidance on running an inclusive campaign, at country level. The principles contained in the guide are easily adaptable to inform country programmes and advocacy initiatives. Some regions have developed dedicated training tools for youth, men and women with disabilities, and these initiatives will be shared among regions through the global COP. Regarding social norms change, the Gender Equality Accelerator on WPP includes a dedicated outcome 3: “Both men and women adopt attitudes, norms and practices that advance gender equality and promote the perception of women as legitimate and effective political leaders,” aligned with the Strategic Plan (2022-2025) systemic Outcome 3, and which provides the corporate framework to transform harmful stereotypes and discriminatory norms against women and girls across sectors. As part of the design of the new WYDE global programme on WPP, a key activity will be the development of a common global definition and understanding of harmful social norms and manifestations that hamper women’s political participation and identify key levers to mitigate them. This will include convening expert meetings and structured dialogues to define the specific social norms hampering WPP to frame the overall programming efforts, training tools and development of guidance for different stakeholders at regional and country level.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Partnership, Operational activities, Organizational efficiency, Youth engagement, Engaging men and boys	Alignment with strategy, Capacity development, Promoting inclusiveness/Leaving no one behind, Knowledge management, Resource mobilization	Human Rights, Gender equality
Corporate Thematic Evaluation of UN Women’s Support to Women’s Political Participation: Insights from the Field	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2024	Very Good	Recommendation 5 UN-Women should enhance measurement of key results on women’s political participati...	UN-Women should enhance measurement of key results on women’s political participation to better contextualize and demonstrate the impact of its work at country level.	UN-Women agrees with this recommendation and the need to enhance measurement of key results on women’s political participation to better contextualize and demonstrate the impact of its work at country level. UN-Women has already started strengthening impact reporting as required by the Strategic Partnership Framework (SPF) global programme reporting requirements. This has included a fulsome review and reflection on impact level results, achievements and lessons learned over a 10-year period of implementation of the WPP programme, produced in a report. UN-Women will strongly encourage country and regional offices replication to showcase long-term results achieved and document lessons learned for sharing across regions and the organization, including though internal capacity building sessions. In terms of enhancing results reporting, the UN-Women Strategic Plan Mid Term Review process has afforded an opportunity to adjust Strategic Plan Output indicator 0.1.f to streamline measurement of enhanced capacities of national and local legislatures, ministries and electoral management bodies to design and implement strategies and policies that promote WPP. This will strengthen long-term monitoring on key areas highlighted by this evaluation.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Organizational efficiency	Oversight/governance, Capacity development, Knowledge management, Internal coordination and communication, Evidence, Data and statistics, Resource mobilization	Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality
Mid-Term Evaluation of the Enhancing Gender-Responsive Security Operations and Community Dialogue Project in Nigeria (Phase II)	Programme Evaluation	West and Central Africa	Nigeria	2025	Not Rated	The project team should expedite action to implement all the planned project activities to achieve a...		Delayed disbursement of project funds delayed project implementation. However, UN Women has already taken steps to accelerate implementation and improve financial delivery. Implementation was accelerated, and pending financial commitments were finalized before year-end 2024.	Partially Accepted	Not applicable	Operational activities	Not applicable	Effectiveness
Mid-Term Evaluation of the Enhancing Gender-Responsive Security Operations and Community Dialogue Project in Nigeria (Phase II)	Programme Evaluation	West and Central Africa	Nigeria	2025	Not Rated	There is a need for the project team to consider integrating a livelihood component into the project...		While the SSR project’s scope did not include livelihoods, the recommendation aligns with broader GEWE objectives and has been taken up in future programme design. For examples, livelihood component has been integrated into a concept note for the EU recently developed by the country office.	Accepted	Not applicable	Not applicable	Not applicable	Relevance, Impact
Mid-Term Evaluation of the Enhancing Gender-Responsive Security Operations and Community Dialogue Project in Nigeria (Phase II)	Programme Evaluation	West and Central Africa	Nigeria	2025	Not Rated	The UN Women project team should consider providing support and monitoring the implementation of the...		Gender policy review and alignment have been completed and UN Women will sustain technical support through future project frameworks.	Partially Accepted	Not applicable	Normative Support	Oversight/governance	Effectiveness, Sustainability
Mid-Term Evaluation of the Enhancing Gender-Responsive Security Operations and Community Dialogue Project in Nigeria (Phase II)	Programme Evaluation	West and Central Africa	Nigeria	2025	Not Rated	The project team should prioritize the provision of technical and logistics support for the passage ...		UN Women and NILDS are actively supporting the legislative process through technical inputs and advocacy efforts. For example, NILDS is currently following up with sponsors of the Bills, and providing technical support to accelerate the process.	Not applicable	Not applicable	Normative Support, Operational activities	Advocacy	Effectiveness, Relevance, Impact
Mid-Term Evaluation of the Enhancing Gender-Responsive Security Operations and Community Dialogue Project in Nigeria (Phase II)	Programme Evaluation	West and Central Africa	Nigeria	2025	Not Rated	The project team should consider putting measures in place to support the implementation of SAP when...		Implementation support is outside the current SSR II scope.	Rejected	Not applicable	Not applicable	Not applicable	Not applicable
Mid-Term Evaluation of the Enhancing Gender-Responsive Security Operations and Community Dialogue Project in Nigeria (Phase II)	Programme Evaluation	West and Central Africa	Nigeria	2025	Not Rated	UN Women project team should consider continuing to build the capacity of security actors, NASS, mem...		This action will be considered during the design of future project proposals and is subject to resource availability and new programming cycles.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Are We Getting There - A synthesis of UN system evaluations of SDG 5	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2024	Not Rated	test		will develop a strategy	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Capacity development	Relevance
Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Timor Leste	2024	Very Good	RECOMMENDATION 1 In line with UN Women’s shift to a programmatic approach, the Country Office shou...		The recommendation is well accepted, and TLCO is committed to aligning its vision and strategies with both the evolving priorities of Timor-Leste and UN Women's corporate mandate. UN Women Timor-Leste Country Office (TLCO) will initiate the development of its new SN 2026-2030 in 2025. The new SN will ensure a comprehensive Theory of Change (ToC) that will incorporate clear vision for the office for the next 5 years, while defining the strategies to achieve this vision. The ToC approach will be adopted at the Outcome levels as well to ensure that the office achieves outcome level changes.	Accepted	Peace and security (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Partnership, Normative Support, Operational activities	Alignment with strategy, Resource mobilization	Relevance, Sustainability, Impact
Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Timor Leste	2024	Very Good	RECOMMENDATION 2 The Country Office should prioritize its coordination mandate in Timor-Leste by es...		TLCO partially accepts this recommendation as TLCO has a well cemented coordination strategy in implementation as it heads the Gender Theme Group (GTG), Programme Management Team (PMT) and United Nations Communication Group (UNCG) and co-chairs the UNSDCF Results Group 5, which anchors the Gender Equality and Women Empowerment (GEWE) agenda. The office also leverages UNCT SWAP as a tool to push the GEWE withing the UN System. This is well reflected by the fact that Timor-Leste performs well on the SWAP scorecard with more than 60% indicators exceeding requirements in 2024 and has a fully functional GTG. The development of the new UNSDCF 2026-2030 will give TLCO an opportunity to further its coordination mandate by gender mainstreaming the whole process of the new UNSDCF planning and development. In line with this, TLCO is providing support to the process of drafting the new UNSDCF 2026- 2030. The TLCO will further strengthen its strategy for UN Coordination in the new SN. Each outcome area under the new SN will clearly define how the UN Coordination mandate will be leveraged to achieve that particular outcome. The development of the new SN will be done with inputs from the Resident Coordinator’s Office and other UN Agencies.	Partially Accepted	Global norms and standards (SPs before 2018)	UN Coordination	Alignment with strategy, Capacity development, Knowledge management	Effectiveness, Relevance, Sustainability
Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Timor Leste	2024	Very Good	RECOMMENDATIONS 3 To translate normative gains into tangible results, the Country Office should pivo...		This recommendation is partially accepted. TLCO has been focusing on piloting south-south models of women led development across its thematic pillars. The first ever registered women’s weavers’ alliance and the first ever women’s mediation network are reflective of this. In both these models’ advocacy has been an integral component of programming. The advocacy work of TLCO is embedded withing programming. and therefore, we do not see the need to pivot from advocacy to proof of concept and firmly see these as intertwined and interconnected strategies. Moving ahead, and working on this recommendation, the office will scale up the model of women’s alliances to showcase impact. The office will also focus on developing one flagship programme under each of its outcome area to ensure better strengthened programming. These flagship programme will respond to UN Women’s triple mandate and normative frameworks and shift focus from awareness campaigns to developing and piloting gender equality models with government and civil society partners, ensuring capacity-building and measurable progress indicators for scaling or adjustments.	Partially Accepted	Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Operational activities, Organizational efficiency	Internal coordination and communication	Effectiveness, Relevance, Sustainability
Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Timor Leste	2024	Very Good	RECOMMENDATIONS 4 The Country Office should adopt a comprehensive strategy for designing and impleme...		TLCO commits to continue incorporating an intersectional perspective in its programming, ensuring the inclusion, empowerment, and representation of marginalized groups, such as rural women, women with disabilities, and individuals with diverse SOGIESC. The TLCO has been traditionally working with the marginalised communities through different programmes, it has continuously worked with women from LGBTQIA+ community and women with disability. For example, the TLCO is the administrative lead agency for the UNPRPD joint programme focusing women with disabilities. Under this programme TLCO leads on inter-ministerial coordination and CSO coordination on strengthening the country’s Disability National Action Plan (DNAP) 2021-2030. On another note, TLCO is the lead agency to support the PRIDE March, year after year, while integrating LGBTQI people and organizations representing them in mainstream programming, including Spotlight phase 1 and 2. As for rural women, TLCO has supported the drafting and dissemination of both drafts of the Maubisse Declaration, which is a seminal policy dedicated to the empowerment of rural women. Most of TLCO’s programming is in the municipalities, with Dili being the only urban city in TL, this ensures that all programming is aimed at direct capacity building and mobilization of rural women. Moving ahead in the new SN will clearly identify target groups under each outcome and will integrate the LNOB principles across all its pillar of work. Additionally, the flagship programmes that the office will develop under its two thematic areas – Women’s Economic Empowerment (WEE) and Women’s Peace and Security (WPS) will each identify marginalised communities in it target group and will also draft strategy to engage with them meaningfully.	Accepted	Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, Operational activities, Youth engagement, Faith based	Promoting inclusiveness/Leaving no one behind	Relevance, Sustainability, Impact
Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Timor Leste	2024	Very Good	RECOMMENDATIONS 5 In consultation with civil society partners, the Country Office should establish a...		TLCO accepts the recommendation and is focused on strategizing and aligning its engagement with civil society, ensuring that marginalized groups benefit from UN Women’s initiatives and building stronger, inclusive partnerships. TLCO has been systematically building capacity of Civil Society Organisations (CSO) under the various programmes as implementing partner. Moving ahead the office will develop a CSO engagement strategy that will complement it new SN. The strategy will also take into account the recommendation 4. The strategy will be based on analysis of the existing landscape, priority areas and programme priorities of TLCO. It will also consider the LNOB principles and ensure effective engagement with most marginalised populations. The office, to streamline its capacity building efforts with the CSO partners, will develop a capacity building plan for the all the CSO partners that the office engages with.	Accepted	Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Operational activities	Oversight/governance, Capacity development, National ownership	Effectiveness, Relevance, Sustainability, Impact
Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Timor Leste	2024	Very Good	RECOMMENDATION 6 The Country Office should establish a resource mobilization and partnerships strat...		TLCO in the process of developing a resource mobilisation and partnership strategy. Country Office commits to develop a strategy to mobilize resources and build partnerships, focusing on securing funding to support priority programs and ensuring their sustainability.	Accepted	Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Organizational efficiency	Resource mobilization	Sustainability, Impact
Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Timor Leste	2024	Very Good	RECOMMENDATION 7 Strengthen the Country Office’s results based management approach to enhance overal...		The recommendation to enhance our results-based management approach is accepted. The Office is focused on strengthening its RBM framework by improving M&E systems to track outcomes and guide decision-making, invest in capacity building for our team and partners to ensure timely, accurate data collection and reporting, ultimately improving program impact and efficiency. Taking forward the recommendations the office has built in a national position of a M&E Analyst and the hiring is underway.	Accepted	Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Culture of results/RBM	Knowledge management, Internal coordination and communication	Sustainability, Impact
End of programme evaluation of the safe and prosperity districts projects (SPD 1 and 2) and the market economic recovery and inclusion projects (MERI 1 and 2) I)	Programme Evaluation	Asia and the Pacific	Papua New Guinea	2023	Good	Consolidate and build on the gains made to empower women vendors and improve infrastructure, mainten...	Consolidate and build on the gains made to empower women vendors and improve infrastructure, maintenance, operations and security in existing markets and expand the WEE Programme to more markets, positioning markets as business hubs for informal economy transition to formality and incorporating integrated and holistic approaches in design and implementation modalities.	PNGCO accepted all key actions recommended and included them in the Prodoc of the next phase of the WEE programme for which the Country Office is currently mobilizing resources. Therefore, the actual implementation of key actions 1 to 4 will initiate when resources will be available. Regarding Key action 5 (Adopt more integrated approaches internally in UN Women to optimize impact in markets and at community level), it was initiated in 2023 with GBV awareness activities performed jointly with the EVAW team and will be extended for the activities that share common grounds with other areas of PNGCO.	Accepted	Not applicable	Operational activities	Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality
End of programme evaluation of the safe and prosperity districts projects (SPD 1 and 2) and the market economic recovery and inclusion projects (MERI 1 and 2) I)	Programme Evaluation	Asia and the Pacific	Papua New Guinea	2023	Good	Improve the quality of UN Women’s capacity building interventions, expanding their reach to include ...	Improve the quality of UN Women’s capacity building interventions, expanding their reach to include larger numbers of beneficiaries, including more PWD in specific markets and locations, to demonstrate successful and sustainable intervention models for women’s economic empowerment in markets and attaining a more significant impact, that could be replicated in other markets and locations.	PNGCO accepted all key actions recommended capacity building interventions including expanding their reach to include larger numbers of beneficiaries and designing specific interventions to address PWD. PNGCO has met with potential partners and allies, and some strategic alliances have already been forged-discussed. In furtherance of working collaboratively across programmes, the WEE team will engage the Governance training to Vendors’ Associations with UN Women’s Area of Governance and Political Participation in Public Life. Capacity building of market managers and Market Vendors Associations will be initiated when resources are mobilized.	Partially Accepted	Not applicable	Operational activities	Capacity development	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Coherence
End of programme evaluation of the safe and prosperity districts projects (SPD 1 and 2) and the market economic recovery and inclusion projects (MERI 1 and 2) I)	Programme Evaluation	Asia and the Pacific	Papua New Guinea	2023	Good	For more effective WEE Programme results, develop joint UN programmes and strengthen coordination wi...	For more effective WEE Programme results, develop joint UN programmes and strengthen coordination with national counterparts on policy development and implementation on women’s economic empowerment and on UN Women’s normative mandate and the transformative aspects of the SDGs.	PNGCO has accepted and initiated the implementation three of the key actions: initial conversations for further collaboration in the next phase with UNCDF, ILO, FAO, as well as working with DfCDR; and has deepened resource mobilization efforts. However, join programming will be developed according to opportunities that arise. Local Project Implementation Teams (LPIT) will encourage collaboration at local levels. However, the signature of MOUs will not be promoted so as not to raise unrealistic expectations. The next WEE programme contemplates hiring a communications consultant to improve internal and external communications. The starting date depends on donor funding.	Partially Accepted	Not applicable	Operational activities	Capacity development	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights
End of programme evaluation of the safe and prosperity districts projects (SPD 1 and 2) and the market economic recovery and inclusion projects (MERI 1 and 2) I)	Programme Evaluation	Asia and the Pacific	Papua New Guinea	2023	Good	Generate sustainability pathways through increasing engagement and capacity building with endogenous...	Generate sustainability pathways through increasing engagement and capacity building with endogenous stakeholders for greater ownership of results.	Recommendations regarding engagement and capacity building with endogenous stakeholders for greater sustainability and ownership of results have been accepted. An initial mapping was made for the consultation process during the design of the next phase of the WEE programme, which will be deepened as part of the inception phase once funds are mobilized. Besides, recommendations regarding governance arrangements have been followed in the design through a Steering Committee at the coordination level and LPIT at the local levels. All planned arrangements are subject to available funding.	Accepted	Not applicable	Operational activities	Capacity development	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality, Coherence
End of programme evaluation of the safe and prosperity districts projects (SPD 1 and 2) and the market economic recovery and inclusion projects (MERI 1 and 2) I)	Programme Evaluation	Asia and the Pacific	Papua New Guinea	2023	Good	Strengthen PNG CO’s technical, operational, monitoring, and organizational capability, streamline ad...	Strengthen PNG CO’s technical, operational, monitoring, and organizational capability, streamline administrative processes and systematically implement shared electronic filing for greater efficiency and accountability.	PNGCO has faced several transitions in and Senior Management during 2023 that impacted in efficiency and delivery capacity of the WEE programme. The new SMT in place since November 2023 has initiated actions to overcome this situation, particularly through a Fit-for-Purpose Dialogue that will align CO Structure, functions and teams. Regarding the WEE programme, an international technical specialist has been supporting the CO on Detail Assignment until March 2024. Besides, subject to availability of resources, it is planned to reinforce the team with communications and monitoring & evaluation consultants.	Accepted	Not applicable	Operational activities	Capacity development	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality, Coherence
Final Evaluation Second Chance Education and Vocational Learning (SCE) Programme	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2024	Good	Based on Phase I experiences and future projections, UN Women should update the Programme Theory of ...		Ensure that the design of Global SCE scaling-up/phase II programme are informed by the above recommendation with country-level adaptations of the TOC Activity is subject to funding availability. SCE Programme is ending on 31 March 2025 and currently there is no phase II prodoc as funding is not available. The recommendation provided will be incorporated in the new programme. Kindly note that for a global/regional programme, according to UNW guidelines, there is a common TOC with different implementation/workplan for each country. Therefor the adaptation mentioned in the recommendation is not feasible.	Partially Accepted	Not applicable	Operational activities	Capacity development	Effectiveness
Final Evaluation Second Chance Education and Vocational Learning (SCE) Programme	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2024	Good	UN Women should strengthen the focus of the Programme on marginalized groups with an intersectional ...			Accepted	Not applicable	Operational activities	Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness
Final Evaluation Second Chance Education and Vocational Learning (SCE) Programme	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2024	Good	UN Women should integrate a fully expanded socio-ecological approach into the Theory of Change and M...			Partially Accepted	Not applicable	Operational activities	Capacity development	Effectiveness
Final Evaluation Second Chance Education and Vocational Learning (SCE) Programme	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2024	Good	UN Women should continue strengthening the strategic roles and contribution of the global level.			Accepted	Not applicable	Operational activities	Alignment with strategy, Capacity development	Effectiveness
Final Evaluation Second Chance Education and Vocational Learning (SCE) Programme	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2024	Good	UN Women should integrate a value for money approach in Programme decision-making, management and M&...			Partially Accepted	Not applicable	Culture of results/RBM	Oversight/governance	Effectiveness
Final Evaluation Second Chance Education and Vocational Learning (SCE) Programme	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2024	Good	UN Women should leverage capacities and resources from other stakeholders to move to a more efficien...			Accepted	Not applicable	Operational activities	Capacity development	Effectiveness, Sustainability
Final Evaluation Second Chance Education and Vocational Learning (SCE) Programme	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2024	Good	UN Women needs to enhance the sustainability potential of the Programme.			Accepted	Not applicable	Operational activities, Organizational efficiency	Capacity development	Sustainability
Final Evaluation Second Chance Education and Vocational Learning (SCE) Programme	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2024	Good	UN Women should strengthen the positioning of the Programme and its capacity to attract traditional ...			Accepted	Not applicable	Partnership	Resource mobilization	Sustainability
UN Women-WHO Global Joint Programme on Violence against Women Data: End Term Evaluation	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2023	Good	To build on the success of increasing the availability of quality VAW prevalence data, continue to u...		UN Women agrees with this recommendation.	Accepted	Ending violence against women (SPs before 2018)	UN Coordination	Promoting inclusiveness/Leaving no one behind, Evidence, Data and statistics	Relevance, Human Rights, Gender equality
UN Women-WHO Global Joint Programme on Violence against Women Data: End Term Evaluation	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2023	Good	Expand the work on administrative VAW data in select countries with a focus on including CSOs, and s...		UN Women agrees with this recommendation.	Accepted	Ending violence against women (SPs before 2018)	UN Coordination, Culture of results/RBM	Evidence, Data and statistics	Relevance, Human Rights, Gender equality
UN Women-WHO Global Joint Programme on Violence against Women Data: End Term Evaluation	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2023	Good	Provide support to the regional training partnerships to address current funding gaps and develop an...		UN Women agrees with this recommendation.	Accepted	Ending violence against women (SPs before 2018)	UN Coordination, Partnership	National ownership, Evidence, Data and statistics	Sustainability, Human Rights, Gender equality
UN Women-WHO Global Joint Programme on Violence against Women Data: End Term Evaluation	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2023	Good	Intensify efforts to support women’s machineries, CSOs, and other key country partners to leverage V...		UN Women agrees with this recommendation.	Accepted	Ending violence against women (SPs before 2018)	UN Coordination, Partnership, Normative Support, Culture of results/RBM	Capacity development, National ownership, Advocacy, Evidence, Data and statistics	Effectiveness, Impact, Human Rights, Gender equality
UN Women-WHO Global Joint Programme on Violence against Women Data: End Term Evaluation	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2023	Good	The distinct identity of the Joint Programme within the gender statistics arena should be preserved;...		UN Women agrees with this recommendation.	Accepted	Ending violence against women (SPs before 2018)	UN Coordination, Partnership	Oversight/governance, Advocacy, Internal coordination and communication, Evidence, Data and statistics	Impact, Human Rights, Gender equality, Coherence
UN Women-WHO Global Joint Programme on Violence against Women Data: End Term Evaluation	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2023	Good	In planning for a second phase, resource mobilization should include a knowledge management and comm...		UN Women agrees with this recommendation.	Accepted	Ending violence against women (SPs before 2018)	UN Coordination	Knowledge management, Evidence, Data and statistics	Impact, Human Rights, Gender equality
Corporate Evaluation of UN Women's support to gender statistics (2018-2022)	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2023	Very Good	UN Women should build into the results of Women Count and use the UN Women Gender Equality Accelerat...	The evaluation demonstrated that Women Count has been an effective global programme for advancing work in gender statistics. Drawing from the Women Count global programme, the UN Women Gender Equality Accelerator 10 – Women Count, provides the vision needed to scale up gender statistics work to all UN Women supported countries. Associated guidance developed as part of the Gender Equality Accelerator 10 – Women Count should be used to provide practical steps that Business Units at headquarters, regional and country levels can follow to implement the gender statistics agenda. At global level, the Gender Equality Accelerator 10 – Women Count clearly articulates all work and approaches related to gender statistics conducted at headquarters, linked to the Strategic Plan’s systemic outcome on the production, analysis and use of gender statistics. The Gender Equality Accelerator 10 – Women Count should clearly consider UN Women’s placement within the larger system of work in statistics and reflect consideration of partner coordination and cohesion and should address all contexts within which UN Women operates, including development and humanitarian settings and include clear guides for countries with varying levels of capacities and resources. The supporting guidance should also include products related to quality assurance mechanisms as well as programmatic guidance. The goal of utilizing the Gender Equality Accelerator 10 – Women Count and associated guidance should be to provide a common vision that encapsulates and guides all UN Women’s efforts related to gender statistics at headquarters, regional and country levels, both within and beyond Women Count efforts.	UN Women acknowledges the importance of the recommendation and is committed to continue leveraging on the Women Count program's learning and results to strengthen the UN Women Gender Equality Accelerator 10 – Women Count. This initiative will serve as a pivotal organizational roadmap to guide our efforts in supporting the production and utilization of gender statistics at global, regional, and country levels. UN Women’s Gender Equality Accelerator 10 is already designed with learning from Women Count.	Accepted	Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Organizational efficiency	Oversight/governance, Knowledge management, Internal coordination and communication	Effectiveness, Relevance
Corporate Evaluation of UN Women's support to gender statistics (2018-2022)	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2023	Very Good	UN Women should strengthen its coordination and convening support role to national governments, in l...	UN Women should strengthen its support to national governments, in line with national ownership and at member states’ request, to coordinate and convene with other relevant actors to clarify and agree on respective roles to advance gender statistics work across all thematic areas (e.g. EVAW, leadership and political participation, economic empowerment, gender and climate change). This will contribute to increased coordination of gender statistics activities at country level are coordinated and coherent to support national gender priorities.	UN Women acknowledges the critical importance of this recommendation and commits to reinforcing its support and coordination role with national governments to advance gender statistics. Strengthening coordination and our strategic position in the gender statistics landscape aligns with our mandate and strategic plan. By enhancing our coordination and convening role, we can ensure that efforts to advance gender statistics are aligned with national gender priorities while leveraging the strengths of others, particularly in the UN System. This approach also aligns with our current practices in the Women Count programme. UN Women has established interagency coordination mechanism, co-led by the respective national government, to govern the production and use of multi-level disaggregated gender statistics. Through the Women Count programme, deliberate efforts were made to develop and nurture strategic partnerships and collaboration with stakeholders, such as the National Statists Offices (NSOs), relevant national government Ministries, Departments, Ministries and Agencies (MDAs), Civil Society Organizations (CSOs), and the academia, to leverage resources, expertise, and knowledge to enhance the quality and impact of gender statistics work. Initiatives to enhance and broaden regional engagements are also ongoing. For example, in Eastern and Southern Africa (ESA), we are deepening partnerships with UNECA, the African Development Bank (AfDB) and subregional actors, resulting in greater coordination of gender statistics across Africa. Together with the UNECA and AfDB, UN Women supported the development and launch of the Africa Programme on Gender Statistics Phase III five-year Strategic Plan which aims to guide gender statistics work and coordination across the continent, avoid duplication of efforts and ensure that the scarce resources allocated are used efficiently. In the Asia and the Pacific, UN Women is engaging regional bodies such as the Association of Southeast Asian States (ASEAN) and the SPC to implement the Pacific Roadmap on Gender Statistics including tracking progress towards gender equality and SDG 5 in the region. At the global level, UN Women participates actively in interagency coordination mechanisms, including the Committee of UN Chief Statisticians (CCS-UN), the Committee for the Coordination of Statistical Activities (CCSA), the Interagency and Expert Groups (IAEG) on Gender Statistics and SDGs, the Inter-Secretariat Working Group on Household Surveys and others and continues to enhance the integration of gender into these mechanisms and in global statistical methodologies and standards. The Entity recently spearheaded the Collaborative on Citizen Generated Data, which is a global initiative to increase the participation on citizens in the entire data value chain, helping to increase data production and data use while promoting inclusivity, participation, and trust.	Accepted	Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Normative Support, Operational activities, Organizational efficiency	Oversight/governance, Capacity development, National ownership, Evidence, Data and statistics	Effectiveness, Sustainability, Impact
Corporate Evaluation of UN Women's support to gender statistics (2018-2022)	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2023	Very Good	UN Women should strengthen emerging areas of work in gender statistics to consolidate its strategic ...	UN Women should strengthen identified areas of work in gender statistics such as gender and climate change, humanitarian action, intersectionality, and artificial intelligence to reinforce and strengthen its competitive advantage and further consolidate its strategic positioning in the space. UN Women should investigate the feasibility of leading on intersectionality, inclusivity and equity in gender statistics. Areas of focus should be agreed in consultation with Thematic Units and within the framework of the Gender Equality Accelerator 10 – Women Count and UN Women’s Strategic Plan 2022-2025.	UN Women accepts the recommendation and recognizes the importance of diversifying and deepening its work in gender statistics to maintain and enhance its strategic position in the field. Strengthening our efforts in emerging and critical areas such as gender and climate change, humanitarian action, intersectionality, and artificial intelligence is essential for addressing the multifaceted challenges of gender inequality. UN Women has advanced critical work on gender and climate data work, which culminated in the ‘Global Conference on Gender and Environment Data’ at the United Nations Climate Change Conference (COP28). A Global Call to Action was issued at the end of the Conference, that calls on world leaders, policymakers and key actors in the data system to produce and use gender-environment data to drive progress on gender-responsive climate and environment commitments. Building on the Counted and Visible Toolkit to Better Utilize Existing Data from Household Surveys to Generate Disaggregated Gender Statistics, UN Women improved its focus on analysing gender disaggregated statistics with an intersectionality approach to provide a credible evidence base that can inform gender-responsive policies. In the East and Southern Africa, UN Women supported the development and testing of a disability module, from intersectionality perspective, in the mental health questionnaire survey in collaboration with the Washington Group. If successful, the module will be rolled out to collect disability data as a module in existing surveys.	Accepted	Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Partnership, Operational activities	Alignment with strategy, Knowledge management, Evidence, Data and statistics	Effectiveness, Impact
Corporate Evaluation of UN Women's support to gender statistics (2018-2022)	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2023	Very Good	UN Women should strengthen its internal human and technical capacities, and strive to further divers...	In order for UN Women to consolidate its position in gender statistics, it should strengthen both its financial and technical resources. UN Women should ensure that regional and country offices have the appropriate level of technical expertise and knowledge to commission gender statistics work and meet other objectives as detailed in the road map (see Recommendation 1). UN Women should also ensure that gender statistics specialists are strategically placed at both regional and country levels to support this area of work. UN Women should ensure sufficient financial resources through resource mobilization strategies to diversify sources of funding for gender statistics.	UN Women agrees with the recommendation. UN Women appreciates the recommendation on strengthening internal capacities to advance gender statistics work. Through the Women Count programme Phase II, UN Women continues to invest in capacity development initiatives to strengthen gender statistics capacities at regional and national levels. For example, regional offices have been reconfigured and strengthened with both technical and financial capacity, with expanded roles as a key influencer of change in the implementation of country projects. Two new regional projects (Latin America and The Caribbean and Arab States) have been added to the existing four that were set up in phase I, to respond to the increased demand for country level support, with increased emphasis on technical guidance and statistical quality assurance. As a result, subject to the availability of resources, at least 74 countries that have expressed a request to UN Women for technical and/or financial support are being supported, significantly expanding Women count’s reach in Phase II compared to Phase I. Women Count is integrated in the UN Women Strategic Plan 2022-2025 (Outcome 6 on gender data), and all the Strategic Plan outcome and output indicators adopted. This alignment strengthens the overall effectiveness and relevance of Women Count and helps UN Women fill in capacity gaps to advance gender statistics work.	Accepted	Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Partnership, Normative Support, Operational activities, Organizational efficiency	Oversight/governance, Capacity development, Internal coordination and communication	Efficiency, Sustainability, Impact
Evaluation of civil society engagement in the Americas and Caribbean	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2024	Not Rated	RECOMMENDATION 1 - UN Women should produce a suite of internal guidance and tools for UN Women offic...	UN Women should produce a suite of internal guidance and tools for UN Women offices to support civil society engagement in common areas of challenge and opportunity.	The development of internal guidance documents and tools will be done taken advantage of the existing guidelines and in coordination with HQ and COs to promote ownership.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership	Capacity development	Effectiveness, Efficiency, Relevance, Coherence
Evaluation of civil society engagement in the Americas and Caribbean	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2024	Not Rated	RECOMMENDATION 2 UN Women should consolidate the technical assistance provided for civil society’s ...	UN Women should consolidate the technical assistance provided for civil society’s use in areas of joint advocacy, agenda-setting, research and communications.	The Regional Office will take measures to reinforce the work it has been carrying out to promote substantive participation in global and regional advocacy spaces, promote the development and sharing of knowledge products and the coordination of communication campaigns and other specialized communication tools, among others.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership, Culture of results/RBM	Capacity development, National ownership, Internal coordination and communication	Effectiveness, Relevance, Sustainability, Coherence
Evaluation of civil society engagement in the Americas and Caribbean	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2024	Not Rated	RECOMMENDATION 3 UN Women should deepen its focus on priority groups facing greater discrimination a...	UN Women should deepen its focus on priority groups facing greater discrimination and vulnerability through all engagement modalities with civil society by strengthening its intersectional approach.	The Regional Office maintains a sustained and long-term commitment to promote better inclusion of women in all their diversity, especially rural, indigenous, Afro-descendant and disabled women, among others. To this end, concrete steps have been taken in recent years to focus support for regional networks and the inclusion of women who face greater discrimination and vulnerability in intergovernmental forums and regional agreements. Special attention will be paid to strengthening this approach in conjunction with HQ and the COs, and in permanent consultation with the networks and organizations of the region and the members of the CSAGs.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership, Culture of results/RBM	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind	Sustainability, Human Rights, Gender equality, Coherence
Evaluation of civil society engagement in the Americas and Caribbean	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2024	Not Rated	RECOMMENDATION 4 UN Women should enhance the corporate policy framework and systems for partnerships...	UN Women should enhance the corporate policy framework and systems for partnerships with civil society to increase the efficiency, accessibility and reach of its partnerships.	UN Women has undertaken significant steps to introduce and provide policy frameworks and procedures for partnerships with civil society partners that have been catalytic in significantly increasing the breadth of CSO partnership base in ACRO and across the regions and HQ. UN Women has undertaken a continuous review of the frameworks to increase further the efficiency, accessibility and reach of partnerships but has been hindered by the prior corporate risk appetite of the organization in this regard.	Partially Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership, Organizational efficiency	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Sustainability
Evaluation of civil society engagement in the Americas and Caribbean	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2024	Not Rated	RECOMMENDATION 5 UN Women should reinvigorate movement-building, participatory spaces and alliances ...	UN Women should reinvigorate movement-building, participatory spaces and alliances to forge greater linkages between networks of feminist and women-led organizations at country and regional levels, including by leveraging guidance on CSAGs.	Since 2020, the RO has implemented concrete initiatives to strengthen the relationship with feminist and women's organizations throughout the region, such as the convening of regular open meetings with senior management, support for their participation in intergovernmental forums or the renewal of the CSAG at the regional and country levels. These measures will be strengthened to reaffirm the RO’s engagement with CSOs, as well as UN Women will foster the exchange of experiences and smart practices between diverse offices and units, also strengthen guidance on how to have a stronger and qualified civil society participation.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Partnership, Culture of results/RBM	Oversight/governance, National ownership, Promoting inclusiveness/Leaving no one behind	Effectiveness, Sustainability, Coherence
Making Migration Safe for Women (Phase 1)	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2024	Good	To ensure relevance of the project interventions, conduct the prioritization of needs and capacity a...			Accepted	Women economic empowerment (SPs before 2018)	Operational activities	National ownership	Relevance
Making Migration Safe for Women (Phase 1)	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2024	Good	In Niger, the lack of local capacity of CSOs and government staff coupled with a general lack of int...			Accepted	Women economic empowerment (SPs before 2018)	Operational activities	National ownership	Effectiveness, Impact
Making Migration Safe for Women (Phase 1)	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2024	Good	While many migrant women face multiple and intersecting forms of discrimination requiring support at...			Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Not applicable	Efficiency
Making Migration Safe for Women (Phase 1)	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2024	Good	Consider complementary measures aimed at improving the overall wellbeing of the migrant beneficiarie...			Accepted	Women economic empowerment (SPs before 2018)	Partnership, Operational activities	Promoting inclusiveness/Leaving no one behind	Impact, Coherence
Making Migration Safe for Women (Phase 1)	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2024	Good	All upcoming phases of the MMS programme-framework to be designed on the principles of SMART Results...			Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM	Not applicable	Effectiveness
End of Project Evaluation on Prevention of COVID 19 infection among vulnerable women and girls in drought-affected districts	Programme Evaluation	East and Southern Africa	Zimbabwe	2024	Very Good	Maintain a strategic focus and dedication to gender equality and the empowerment of women. As a glob...		UN Women will continue to work closely with the Government of Zimbabwe, Civil Society Organizations, and other development partners to integrate gender equality and women's rights concerns into all programs and sectors. Further, the CO will continue and excel in its coordination role promote initiatives that advance gender equality and will mobilize resources for humanitarian interventions. The CO Humanitarian focal point was capacitated as a Training of Trainer in 2023 and she will cascade the training to government and other stakeholders.	Accepted	Ending violence against women (SPs before 2018)	Partnership, Humanitarian action	Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
End of Project Evaluation on Prevention of COVID 19 infection among vulnerable women and girls in drought-affected districts	Programme Evaluation	East and Southern Africa	Zimbabwe	2024	Very Good	Devise more innovative, young people friendly income generating projects which are appealing to the ...		The CO takes note of the recommendation on effective youth engagement and inclusion in economic empowerment projects. To this end, the CO will increase the number of youth friendly Innovative approaches to programme design and Implementation with an emphasis on leaving no one behind regardless of gender, location, and age disparities. In future similar projects, UN Women will make deliberate efforts to identify and select appropriate projects for younger women and older women. It is also Important to note that the CO has key activities lined up to foster effective youth engagement.	Accepted	Ending violence against women (SPs before 2018)	Partnership, Culture of results/RBM, Humanitarian action, Engaging men and boys	National ownership, Promoting inclusiveness/Leaving no one behind	Sustainability
End of Project Evaluation on Prevention of COVID 19 infection among vulnerable women and girls in drought-affected districts	Programme Evaluation	East and Southern Africa	Zimbabwe	2024	Very Good	1. Recommendation 3: Undertake a thorough case study and document the culturally sensitive approach ...		The country office takes note of the recommendation and will undertake a case study and document the culturally sensitive approach when resources are available.	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM, Humanitarian action	Advocacy	Effectiveness, Sustainability
End of Project Evaluation on Prevention of COVID 19 infection among vulnerable women and girls in drought-affected districts	Programme Evaluation	East and Southern Africa	Zimbabwe	2024	Very Good	Projects with a short lifespan such as this one, should not be procurement heavy. If they require pr...		UN Women is committed to promoting local businesses and wherever possible, the CO procures from local suppliers. It is important to note that some funding comes with stipulated donor requirements around procurement and in such cases UN Women complies with the donor requirements. Unavailability of required goods and products at the time of procurement may hinder the process of buying from local suppliers. The CO will continue to strengthen programme specific discussions and collaborations between programmes team and procurement team as a way of expediting procurement processes especially during disasters.	Partially Accepted	Ending violence against women (SPs before 2018)	UN Coordination, Partnership, Normative Support, Culture of results/RBM	Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency
Final evaluation of the project “Assistance in strengthening national capacity, coordinating, and creating effective interdepartmental measures to implement family and gender policies, expand women's contribution to national production and its growth in order to effectively implement the Sustainable Development Goals (SDGs) 1, 5, 8 and 10 and introduce a multisectoral approach to combat domestic violence in the Republic of Kazakhstan" (the Umbrella Project)	Programme Evaluation	Europe and Central Asia	Kazakhstan	2023	Very Good	Continue building capacities of relevant government agencies on human rights-based programming and r...		UN Women acknowledges the importance of strengthening its capacities in human rights-based programming and results-based management, and UN Women committed to implementing the suggested measures outlined in recommendation. To address the recommendation, we will focus on different key actions included below in the areas of capacity development, MEL System Enhancement, Incorporation of Innovative Tools and Strategic Linkages.	Accepted	Not applicable	Culture of results/RBM, Organizational efficiency	Oversight/governance, Capacity development, Knowledge management	Effectiveness
Final evaluation of the project “Assistance in strengthening national capacity, coordinating, and creating effective interdepartmental measures to implement family and gender policies, expand women's contribution to national production and its growth in order to effectively implement the Sustainable Development Goals (SDGs) 1, 5, 8 and 10 and introduce a multisectoral approach to combat domestic violence in the Republic of Kazakhstan" (the Umbrella Project)	Programme Evaluation	Europe and Central Asia	Kazakhstan	2023	Very Good	Design future projects using the support of TOC to help identify needed linkages and gaps, and asses...		The recommendation is accepted by UN Women. The key actions stated below, describe concrete measures to carry out the implementation of the recommendation, and most of them refer to the development of project document phase.	Accepted	Not applicable	Operational activities, Culture of results/RBM, Organizational efficiency	Alignment with strategy, Knowledge management	Effectiveness, Relevance
Final evaluation of the project “Assistance in strengthening national capacity, coordinating, and creating effective interdepartmental measures to implement family and gender policies, expand women's contribution to national production and its growth in order to effectively implement the Sustainable Development Goals (SDGs) 1, 5, 8 and 10 and introduce a multisectoral approach to combat domestic violence in the Republic of Kazakhstan" (the Umbrella Project)	Programme Evaluation	Europe and Central Asia	Kazakhstan	2023	Very Good	Ensure more inclusive project design while engaging and reaching out to all stakeholders playing a r...		The recommendation is accepted by UN Women. UN Women to ensure the alignment with the requirements of development of project documents in cooperation with national partners will take below described actions	Accepted	Not applicable	Culture of results/RBM	National ownership, Promoting inclusiveness/Leaving no one behind	Effectiveness, Human Rights, Gender equality
Final evaluation of the project “Assistance in strengthening national capacity, coordinating, and creating effective interdepartmental measures to implement family and gender policies, expand women's contribution to national production and its growth in order to effectively implement the Sustainable Development Goals (SDGs) 1, 5, 8 and 10 and introduce a multisectoral approach to combat domestic violence in the Republic of Kazakhstan" (the Umbrella Project)	Programme Evaluation	Europe and Central Asia	Kazakhstan	2023	Very Good	Ensure that reporting requirements by donors and existing procedures are fully understandable to all...		The recommendation is accepted by UN Women. UN Women will take further actions to implement the recommendation.	Accepted	Not applicable	Operational activities, Culture of results/RBM	Knowledge management	Effectiveness
Final evaluation of the project “Assistance in strengthening national capacity, coordinating, and creating effective interdepartmental measures to implement family and gender policies, expand women's contribution to national production and its growth in order to effectively implement the Sustainable Development Goals (SDGs) 1, 5, 8 and 10 and introduce a multisectoral approach to combat domestic violence in the Republic of Kazakhstan" (the Umbrella Project)	Programme Evaluation	Europe and Central Asia	Kazakhstan	2023	Very Good	Clear guidelines and processes for contributing and approving outputs developed by the projects migh...		The recommendation is accepted by UN Women. UN Women in response to the recommendation concerning the development of clear guidelines and processes for contributing and approving outputs in multi-partner projects, we acknowledge the importance of this suggestion and are committed to implementing measures to enhance efficiency, quality, and stakeholder relationships	Accepted	Not applicable	Culture of results/RBM	Capacity development, National ownership	Effectiveness, Efficiency
Final evaluation of the project “Assistance in strengthening national capacity, coordinating, and creating effective interdepartmental measures to implement family and gender policies, expand women's contribution to national production and its growth in order to effectively implement the Sustainable Development Goals (SDGs) 1, 5, 8 and 10 and introduce a multisectoral approach to combat domestic violence in the Republic of Kazakhstan" (the Umbrella Project)	Programme Evaluation	Europe and Central Asia	Kazakhstan	2023	Very Good	Ensure that extensive risks and mitigation analysis is performed for each project at the design stag...		The recommendation is accepted by UN Women CO. Country office to ensure the alignment with the requirements of development of project documents in cooperation with government institutions will take below described actions.	Accepted	Not applicable	Organizational efficiency	Oversight/governance	Efficiency
Final evaluation of the project “Assistance in strengthening national capacity, coordinating, and creating effective interdepartmental measures to implement family and gender policies, expand women's contribution to national production and its growth in order to effectively implement the Sustainable Development Goals (SDGs) 1, 5, 8 and 10 and introduce a multisectoral approach to combat domestic violence in the Republic of Kazakhstan" (the Umbrella Project)	Programme Evaluation	Europe and Central Asia	Kazakhstan	2023	Very Good	Continue efforts to strengthen the national gender mechanisms, particularly the National Commission ...		The recommendation is accepted by UN Women CO. Country office will work on capacity building of key national partner.	Accepted	Not applicable	Culture of results/RBM	Capacity development, National ownership	Sustainability
Final evaluation of the project “Assistance in strengthening national capacity, coordinating, and creating effective interdepartmental measures to implement family and gender policies, expand women's contribution to national production and its growth in order to effectively implement the Sustainable Development Goals (SDGs) 1, 5, 8 and 10 and introduce a multisectoral approach to combat domestic violence in the Republic of Kazakhstan" (the Umbrella Project)	Programme Evaluation	Europe and Central Asia	Kazakhstan	2023	Very Good	Continuously work with and build capacities of the National Statistics Committees to maximize the fi...		The recommendation is accepted by UN Women CO. Country office will work on strengthening the capacities of the Bureau for National Statistics in terms of effective gender related data collection.	Accepted	Not applicable	Operational activities, Culture of results/RBM	Capacity development, National ownership, Evidence, Data and statistics	Sustainability
Final evaluation of the project “Assistance in strengthening national capacity, coordinating, and creating effective interdepartmental measures to implement family and gender policies, expand women's contribution to national production and its growth in order to effectively implement the Sustainable Development Goals (SDGs) 1, 5, 8 and 10 and introduce a multisectoral approach to combat domestic violence in the Republic of Kazakhstan" (the Umbrella Project)	Programme Evaluation	Europe and Central Asia	Kazakhstan	2023	Very Good	Continue supporting women entrepreneurship centres while addressing some of the identified opportuni...		In response to the recommendation to continue supporting women entrepreneurship centers (WECs) while maximizing their functioning, efficiency, and effectiveness, we commit to implementing the following strategies:	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM, Organizational efficiency, Engaging men and boys	Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Sustainability
Final evaluation of the project “Assistance in strengthening national capacity, coordinating, and creating effective interdepartmental measures to implement family and gender policies, expand women's contribution to national production and its growth in order to effectively implement the Sustainable Development Goals (SDGs) 1, 5, 8 and 10 and introduce a multisectoral approach to combat domestic violence in the Republic of Kazakhstan" (the Umbrella Project)	Programme Evaluation	Europe and Central Asia	Kazakhstan	2023	Very Good	Continuous implementation of extensive transformative behavioural change campaigns using innovative ...		The recommendation is accepted by UN Women CO. Country office will consult with the key national partners to identify collaborative efforts to transforming gender norms in the society.	Accepted	Global norms and standards (SPs before 2018)	Not applicable	National ownership	Impact, Human Rights, Gender equality
Final evaluation of the project “Assistance in strengthening national capacity, coordinating, and creating effective interdepartmental measures to implement family and gender policies, expand women's contribution to national production and its growth in order to effectively implement the Sustainable Development Goals (SDGs) 1, 5, 8 and 10 and introduce a multisectoral approach to combat domestic violence in the Republic of Kazakhstan" (the Umbrella Project)	Programme Evaluation	Europe and Central Asia	Kazakhstan	2023	Very Good	Build on UN Women’s coordinating mandate in GEWE and continue supporting cross-sectorial engagement ...		The recommendation is accepted by UN Women CO. Country office will take below stated actions within its mandate advancing gender equality principles	Accepted	Not applicable	UN Coordination, Operational activities	Resource mobilization	Coherence
Evaluation of UNFPA / UN Women GBV 2- year Central Emergency Response Fund (CERF) Allocation	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2023	Good	RECOMMENDATION 1: STRENGTHENING COLLABORATION AND ENHANCING COMPLEMENTARITY/SYNERGY WITH UNFPA	•Encourage collaboration from head offices: Head offices should take an active role in encouraging and facilitating collaboration between different country offices. This can be achieved through regular communication, sharing of best practices, and organizing collaborative platforms for knowledge exchange. These exchanges could be held at the regional level to allow for context-specific discussions. It is important to ensure that country offices are aware that the project is a joint collaboration and that they understand the importance of working together towards common goals. Promoting a culture of collaboration within the organization by recognizing and rewarding collaborative efforts should also be part of that effort. This can be done through performance evaluations, sharing success stories, and creating platforms for cross-functional collaboration. By emphasizing the value of collaboration, it becomes a shared responsibility at all levels of the organization. •Strengthen complementarities and synergies from head offices: Rather than leaving the identification of complementarities and synergies solely to the country office level, Head offices should actively promote and facilitate this process. Head offices can provide guidance and tools for country offices to identify potential areas of collaboration and synergies. This will ensure a more consistent and coordinated approach across different country contexts. This should not mean however that the division of roles must be the same in all countries, as agency’s strengths and experience may vary from one country office to another. It is therefore important that the areas of focus agreed upon are based on the in-country operational context. In addition, enhance communication channels between Head offices and country offices to ensure that relevant information, updates, and guidance are effectively disseminated. This will help foster a better understanding of joint collaboration efforts and enable country offices to align their implementation strategies accordingly. •Leverage the CERF funded project for joint resource mobilization at both HQ and country levels. The experience of the CERF-funded projects can be used as a business case for resource mobilization by showcasing concrete evidence of the organizations’ capacity to collaborate on GBV response, prevention and mitigation. •Systematic and clear division of roles between UNFPA and UN Women in relation to WLO/WRO engagement, based on their respective interventions, experience and partners in the countries. The division of roles should be informed by each agency’s programming in a given country to best leverage existing partnerships. The collaboration should involve joint capacity development plans, addressing the identified needs of selected organisations. Consider engaging additional partners such as OCHA for training sessions on humanitarian architecture and capacity strengthening relevant to accessing pooled funds to increase quality funding and sustainability of efforts to enhance the breadth and effectiveness of capacity-building efforts. •Complement existing interventions: Identify opportunities for all actors in the field to complement each other's existing interventions. Look for areas where the strengths of one actor can enhance the effectiveness of another actor’s ongoing initiatives, as observed in Bangladesh, where UN Women's multipurpose women's centres were complemented by UNFPA-funded midwives, creating a comprehensive and integrated support system. Collaborative approaches like this can improve service delivery and outcomes.	The CERF Global Grant project successfully enhanced collaboration between UNFPA and UN Women to take a comprehensive approach to GBV response and prevention, leveraging synergies of respective agencies’ experience and expertise. As the evaluation indicates, however, the degree and areas of collaborations varied from country to country. It is acknowledged that the further efforts are required to strengthen engagement with UNFPA at the headquarter level to reflect the lessons learned of collaboration in the project, clearly identify the future areas of collaboration to maximize the synergies and complementarity between two agencies, and communicate the strategy, direction, and guidance on the partnership to the field offices. Furthermore, joint resource mobilization and programming for GBV response and prevention are to be explored with UNFPA to build on the success of the project and secure sustained funding for the GBV work.	Accepted	Not applicable	Humanitarian action	Not applicable	Efficiency
Evaluation of UNFPA / UN Women GBV 2- year Central Emergency Response Fund (CERF) Allocation	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2023	Good	RECOMMENDATION 2: INCREASING ENGAGEMENT AND CONTRIBUTION TO GBV AOR	•Contribute to the GBV AoR in order to enhance ongoing efforts related to fostering cross-agency collaboration with additional UN agencies and GBV actors: UNFPA and UN Women can take part in existing initiatives led by the GBV AoR to encourage collaboration and information-sharing among other actors involved in similar projects in the same geographic locations. It includes taking part in regular meetings, workshops, or working groups where agencies can come together to discuss challenges, exchange ideas, and identify opportunities for collaboration. These interactions can promote a culture of learning, trust, and cooperation among agencies. •Share learning across agencies: Leverage existing mechanisms - in particular resources such as the global GBV AoR website, its Community of Practice and Helpdesk or existing sharing opportunities through the Global Protection Cluster - to share the learning and experiences from the project with other agencies and stakeholders. This sharing of knowledge, in particular the lessons learned and best practices, can help improve coordination and collaboration among agencies and contribute to the broader GBV community in countries. Similarly, collaborative platforms for knowledge exchange and learning should be established/strengthened at regional and country level. •Ensure consistency and coherence through mainstreamed training sessions in collaboration with the GBV AoR: Strengthening capacity when collaborating with new partners on addressing gender-based violence is of paramount importance, as the quality of services delivered hinges upon this crucial foundation. While maintaining a certain level of flexibility, mainstreaming the training sessions would ensure a certain level of consistency and coherence. The capacity building activities could be organized in several modules, clearly distinguishing training aimed at strengthening organizational capacities from technical components. These efforts should build on the forthcoming GBV AoR capacity strengthening strategy (2023) which includes activities specifically targeting WLOs/WROs and other local GBV actors, such as accompanying WLO/WROs to take on GBV coordination leadership roles and training on GBViE technical standards and guidance. The training sessions should always be paired with regular technical support to ensure that organizations have the opportunity to receive guidance and refine their practices when they implement activities and ensure complementarity with training/capacity strengthening interventions for local actors across other relevant humanitarian coordination platforms such as Gender in Humanitarian Action. •Build on GBV AoR efforts to jointly identify needs and lead actors: Facilitate a collaborative process among agencies to jointly identify priority needs, conduct service mapping, and identify key gaps in service provision and referral mechanisms. This collaborative approach will ensure a comprehensive understanding of the operational context and enable efficient allocation of resources. Assign lead roles to the agency best equipped to address each specific area of intervention based on their expertise and capacity, while building on ongoing interventions.	The CERF Global Grant enabled UN Women to provide GBV survivors and women at risk with muti-sectoral services, including critical protection services in complementarity of UNFPA services. The UN Women engagement with the GBV AoR at the country, regional, and global levels, however, tends to be ad-hoc with no clear corporate guidance. The corporate-level discussion, including with the EVAW Section, is to be held to enable strategic engagement with the GBV AoR at the global level, and consulted and communicated at the field level to leverage the resources available at the GBV AoR and for UN Women to contribute to the UN system-wide coordination for GBV response and prevention. The complementarity between the GBV AoR and GiHA is to be further explored and identified as well.	Partially Accepted	Ending violence against women (SPs before 2018)	Humanitarian action	Not applicable	Efficiency
Evaluation of UNFPA / UN Women GBV 2- year Central Emergency Response Fund (CERF) Allocation	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2023	Good	RECOMMENDATION 3: STRENGTHENING PROJECT DESIGN, MONITORING AND REPORTING CAPACITIES OF PARTNERS, ESP...	•Flexibility for smaller organisations, in particular WROs / WLOs and women-led networks: Recognise that the reporting requirements may pose challenges for smaller organisations and provide additional support, guidance, and capacity-building opportunities to assist these organisations in understanding and meeting these requirements. Tailor reporting templates and processes to accommodate their specific capacities and context. •Sensitivity to WLOs and local partners: Acknowledge the unique needs and capacities of women-led organisations and local partners when designing indicators and engage in meaningful consultations and collaboration with these organisations to ensure indicators are relevant and useful for their work. This means exchanges on indicators need to take place during the inception phase between Head offices and country offices. •Prioritise joint monitoring and build monitoring capacities at global and country levels: Significant efforts were invested in the design and use of indicators in the context of the CERF-funded projects, which was underlined by UNFPA and UN Women representatives at HQ and country levels but also by partners. In view of the challenges faced in some cases to fulfil the monitoring requirements, it should be considered to invest in strengthening monitoring capacities, not only for the agencies but also for the partners involved in the project. •Engage WROs and WLOs in Outcome Development: Involve relevant stakeholders, including implementing partners and survivors/service users and WLOs/WROs in particular, in the development of outcome statements. Seek their input and feedback to ensure that the outcomes accurately reflect their needs, priorities, and aspirations based on their knowledge of the challenges faced by women and girls and overall gender-specific aspects. This collaborative approach can help create a sense of ownership and alignment among all stakeholders and could moreover inform future programme design for any similar projects.	Through the CERF Global Grant, UN Women successfully built capacities of WLOs/WROs to deliver services for GBV response and prevention. It is acknowledged, however, that WLOs/WROs, especially smaller organizations, still have limited resources and capacities, and tend to struggle implementing, monitoring and reporting with quality. In order for WLOs/WROs to sustainably secure funding from inter/national organizations and delivery quality services, including through UN Women, their capacities, especially in monitoring and reporting should be further strengthened. The relevant internal resources, including partner management policy and procedure are to be socialized with the field offices to provide WLOs/WROs with standardized and effective capacity development training. It is also to be ensured that the field offices consult with WLOs/WROs in the project design/development phase to accommodate their needs and priorities, as per corporate guidance.	Accepted	Leadership and political participation (SPs before 2018)	Humanitarian action	Capacity development	Effectiveness
Evaluation of UNFPA / UN Women GBV 2- year Central Emergency Response Fund (CERF) Allocation	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2023	Good	RECOMMENDATION 4: ENHANCE PROGRAMME QUALITY OF SOCIAL NORM CHANGE IN HUMANITARIAN SETTINGS	•Clarify objectives for changing social norms and make use of existing frameworks: When designing interventions targeting social norms, formulate clear and specific objectives. This will help provide a shared understanding among partners and stakeholders in different countries. Selecting a stronger focus and/or providing guidance to country offices on how to approach the outcome (i.e., clear articulations of the intended scope, approach, and activities related to the outcome), will ensure greater coherence and effectiveness in addressing social norms. Programmatic guidance based on existing frameworks and evidence driven strategies should also address any potential conceptual disagreements and provide clarity on how to interpret and operationalise the outcome statements. Making use of existing global frameworks (such as RESPECT) also includes exploring the adaptation of these established frameworks to the unique challenges of humanitarian settings. •Focus Outcome Statements on Specific Objectives: Consider framing outcome statements in terms of specific objectives that are more tangible and actionable. For example, instead of a broad outcome on social norms, focus on specific objectives such as sensitising communities around gender equality, conducting awareness-raising campaigns on women's rights, or promoting behaviour change towards gender-based violence prevention. This approach provides clearer direction and facilitates programmatic implementation. •Baseline and endline measurements: Emphasise the importance of establishing baseline and endline measurements for the different impact indicators. In this regard, the survey on social norms conducted as part of the CERF-funded project appeared to be an innovative initiative as gender surveys are not a standardised practice in humanitarian contexts. Ensuring baseline and endline data are collected will provide a clear starting point and enable the evaluation of progress and impact achieved through project activities. It is important to ensure high quality of any forthcoming data collection tools and methods to ensure that baseline and endline data are captured accurately.	One of the CERF Global Grant’s distinctive features was to address social norm change in humanitarian settings. Though baseline data collection was hampered by the impact of COVID-19, as the evaluation recognized the measurement of social norms in humanitarian settings was a great asset that can be enhanced for future programming. In order to strengthen the social norm change initiatives as a critical part of GBV prevention, and the LEAP Gender Equality Accelerator, the capacity for EVAW in humanitarian action at the global level is strengthened to provide more practical guidance and training to the field offices, including through leveraging the existing global frameworks for development contexts.	Accepted	Ending violence against women (SPs before 2018)	Humanitarian action	Promoting inclusiveness/Leaving no one behind	Gender equality
Evaluation of UNFPA / UN Women GBV 2- year Central Emergency Response Fund (CERF) Allocation	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2023	Good	RECOMMENDATION 5: INCREASING EFFECTIVENESS OF LIVELIHOOD SERVICE IN HUMANITARIAN SETTINGS	•Allocate sufficient resources to livelihood activities: Livelihood initiatives require substantial investment to be effective. In particular, ensure that skills development training programmes are of sufficient duration to provide participants with the relevant skills and knowledge. Additionally, provide adequate grants or financial support that enables participants to initiate their chosen livelihood activities. Insufficient resources and time may hinder the long-term success and sustainability of livelihood programmes. In the same line of thinking, income generating activities should include coaching and ongoing support (such as technical advice, business management skills, and access to market information) to participants. Regular monitoring and follow-up can help address challenges, provide guidance, and maximise the impact of livelihood activities. While the success of livelihood intervention is highly dependent on the characteristics of local markets, it is recommended to conduct market assessment simultaneously with humanitarian needs assessments. •Tailor livelihood approaches to local realities: Adapt the choice of livelihood activities based on the specific opportunities and context of the targeted areas. Consider the local economic conditions, available resources, and market demands. Tailoring the approach ensures that livelihood initiatives align with the local realities and have a higher chance of success. It may involve selecting from various options such as skill development, economic support, cash for work, cash assistance, or vouchers, based on what is most suitable and feasible in the given context. While customisation of the approaches is paramount when it comes to livelihood interventions, it remains essential to ensure a shared understanding of the meaning of livelihoods in emergencies across agencies. •Collaborate with experienced organisations: Partner with organisations that have prior experience and expertise in implementing livelihood programmes in the targeted areas. Collaborating with established local or international organisations that specialise in livelihood interventions can bring valuable knowledge, resources, and networks to the project and help ensure that livelihood interventions are based on relevant data and research and results in viable livelihood activities. Additionally, consider engaging development-oriented actors who have a long-term focus on sustainable livelihoods. This should build on the growing body of evidence on the role of livelihoods in ending violence against women and on the OECD-DAC recommendations on the Humanitarian-Development-Peace Nexus. Such collaborations can lead to more sustainable and impactful outcomes by leveraging existing expertise and resources including on issues of complementarity of GBV and livelihood interventions.	The CERF Global Grant allowed UN Women to foster recovery and resilience building of crisis-affected women with a variety of livelihood activities including cash-for-work and cash assistance. The resource mobilization for the LEAP Gender Equality Accelerator, of which the livelihood assistance is a key component, is to be accelerated to secure sufficient resources. The corporate policy/procedure on programming livelihood services in humanitarian settings, in particular cash-based interventions, is to be rolled out. In addition, the partnerships with other UN agencies which work on livelihood in emergencies, particularly with unique knowledge and capacities, are to be strengthened to enhance collaboration and joint-programming.	Accepted	Women economic empowerment (SPs before 2018)	Humanitarian action	Promoting inclusiveness/Leaving no one behind	Gender equality
Final Evaluation of UN Women’s Programme on Women’s Empowerment in Sexual, Reproductive, Maternal, Newborn, Child and Adolescent Health (SRMNCAH) Rights in Humanitarian Settings in the Horn of Africa (POWER)	Programme Evaluation	East and Southern Africa	Ethiopia	2023	Not Rated	UN Women should consider a longer period of implementation and a greater level of investment for the...		UN Women agrees with this recommendation. The program was highly ambitious, but implementation had to be compressed due to budgetary constraints as well as challenges posed by COVID-19. We agree that while behavior change and shifting gender norms is possible, it requires significant investments of time and resources. However, the implementation of the POWER program has demonstrated that even a program of short duration can bring about meaningful change if responding to local needs and leveraging local resources and initiatives with a multi-level approach. In particular, POWER program was able to increase awareness of SRHR and bolster capacities of rights holders and duty-bearers for policy development. This has created an enabling environment, paving the way for adoption and implementation of right-based policy frameworks that promote and protect SRMNCAH in humanitarian settings. UN Women will now build on this momentum with greater investments in time and resources and change harmful gender norms and behaviors that prevent women and girls from accessing SRMNCAH services.	Accepted	Not applicable	Operational activities	Not applicable	Not applicable
Final Evaluation of UN Women’s Programme on Women’s Empowerment in Sexual, Reproductive, Maternal, Newborn, Child and Adolescent Health (SRMNCAH) Rights in Humanitarian Settings in the Horn of Africa (POWER)	Programme Evaluation	East and Southern Africa	Ethiopia	2023	Not Rated	In a next phase of the programme, UN Women should seek greater integration between country and regio...		UN Women agrees with this recommendation. Due to budgetary and time constraints, along with added complexity of COVID-19, the POWER program was not able to ensure proper integration between country and regional office strategies as well as leverage existing partnerships with UN agencies as originally intended. However, the inclusion of indicator 5.6.1 (proportion of women aged 15-49 years who make informed decisions regarding sexual relations, contraceptive use, and reproductive health) as part of SDG goal 5, and its inclusion in UN Women’s Strategic Plan 2022-2025, provides an important opportunity for greater integration of SRMNCAH program and services with UN Women’s regional and country level programming as well as improved coordination with other UN agencies.	Accepted	Global norms and standards (SPs before 2018)	Organizational efficiency	Internal coordination and communication	Efficiency
Final Evaluation of UN Women’s Programme on Women’s Empowerment in Sexual, Reproductive, Maternal, Newborn, Child and Adolescent Health (SRMNCAH) Rights in Humanitarian Settings in the Horn of Africa (POWER)	Programme Evaluation	East and Southern Africa	Ethiopia	2023	Not Rated	To support interventions to transform unequal gender norms, UN Women needs a focused investment on d...		UN Women agrees with this recommendation. A monitoring framework was designed, however, due to constraints of time, budget, and unforeseen environmental contexts – such as COVID19 and subsequent lockdowns, extensive monitoring visits and data collection were hampered. In addition, the short duration and timeframe did not permit for extensively examining and capturing the impact on changing social/gender norms and behaviour. UN Women’s Strategic plan 2022-2025 for the first time recognizes the importance of promoting positive social norms including by engaging men and boys as a key systemic outcome that needs to be addressed to have impact at scale opening the door to deepen our programmatic work in this area. We will leverage this commitment to invest in a comprehensive monitoring and evaluation framework and data collection activities in future programs to understand the impact of our programming and policy efforts on transforming social norms.	Accepted	Not applicable	Culture of results/RBM	Evidence, Data and statistics	Not applicable
Final Evaluation of UN Women’s Programme on Women’s Empowerment in Sexual, Reproductive, Maternal, Newborn, Child and Adolescent Health (SRMNCAH) Rights in Humanitarian Settings in the Horn of Africa (POWER)	Programme Evaluation	East and Southern Africa	Ethiopia	2023	Not Rated	UN Women should continue to focus on and communicate its work in empowering women to demand SRMNCAH ...		UN Women accepts this recommendation. UN Women’s mandate and experience ensures that we are uniquely positioned to contribute towards lasting solutions for social norms change at institutional and community levels. Addressing extreme vulnerabilities and the risk of being left behind to generate demand, ensure the leadership is accountable, coordination and tracking results within the UN system remain central and a key pillar to UN Women advocacy on the fast track towards the attainment of gender equality and women’s empowerment. UN Women’s strategic plan for 2022-2025 lays out the importance of cross-cutting outcomes such as global normative frameworks and laws, positive social norms, women’s voice and participation, and women’s access to services and goods as essential to achieve impact at scale in our different program areas. The success of POWER can be leveraged to raise awareness on how demand generation work can reduce vulnerability, enhance access to services and build greater resilience to disease and other shocks.	Accepted	Not applicable	Humanitarian action	Advocacy	Relevance
Final Evaluation of UN Women’s Programme on Women’s Empowerment in Sexual, Reproductive, Maternal, Newborn, Child and Adolescent Health (SRMNCAH) Rights in Humanitarian Settings in the Horn of Africa (POWER)	Programme Evaluation	East and Southern Africa	Ethiopia	2023	Not Rated	UN Women should continue to invest in areas that were identified as success factors for the POWER pr...		UN Women accepts this recommendation. UN Women’s value-add of engaging with communities particularly at the local level, and engaging key actors and allies for gender equality, ensures the viability of efforts to continuously build and develop capacities of communities to be champions for gender equality. Similarly, working with duty bearers at local and national level, as per UN Women’s triple mandate – working on operational, normative, and coordination efforts, is yet another area for ensuring accountability for commitments to gender equality within the humanitarian and health ecosystem. This value-add can be a great addition to the efforts to address women’s access to SRMNCAH services, and support their demanding and realizing these rights.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	National ownership	Human Rights
Women Make the Change End of Programme Evaluation	Programme Evaluation	Asia and the Pacific	Papua New Guinea	2023	Very Good	1.1: WMC to continue to strengthen the relationships with national and Autonomous Region of Bougainv...	WMC to continue to strengthen the relationships with national and Autonomous Region of Bougainville Government departments, including those outside of DfCDR and to leverage the permanent Parliamentary Committee and strong relationship with the Integrity of Political Parties and Candidates Commission (IPPCC) and Autonomous Bougainville Government (ABG). This will build sustainability through more embedded responsibilities and effectiveness of results as yet undelivered. UN Women to utilize existing partnerships in UNDP, through IPPCC and ABG and through donors to access these departments in a coordinated and streamlined way.	UN Women has been working closely with GoPNG and AROB government departments including Departments of Community Development and Community Government. UN Women also strengthened the relationship with IPPCC, UNDP and ABG over the years in a number of ways including regional advocacy workshops, Practice Parliament sessions and candidates training etc. Special Parliamentary Committee (now Permanent Parliamentary Committee (PPC)) and IPPCC were heavily involved in promoting women to enter politics. Through IPPCC, female candidates were introduced to political parties for support and endorsement or even to join their parties. This partnership will continue in the WMC 2nd phase. With now PPC in place, UN Women and UNDP will consolidate their efforts in promoting legal and legislative framework that will enable women to equally participate in decision making bodies, such as quota systems, including in the National Parliament. UN Women will also work with the newly established GBV Secretariat through DfCDR to advance and advocate for GEWE. UN Women and UNDP will develop an MOU with the PPC on areas of mutual interest including to advance UN Women’s initiative for the establishment of a Gender Technical Unit (GTU) within the parliament to technically support the committee, provide resources for technical briefs, inquiries, sittings, bills etc. GTU will provide expertise, guidance, and support in integrating a gender perspective into legislative processes, policies, and programs, ensuring GEWE are central considerations in parliamentary decision-making.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership, Normative Support, Operational activities	Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality, Coherence
Women Make the Change End of Programme Evaluation	Programme Evaluation	Asia and the Pacific	Papua New Guinea	2023	Very Good	1.2: WMC and partners to continue to support individual women to increase skills and confidence to t...	1.2: WMC and partners to continue to support individual women to increase skills and confidence to take up leadership positions. This will continue the work in raising women’s technical ability and their confidence. Continue to support the Pacific Institute of Leadership and Governance (PILAG) alumni and other networking and coalition initiatives through technical assistance on content development and delivery, financial support and facilitation of communication with government. Engage communities through storytelling, and build networking/coalitions/relational work, address embedded cultural barriers.	This is a valid recommendation UN Women fully agrees to it. Storytelling is a time tested tool for networking, sharing, learning and while UN Women had partnered with IPPCC to create an animation on TSM’s, we will enhance the reach of the animation and continue to use to create awareness and advocate and continue the networking sessions with SILAG alumni to share and learn from each other and lobbying Members of Parliament . The training content offered at Somare Institute of Governance and Leadership (SILAG) ( formerly PILAG) will be evaluated periodically to support continuous improvement and ensure that the training program remains effective, relevant, and aligned to evolving needs and contexts.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership, Normative Support, Culture of results/RBM	Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Relevance, Sustainability, Gender equality
Women Make the Change End of Programme Evaluation	Programme Evaluation	Asia and the Pacific	Papua New Guinea	2023	Very Good	1.3: WMC, government and other partners continue to advocate to improve attitudes towards women in l...	1.3: WMC, government and other partners continue to advocate to improve attitudes towards women in leadership and drive change in local organisations and government. Engage and train men as advocates and provide platforms. Actively measure the changes in attitudes and behaviours through tools like the University of Queensland model and use to continuously improve programming.	UN Women appreciates this recommendation. Given the structural and socio-cultural barriers in PNG, men and boys are important players to advocate for GEWE issues, as their involvement is essential for challenging and transforming entrenched gender norms, promoting cultural shifts, and building sustainable support for gender equity at all levels Given this need, UN Women has invested in capacity building of about 40 male champions on GEWE and HR in 2022. In phase 2, UN Women will build on from where it stopped to ensure there are enough male champions who can support the work on GEWE. As part of changing perceptions around WPL, UN Women has been collecting and publishing stories of women leaders from around the country who have been pivotal to change we now see in their communities. UN Women in partnership with write in (Queensland University of Technology) and now YSS (Yumi Sanap Strong) have produced digital stories of women leaders and male champions who are promoting and supporting the work of women and GEWE issues in their communities. These digital stories are now being used for community dialogues in communities / sites where women did well, did not do well or did not contest in the 2022 NGE to gather their views on WIPL. The dialogues have been helpful and a good way of rallying support from wide range of actors to discuss openly and freely without any bias or inhibitions. Both men, women and other interest groups were included in the dialogues. These digital stories will continue to be used for discussions in community dialogues, trainings and workshops to help people understand the value of women in leadership and to possibly change their perception about women’s leadership capacity , emphasizing that they can also lead effectively if given the space, support and opportunity.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership, Normative Support, Operational activities, Engaging men and boys	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Efficiency, Relevance, Sustainability, Gender equality
Women Make the Change End of Programme Evaluation	Programme Evaluation	Asia and the Pacific	Papua New Guinea	2023	Very Good	2.1: UN Women and UNDP to strengthen programme monitoring, reflection and learning.	2.1: UN Women and UNDP to strengthen programme monitoring, reflection and learning. Contextualize advocacy to make relevant and encourage adoption: provincial, LLG, ward level and ARoB levels by using local knowledge and research and PILAG alumni to design and deliver contextualized programming. Actively use results to improve and adjust programming, including understanding reach and demographics. Improved focus on Inclusivity in design and monitoring will help to improve accessibility for marginalized groups like PWD, community and sub-national organizations across cultural differences and men.	A very valid recommendation. One of the reasons that UN Women had partnered with SILAG (formerly PILAG) is its resources and inclusive facilities . All groups of people including PLWD are able to access SILAG’s facilities. Unfortunately, no PLWD had applied for the trainings. Going forward, UN Women will specifically make mention on the Call for Application for PLWD to apply. The trainings at SILAG were delivered after a wider consultation with elected and nominated women reps from across the country which gave birth to the first Political Leadership Academy for Women (PLAW) powered by SILAG. UN Women will explore other avenues where these trainings can be contextualized to suit local needs and also delivered to more women leaders such as the chairpersons and deputy chairpersons of ABG Department of Community Government, women reps in the National Council of Women, Provincial Assemblies, Local Level Government and wards.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Normative Support, Operational activities, Culture of results/RBM	Oversight/governance, Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights
Women Make the Change End of Programme Evaluation	Programme Evaluation	Asia and the Pacific	Papua New Guinea	2023	Very Good	3.1: UN Women and other UN partners coordinate work at the national and sub-national levels to devel...	3.1: UN Women and other UN partners coordinate work at the national and sub-national levels to develop streamlined approaches, common messaging and to address institutional barriers to women in leadership and to build ownership. Base programming on needs in government initiatives. Establish mechanisms for programme coordination across development partners and include transition to local ownership in programme design so that ongoing delivery is not time-bound with programming cycles. 3.1.1•Engage with DfCDR, Department of Personnel Management, DIRD, DJAG, DNPM and Department of Provincial and Local Government Affairs (DPLGA) in designing and prioritizing interventions and partners: 3.1.2•Coordinate across UN to identify the needs of key CSOs delivering work in gender-based programmes and deliver aligned support and engagements with these groups: 3.1.3•Support the development and roll out of equitable policies and structures, the delivery of CEDAW reporting and reintroduction of and advocacy for TSMs: 3.1.4•Work at both national and sub-national levels including at local-level government (LLG) and ward levels, considering regional and local contexts: 3.1.5•Build connections between national and subnational leadership pathways: 3.1.6•Clarify where UN mechanisms can support and where work with other partners can help if UN does not have mandate. Expand the PILAG curriculum to support women standing in sub-national roles, including provincial delivery of content at least in part.	3.1.1 Engaging with key government partners: UN Women will invite them to the inception workshop of the 2nd phase of WMC to identify what each department will contribute towards addressing the project’s objectives and goal. Although UN Women worked well with a number of the departments identified here, not all were dedicated towards the cause of GEWE. This is a huge challenge and UN Women will continue to identify their needs and support them where necessary. A coordinated approach is needed to ensure all of them are on board. The program will resurrect the quarterly COP sessions and project steering committee meetings where each of them can contribute towards this project meaningfully. An MOU will be developed with DfCDR and DPLGA as they are key departments towards addressing GEWE and WIPL. 3.1.2 Coordinate with UN to work with CSOs: UN Women has met with the leadership of DFCDR to commence GEWE coordination meetings at government and CSO level to ensure coherence in monitoring, delivery and design of interventions across PNG. UN Women has also revived the Gender and Human Rights Technical Advisory Group. This is to enhance coordination in alignment with the new strategic note in the UN and to also garner technical support on gender and human rights in engagement with various stakeholders including with CSOs. Also, on Spotlight, a Sustainability Plan was developed which was approved by the National Steering Committee(NSC). The Sustainability Plan has identified clear gaps across laws and policies, institutional strengthening, prevention, community and norms work, essential service provision, data and women's movement building, with a gaps in disability programming as a cross-cutting issue. This plan will be consulted in this coordination efforts to ensure no gap is left unattended to. 3.1.3 Support legal and policy framework: UN Women had supported the ABG to develop two new policies on Gender Equality, Women, Peace and Security (GEWPS) and Civil Society Partnership (CSP) with the help of the Gender Technical Working Group which was also set up by U Women. UN Women will continue to support ABG in the implementation of these policies. UN women also supported the DFCDR to conduct consultation meetings in several provinces in Q4 of 2023 to review the expired Gender Policy and to collect information on CEDAW 25 issues. UN Women will continue to support the department to ensure the new Gender policy is drafted and finalized and also the CEDAW reporting is written and submitted to the CEDAW Committee in June 2024. 3.1.4 Work with subnational government: UN Women had publicly put out a Call for Proposal for CSOs and NGOs to apply. Due to the limited number of organizations working in this space and their absorptive capacity after they were all funded under the UN Women Spotlight Initiative, not all have applied. The programme financially supported Bougainville Women’s Federation (BWF) to provide essential trainings to women and young girls of Bougainville on the areas of need which are in line to the programme’s 4 outcomes. This partnership agreement was terminated as due diligence was not followed. UN women will continue to provide technical support and capacity building to local women led CSOs to actively engage in the project going forward as local context is important to achieving the outcomes of this project. 3.1.5 Linking subnational to national politics: Through the Political Leadership Academy for Women, UN Women had been engaging women leaders at the national level who are former and current MPs (both PNG and ABG) ; department heads or heads of political parties to act as mentors for the sub national women leaders. A number of sessions were organized for the mentor mentee sessions; and relationships were established for them to communicate even after the formal trainings are over. Former and current female MPs were also invited to speak at our regional advocacy workshops where they interacted on a personal level and had a chance to learn from their experiences. This was seen to be beneficial and so the approach will continue into phase two where more mentor mentee sessions will be organized. 3.1.6 Expand PILAG’s curriculum: SILAG curriculum and the candidates training manual will be used to train women candidates who are planning to contest in the sub national election in 2024. SILAG curriculum will also be used to build capacity of women who wins in the LLG election.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Normative Support, Operational activities, Engaging men and boys	Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality, Coherence
Women Make the Change End of Programme Evaluation	Programme Evaluation	Asia and the Pacific	Papua New Guinea	2023	Very Good	4.1: UN Women and UNDP partner to continue to strengthen PNG and ARoB non-government organisations a...	4.1: UN Women and UNDP partner to continue to strengthen PNG and ARoB non-government organisations and programs which will in turn, strengthen country ownership and sustainability. Build partnerships with organisations who also run women leadership programs, who work to address barriers like gender-based violence and who have WIL networks (the NCW, Provincial Councils of Women, the BWF). 4.1.1 Be inclusive in consultations, involve partners like BWF, NCW, Nazareth Centre, and other CSOs, private sector and government in designs 4.1.2 Develop capabilities to strengthen women’s networks, to maintain the momentum of change and to assist more actively in delivery of programming. Strengthen NCW’s position as an independent organization; an equal partnership between the NCW as an NGO and DfCDR as government. Work with NCW to improve operations, capacity and sustainability. After a review of its terms of reference, reinvigorate the Community of Practice as a way for women to support and learn from each other	The recommendation is appreciated. UN Women understands the important role played by women led CSOs and NCW. The absence of the women machinery (NCW) is felt in the country and so UN Women in Q4 supported NCW Secretariat and DfCDR to conduct provincial assessments in several provinces in preparation for the national convention to elect new executives. The programme also supported BWF to implement programs that are suitable for the Bougainville women however, due to lack of capacities, the PA was terminated. UN Women going forward will build the capacity of CSOs like BWF and other women led to lead on issues affecting GEWE. UN Women invited women led CSOs and other organizations including government departments and development partners for a wider consultation in 2022 to provide inputs to the new UN Women SN 2024-2028 and the UNSDCF 2024-2028. These strategic documents have now been approved and will be implemented starting 2024. These same CSOs will be approached to the launch of the SN. Subject to availability of funds, UN Women will put a out Call for Proposal (CfP) for local partners and CSOs to apply. UN Women will provide Technical support and build the capacity of the organizations who will implement their programmes.	Partially Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership, Normative Support, Organizational efficiency	Capacity development, Advocacy	Effectiveness, Gender equality
Women Make the Change End of Programme Evaluation	Programme Evaluation	Asia and the Pacific	Papua New Guinea	2023	Very Good	5.1: UN Women and UNDP partner to diversify the cohorts of programme participants based on need.	5.1: UN Women and UNDP partner to diversify the cohorts of programme participants based on need. Have a structured approach to identifying and engaging with potential leaders within the public and private sectors, CSOs, faith-based organizations and through schools in order to reach those who will have the most impact. Target assistance to context and areas of need based on research; for instance, financial literacy and fund raising to support community programs and 'handmak'. Utilize information through associations and business groups to identify needs. Mold young leaders through school and mentorship.	This recommendation is appreciated! UN Women has partnered with SILAG and BWF to train younger women who are interested in choosing politics as a career. These young women were also introduced to national leaders and subnational female role models who are making changes in their communities. It is UN Women’s aim to train more young women so there can be a pool of intelligent young women who can be able to raise their hands up to stand for office or to lead on issues affecting GEWE in the country. UN women will continue to support local partners to train more young women. Hanmark is a term used to describe women who have made significant inputs into their communities to demonstrate their leadership capabilities. Whilst UN Women did not and will not provide direct financial support to women candidates, UN Women will work with local CSOs and NGOs they are affiliated to way ahead of the election year to prove their hand mark. However, most of these women only come out in the last one or two years prior to the election. Nevertheless, UN Women will continue to work with local CSOs to promote GEWE advancement. UN Women will encourage all women led CSOs to apply to their Call for Proposals so funds can be given to organizations that meet the criteria.	Partially Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership, Normative Support, Operational activities	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Efficiency, Relevance, Sustainability, Gender equality
Women Make the Change End of Programme Evaluation	Programme Evaluation	Asia and the Pacific	Papua New Guinea	2023	Very Good	6.1: UN Women and UNDP partner to use data to drive designs and decision making to deliver cost-effe...	6.1: UN Women and UNDP partner to use data to drive designs and decision making to deliver cost-effective and targeted assistance. Establish the programme as an equal partnership between UN Women and UNDP offering improved alignment, project management and operational support like finance and logistics. • Look successful WIL and understand what has enabled and supported this; conversely, learn from where women struggle. • Institute strong programme monitoring against targets and measure changes in knowledge, attitudes and perceptions. • Institutionalize sharing across programs for both technical work and engagement with key government and CSOs stakeholders. Design engagements with common stakeholders to minimise the burden of participation.	An action research was conducted by UNDP to inform and support women’s candidacy for 2022. Through this research, a number of findings were identified including skills gap, motivation and exposure to political parties. With IPPCC’s support, these women candidates were connected to PPs and were endorsed and supported during the 2022 NGE. UN Women, UNDP and IPPCC will continue to work with PPs to ensure more capable women are supported in future elections. A follow up research will be conducted to analyse past election observation reports and trends in women's political participation in PNG to identify gaps and provide recommendations for better support to women's political participation in phase 2.	Partially Accepted	Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Partnership, Normative Support	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy, Evidence, Data and statistics	Effectiveness, Efficiency, Impact, Gender equality
2020-2024 Strategic Note Evaluation	Country-level Evaluation	West and Central Africa	Mali	2026	Very Good	UN Women should support the Ministry for the Promotion of Women, Children and Families to update the...		• Assist in the revision and update of the National Gender Policy to reflect current challenges and opportunities. • Develop partnerships with national and international actors, avoiding the creation of new structures where existing structures can be strengthened. • Intensify efforts to combat harmful practices such as female genital mutilation and early marriage by embedding human rights commitments within national frameworks. • Ensure alignment with both national priorities and international gender equality standards.	Accepted	Global norms and standards (SPs before 2018)	Normative Support	National ownership	Sustainability
2020-2024 Strategic Note Evaluation	Country-level Evaluation	West and Central Africa	Mali	2026	Very Good	UN Women should strengthen its coordination role to advocate for legal reforms on women’s rights, bu...		• Leverage UN Women’s mandate to drive advocacy for legal reforms in collaboration with governmental and non-governmental actors. • Form alliances with grassroots movements, religious leaders and civil society organizations to promote gender-sensitive reforms. • Implement culturally adaptive advocacy strategies that respect local norms while pushing for progressive gender equality standards. • Empower local champions and use religious narratives that support women’s rights to counter resistance from conservative political parties, groups or influencers. • To correct the underfunding of women’s leadership programmes, consider developing a strategy for sustained investment beyond election periods.	Accepted	Global norms and standards (SPs before 2018)	Normative Support	National ownership	Sustainability
2020-2024 Strategic Note Evaluation	Country-level Evaluation	West and Central Africa	Mali	2026	Very Good	UN Women should foster normative change by deepening its understanding of local cultural contexts an...		• Dedicate resources to studying and mapping cultural interactions between global norms and local practices. • Collaborate with local gender activists and religious leaders to localize global gender norms into practices that resonate with the Malian context. • Strengthen alliances with religious actors in favour of gender equality agendas to provide a strong counternarrative to harmful traditional practices. • Engage regularly with civil society to ensure that gender equality initiatives are inclusive and contextually relevant. • Target marginalized groups and reflect disability in strategic documents with adequate funding. • Create accountability structures for integration of the leave no one behind principle within the Country Office and inter-agency programming across the country.	Accepted	Global norms and standards (SPs before 2018)	Normative Support	National ownership	Sustainability
2020-2024 Strategic Note Evaluation	Country-level Evaluation	West and Central Africa	Mali	2026	Very Good	UN Women should enhance gender coordination mechanisms by addressing gaps in the UNCT Gender Score C...		• Regularly reassess UNCT-SWAP Gender Scorecard indicators to ensure consistent performance improvements. • Collaborate with the Resident Coordinator’s Office and the Gender Theme Group to ensure utilization of evaluations and the Gender Scorecard. • Improve internal coordination across UN agencies to streamline gender efforts and reduce duplication. • Establish clearer accountability for gender outcomes within the Country Office and across inter-agency programming.	Accepted	Ending violence against women (SPs before 2018)	Partnership	Capacity development	Effectiveness, Gender equality, Coherence
2020-2024 Strategic Note Evaluation	Country-level Evaluation	West and Central Africa	Mali	2026	Very Good	UN Women should resolve operational challenges and strengthen its monitoring and evaluation function...		Strengthen the one-person PMSU by redeploying or reassigning Operations personnel to address the persistent issue of outstanding partner advances. • Address operational challenges in procurement and recruitment by streamlining processes and enhancing accountability. • Implement a robust M&E framework that systematically tracks and documents programmatic results across all sectors. • Ensure that monitoring data is regularly updated and used to substantiate the successes and impact of interventions. • Clarify the division of labour between the M&E Unit and programme managers for reporting by identifying ambiguities and overlaps in roles and responsibilities	Accepted	Global norms and standards (SPs before 2018)	Operational activities, Culture of results/RBM	Capacity development, National ownership, Evidence, Data and statistics	Effectiveness, Efficiency, Coherence
2020-2024 Strategic Note Evaluation	Country-level Evaluation	West and Central Africa	Mali	2026	Very Good	UN Women should reinforce long-term planning and integrate exit strategies from the outset to ensure...	• Develop comprehensive long-term strategies that include sustainability plans and exit strategies for all major projects. • Engage with national stakeholders and communities to build local capacity, ensuring continued gender equality progress even after project closure. • Ensure that sustainability plans account for political instability and short-term funding cycles, protecting gender equality gains. • Integrate sustainability as a key element in project planning, ensuring that results endure beyond the immediate intervention period.		Accepted	Leadership and political participation (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Partnership, Culture of results/RBM	Capacity development	Effectiveness, Efficiency, Gender equality
2020-2024 Strategic Note Evaluation	Country-level Evaluation	West and Central Africa	Mali	2026	Very Good	UN Women should proactively engage men and boys in gender equality efforts, leveraging gender-equita...		• Develop initiatives that specifically target men and boys to shift harmful gender norms and engage them as allies in gender equality efforts. • Leverage gender-equitable interpretations of religious texts to counter practices such as early marriage and female genital mutilation. • Create programmes that encourage male participation in preventing gender-based violence and promoting women’s economic and political participation. • Foster partnerships with community and religious leaders to deliver messages that promote gender-inclusive norms across Mali.	Accepted	Ending violence against women (SPs before 2018)	Partnership	Capacity development, Knowledge management	Effectiveness, Efficiency, Sustainability, Impact, Human Rights, Gender equality, Coherence
Evaluation of Engagement with Civil Society in the Americas and Caribbean	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2023	Very Good	RECOMMENDATION 1 UN Women should produce a suite of internal guidance and tools for UN Women office...	UN Women should produce a suite of internal guidance and tools for UN Women offices to support civil society engagement in common areas of challenge and opportunity	The development of internal guidance documents and tools will be done taken advantage of the existing guidelines and in coordination with HQ and COs to promote ownership.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership, Culture of results/RBM, Organizational efficiency	Capacity development, National ownership, Knowledge management	Relevance, Sustainability, Coherence
Evaluation of Engagement with Civil Society in the Americas and Caribbean	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2023	Very Good	RECOMMENDATION 2 UN Women should consolidate the technical assistance provided for civil society’s ...	UN Women should consolidate the technical assistance provided for civil society’s use in areas of joint advocacy, agenda-setting, research and communications.	The Regional Office will take measures to reinforce the work it has been carrying out to promote substantive participation in global and regional advocacy spaces, promote the development and sharing of knowledge products and the coordination of communication campaigns and other specialized communication tools, among others.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership, Normative Support, Culture of results/RBM	Capacity development, Advocacy	Effectiveness, Relevance, Sustainability
Evaluation of Engagement with Civil Society in the Americas and Caribbean	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2023	Very Good	RECOMMENDATION 3 UN Women should deepen its focus on priority groups facing greater discrimination a...	UN Women should deepen its focus on priority groups facing greater discrimination and vulnerability through all engagement modalities with civil society by strengthening its intersectional approach.	The Regional Office maintains a sustained and long-term commitment to promote better inclusion of women in all their diversity, especially rural, indigenous, Afro-descendant and disabled women, among others. To this end, concrete steps have been taken in recent years to focus support for regional networks and the inclusion of women who face greater discrimination and vulnerability in intergovernmental forums and regional agreements. Special attention will be paid to strengthening this approach in conjunction with HQ and the COs, and in permanent consultation with the networks and organizations of the region and the members of the CSAGs.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership, Culture of results/RBM	National ownership, Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Sustainability
Evaluation of Engagement with Civil Society in the Americas and Caribbean	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2023	Very Good	RECOMMENDATION 4 UN Women should enhance the corporate policy framework and systems for partnerships...	UN Women should enhance the corporate policy framework and systems for partnerships with civil society to increase the efficiency, accessibility and reach of its partnerships.	UN Women has undertaken significant steps to introduce and provide policy frameworks and procedures for partnerships with civil society partners that have been catalytic in significantly increasing the breadth of CSO partnership base in ACRO and across the regions and HQ. UN Women has undertaken a continuous review of the frameworks to increase further the efficiency, accessibility and reach of partnerships but has been hindered by the prior corporate risk appetite of the organization in this regard.	Partially Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership, Culture of results/RBM	Capacity development, National ownership	Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Evaluation of Engagement with Civil Society in the Americas and Caribbean	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2023	Very Good	RECOMMENDATION 5 UN Women should reinvigorate movement-building, participatory spaces and alliances ...	UN Women should reinvigorate movement-building, participatory spaces and alliances to forge greater linkages between networks of feminist and women-led organizations at country and regional levels, including by leveraging guidance on CSAGs.	Since 2020, the RO has implemented concrete initiatives to strengthen the relationship with feminist and women's organizations throughout the region, such as the convening of regular open meetings with senior management, support for their participation in intergovernmental forums or the renewal of the CSAG at the regional and country levels. These measures will be strengthened to reaffirm the RO’s engagement with CSOs, as well as UN Women will foster the exchange of experiences and smart practices between diverse offices and units, also strengthen guidance on how to have a stronger and qualified civil society participation.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Partnership, Normative Support	Alignment with strategy, National ownership, Internal coordination and communication	Effectiveness, Relevance, Sustainability
Portfolio Evaluation of Niger CPE (2018-2022)	Country-level Evaluation	West and Central Africa	Niger	2024	Good	Recommandation 1 : ONU Femmes Niger devrait poursuivre son approche visant à influencer la politiqu...		ONU Femmes est d’accord avec la recommandation sur la nécessité influencer la politique du pays en matière de genre dans un contexte où les normes culturelles changent lentement. Elle renforcera ainsi le plaidoyer et la coordination tant au niveau de tous les acteurs à savoir le gouvernement, la société civile et les partenaires au développement afin d’assurer le suivi de la mise en œuvre de la loi sur les quotas. Il faut également noter que des efforts substantiels restent à faire en matière d’internalisation du code de la famille, par les mouvements et groupes sociaux. Pour répondre à cette recommandation, dans la mise en œuvre de sa nouvelle Note Stratégique 2023- 2027, les interventions clés de ONU Femmes dans le domaine de la participation politique des femmes seront axées sur la consolidation du cadre normatif et le plaidoyer pour une participation des femmes et filles dans les différents processus de développement à tous les niveaux avec une approche Nexus HDP. Dans le contexte actuel du Niger, les discussions en lien avec le code de la famille seront menées dans le cadre de la réforme globale des institutions en cours. Il faut déjà noter que le Niger a présenté son rapport CEDEF en janvier 2024 apportant certaines réponses à cette recommandation. Pour ce qui est du HCR, des discussions sont en cours en vue du développement d’un MOU entre les deux institutions pour accentuer les initiatives en direction des femmes et filles refugiées, déplacées refugiées et celles des communautés hôte. ONU femmes multiple sa coopération avec les autres agences (UNDP, UNFPA, UNICEF) dans le cadre du Spotlight et d’autres interventions dans le pays comme les fonds CERF, RWEE, etc. (PAM, FAO, FIDA)	Partially Accepted	Leadership and political participation (SPs before 2018)	Normative Support	Advocacy	Sustainability
Portfolio Evaluation of Niger CPE (2018-2022)	Country-level Evaluation	West and Central Africa	Niger	2024	Good	Tirer les leçons des distributions de kits alimentaires et transferts monétaires : ONU Femmes devrai...		En réponse cette recommandation concernant le suivi et la documentation des transferts monétaires aux femmes victimes des effets du COVID-19 en novembre 2020, ONU Femmes prend note de cette recommandation. En tenant compte de cette particularité, le système de suivi et évaluation de ONU femmes permet de traquer l’impact des interventions sur les bénéficiaires. Par exemple, dans la région de Maradi, le programme RWEE qui a mis à disposition des femmes et des filles des financements CASH, a permis de relever leur niveau de vie et a créer des activités génératrices de revenu qui perdure jusqu’aujourd’hui. Aussi, au regard du succès de cette approche, ONU femmes a mis en place une base de données des groupements d’intérêt économique des femmes qui vont recevoir des cash transfert en vue de renforcer leur résilience. Il est aussi programmé dans le financement du Japon d’utiliser la même stratégie. En définitive, le cash transfert telle que mis en place par ONU femmes dans le cadre du COVID a permis à l’organisation d’être plus proche des plus vulnérable et de diversifier sa stratégie d’approche y compris les rapports de collaboration avec le PAM, le PNUD.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Capacity development	Relevance
Portfolio Evaluation of Niger CPE (2018-2022)	Country-level Evaluation	West and Central Africa	Niger	2024	Good	Les questions de protection dans un contexte de crise sécuritaire : Compte tenu des impacts directs ...		Le management prend note de la recommandation pour laquelle ONU Femmes doit s’engager dans une collaboration plus étroite avec l’UNFPA et le UNHCR sur les questions de protection. Pour ce faire, voici les actions prises : ‘ Avec UNFPA, OCHA et d’autres partenaires, ONU femmes en tant que lead du groupe Genre et humanitaire a mis en place des groupes Nexus HDP incluant les VBG pour une coordination des initiatives. ONU femmes travaille aussi avec UNFPA pour la mise en œuvre de l’agenda Femme paix et sécurité, notamment la résolution 1820 à travers la campagne NigerFemmePaix qui s’est déroulé d'Aout a décembre 2023. Pour UNHCR, la signature du MOU entre les deux agences est programmée pour ce trimestre 2024. De plus, les deux agences partagent des bureaux communs a Diffa et Maradi intensifiant ainsi leur collaboration.	Accepted	Peace and security (SPs before 2018)	Operational activities	Advocacy	Human Rights
Portfolio Evaluation of Niger CPE (2018-2022)	Country-level Evaluation	West and Central Africa	Niger	2024	Good	Coordination et synergie des agences des Nations unies en matière d’égalité des sexes : a. ONU Fem...		Le Management accepte la recommandation en lien avec le renforcement de la coordination et synergie des agences des Nations unies en matière d’égalité des sexes, Pour ce faire, ONU Femmes dans la mise en œuvre de Note Stratégique 2023-2027 assure le lead de plusieurs mécanismes de coordination des agences UN à savoir : - Groupe thématique Genre et droits de l’homme (GTG/DH), - Le Groupe de travail Genre et action humanitaire (GTGH y compris ses démembrements dans les régions à travers les groupes Nexus HDP - Groupe de travail sur la mobilisation des ressources (GTMR), - En plus de ces groupes sous le lead de ONU femmes, l’institution contribue efficacement aux differents groupes de results des Nations Unies par une prise en compte effective du genre et de l’autmonisation des femmes. Il faut par ailleurs noter que le groupe de travail Genre des PTFs reste a etre dynamiser dans le pays. Sur le plan opérationnel, ONU Femmes en collaboration avec les autres agences du système des Nations Unies a cordonné et élaboré le 5eme programme phare du UNSDCF qui se focalise pour dresser les questions dégenre. Cette initiative appelée « programme SARRAOUNIA » traite les questions genre de manière holistique et permettra de contribuer efficacement à l’atteinte des cibles genres inscrites dans le PCC du SNU au Niger	Accepted	Not applicable	UN Coordination	Advocacy	Not applicable
Portfolio Evaluation of Niger CPE (2018-2022)	Country-level Evaluation	West and Central Africa	Niger	2024	Good	Initiatives post-électorales : Pour éviter l’érosion potentielle des gains obtenus au cours des proc...		Le management prend acte de cette recommandation en lien avec la mobilisation de ressources pour soutenir et maintenir les actions pour la durabilité des acquis concernant la participation des femmes à la vie politique. Pour se faire, ONU Femmes a conservé l’axe participation politique de femmes comme un produit spécifique dans l’effet gouvernance paix et sécurité de sa note stratégique. Les actions de plaidoyer et de renforcement seront menées avec les femmes à tous les niveaux (les leaders, les femmes au niveau communautaire, les femmes en uniformes) pour accroitre leur participation aux instances de prison des décisions au sein de leurs communautés. Également, elles seront engagées comme véritables actrices de changement dans les différents mécanismes et processus concernant la cohésion sociale et la consolidation de la paix. Le programme Saraounia ainsi que les initiatives de mise en œuvre de l’agenda FPS répondent pleinement à cette recommandation. Plus de 80% du budget actuel de ONU Femmes et près de 60% des fonds planifiées pour la mobilisation des ressources vont dans cette perspective.	Partially Accepted	Leadership and political participation (SPs before 2018)	Not applicable	Advocacy	Human Rights
Portfolio Evaluation of Niger CPE (2018-2022)	Country-level Evaluation	West and Central Africa	Niger	2024	Good	Initiatives de rétablissement des moyens de subsistance et d’autonomisation économique : ONU Femmes...		Le Management accepte la recommandation visant à pouvoir capitaliser sur le succès de son financement étendu pour recueillir systématiquement des preuves de la génération de revenus durables. Pour ce faire ONU Femmes met en échelle les leçons apprises et bonnes pratiques issues de l’évaluation de ONU Femmes sur les résultats des programmes et projets soutenant les moyens de subsistances et à l’agriculture, à savoir : - Mise en place d’une ligne de financement pour soutenir les entreprises dirigées par les femmes et les jeunes dans le pays pour accroitre le financement des SDG. Le Fonds de Solidarité africain et les banques partenaires ont mis en place une ligne budgétaire de plus de 21 milliards CFA soit 50 millions USD pour 3 ans sous facilitation de ONU Femmes - L'accentuation des financements en direction des groupements d’intérêt économique des femmes et des filles dans toutes les réponses humanitaires, développement et paix mis en œuvre par ONU femmes - Développement d’un pipeline de projets en vue de sécuriser des ressources pour le renforcement économique des femmes et des filles, en lien avec l'Energie vert, le changement climatique, etc. Plusieurs bailleurs de fonds ont été rencontre dans cette perspective, y compris une diversification vers les partenaires non traditionnel (IsDB, pays du golf), le secteur privée (les banques, Tsuji Plastic), etc.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Capacity development	Sustainability
Portfolio Evaluation of Niger CPE (2018-2022)	Country-level Evaluation	West and Central Africa	Niger	2024	Good	Documentation des résultats en matière de paix et de sécurité : Le bureau pays devrait adopter une ...		: ONU Femmes est d’accord avec la recommandation visant à assurer la documentation des résultats en matière de paix et de sécurité. Pour y parvenir et assurer une documentation des projets, ONU Femmes Niger s’est positionner une première fois comme lead de deux projets conjoints inter-agences. Ce positionnement a permis à ONU Femmes d’avoir et d’exercer une bonne influence sur la prise en compte du genre dans les interventions inter-agences. En réponse à la recommandation, ONU Femmes en tant que lead des projets peut coordonner pour la mise en place des dispositifs ou plans de gestion des connaissances, de communication, et de suivi et évaluation adéquat afin de documenter et communiquer sur les progrès réalisés sur les domaines de paix et sécurité.	Accepted	Not applicable	Humanitarian action	Knowledge management	Not applicable
Portfolio Evaluation of Niger CPE (2018-2022)	Country-level Evaluation	West and Central Africa	Niger	2024	Good	ONU Femmes Niger devrait s’efforcer de stabiliser ses effectifs en s’attaquant à la rotation du pers...		ONU Femmes Niger accepte la recommandation afin d’assurer et de se disposer d’une équipe dynamique, diversifiée et assurée pour la mise en œuvre de la nouvelle Note Stratégique. Pour ce faire, ONU Femmes travaille actuellement dans le sens de stabiliser son staffing qui est en croissance depuis 2018 mais avec des contrats de services pour la majorité des staffs. Nombre des staffs avec contrat securisé augmente chaque année.	Accepted	Not applicable	Normative Support	Not applicable	Not applicable
Portfolio Evaluation of Niger CPE (2018-2022)	Country-level Evaluation	West and Central Africa	Niger	2024	Good	Améliorer la conformité de la sécurité informatique : Pour protéger les données sensibles et mainten...		ONU Femmes Niger accepte cette recommandation qui impose la nécessité d’apporter un appui de proximité aux staffs qui sont confronté à des problèmes de connectivité ou à des coupures de courant, afin qu’il puisse accéder aux ressources de formation en ligne et en bénéficier. ONU Femmes Niger a engagé et la priorité pour le recrutement d’un staff au sein de son bureau pour assurer l’appui de proximité sur les questions de l’informatique et aussi un système de suivi pour la certification de chaque staff pour les cours sur La sécurité informatique. ONU Femmes a également pris des dispositifs pour prendre en charge les délestages avec l’installation d’un groupement électrogène et des kits pour la connexion internent surtout avec la crise politique connue en 2023	Accepted	Not applicable	Not applicable	Internal coordination and communication	Not applicable
Portfolio Evaluation of Niger CPE (2018-2022)	Country-level Evaluation	West and Central Africa	Niger	2024	Good	Renforcer l’appropriation et la responsabilité locale en matière d’entretien des installations: ONU ...		Le management accepté cette recommandation en lien avec la durabilité des installations faites dans le cadre de l’intervention de ONU Femmes. Une stratégie de sortie participative qui précisant la responsabilité des autorités et communautés pour assurer la gestion quotidienne et continue des installations même après la mise en œuvre des projets sont validés pour chaque projet. Des comités de gestion des installations seront mise en place avec des responsabilités spécifiques pour le suivi et la gestion des installations faites par ONU Femmes. A titre illustratif, ONU Femmes Niger a mis en place et renforcé des comités de gestion des centres holistiques de prise en charge des VBG à Maradi et Tahoua, des comités régionaux de suivi à Tahoua et Zinder pour suivre et pérenniser les interventions de ONU Femmes, des comités de gestions pour les centres Multimédias et des plateformes mutilateurs à Dosso, Maradi , Zinder et Tahoua	Accepted	Not applicable	Operational activities	Capacity development	Impact
Portfolio Evaluation of Niger CPE (2018-2022)	Country-level Evaluation	West and Central Africa	Niger	2024	Good	Égalité des genre et droits de l’homme : Le bureau pays peut aller au-delà de la non-discrimination ...		le management accepte la recommandation concernant le renforcement de l’inclusion dans les projets et programme de ONU Femmes. La nouvelle Note stratégique a mis un accent particulier sur la diversité et l’inclusion dans son intervention en proposant des actions spécifiques pour les femmes, les hommes, les personnes en situations d’handicap, les réfugiés, les déplacés, les jeunes filles et garçons, les leaders, etc. Cela permettra au bureau de s’assurer que le principe « à ne laisser personne pour compte » soit effectif dans la mise en œuvre de la nouvelle noté stratégique. Tous les projets en cours intégrés toutes les catégories sociales du Niger avec un accent particulier sur les personnes victimes des crises sécuritaires et changement climatiques	Accepted	Not applicable	Operational activities	Advocacy	Gender equality
Evaluation of the project Support to Priority Actions in Serbia (GEF II)	Programme Evaluation	Europe and Central Asia	Serbia	2024	Very Good	RECOMMENDATION 1 Recognizing the role of the UN Women Office in Serbia and position in ECA RO, and ...		The UN Women Office in Serbia recognizes the vital role of civil society organizations (CSOs) in advancing gender equality. To ensure their sustainability and responsiveness to Serbia's dynamic context, the management response prioritizes actions such as establishing regular consultation mechanisms, fostering knowledge-sharing forums, and delivering targeted capacity-building initiatives. These efforts aim to strengthen long-term collaboration frameworks with CSOs, enhancing their operational resilience and ability to advocate for systemic change. By integrating feedback loops and providing in-kind support, UN Women seeks to create a robust partnership model that addresses emerging challenges while leveraging the expertise of local organizations.	Accepted	Not applicable	Normative Support	Oversight/governance	Gender equality
Evaluation of the project Support to Priority Actions in Serbia (GEF II)	Programme Evaluation	Europe and Central Asia	Serbia	2024	Very Good	RECOMMENDATIONS 2 Enhance stakeholder involvement to ensure inclusivity, collaboration, and a compr...		UN Women Serbia office recognizes the importance of broadening stakeholder involvement to ensure inclusivity and diverse representation in decision-making. Planned actions include consultations with a wider array of actors and targeted technical assistance programs for key stakeholders such as IPA programming consultants and EU Delegation staff. These measures aim to foster collaboration across sectors and integrate diverse perspectives into gender mainstreaming initiatives.	Accepted	Not applicable	Normative Support	Oversight/governance	Gender equality
Evaluation of the project Support to Priority Actions in Serbia (GEF II)	Programme Evaluation	Europe and Central Asia	Serbia	2024	Very Good	RECOMMENDATIONS 3 It is strongly recommended that grant programs to women’s CSOs be sustained and p...		UN Women Serbia Office emphasizes the urgency of sustaining and prioritizing grant programs for women’s CSOs. The GEF project (first and second phase) supported women CSOs trough grant schemes, however, the EU clearly stated that new EU4GE project will not have this component, and action will include partnerships with local self-governments to build capacity and introducing community-based approach to address localized gender equality challenges.	Partially Accepted	Not applicable	Normative Support	Oversight/governance	Gender equality
Evaluation of the project Support to Priority Actions in Serbia (GEF II)	Programme Evaluation	Europe and Central Asia	Serbia	2024	Very Good	RECOMMENDATIONS 4 Conduct a thorough needs assessment of governmental counterparts, including those...		UN Women Serbia Office acknowledges the critical importance of conducting a thorough needs assessment and gender analysis of governmental counterparts. Planned actions include designing a standardized assessment tool to identify capacity gaps and implementing this across priority sectors. The team will collaborate with national institutions to develop gender assessments, ensuring alignment with identified needs as well as alignment with the Strategy for Gender Equality. These steps aim to enhance institutional capacities for gender equality at both horizontal and sectoral levels.	Accepted	Not applicable	Normative Support	Oversight/governance	Gender equality
Evaluation of the project Support to Priority Actions in Serbia (GEF II)	Programme Evaluation	Europe and Central Asia	Serbia	2024	Very Good	RECOMMENDATIONS 5 The recommendation to ensure the Project's visual identity, in the future similar...		The importance of aligning the Project’s visual identity with national ownership to strengthen stakeholder commitment and shared responsibility is acknowledged. Actions will include revising communication materials to reflect national symbols and engaging local designers to co-create visuals. Public awareness campaigns will further highlight Serbia’s role in advancing gender equality through the project’s achievements.	Accepted	Not applicable	Normative Support	Oversight/governance	Gender equality
Evaluation of the Safeguarding women and girls in Serbia Project	Programme Evaluation	Europe and Central Asia	Serbia	2023	Very Good	The EC recommends that UN Women continue technical assistance, including capacity building for relev...		UN Women will support the Judicial Academy, members of judiciary, representatives of Safe Houses, police and CSOs in addressing aspects of violence against women and girls in various critical areas. Through the Project "Combating violence of Women and Girls in Serbia", UN women will provide technical assistance, including capacity building through development and implementation trainings for judiciary, the police and members of safe houses in cooperation with Judicial Academy on all manifestation of gender-based violence. Also, UN Women will provide tailored capacity development training for providers of services for victims of crime, including GBV. Furthermore, UN Women will support networking of professionals from services through peer-to-peer support and informal Support Service Network development regarding combating GBV. Also, UN Women will develop and implement operating grant program for women CSOs for addressing digital violence against women and girls. Finally, UN Women will increase capacities of two universities regarding digital solutions development in the area of GBV.	Accepted	Ending violence against women (SPs before 2018)	Operational activities	Not applicable	Gender equality
Evaluation of the Safeguarding women and girls in Serbia Project	Programme Evaluation	Europe and Central Asia	Serbia	2023	Very Good	The EC recommends that UN Women advocate for sufficient resources to support institutional mechanism...		In order to ensure sufficient resources to support institutional mechanisms and services addressing violence against women and girls, UN Women received funds from the US Embassy in Belgrade for the combating violence against women and girls in Serbia. UN Women will continue to advocate for more funding for these purposes.	Accepted	Ending violence against women (SPs before 2018)	Operational activities	Not applicable	Gender equality
Evaluation of the Safeguarding women and girls in Serbia Project	Programme Evaluation	Europe and Central Asia	Serbia	2023	Very Good	The EC recommends that UN Women continue its activities at the local level, and promote benefits of ...		UN Women has supported Ministry of Labour, Employment, Veteran and Social Affairs in developing the Action Plan for the period from 2024 to 2025, for implementation of the Strategy for prevention and combating gender-based violence against women and domestic violence for the period from 2021 to 2025. One of the proposed activities is related to implementation of the WSAT at local level.	Accepted	Ending violence against women (SPs before 2018)	Operational activities	Not applicable	Gender equality
Evaluation of the Safeguarding women and girls in Serbia Project	Programme Evaluation	Europe and Central Asia	Serbia	2023	Very Good	The ET recommends that UN Women leverage its comparative advantage to support EVAW-related activitie...		Trough the Project "Combating violence against women and girls in Serbia" and supporting development of the Action Plan for the period from 2024 to 2025, for implementation of the Strategy for prevention and combating gender-based violence against women and domestic violence for the period from 2021 to 2025, UN Women offers guidance, develops capacities, and supports its implementing partners in addressing EVAW priorities.	Accepted	Ending violence against women (SPs before 2018)	Operational activities	Not applicable	Gender equality
Evaluation of the Safeguarding women and girls in Serbia Project	Programme Evaluation	Europe and Central Asia	Serbia	2023	Very Good	The ET recommends that UN Women uphold the "leaving no one behind" principle in all activities.		UN Women has supported Ministry of Labour, Employment, Veteran and Social Affairs in developing Action Plan for the period from 2024 to 2025, for implementation of the Strategy for prevention and combating gender-based violence against women and domestic violence for the period from 2021 to 2025. One of the proposed activities is related to gendering local planning documents related to urban planning. Also, the UN Women has established close cooperation with the Judicial Academy in order to increase knowledge and skills of judiciary on EVAW, including violence against marginalised women.	Accepted	Ending violence against women (SPs before 2018)	Operational activities	Not applicable	Gender equality
Evaluation of the Safeguarding women and girls in Serbia Project	Programme Evaluation	Europe and Central Asia	Serbia	2023	Very Good	The ET recommends that UN Women consider a coherent EVAW framework, with vertical integration of out...		UN Women Serbia implements the comprehensive three-year project "Combating Violence against Women and Girls in Serbia". In this project, UN Women developed a comprehensive and long-term framework to address VAWG. This framework clearly and logically connects objectives, outcomes, outputs, and activities, laying a solid foundation for effectively implementing and monitoring various interventions within a broader context.	Accepted	Ending violence against women (SPs before 2018)	Operational activities	Not applicable	Gender equality
Evaluation of the Improved Safety of Women in Serbia Project	Programme Evaluation	Europe and Central Asia	Serbia	2023	Not Rated	ISWSMN Project activities in Montenegro would greatly benefit from an extension to consolidate and f...		ISWSMN Project activities in Montenegro will be extended in order to consolidate and further enhance their relevance and ensure greater coherence in the overall action. Through the Project "Improved Safety of Women and Girls in Serbia and Montenegro", UN women will continue to carry out activities in Montenegro, based on Amendment No. 2 to the Donor Agreement, Donor ref. no SRB-19/0003 concluded between the United Nations Entity for Gender Equality end the Empowerment of Women and the Norwegian Ministry of Foreign Affairs. The Amendment was concluded on 23 November 2023 and stipulated that the project would be extended for a period of 12 months, that is, to 31 December 2024.	Accepted	Ending violence against women (SPs before 2018)	Partnership, Operational activities	Capacity development, Advocacy, Knowledge management	Gender equality
Evaluation of the Improved Safety of Women in Serbia Project	Programme Evaluation	Europe and Central Asia	Serbia	2023	Not Rated	Further explore strengthening of the relevance in projects using calls for proposals (grants, re-gra...		In order to support CSOs, UN Women received funds from the US Embassy in Belgrade for the combating violence against women and girls in Serbia. UN Women will develop call for proposals for awarding five grants.	Accepted	Ending violence against women (SPs before 2018)	Partnership, Operational activities	Capacity development, Advocacy, Knowledge management	Gender equality
Evaluation of the Improved Safety of Women in Serbia Project	Programme Evaluation	Europe and Central Asia	Serbia	2023	Not Rated	UN Women may continue to specifically favor agile project management in their future projects, where...		UN Women has developed the project "Combating Violence against Women and Girls in Serbia" with innovative approaches.	Accepted	Ending violence against women (SPs before 2018)	Partnership, Operational activities	Capacity development, Advocacy, Knowledge management	Gender equality
Evaluation of the Improved Safety of Women in Serbia Project	Programme Evaluation	Europe and Central Asia	Serbia	2023	Not Rated	Any new budget planning cycle should be based on updated market research, renewed capacity assessmen...		UN Women project "Improved safety of women and girls in Serbia and Montenegro" was extended until the end of 2024. The extension included budget planning for 2024, which is in line with current trends.	Accepted	Ending violence against women (SPs before 2018)	Partnership, Operational activities	Capacity development, Advocacy, Knowledge management	Gender equality
Evaluation of the Improved Safety of Women in Serbia Project	Programme Evaluation	Europe and Central Asia	Serbia	2023	Not Rated	Some further robustness of the result framework may have helped to capture changes, and introduction...		UN Women has supported Ministry of Labour, Employment, Veteran and Social Affairs in developing the Action Plan for the period from 2024 to 2025, for implementation of the Strategy for prevention and combating gender-based violence against women and domestic violence for the period from 2021 to 2025. One of the proposed activities is related to implemented activity under the finalized project "Safeguarding Women and Girls in Serbia".	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Operational activities	Capacity development, Advocacy, Knowledge management	Gender equality
Evaluation of the Improved Safety of Women in Serbia Project	Programme Evaluation	Europe and Central Asia	Serbia	2023	Not Rated	Consider engaging directly with women from marginalized groups during project planning and implement...		UN Women tries to uphold the "leaving no one behind" principle in all activities. Thus, the UN Women has developed the project „SERBIA: Strengthening Equality & Rights, Bolstering Inclusive Action" which aiming to improve the position of women with disabilities and their representative organizations. Namely, the women OPD "Out of circle… Vojvodina" was included in consultation process during the development of this project. On the other hand, the UN Women has established close cooperation with the Judicial Academy in order to increase knowledge and skills of judiciary on EVAW, including violence against marginalized women.	Accepted	Ending violence against women (SPs before 2018)	Partnership, Operational activities	Capacity development, Advocacy, Knowledge management	Gender equality
Final Evaluation of the Safe and Fair Programme: Realizing Women Migrant Workers’ Rights and Opportunities in the Association of South-East Asian Nations	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2024	Very Good	Ensure that future regional joint programming on EVAW and labour migration is designed cohesively, e...	Design future programming holistically with UN agencies fully engaged across programming elements. This includes ensuring that all UN agencies are accountable for promoting GEEW. UN agencies should jointly plan, report, and have ownership over all programming results regardless of which agency is leading certain programming elements. Hire sufficient staff (ideally one representative from each UN agency) to support programming at the national level. Further engage and empower Country Office Representatives across programming countries to take a leadership role in fostering national-level stakeholder engagement and buy-in among programme stakeholders. Strengthen the strategic engagement of RCs as programming partners to facilitate greater programming collaboration with other UN agencies working across the region and to generate strengthened cross-border collaboration. Harness opportunities to expand each agency’s partnership base by effectively sharing partners and directly engaging with the other agency’s traditional partners. Further invest in the capacity of staff working at the regional level to develop regional-level synergies and foster cross-border collaboration among governments, service providers, and CSOs. Increase and scale-up opportunities for stakeholders from across countries to meet both virtually and in-person to strengthen their working relationships with the aim of generating increased cross-border collaboration and synergies. Include outputs in programming frameworks that reflect collaboration with other UN agencies across the region in an attempt to increase collaboration and generate synergies across UN programming. Specifically, generate outputs that capture efforts to increase the gender responsiveness of other UN labour migration programming across the region. Strengthen the collaboration between UN Women, ILO, and the UNODC by further engaging the UNODC in future EVAW and labour migration work and by providing funding to UNODC to execute programming activities	The Regional Management Team recognizes the importance of regional joint programmes with strong components of cross border work on issues such as labour migration, gender mainstreaming and EVAWG. Depending on the country and location of implementation of activities and within the organisational mandates of each agency, there are varying levels of delegation to national offices. However, irrespective of the level of delegation of authority, national teams and constituents are always fully engaged in planning and implementation of activities and this will be continued.	Accepted	Global norms and standards (SPs before 2018)	Organizational efficiency	National ownership, Internal coordination and communication	Efficiency
Final Evaluation of the Safe and Fair Programme: Realizing Women Migrant Workers’ Rights and Opportunities in the Association of South-East Asian Nations	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2024	Very Good	Strengthen future MEL systems in EVAW and labour migration programming to be more responsive to the ...	Simplify the results reporting processes for implementing partners, including women’s networks and civil society, by requiring less complex and less regular activity reports. Advocate among ILO and UN Women HQ as well as donors for more flexible financial and reporting requirements, including the possibility of providing cash advances to small-scale women’s civil society groups to facilitate the implementation of programming. Design communications products that are tailored to the specific needs of different stakeholder groups and that clearly articulate the value-added of the programme as well as progress towards achieving outcome and impact-level results. Develop tools and systems to more systematically collect monitoring data after awareness-raising sessions to understand what concepts WMWs and members of their community have learned and what additional challenges at the institutional level need to be overcome to ensure that women engage in safe labour migration practices.	The Regional Management Team takes note of the findings related to the strong monitoring and evaluation system set up by the project and the challenges shared by the stakeholders regarding the reporting needs. Monitoring and reporting form an integral part of the accountability of the project and its partners to the beneficiaries as well as in relation to the donors. All efforts to strike a balance between simplifying the reporting processes for implementing partners and ensuring robust due diligence will be taken. Further efforts to design communications products that are tailored to the specific needs of different stakeholder groups will be explored provided the resources are available for this.	Accepted	Ending violence against women (SPs before 2018)	UN Coordination	Capacity development, Promoting inclusiveness/Leaving no one behind, Knowledge management	Efficiency
Final Evaluation of the Safe and Fair Programme: Realizing Women Migrant Workers’ Rights and Opportunities in the Association of South-East Asian Nations	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2024	Very Good	Advocate for increased investment among donors to support social norms work to end violence against ...	? Share information with donors on the importance and potential benefits of including social norms work into EVAW and labour migration programming as part of advocacy efforts to strengthen donor investment in social norms work that promotes GEEW. This investment should include sufficient financial resources as well as targeted efforts to design and implement strong social norms measurement tools. ? Use information-sharing sessions on safe labour migration practices in migrant worker communities as an entry point to bring women and men together to discuss gender equality concepts including ending IPV. ? Increase investment in changing attitudes towards WMWs and promoting gender equality concepts among government officials, first responders, service providers, youth groups, and potential perpetrators of violence. Greater investment may involve devoting more human resources at regional and national levels, as well as support to partners and investment in activities.	The Regional Management Team concurs on the importance of increased investment to support social norms work, especially as it requires long term investment and sustained efforts. While changes in social norms take time, integrating approaches to eliminate harmful attitudes, practices and norms related to the acceptability of violence and the need to hold perpetrators accountable with partners is central to reaching these longer term aims.	Accepted	Ending violence against women (SPs before 2018)	Partnership	Advocacy	Human Rights, Gender equality
Final Evaluation of the Safe and Fair Programme: Realizing Women Migrant Workers’ Rights and Opportunities in the Association of South-East Asian Nations	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2024	Very Good	Further promote the sustainable development of migrant worker communities including the reintegratio...	? Provide financial literacy training and facilitate business generating opportunities to families and community members of WMWs to support the effective use of remittances in improving the sustainable development of migrant worker communities. ? Scale-up and further expand livelihoods support to WMWs, their families, and community members, which includes entrepreneurship training and opportunities as well as skills development. ? Continue to scale-up and further support skills recognition among WMWs so that the skills that they develop in destination countries can be recognized in their country of origin. ? Support MRCs to use a whole-of-community sustainable development approach that supports not only migrant workers but also their family and community members who are left behind. ? Implement community-based initiatives that challenge negative social attitudes of WMWs who have left their communities to work abroad and provide accessible psychosocial support to help WMWs to socially reintegrate into their communities upon return. ? Support WMWs to care for their children when they are left behind in countries of origin or brought with them to countries of destination.	The Regional Management Team concurs on the importance of promoting sustainable development of migrant workers’ communities and importance of effective the reintegration of WMWs back into countries of origin.	Accepted	Ending violence against women (SPs before 2018)	Normative Support, Operational activities	Capacity development	Sustainability
Final Evaluation of the Safe and Fair Programme: Realizing Women Migrant Workers’ Rights and Opportunities in the Association of South-East Asian Nations	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2024	Very Good	Continue to strengthen holistic support to WMWs across their labour migration journey to protect and...	? Continue to address incentives that WMWs face to migrate through irregular channels. This includes advocating among governments and recruitment agencies for faster processing times and reduced fees of visas and other paperwork. ? Partner with other UN agencies such as the WHO, UNFPA, and UNDP to increase the quality and availability of legal and health services available to women, including WMWs. ? Further engage employers to strengthen their capacities as first responders and improve the safety of work environments for WMWs. ? Provide financial savings and planning support to WMWs before their employment contract ends to facilitate a safe return to their country of origin to re-migrate through regular channels. In addition, advocate among governments to simplify the application process to re-migrate through regular channels.	The Regional Management Team concurs on the importance of supporting women migrant workers’ across their labour migration journey to the extent possible with availability of resources. The importance of investing in improvements to quality and reach of essential services is well noted and accepted. Advocacy on this front will continue. The decision to migrate irregularly or get into the status of irregularity is a complex one.	Accepted	Ending violence against women (SPs before 2018)	Operational activities	Capacity development, Promoting inclusiveness/Leaving no one behind, Resource mobilization	Efficiency, Impact, Human Rights, Gender equality
Final Evaluation of the Safe and Fair Programme: Realizing Women Migrant Workers’ Rights and Opportunities in the Association of South-East Asian Nations	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2024	Very Good	Continue to support the rights of undocumented WMWs and domestic workers while increasing programmat...	? Continue to use human rights frameworks and calls to support all women regardless of legal status as strategies to increase legal protections and service provision to undocumented WMWs. ? Continue initiatives to support the rights of domestic workers, including their organising. ? Draw on the Safe and Fair produced study A Beautiful but Very Heavy Jacket: The Experiences of Migrant Workers with Diverse SOGIE in ASEAN to design programming that targets the specific needs of LGBTIQ+ migrant workers. ? Collaborate with the United Nations Environment Programme (UNEP) and IOM who are working on the nexus between climate change and migration to design targeted programming to support WMWs affected by environmental issues and climate change. ? Include initiatives into future programming that support women with disabilities to engage in labour migration and that support the unique needs and vulnerabilities of WMWs with disabilities (both physical and cognitive).	The Regional Management Team concurs on the importance of continuing support to better protect the rights of undocumented WMWs and domestic workers and focus on LGBTIQ+ migrant workers, WMWs with disabilities, and WMWs from climate-affected communities when designing and implementing EVAW and labour migration programming.	Accepted	Ending violence against women (SPs before 2018)	UN Coordination, Normative Support, Operational activities	Alignment with strategy, Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Final Evaluation of the Safe and Fair Programme: Realizing Women Migrant Workers’ Rights and Opportunities in the Association of South-East Asian Nations	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2024	Very Good	Include mechanisms that allow for more flexibility to modify the programme design and implementation...	? Work with donors during the programme proposal and design phases to build in flexibility to make modifications during implementation based on stakeholder feedback and important changes to the operating context. This will help to ensure that programming continues to be aligned with the changing needs and priorities of rights holders such as WMWs. ? Use stakeholder engagement platforms such as the Safe and Fair Programme’s RPAC, NPACs, and CSO Reference Group as opportunities to receive stakeholder feedback and implement suggested changes regarding programme design and implementation approaches. This will help to ensure that stakeholders, including women’s civil society, remain engaged throughout programme design and implementation.	The Regional Management Team recognizes this concern being raised during the evaluation process by stakeholders. While changes in activities and strategies are possible and were adopted during the implementation of SAF, revisions in project design, targets, may require changes to the agreement with the donor. Such revisions to agreement would require time and may result in the whole programme implementation coming to a standstill affecting the beneficiaries even more.	Partially Accepted	Ending violence against women (SPs before 2018)	Partnership	Advocacy, Internal coordination and communication	Effectiveness, Relevance, Human Rights, Gender equality
Final Evaluation of the Safe and Fair Programme: Realizing Women Migrant Workers’ Rights and Opportunities in the Association of South-East Asian Nations	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2024	Very Good	Ensure that future regional joint programming on EVAW and labour migration is designed cohesively, e...	? Design future programming holistically with UN agencies fully engaged across programming elements. This includes ensuring that all UN agencies are accountable for promoting GEEW. UN agencies should jointly plan, report, and have ownership over all programming results regardless of which agency is leading certain programming elements. ? Hire sufficient staff (ideally one representative from each UN agency) to support programming at the national level. ? Further engage and empower Country Office Representatives across programming countries to take a leadership role in fostering national-level stakeholder engagement and buy-in among programme stakeholders. ? Strengthen the strategic engagement of RCs as programming partners to facilitate greater programming collaboration with other UN agencies working across the region and to generate strengthened cross-border collaboration. ? Harness opportunities to expand each agency’s partnership base by effectively sharing partners and directly engaging with the other agency’s traditional partners. ? Further invest in the capacity of staff working at the regional level to develop regional-level synergies and foster cross-border collaboration among governments, service providers, and CSOs. ? Increase and scale-up opportunities for stakeholders from across countries to meet both virtually and in-person to strengthen their working relationships with the aim of generating increased cross-border collaboration and synergies. ? Include outputs in programming frameworks that reflect collaboration with other UN agencies across the region in an attempt to increase collaboration and generate synergies across UN programming. Specifically, generate outputs that capture efforts to increase the gender responsiveness of other UN labour migration programming across the region. ? Strengthen the collaboration between UN Women, ILO, and the UNODC by further engaging the UNODC in future EVAW and labour migration work and by providing funding to UNODC to execute programming activities.	The Regional Management Team recognizes the importance of regional joint programmes with strong components of cross border work on issues such as labour migration, gender mainstreaming and EVAWG. Depending on the country and location of implementation of activities and within the organisational mandates of each agency, there are varying levels of delegation to national offices. However, irrespective of the level of delegation of authority, national teams and constituents are always fully engaged in planning and implementation of activities and this will be continued.	Accepted	Ending violence against women (SPs before 2018)	UN Coordination, Partnership	National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Human Rights, Gender equality
Joint evaluation of the Regional Project on Enhancing Access to Justice for Women in Asia and the Pacific	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2024	Very Good	UN Women should continue to strengthen its access to justice programming in the region, as well as a...		UN Women's Strategic Plan, particularly under Outcome 1, is dedicated to the "Strengthening of global normative frameworks, and the development of gender-responsive laws, policies, and institutions." Historically, the organization has been committed to advocating for legislative change and the provision of gender-responsive services, particularly for women who have experienced violence. While people-centered justice is not applied across the organization yet, the Access to Justice for Women in the Asia Pacific region project has contributed significantly to promising practices and scalable examples for all of UN Women. Building on the UN's strong focus on the LNOB agenda, UN Women has leveraged it gained knowledge on women with intellectual and psychosocial disabilities and not only transferred knowledge to other agencies for their programming but also to develop joint programming specially on justice for women with disabilities. The achievements and insights gained throughout the execution of the six-year project have been instrumental in shaping country-specific programming and will continue to inform future initiatives in the Pacific. Additionally, the project team has actively facilitated knowledge sharing among UN agencies and international organizations, ensuring a broader impact and integration of learned best practices.	Accepted	Leadership and political participation (SPs before 2018)	UN Coordination, Partnership, Normative Support	National ownership, Knowledge management	Effectiveness
Joint evaluation of the Regional Project on Enhancing Access to Justice for Women in Asia and the Pacific	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2024	Very Good	UN Women, ICJ and OHCHR should leverage the 2030 Agenda and the SDGs to further drive progress towar...		UN Women has strategically leveraged Sustainable Development Goal 16 (SDG 16) in its initiatives, notably through the formulation of the regional Women's Access to Justice strategy. Despite the programming's substantial alignment with SDG objectives, this emphasis was not adequately mirrored in the programme documents and logframe. In concurrence with this observation, UN Women's management has resolved that all future projects formulated under UN Women's Strategic Plan Outcome 1 will explicitly incorporate global goals, including SDG 16. This will be operationalized by aligning SDG 16 indicators with project indicators. It is worth noting, that UN Women has the opportunity to contribute to gender and sex-disaggregated data by also putting a gender lens on SDG indicators to close the data gap that currently exist. Please note that UN Women has developed a progress report on the SDGs with a specific focus on gender and women's rights.	Accepted	Leadership and political participation (SPs before 2018)	Culture of results/RBM	Knowledge management	Efficiency, Relevance
Joint evaluation of the Regional Project on Enhancing Access to Justice for Women in Asia and the Pacific	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2024	Very Good	All future projects should have a realistic and evidence-based theory of change, which is regularly ...		After approximately three years of implementation, the programme document did not align with emerging research and the global shift towards access to justice. The UN Women project management team conducted a review and subsequently amended Output 3, obtaining authorization from SIDA to pivot the project's direction. A thorough review of the theory of change, including updates to indicators, proved challenging due to differing perspectives on advancing women's access to justice between ICJ and UN Women. Nevertheless, all involved agencies recognize the significance of this recommendation and concur on the need to enhance the theory of change and indicators in all future programming. Since 2018, UN Women has developed a number of training modules and toolkits to ensure SMART and actionable frameworks.	Accepted	Leadership and political participation (SPs before 2018)	Culture of results/RBM	Knowledge management	Efficiency
Joint evaluation of the Regional Project on Enhancing Access to Justice for Women in Asia and the Pacific	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2024	Very Good	Any future iterations of the project should include a workable partnership management, together with...		The "Access to Justice" project was initially conceptualized as a joint project but was implemented with UN Women as the responsible party, and OHCHR and ICJ as implementing partners. This arrangement placed the entirety of management, financial oversight, coordination, and reporting duties on the UN Women project team. Consequently, ICJ was required to adhere to certain regulations and obligations, established to ensure due diligence and responsible project implementation by the UN. Despite the management role being designated to UN Women, the partnership between ICJ, OHCHR, and UN Women was intended to be of equal standing. This discrepancy led to tensions and discussions, which could have been mitigated by setting more realistic expectations among partners, aligned with UN rules and regulations. The formal agreement between UN Women and ICJ is a Partnership Cooperation Agreement, which requires UN Women to conduct indebt financial monitoring and guidance in regards to project content. However, due to the informally agreed partnership, this was often taken as an intrusion in ICJ's work. Moreover, the project document did not allocate staff and budget for coordination and communication, complicating the establishment of shared goals and advocacy messages. At the request of UN Women, an agreement was reached with Sida to fund an additional P3 staff member to enhance coordination across the agencies, facilitating joint implementation. Mid-project, upon UN Women's initiative, a communications consultant was hired to offer support to all three agencies, significantly improving outreach and advocacy efforts.	Accepted	Leadership and political participation (SPs before 2018)	UN Coordination, Partnership	Not applicable	Effectiveness, Efficiency, Coherence
Joint evaluation of the Regional Project on Enhancing Access to Justice for Women in Asia and the Pacific	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2024	Very Good	It is highly recommended to include some dedicated M&E capacity in any future iteration of the proje...		The inception phase of the project included a country assessment to identify entry points for women's access to justice. However, a more thorough baseline, with a greater emphasis on data collection and baseline studies—particularly in areas aimed at enhancing the capacity of justice providers—should have been conducted. At the project's outset, an M&E specialist was partially funded by the project, but this support was subsequently discontinued after the country assessments were finalized.	Accepted	Leadership and political participation (SPs before 2018)	Organizational efficiency	Knowledge management	Efficiency
Joint evaluation of the Regional Project on Enhancing Access to Justice for Women in Asia and the Pacific	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2024	Very Good	The project should engage with regional actors more to drive project results, contribute to their wo...		UN Women has extensively collaborated with governments, centralized, and community-based justice mechanisms, connecting them with communities and the women's rights movement. This collaboration has significantly increased women's access to justice and has boosted trust in local justice mechanisms from 12% to 66% within three years. OHCHR has facilitated connections between Women Human Rights Defenders and national and international human rights mechanisms. There was potential for greater engagement with regional women's organizations throughout the project period.	Accepted	Leadership and political participation (SPs before 2018)	Partnership	Capacity development, National ownership	Effectiveness
Joint evaluation of the Regional Project on Enhancing Access to Justice for Women in Asia and the Pacific	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2024	Very Good	Results gained through the pilot model initiatives to strengthen women’s access to justice should be...		The final evaluation of the "Enhancing Access to Justice" project has been completed over a period of seven months, led by UN Women. The pilot initiatives focusing on decentralization are thoroughly documented and encapsulated in various knowledge products, available at https://asiapacific.unwomen.org/en/focus-areas/governance/womens-access-to-justice Numerous knowledge transfer workshops and conferences have been conducted at both national and regional levels to ensure that the approach can be effectively scaled through UN Women programming, broader UN programming, and government planning.	Accepted	Leadership and political participation (SPs before 2018)	Partnership	Capacity development, National ownership	Sustainability
Joint evaluation of the Regional Project on Enhancing Access to Justice for Women in Asia and the Pacific	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2024	Very Good	The project has created a wealth of knowledge and evidence during its implementation period, which s...	Project gains, lessons learned, and knowledge were documented on the UN Women Regional Office Access to Justice webpage. Attempts to secure additional funding from Sida to expand the scope of this work were unfortunately unsuccessful. Should funding become available, UN Women is poised to make a significant contribution to knowledge and evidence-based programming, particularly leveraging insights gained from piloting decentralized justice initiatives. This includes innovative approaches that address the rights of women with disabilities, the rights of nature, indigenous peoples, and the development of people-centered and decentralized justice mechanisms, among others. https://asiapacific.unwomen.org/en/focus-areas/governance/womens-access-to-justice	Project gains, lessons learned, and knowledge were documented on the UN Women Regional Office Access to Justice webpage. Attempts to secure additional funding from Sida to expand the scope of this work were unfortunately unsuccessful. Should funding become available, UN Women is poised to make a significant contribution to knowledge and evidence-based programming, particularly leveraging insights gained from piloting decentralized justice initiatives. This includes innovative approaches that address the rights of women with disabilities, the rights of nature, indigenous peoples, and the development of people-centered and decentralized justice mechanisms, among others. https://asiapacific.unwomen.org/en/focus-areas/governance/womens-access-to-justice	Partially Accepted	Leadership and political participation (SPs before 2018)	Culture of results/RBM	Knowledge management, Evidence, Data and statistics	Effectiveness
Joint evaluation of the Regional Project on Enhancing Access to Justice for Women in Asia and the Pacific	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2024	Very Good	UN Women should reinforce its approach to Leave No One Behind by consolidating its efforts with some...		The project team dedicated substantial efforts to implement a people-centered justice approach, with a particular emphasis on the Leave No One Behind (LNOB) principle. This focus encompassed indigenous women, economically disadvantaged women, women with disabilities, and the LGBTQI+ community. Notably, the initiative concerning justice for women with intellectual and psychosocial disabilities garnered the attention of other United Nations agencies. The methodology, which was adapted from the OECD legal needs survey methodology, was co-developed in collaboration with women with disabilities. This survey methodology has been requested and will be shared with the Resident Coordinator's Office (RCO) in India, RCO in Samoa, and the Office of the High Commissioner for Human Rights (OHCHR) in Cambodia. UN Women acknowledges the recommendation to systematically involve youth. A stronger emphasis on youth, particularly young women, will be incorporated into future programming.	Accepted	Leadership and political participation (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind	Human Rights
final evaluation of the “Strengthened Gender Action in Cahul and Ungheni districts” (EVA) Project funded by the European Union	Thematic Evaluation	Europe and Central Asia	Moldova	2023	Very Good	RECOMMENDATIONS 2	Fine-tune the project design, scale up the good practices and consider the lessons learned. Involve the change agents and gender champions generated by the EVA Project in future projects.	UN Women CO will continue supporting civil society organizations, local public authorities and change agents in future projects as this will assure the sustainability of the project and efficiency in capacity building efforts.	Partially Accepted	Leadership and political participation (SPs before 2018), Ending violence against women (SPs before 2018)	Normative Support, Operational activities, Youth engagement, Engaging men and boys	Alignment with strategy, Oversight/governance, Capacity development, National ownership, Advocacy, Knowledge management	Human Rights, Gender equality
final evaluation of the “Strengthened Gender Action in Cahul and Ungheni districts” (EVA) Project funded by the European Union	Thematic Evaluation	Europe and Central Asia	Moldova	2023	Very Good	recommendation 1	Capitalize on achievements, continue GM in the local policies and support for improving services for victims of violence and child protection. Consider supporting/developing the offender-oriented services.	This recommendation is partially accepted by UN Women, as Gender based violence is complex phenomenon and for curbing it, all actors need to work on 1. Prevention; 2. Protection;3, prosecution, 4 integrated responses. The response cannot be complete also without working with public prosecutors, lawyers and judges, so that cases of GBV do not fail in court, because of lack of evidence, or improperly documented case or lack of securing protection to the victim during court proceedings. One project cannot do at once all, in specific if it is not entirely focused on EVAW. The TOC choice of EVA project of investing in services for victims was conscious one, as it can be lifesaving to women who suffered sexual violence as this project was limited in time and funding. To build the services for victims first, while it did not prevent LPAs to negotiate with the central authorities and other development partners to invest in service for perpetrators. And also, other development partners present at country level who are working with the Government institutions on EVAW were more focused on preventions as well, Including some services for perpetrators.	Partially Accepted	Leadership and political participation (SPs before 2018), Ending violence against women (SPs before 2018)	Normative Support, Operational activities	Oversight/governance, Capacity development	Gender equality
final evaluation of the “Strengthened Gender Action in Cahul and Ungheni districts” (EVA) Project funded by the European Union	Thematic Evaluation	Europe and Central Asia	Moldova	2023	Very Good	Recommendation 3	Use a three-level approach in promoting and mainstreaming the GRB. Advocate for adjustment of the regulatory framework on the GRB	This recommendation is accepted by UN Women CO and will be implemented starting from the current year.	Accepted	Leadership and political participation (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, Normative Support, Operational activities	Alignment with strategy, Capacity development, Advocacy	Gender equality
final evaluation of the “Strengthened Gender Action in Cahul and Ungheni districts” (EVA) Project funded by the European Union	Thematic Evaluation	Europe and Central Asia	Moldova	2023	Very Good	RECOMMENDATIONS 4	Improve the internal coherence, particularly coordination and synergy between the partners	This recommendation is accepted by UN Women CO and adjustment actions will be undertaken by the CO starting from next year. Meanwhile the UN CO coordination will also be pursued in the frame of the relevant RGs on governance, services and economic development	Accepted	Leadership and political participation (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind	Gender equality
final evaluation of the “Strengthened Gender Action in Cahul and Ungheni districts” (EVA) Project funded by the European Union	Thematic Evaluation	Europe and Central Asia	Moldova	2023	Very Good	RECOMMENDATIONS 5	Support more consistently the local stakeholders’ initiatives - more financial resources, longer duration and adjusted logic of intervention	Small grants support serves as important entry points for women beneficiaries, local communities, local authorities facilitating their participation and contribution to apply in practice the gender equality concepts and testing the positive social norms. As part of lessons learned and based on the evaluation recommendation the CO will consider for future work the possibilities to engage in longer partnership and sustainable logic of interventions.	Partially Accepted	Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, Operational activities, Youth engagement, Engaging men and boys	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind	Gender equality
final evaluation of the “Strengthened Gender Action in Cahul and Ungheni districts” (EVA) Project funded by the European Union	Thematic Evaluation	Europe and Central Asia	Moldova	2023	Very Good	RECOMMENDATIONS 6	Reinforce the WEE subcomponent. Consider developing a separate project or component	As the SN 2023-2024 maintain the focus area on, gender responsive policies designed to provide equal economic opportunities for women the WEE subcomponent will be continuously under implementation by the CO. The WEE component will be considered as part of holistic approach on GEWE and will be considered as part of all areas of SN implementation as will link the women political participation through the influencing better policies and also reaching the women survivors of violence to provide them opportunity for economic participation	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Capacity development	Gender equality
final evaluation of the “Strengthened Gender Action in Cahul and Ungheni districts” (EVA) Project funded by the European Union	Thematic Evaluation	Europe and Central Asia	Moldova	2023	Very Good	RECOMMENDATIONS 7	Consolidate the sustainability of the achievements, especially of the Integrated Center and increase the ownership commitments	The sustainability strategy was also considered by EVA project from the inception phase and the thorough coordination and communication was undertaken during the finale stage of the project. The evaluation recommendation highlighted once more the importance of the sustainability aspect and the issue of the functionality of the Integrated Center was considered by the national stakeholders under the national plans and budget.	Accepted	Ending violence against women (SPs before 2018)	Normative Support, Operational activities	Capacity development, National ownership	Human Rights, Gender equality
final evaluation of the “Strengthened Gender Action in Cahul and Ungheni districts” (EVA) Project funded by the European Union	Thematic Evaluation	Europe and Central Asia	Moldova	2023	Very Good	RECOMMENDATIONS 8	Further improve the M&E system.	The suggested actions under the recommendations indeed are linked to the process of the M&E system and it requires continuous improvements. As part of the system UN Women is following the HQ Policies on Planning, Monitoring and reporting and upon the guidance developed for the implementation at local level CO is applying those in partnership agreements. As part of the standard of operation (SOP) development CO will use the suggested questions and the step to be in relation with the RPs.	Partially Accepted	Not applicable	Operational activities	Capacity development	Efficiency
End-Term Programme Evaluation of UN Women Regional Programme Women Peace and Security In the Arab States Phase II (2019-2022)	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2023	Very Good	UN Women should strengthen and scale-up its community level interventions by developing linkages for...		UN Women recognizes the importance of engaging with a diverse group of women and young women peace actors as part of project implementation. During the third phase of the project, UN Women will ensure that the reach of project participants is further diversified, including by engaging with women actors from the community level. At the regional level, UN Women will undertake a mapping exercise of WPS actors, including civil society and community-based organizations (CSOs/CBOs), activists, and women peacebuilders, in the region, including in project countries. The mapping will benefit both the Regional Office as well as country offices, in ensuring a wide and diverse group of WPS actors are engaged in project implementation, including in capacity building trainings. At the country level, UN Women Country Offices will ensure enhanced support in connecting women participants of capacity building trainings to local governance and peacebuilding structures. UN Women will also undertake Training of Trainers exercises to amplify the projects impact on community level.	Accepted	Peace and security (SPs before 2018)	Not applicable	Not applicable	Not applicable
End-Term Programme Evaluation of UN Women Regional Programme Women Peace and Security In the Arab States Phase II (2019-2022)	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2023	Very Good	UN Women should revise the programme Theory of Change to include clear objectives, assumptions, acti...		As part of its project management responsibilities, UN Women Regional Office will review the Phase II Results Framework and the Theory of Chance in close coordination with project Country Offices to ensure that all lessons learned from Phase II monitoring and evaluation work inform the development of the Phase III Results Framework and Theory of Change. UN Women Regional Office will closely collaborate with project country offices in the development of the Phase III Results Framework and Theory of Change and will ensure that new indicators are develop that enhance the capturing of project intended results. UN Women will also coordinate closely with project Country Offices to ensure the setting of realistic targets for Phase III of the project.	Accepted	Peace and security (SPs before 2018)	Not applicable	Not applicable	Not applicable
End-Term Programme Evaluation of UN Women Regional Programme Women Peace and Security In the Arab States Phase II (2019-2022)	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2023	Very Good	The programme should put in place a structured mechanism for regular exchange of experience and know...		UN Women recognizes the need to ensure systematic coordination on the project between the Regional Office and project Country Offices and to enhance project monitoring, communication and visibility. UN Women Regional Office will develop a detailed monitoring plan and a monitoring tool for the project phase III results framework, to ensure that enhanced support on monitoring of project results is provided to country offices, and that the regional office maintains an adequate oversight of project implementation overall. Moreover, UN Women Regional Office will develop a communications plan for the project which will detail how the visibility of the project results and of the donor contribution will be enhanced in Phase III. Finally, UN Women Regional Office will undertake enhanced coordination between project country offices by organizing periodic calls between project focal points to enable the exchange of knowledge, best practices, lessons learned and challenges in the implementation of the project across the six countries.	Accepted	Peace and security (SPs before 2018)	Not applicable	Not applicable	Not applicable
End-Term Programme Evaluation of UN Women Regional Programme Women Peace and Security In the Arab States Phase II (2019-2022)	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2023	Very Good	UN Women should explore the possibility of replicating the Jordan pool funding model to other progra...		UN Women will look for opportunities for pooled funding mechanisms for NAPs in project countries to ensure complementarity of project Phase III funding. This may not result in the establishment of a pooled fund mechanism in each project country but could instead result in mobilization of complimentary funding for the implementation of NAPs at country level. UN Women will undertake a context sensitive approach in each project country, which will largely determine the feasibility of establishing new pooled fund mechanisms. In addition, UN Women Regional Office will support country offices in the region, including beyond those involved in the project, to exchange knowledge and learn from the Jordan model, to support the replication of the model elsewhere in the region.	Accepted	Peace and security (SPs before 2018)	Not applicable	Not applicable	Not applicable
End-Term Programme Evaluation of UN Women Regional Programme Women Peace and Security In the Arab States Phase II (2019-2022)	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2023	Very Good	Given the addition of an extra country to Phase III, UN Women should review its staffing structure a...		For Phase III of the project, UN Women Regional Office will closely coordinate with country offices to review project staffing structures at country level and to identify existing gaps and needs, in order to enhance sustainability of project staffing. UN Women will also discuss sustainable staffing modalities with the donor, as needed.	Accepted	Peace and security (SPs before 2018)	Not applicable	Not applicable	Not applicable
End-Term Programme Evaluation of UN Women Regional Programme Women Peace and Security In the Arab States Phase II (2019-2022)	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2023	Very Good	UN Women should measure influence of regional activities on country-level action, to the extent poss...		UN Women will consult COs on the efficiency of regional knowledge products and interventions. UN Women ROAS will organize regular coordination meetings to brief on regional progress and updates.	Accepted	Peace and security (SPs before 2018)	Not applicable	Not applicable	Not applicable
End-Term Programme Evaluation of UN Women Regional Programme Women Peace and Security In the Arab States Phase II (2019-2022)	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2023	Very Good	The Programme should develop a strategy for engaging men to achieve a sustainable gender transformat...		UN Women recognizes the importance of engaging men and boys in achieving sustainable gender transformative results. UN Women will review the RRF to ensure the inclusion of indicators measuring disability inclusion and sex disaggregated data.	Accepted	Peace and security (SPs before 2018)	Not applicable	Not applicable	Not applicable
Final External Evaluation of Women's Economic Empowerment in South Caucasus (WEESC II) project, phase II	Programme Evaluation	Europe and Central Asia	Georgia	2024	Very Good	UN Women should ensure that the final exit phase of WEESC be considered the sustainability phase and...		UN Women has implemented the first and second phases of the WEESC project in line with international and national commitments at the levels of policies, legislation, institutions, and grassroots. The project has been working towards transformative results for increased gender equality and greater protection of the rights of women and girls. During the third phase, as recommended by the WEESC II phase evaluation, the project will prioritize sustainability by continuing to support and reinforce the achievements of the first two phases, aiming to increase economic security and improve access to livelihood and development opportunities for women, particularly the poorest and most excluded in the South Caucasus. The third phase will be used to consolidate the gains made in the first two phases, reinforce the achievements of results, and institutionalize these results to secure long-term impact.	Accepted	Women economic empowerment (SPs before 2018)	Organizational efficiency	Capacity development, National ownership, Knowledge management	Effectiveness
Final External Evaluation of Women's Economic Empowerment in South Caucasus (WEESC II) project, phase II	Programme Evaluation	Europe and Central Asia	Georgia	2024	Very Good	UN Women should reconsider their strategy of grants and training to the micro-subsistence group and ...		As recommended by the WEESC-II evaluation, WEESC-III will reevaluate the grant and training strategy for micro-subsistence and micro-semi-commercial women. Initially, the project will collaborate with partners to clearly define and differentiate these two groups to provide more targeted and effective support. For the micro-subsistence group, the project will focus on expanding women-owned small businesses, where relevant, by enhancing the sustainability of both existing and new ventures, with the aim of helping them transition to the micro-semi-commercial category. For the micro-semi-commercial women, the project will offer more comprehensive support per initiative than was provided in Phases I and II. The grant provision will follow a value chain approach, focusing on supporting women in target municipalities to enhance the value-added of their business operations. In addition to sub-partnership support/financial incentives, the project will continue to develop sustainable alternative sources of finance to assist both micro-subsistence and micro-semi-commercial women in acquiring necessary resources. Furthermore, during WEESC-III, the project will address various training needs tailored to specific business requirements.	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Culture of results/RBM	Capacity development, National ownership, Advocacy	Effectiveness, Sustainability
Final External Evaluation of Women's Economic Empowerment in South Caucasus (WEESC II) project, phase II	Programme Evaluation	Europe and Central Asia	Georgia	2024	Very Good	UN Women should take a systemic approach to providing support to companies implementing WEP activiti...		The project will address the recommendations from the WEESC II final evaluation by expanding and reinforcing awareness of the Women’s Empowerment Principles (WEPs) in businesses across Armenia, Azerbaijan, and Georgia. Phase III will adopt a more systemic approach, focusing on specific support categories for companies as recommended by the WEESC-II evaluation, including working conditions, recruitment and retention, and supply chain management. In Georgia, private sector collaboration has been accelerated through UN Women Norway funded projects and will continue with funding from the same donor. In Armenia and Azerbaijan, while the WEPs component is still developing, Phases I and II established important partnerships and linkages. The next phase will further explore and preserve opportunities to pilot initiatives that demonstrate the benefits of WEPs. Efforts will also be intensified to build connections with local companies and employers, enhancing employment options and integrating self-employed women and smallholder farmers into value chains.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	National ownership, Advocacy	Sustainability
Final External Evaluation of Women's Economic Empowerment in South Caucasus (WEESC II) project, phase II	Programme Evaluation	Europe and Central Asia	Georgia	2024	Very Good	UN Women should ensure that there are adequate monitoring resources available, at all levels of impl...		The complexity of project operations across three countries underscores the need for a user-friendly M&E framework that aligns with the capacities of local partners and is harmonized across all regions, as highlighted by the project evaluation. In WEESC Phase III, UN Women will convene a meeting with NGO partners to understand and address their concerns related to M&E practices. Following this meeting, UN Women will provide responses and clarifications to any questions and work to resolve existing issues by adjusting existing cross-country M&E system to the capacities and needs of project partners. This update will be performed using a participatory approach, involving M&E specialists from each partner in all three countries, who will be the primary users of the system.	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM	Oversight/governance	Effectiveness, Gender equality
Final External Evaluation of Women's Economic Empowerment in South Caucasus (WEESC II) project, phase II	Programme Evaluation	Europe and Central Asia	Georgia	2024	Very Good	When funding UN Women’s projects, donors should ensure that UN Women’s reporting procedures are rati...		To address the recommendation, UN Women will work closely with donors to align reporting procedures with their specific requirements. Donors will be encouraged to clarify the additional information they need and engage their HQs in negotiations with UN Women HQ regarding financial reporting as the latter is centralized at HQ level in UN Women.	Accepted	Not applicable	Partnership	Oversight/governance	Gender equality, Coherence
Final External Evaluation of Women's Economic Empowerment in South Caucasus (WEESC II) project, phase II	Programme Evaluation	Europe and Central Asia	Georgia	2024	Very Good	Gender-sensitive value chain analysis in Georgia, Armenia and Azerbaijan might help to identify econ...		For grassroots work with women in these countries, the WEESC project will continue to focus on the same regions targeted in the first and second phases. The needs assessments and evaluations, conducted during these earlier phases, along with the statistical analysis of the grant component of the project in Georgia and grassroots work in all three countries, have provided valuable insights into economic opportunities for women in these communities. This information, combined with assessments and consultations with partners and grassroots beneficiaries during WEESC-III, will be used to identify relevant sectors and options for entrepreneurship and employment, applying a demand-driven approach and developing gender-sensitive value chains.	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM, Agriculture	Capacity development	Effectiveness, Gender equality
Final External Evaluation of Women's Economic Empowerment in South Caucasus (WEESC II) project, phase II	Programme Evaluation	Europe and Central Asia	Georgia	2024	Very Good	Assist women in Armenia, Azerbaijan and Georgia to acquire alternative sources of financing for exam...		As recommended by the WEESC-III project evaluation, the project will continue to develop sustainable alternative sources of finance to assist women in accessing these resources. To achieve this, the project will focus on leveraging cooperation between UN Women, various governmental and non-governmental organizations, and the private sector—particularly the banking sector through the Women’s Empowerment Principles (WEPs)—to diversify financing options available to women farmers and entrepreneurs.	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM	Capacity development	Sustainability
Final External Evaluation of Women's Economic Empowerment in South Caucasus (WEESC II) project, phase II	Programme Evaluation	Europe and Central Asia	Georgia	2024	Very Good	Expand and reinforce awareness of WEPs in businesses in Armenia, Azerbaijan and Georgia.		The recommendation is rejected to avoid duplicative reporting, as it is already fully addressed under key actions of Recommendation 3.	Rejected	Women economic empowerment (SPs before 2018)	Partnership	Capacity development	Gender equality
Final External Evaluation of Women's Economic Empowerment in South Caucasus (WEESC II) project, phase II	Programme Evaluation	Europe and Central Asia	Georgia	2024	Very Good	The WRC are vital resources for disadvantaged women in Azerbaijan. WEESC-II should liaise with the S...		Women’s Resource Centres (WRCs) are regarded as crucial sources of information, economic activities, and social capital for women in Azerbaijan. Ensuring their sustainability remains a key focus of the project implementation. The transformation of WRCs into independent NGOs was an important initial step toward achieving financial sustainability and qualifying for funding opportunities. However, the evaluation report highlights that WRCs still heavily rely on WEESC project/UNDP funding, with some support from the State Committee for Family, Women, and Children’s Affairs. In Phase III, WRCs will work on a sustainability strategy. In Phase II, they piloted a membership fee model, but this approach led to concerns and mistrust among members, prompting WRCs to abandon it. As an alternative, the WRC in Khazar has established itself as a limited liability company to engage in business activities and generate profit, which can be reinvested to support the WRC’s operations. These efforts will continue and intensify in Phase III.	Accepted	Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018)	Partnership	Oversight/governance, Capacity development	Sustainability
Final External Evaluation of Women's Economic Empowerment in South Caucasus (WEESC II) project, phase II	Programme Evaluation	Europe and Central Asia	Georgia	2024	Very Good	Continue work with government on the enabling environment in Armenia and Georgia.		Phase III of the project will strengthen collaboration with strategic government partners to ensure consistent cooperation, focusing on mainstreaming gender in policies and enhancing staff capacity. It will continue to build institutional capacity by supporting targeted program development and implementing amendments to promote women’s economic empowerment sustainably. The project will also continue to provide technical support for legislative and policy amendments in Armenia and Georgia, aligning with international standards, and support data generation to improve policymaking. Additionally, it will continue to facilitate policy dialogues on ratifying or aligning with key ILO Conventions and EU directives, all aimed at supporting the enabling environment for women’s economic empowerment in Armenia and Georgia.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	National ownership	Effectiveness, Sustainability
End of Program Evaluation Women’s Leadership, Empowerment, Access, and Protection (LEAP II)	Programme Evaluation	East and Southern Africa	Somalia	2023	Good	Expanding Scope: To reach as many people as possible, it is important to engage universities to high...		The recommendations is forward looking and strategic. UN Women office has taken note of the recommendation and will integrate the recommendation into the next phase of the program moving forward.	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Humanitarian action, Climate change, Agriculture	National ownership, Promoting inclusiveness/Leaving no one behind, Knowledge management, Evidence, Data and statistics	Sustainability, Impact, Human Rights, Gender equality
End of Program Evaluation Women’s Leadership, Empowerment, Access, and Protection (LEAP II)	Programme Evaluation	East and Southern Africa	Somalia	2023	Good	Life Skills: Health promotion strategies should be valued, and life skill education is a potential a...		UN Women considers the recommendation strategic and forward looking. UN Women Somalia Office will leverage on its partnerships with the WHO and other entities in advocacy on integration of the above recommendation in future programming.	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Humanitarian action, Climate change, Agriculture	Capacity development, Promoting inclusiveness/Leaving no one behind, Knowledge management, Innovation and technology	Sustainability, Human Rights, Gender equality
End of Program Evaluation Women’s Leadership, Empowerment, Access, and Protection (LEAP II)	Programme Evaluation	East and Southern Africa	Somalia	2023	Good	It is recommended that such a project include some livelihood support to the supported communities i...		UN Women agrees with the recommendation and has integrated livelihoods trainings into LEAP 3 project implemented during 2023-2024.	Accepted	Women economic empowerment (SPs before 2018)	Humanitarian action, Climate change, Agriculture	National ownership, Knowledge management, Innovation and technology	Sustainability, Human Rights, Gender equality
End of Program Evaluation Women’s Leadership, Empowerment, Access, and Protection (LEAP II)	Programme Evaluation	East and Southern Africa	Somalia	2023	Good	implementation phase of the programme was quite brief, and a continuance should be taken into accoun...		Due to COVID-19 restrictions and the challenges with identification of partner organizations for implementation and outreach the project had a steady start. Efforts have been made to coordinate with WHO, UNICEF and other entities. The recommendation is well noted and will be factored in the future programming.	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Humanitarian action, Climate change	Capacity development, National ownership, Knowledge management, Internal coordination and communication	Sustainability, Human Rights, Gender equality
End of Program Evaluation Women’s Leadership, Empowerment, Access, and Protection (LEAP II)	Programme Evaluation	East and Southern Africa	Somalia	2023	Good	Improve the capacity of partners on results-based reporting during the inception phase of the projec...		The above recommendation is important and is taken into consideration. UN Women will continue to organize capacity development trainings for partner organizations on monitoring and reporting.	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Culture of results/RBM, Humanitarian action, Climate change	Capacity development, National ownership, Knowledge management	Effectiveness, Sustainability, Human Rights, Gender equality
EVALUATION OF THE TANZANIA WOMEN'S LEADERSHIP AND POLITICAL PARTICIPATION "WANAWAKE WANAWEZA" PHASE II PROJECT (2017-2021)	Programme Evaluation	East and Southern Africa	Tanzania	2023	Very Good	Recommendation E1: UN Women in all recommendations should continue building a critical mass of capab...		a) Sustainable Training Program: It is crucial to design a training program that is sustainable and has the ability to mobilize additional resources. This could involve partnering with organizations, government agencies, and stakeholders who are committed to promoting gender equality and women's political empowerment. By creating a long-term and well-funded program, we can ensure that women receive the necessary support, resources, and skills to effectively participate in politics. b) Localizing Training for Local Council Positions: To empower women aspiring for local council positions, it is important to tailor the training programs specifically for these roles. Local context, challenges, and requirements should be taken into account to provide relevant and practical training. By addressing the unique needs of women in local politics, we can better equip them to overcome barriers and succeed in their aspirations. Overall, by implementing a sustainable training program and localizing the training for women at different levels of government, we can make significant progress in achieving gender parity and empowering women in political leadership roles.	Accepted	Leadership and political participation (SPs before 2018)	Operational activities, Engaging men and boys	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality, Coherence
EVALUATION OF THE TANZANIA WOMEN'S LEADERSHIP AND POLITICAL PARTICIPATION "WANAWAKE WANAWEZA" PHASE II PROJECT (2017-2021)	Programme Evaluation	East and Southern Africa	Tanzania	2023	Very Good	Recommendation E2: A new project must strengthen reach for adolescent girls, young women, and women ...		In the development of the new Strategic Note (SN) 2023-2027 and its implementation programmes the CO will apply and area-based approach directing involving and benefiting women CBOs, local governments in translating national commitments to local level. This is in addition to synergistically paying close attention to cross cutting themes on LNOB, Negative Social Norms and Practices, Financing for GEWE, Evidence-based Data and Research, and UN Coordination UN Women and UNPFA are jointly implementing a programme to advance the rights of persons with disabilities to strengthen capacities of women with disabilities to engage in policy processes at national and local levels.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Oversight/governance, Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality, Coherence
EVALUATION OF THE TANZANIA WOMEN'S LEADERSHIP AND POLITICAL PARTICIPATION "WANAWAKE WANAWEZA" PHASE II PROJECT (2017-2021)	Programme Evaluation	East and Southern Africa	Tanzania	2023	Very Good	Recommendation E3: Strengthen partnerships with AWLN to support intergenerational mentorship and hig...		The Tanzania Civil Society Advisory Group (CSAG), and the African Women Leadership Network (AWLN- Tanzania Chapter) have played a key role in the promotion of GEWE, including advocacy for greater gender mainstreaming in the two National Development Plans, review of National Gender Policy in Mainland, and ongoing development of Tanzania NAP on Women Peace and Security. In the new SN, a more integrated approach to engaging CSOs will be implemented, including more targeted efforts to support movement building with specific thematic / issue-based focuses across multiple sectors.	Accepted	Leadership and political participation (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Partnership, Operational activities	Oversight/governance, Capacity development, Advocacy	Sustainability, Impact, Gender equality
EVALUATION OF THE TANZANIA WOMEN'S LEADERSHIP AND POLITICAL PARTICIPATION "WANAWAKE WANAWEZA" PHASE II PROJECT (2017-2021)	Programme Evaluation	East and Southern Africa	Tanzania	2023	Very Good	Recommendation E4: Ensure coordination of UN agencies to provide opportunities for UN Women to exten...		The UN Women Tanzania Country Office’s Strategi Note (SN) 2023-2027 builds on previous work and comparative advantages in line with UN Women’s global Strategic Plan and the Tanzania UNSDCF. The SN will be implemented in collaboration with UN agencies within the framework of Delivering as One and will include implementation of several joint programmes – the UN Joint Programme to Advance the Rights of Persons with Disabilities in the United Republic of Tanzania (UNPRPD) with UNFPA, KOICA JP with UNFPA, HIV JP, KIGOMA area-based JP, and Zanzibar area-based JP.	Accepted	Leadership and political participation (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Partnership, Operational activities	Oversight/governance, Capacity development, Advocacy	Sustainability, Impact, Gender equality
EVALUATION OF THE TANZANIA WOMEN'S LEADERSHIP AND POLITICAL PARTICIPATION "WANAWAKE WANAWEZA" PHASE II PROJECT (2017-2021)	Programme Evaluation	East and Southern Africa	Tanzania	2023	Very Good	Recommendation E5: A new project needs to strengthen the male champions model at the national level ...		Towards the transformation of gender norms and discriminatory behaviors and practices at local levels and promoting women and girls’ voices, meaningful participation, and leadership, the WLER project has a specific outcome (Outcome 3) on changing behaviors and practices of male change agents including duty bearers (local government officials/community facilitators) and rightsholders (community members (men and women, boys, and girls) as well as community and religious leaders through training, advocacy by working with women’s rights CSOs, community radios and school clubs. Several outputs of the project aim at achieving this objective.	Accepted	Leadership and political participation (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Partnership, Operational activities	Capacity development, Advocacy	Sustainability, Impact, Gender equality
EVALUATION OF THE TANZANIA WOMEN'S LEADERSHIP AND POLITICAL PARTICIPATION "WANAWAKE WANAWEZA" PHASE II PROJECT (2017-2021)	Programme Evaluation	East and Southern Africa	Tanzania	2023	Very Good	Recommendation E6: UN Women should strengthen technical assistance to EMBs on gender mainstreaming. ...			Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership, Operational activities	Capacity development, National ownership	Sustainability, Gender equality
EVALUATION OF THE TANZANIA WOMEN'S LEADERSHIP AND POLITICAL PARTICIPATION "WANAWAKE WANAWEZA" PHASE II PROJECT (2017-2021)	Programme Evaluation	East and Southern Africa	Tanzania	2023	Very Good	Recommendation E7: in a new project, UN Women needs to implement mechanisms to leverage its country ...		Two multiyear programs - "Women's Leadership and Economic Rights" and "Ending Violence Against Women & Girls and Advancing Women’s Leadership in the Public Sector" - were designed to take area-based approaches in implementing integrated and holistic interventions that address the root/underlying causes of gender inequality, especially at the community and local levels, while incorporating the principle of Leaving No One Behind (LNOB). These two programmes synergistically address cross cutting themes on Women’s Leadership and Political participation, Women Economic Empowerment, Gender Statistics and Ending Violence Against women, while addressing the needs of women and girls with disabilities. On review of sectoral policies, UN Women accepts this recommendation and is working towards strengthening existing programs to correspond to gender policy and national development plans (Zanzibar Development Plan (ZADEP) 2021-2026 and the final Five-Year National Development Plan 2021/22-2025/26) and priorities including Generation Equality Forum commitments, National Action Plan (NAP) on Ending Violence Against Women and Children and supporting the country to accelerate its achievements the SDGs in particular Goal 5.	Accepted	Women economic empowerment (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Normative Support, Operational activities	Oversight/governance, Capacity development, National ownership	Sustainability, Impact, Gender equality
Prevention of COVID-19 infections among women and girls displaced into IDP and refugee camps in ESAR	Regional Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2023	Good	The need to timely roll out of new Projects: In planning and implementation of short-term projects, ...			Accepted	Not applicable	Partnership	Not applicable	Efficiency
Prevention of COVID-19 infections among women and girls displaced into IDP and refugee camps in ESAR	Regional Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2023	Good	The need for dedicated M&E budget: In quest of enhancing close and effective monitoring, evaluation ...			Accepted	Global norms and standards (SPs before 2018)	Not applicable	Resource mobilization	Efficiency
Prevention of COVID-19 infections among women and girls displaced into IDP and refugee camps in ESAR	Regional Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2023	Good	Enhanced inclusion in targeting: To effectively achieve this, there is a need to have a comprehensiv...			Accepted	Not applicable	Not applicable	Evidence, Data and statistics	Impact
Prevention of COVID-19 infections among women and girls displaced into IDP and refugee camps in ESAR	Regional Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2023	Good	Risk mitigation and management strategy. This strategy will be instrumental to enable the management...			Accepted	Not applicable	Normative Support	Internal coordination and communication	Impact
Prevention of COVID-19 infections among women and girls displaced into IDP and refugee camps in ESAR	Regional Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2023	Good	Baseline data/information is necessary for all new projects. Baselines can be conducted during the i...			Accepted	Not applicable	Culture of results/RBM	Internal coordination and communication	Efficiency
evaluación sobre la utilización del trazador presupuestal	Country-level Evaluation	Americas and the Caribbean	Colombia	2024	Good	Fortalecer y profundizar la alianza entre instituciones nacionales y la cooperación técnica de ONU M...		ONU Mujeres en cumplimiento de sus mandatos corporativos mantiene acciones constantes para apoyar la transversalización del enfoque de género en distintos niveles tanto del Gobierno como del Estado, así como a nivel de socios estratégicos en la implementación de intervenciones claves que permitan acelerar la igualdad de género. Por tanto, no prioriza esta recomendación a nivel de repuesta de gestión.	Rejected	Not applicable	Operational activities	Capacity development	Gender equality
evaluación sobre la utilización del trazador presupuestal	Country-level Evaluation	Americas and the Caribbean	Colombia	2024	Good	Profundizar en la institucionalización de los procesos apoyados por ONU Mujeres. Esto implica reforz...		ONU Mujeres ha logrado sostener acciones que promuevan la planificación y la presupuestación con enfoque de género como una acción clave para acelerar la igualdad de género. Por tanto, promueve la priorización de iniciativas como el Trazador Presupuestal para la Equidad de las Mujeres en distintos espacios o instrumentos vinculados con la agenda de género en el país.	Accepted	Not applicable	Operational activities	Capacity development	Effectiveness, Sustainability, Gender equality
evaluación sobre la utilización del trazador presupuestal	Country-level Evaluation	Americas and the Caribbean	Colombia	2024	Good	Implementar programas de capacitación continua en temas de género y trazabilidad presupuestaria para...		ONU Mujeres mantiene un fuerte compromiso con el fortalecimiento de capacidades y la gestión de conocimiento, por lo que entre sus acciones promueve iniciativas enfocadas en impulsar procesos de formación y comunidades de prácticas para ampliar la democratización de la información y el conocimiento requerido para detonar acciones transformadoras. Por tanto, no prioriza esta recomendación a nivel de repuesta de gestión.	Rejected	Not applicable	Operational activities	Capacity development	Effectiveness, Gender equality
evaluación sobre la utilización del trazador presupuestal	Country-level Evaluation	Americas and the Caribbean	Colombia	2024	Good	Diseñar e implementar un sistema integral de medición y monitoreo de los avances del TPEM		ONU Mujeres en el marco de alianzas establecidas con socios claves como el DNP, promueve acciones enfocadas en fortalecer la perspectiva de género en herramientas de monitoreo y de evaluación para programas y políticas públicas. Por lo que cuenta con propuestas a nivel de metodologías y de herramientas que pueden ser escalables para monitorear el avance frente al Trazador Presupuestal para la Equidad de las Mujeres.	Accepted	Not applicable	Operational activities	Evidence, Data and statistics	Effectiveness, Impact, Gender equality
evaluación sobre la utilización del trazador presupuestal	Country-level Evaluation	Americas and the Caribbean	Colombia	2024	Good	Promover la cooperación descentralizada entre las entidades territoriales, facilitando el intercambi...		ONU Mujeres para el cumplimiento de sus mandatos comparativos dispone de una estrategia territorial a través de la cual busca atender las necesidades y reacciones a las potencialidades de las entidades territoriales. Incluyendo iniciativas basadas en el intercambio de experiencias y de buenas prácticas. Por tanto, no prioriza esta recomendación a nivel de repuesta de gestión.	Rejected	Not applicable	Partnership	Knowledge management, South-South cooperation	Effectiveness, Sustainability, Gender equality
evaluación sobre la utilización del trazador presupuestal	Country-level Evaluation	Americas and the Caribbean	Colombia	2024	Good	Establecer mecanismos formales de participación para la sociedad civil en el proceso de planificació...		ONU Mujeres mantiene un fuerte compromiso por promover la participación de organizaciones de la sociedad civil y de organizaciones de mujeres en espacios de toma de decisión y en procesos enfocados en promover propuestas para acelerar la igualdad de género. En el marco de esta experiencia ha establecido estrategias para formalizar mecanismos de participación, las cuales pueden ser replicables para lograr formalizar la participación en la planificación, la implementación y la evaluación del Trazador Presupuestal para la Equidad de las Mujeres.	Accepted	Not applicable	Operational activities	Advocacy	Effectiveness, Relevance, Sustainability, Gender equality
Evaluation of Resilience and Empowerment of Vulnerable Women: The Future of Jordan’s Growth and Stability (EUTF Madad Phase 2)	Programme Evaluation	Arab States	Jordan	2024	Very Good	In the upcoming phases, the programme should be informed about the required legislative changes from...		JCO takes note of the recommendation and will continue taking into consideration the recommendations of General Framework for Gender Equality as they relate to the focus of the MADAD project and the Oasis programme to inform its programming, The JCO furthers supports the same objective throughout the rest of its programming in Jordan with additional institutional partners.	Accepted	Not applicable	Normative Support	Alignment with strategy	Effectiveness
Evaluation of Resilience and Empowerment of Vulnerable Women: The Future of Jordan’s Growth and Stability (EUTF Madad Phase 2)	Programme Evaluation	Arab States	Jordan	2024	Very Good	The programme should focus on enhancing the comprehensiveness of vulnerability indicators in the Inc...		JCO takes note of the recommendation. UN Women Jordan has worked diligently and through partnerships with UNHCR and MoSD to ensure the comprehensiveness of the vulnerability indicators of IBVs, In camps, the vulnerability criteria is fully aligned with UNHCR’s SoPs and in host communities, the vulnerability criteria used is fully aligned with the government’s criteria for the National Aid Fund recipients, which was revised and developed in partnership with MoSD. To ensure that both vulnerability criteria for IBVs, in camps and host communities, are context specific, UN Women will conduct a thorough review of the current vulnerability indicators. In camps, this work has already been initiated by our implementing partner ACTED, which conducted a detailed needs assessment within both Za’atari and Azraq refugee camps. In host communities, UN Women will conduct a needs assessment of each host community center. The community feedback taken through both the ACTED assessment in camps and the UN Women assessment in host communities, will support the preparation of a context-specific targeting model, which will be pilot tested to ensure its effectiveness and relevance. Training will be provided to staff on the use of the updated vulnerability assessment framework.	Accepted	Not applicable	Humanitarian action	Promoting inclusiveness/Leaving no one behind	Human Rights
Evaluation of Resilience and Empowerment of Vulnerable Women: The Future of Jordan’s Growth and Stability (EUTF Madad Phase 2)	Programme Evaluation	Arab States	Jordan	2024	Very Good	The programme should focus on developing comprehensive strategies for sustainable long-term income g...		JCO takes note of the recommendation. Part of the Oasis redesign process, JCO focused on strengthening the economic empowerment component to enhance access to long-term income generation activities.	Accepted	Not applicable	Humanitarian action	Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Evaluation of Resilience and Empowerment of Vulnerable Women: The Future of Jordan’s Growth and Stability (EUTF Madad Phase 2)	Programme Evaluation	Arab States	Jordan	2024	Very Good	The programme should develop a dedicated action plan to streamline the work permit process for the S...		JCO takes note of this recommendation. However, this recommendation is no longer applicable in the context of Jordan given the discontinuation in 2024 by the government of Jordan of the free job permits for refugees program when the World Bank program which financed it ended and the subsequent changes in work permit costs as well as significant increase in security social contributions for refugee workers. The subsequent changes in the situation in Syria and start of returns, albeit at a moderate pace is making it unlikely that incentives for work permits will be reinstated meaning that informal work and entrepreneurship will likely be the only solution for employment for refugees in the near future.	Not applicable	Not applicable	Humanitarian action	Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Evaluation of Resilience and Empowerment of Vulnerable Women: The Future of Jordan’s Growth and Stability (EUTF Madad Phase 2)	Programme Evaluation	Arab States	Jordan	2024	Very Good	UN Women should develop and implement a financial management improvement plan to address funding del...		JCO takes note of the recommendation and will continue working to collaborate with UN Women HQ to enhance financial management and follow up on fund disbursement timelines.	Accepted	Not applicable	Humanitarian action	Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Evaluation of Resilience and Empowerment of Vulnerable Women: The Future of Jordan’s Growth and Stability (EUTF Madad Phase 2)	Programme Evaluation	Arab States	Jordan	2024	Very Good	The programme should strengthen the implementation of the components of socio-ecological model for c...		JCO takes note of the recommendation. UN Women agrees that engaging men and boys as well as the near communities on social norms, gender equality and GBV prevention is crucial to the successful implementation of the Oasis model. The Oasis model includes activities targeting men and boys, this work will also be complemented by the work of the regional UN Women Dare to Care programme, which has begun implementation in Jordan in 2024.	Accepted	Not applicable	Humanitarian action	Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Evaluation of Resilience and Empowerment of Vulnerable Women: The Future of Jordan’s Growth and Stability (EUTF Madad Phase 2)	Programme Evaluation	Arab States	Jordan	2024	Very Good	To address the gap in involvement of women with disabilities in decision-making structures and proce...		JCO takes note of the recommendation. As per UN Women’s Disability and Inclusion Plan, UN Women has a multi-pronged approach to disability inclusion in line with the Washington definitions looking at all individuals who have any sensorial, physical, intellectual or other impairments that substantially limit one or more major life activities. As a part of this, UN Women conducted a disability accessibility assessment for the 4 Oasis centres in camps in 2022 and introduced measures to strengthen accessibility, including installing ramps. For host community centres, also in 2022, through a UNOPS partnership with MoSD, all MoSD Local Community Development Centres (LCDCs) were upgraded to make them more accessible. Going forward UN Women will continue to reassess the sufficiency of these initiatives for UN Women Oasis beneficiaries. In addition, to support these efforts, UN Women Oasis field staff will continue participate in the regular disability inclusion trainings provided by UNHCR. In alignment with the vulnerability criteria of the Oasis programme, UN Women targets women with disabilities and encourages their application to the programme. In line with UN Women’s policy of LNOB, this practice will continue and will be strengthened. UN Women notes however that the recommendation linked to the involvement of women with disabilities in decision making structures and processes goes beyond the remits of the project and of the role of MoSD but will be included in the portfolio of work of the JCO on gender responsive governance and women’s political participation.	Accepted	Not applicable	Humanitarian action	Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Evaluation of Resilience and Empowerment of Vulnerable Women: The Future of Jordan’s Growth and Stability (EUTF Madad Phase 2)	Programme Evaluation	Arab States	Jordan	2024	Very Good	To address the financial sustainability challenges and improve long-term outcomes, the programme sho...		JCO takes note of the recommendation and had already taken steps to address the financial sustainability challenges of the programme through the Oasis redesign process.	Partially Accepted	Not applicable	Humanitarian action	Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Final Evaluation of the project ‘Promoting Inclusive Political Participation and Elimination of Violence Against Women in Politics” implemented by UN Women and UNDP	Programme Evaluation	West and Central Africa	Liberia	2024	Very Good	Recommendation 1: The project team should consider institutionalization and implementation of the va...		UN Women agrees with the recommendation on the need to institutionalize SOPs and Protocols to ensure sustainable results and will continue to support institutionalization, and broadening the scope of VAWE to VAWP and implementation in a subsequent project phase in collaboration with UNDP and the National Elections Commission. Taking this into account the next phase of the project, to be implemented by UN Women, under the Liberia Electoral Support Project incorporates key interventions focused on the prevention of violence against women in politics and institutionalizing the effort to ensure sustainability.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Not applicable	Oversight/governance, Knowledge management	Effectiveness, Sustainability
Final Evaluation of the project ‘Promoting Inclusive Political Participation and Elimination of Violence Against Women in Politics” implemented by UN Women and UNDP	Programme Evaluation	West and Central Africa	Liberia	2024	Very Good	Recommendation 2 &3: The project team and key institutions like NEC should consider the introductio...		The support to the Government of Liberia for the adoption of temporary special measures is a key part of the UN Women’s Program intervention in Governance and Participation and was part of the project design. Therefore, management agrees with the recommendation. While MoUs are valuable for outlining commitments, they lack enforceability. Therefore, UN Women will advocate for the introduction of a mandatory temporary special measure or a mandatory gender quota law as part of the electoral reform bill through technical support to the Legislature and NEC and working closely with women’s rights organizations. This will establish a legal framework with clear consequences for non-compliance.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Not applicable	Oversight/governance, Advocacy, Knowledge management	Sustainability, Gender equality
Final Evaluation of the project ‘Promoting Inclusive Political Participation and Elimination of Violence Against Women in Politics” implemented by UN Women and UNDP	Programme Evaluation	West and Central Africa	Liberia	2024	Very Good	Recommendation 4: Sustain capacity building on mediation, and effective campaigns for women candidat...		Management agrees with the proposed focus on sustaining capacity building on mediation and capacity building training for women aspirants, candidates and women leaders. UN Women also agrees with this recommendation as challenging the multiple forms of discrimination including discriminatory norms and attitudes is a key component of UN Women’s Governance and Participation Programme and theories of change for projects derived thereof. UN Women Country Office in complementarity with other projects will continue advocate for and build capacity to address socio cultural norms and practices that inhibit women political participation and mitigation of violence against women in politics. For interventions focused on violence against women in politics please see recommendation 1 on management response and action plan.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Not applicable	Capacity development, Advocacy, Knowledge management	Effectiveness, Relevance, Sustainability, Impact
Final Evaluation of the project ‘Promoting Inclusive Political Participation and Elimination of Violence Against Women in Politics” implemented by UN Women and UNDP	Programme Evaluation	West and Central Africa	Liberia	2024	Very Good	Recommendation 5: Consider continuing with the capacity building on mediation, effective campaign...		Management accepts this recommendation as strengthening women’s voice and agency through capacity building to participate in peacebuilding and politics is a key aspect of UN Women’s Governance and Participation and Women, Peace, and Security Programmes and is incorporated in project theories of change derived from global programme theories of action.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Not applicable	Knowledge management	Effectiveness, Efficiency, Sustainability
Final Evaluation of the project ‘Promoting Inclusive Political Participation and Elimination of Violence Against Women in Politics” implemented by UN Women and UNDP	Programme Evaluation	West and Central Africa	Liberia	2024	Very Good	Recommendation 6: The project team should consider sustaining the engagement of multiple partners an...		Management partially accepts this recommendation. While we agree that a mix of government and civil society and other stakeholders as participants and responsible parties (RPs) contributes to program effectiveness, the number of RPs ought to be smaller and more strategic in number. The number of civil society partners implementing this project was too high, increasing the number/level of partner management risks with six partners implementing across the country simultaneously. Strategic decisions over the quantity of RPs vis-à-vis the available human and financial resources has a positive effect on program quality, results-based management and monitoring, efficiency, and increased capacity of partners, ensuring the overall sustainability of the project. UN Women and UNDP will ensure the engagement of a wide range of partners as participants for advocacy and mobilization.	Partially Accepted	Leadership and participation in governance systems (SP 2018-2021)	Not applicable	Capacity development, Knowledge management	Relevance, Sustainability
Final Evaluation of the project ‘Promoting Inclusive Political Participation and Elimination of Violence Against Women in Politics” implemented by UN Women and UNDP	Programme Evaluation	West and Central Africa	Liberia	2024	Very Good	Recommendation 7: Sustain the implementation of activities to address persistent constraints and for...		UN Women and UNDP recognizes the need to sustain efforts that dismantle the multifaceted barriers to women's political participation. Both acknowledge the persistent constraints women face, including harassment and intimidation, both in person and increasingly on newspaper and social media platforms. Although reporting on violence against women in elections (VAW-E) is limited, women candidates ahead of the 2023 election reported facing intimidation, including targeting their campaign teams. This underscores the urgent need for a comprehensive approach. UN Women will continue to support interventions to address these challenges.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Not applicable	Not applicable	Sustainability, Impact
Final Evaluation of the project ‘Promoting Inclusive Political Participation and Elimination of Violence Against Women in Politics” implemented by UN Women and UNDP	Programme Evaluation	West and Central Africa	Liberia	2024	Very Good	Recommendation 8: Adequate provisions should be made for persons with disability (PWD) such as the p...		: UN Women and UNDP agrees with this recommendation, within the context of achieving the Sustainable Development Goals (SDGs) and UN Women’s Strategic Note (2020-2025). UN-Women’s new, integrated results management system is better positioned to regularly capture LNOB results. UN Women and UNDP also supported the National Elections Commission to develop Gender Equality and Social Inclusion Policy to promote gender equality and disability inclusion by ensuring equal opportunities for participation and representation for both men and women and persons with disabilities and other marginalized groups both within the NEC, and in electoral processes throughout the electoral cycle, thereby strengthening the legitimacy, fairness, and credibility of Liberia’s elections. In addition, UN Women works in hard to reach and Counties with low or no representation of women working closely with partners to ensure long-term sustainability of efforts towards equal opportunity in these communities.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Not applicable	Promoting inclusiveness/Leaving no one behind, Not applicable	Relevance, Coherence
Sudan Country Portfolio Evaluation 2018-2023	Country-level Evaluation	East and Southern Africa	Sudan	2023	Very Good	Considering comparative advantage and evidence to guide decision-making:	The Country Office to (a) prioritize efforts to focus UN Women’s limited resources, building on needs assessments/context analysis that considers other stakeholders’ programming and UN Women’s particular comparative advantage, alongside the current conflict context, and document this process; and (b) assess the changes required to the strategy developed under the transitional government period; and (c) move towards more prioritized, consolidated, larger, longer-term projects.	Based on the available funds and when agreed upon with the Donors, context analysis and needs assessments were conducted systematically. The area of improvement would be on identifying and building on results achieved by other partners and complement interventions with UNW's comparative advantage for sustainability and an efficient use of the funds available. A resource mobilization strategy to engage with more Donors in being implemented. The aim is to gather sufficient resources to implement long- term humanitarian and development projects to enable assessment of short, medium and long term effects of UN Women's interventions.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018)	Partnership, Culture of results/RBM, Organizational efficiency	Internal coordination and communication, Evidence, Data and statistics, Resource mobilization	Efficiency, Relevance, Gender equality
Sudan Country Portfolio Evaluation 2018-2023	Country-level Evaluation	East and Southern Africa	Sudan	2023	Very Good	Strengthening office capacity:	The Country Office to further strengthen its capacity by clarifying the management. structure and considering the split of responsibilities between the Country Representative and other senior staff; filling gaps in finance/operations, monitoring and communications, and reviewing personnel time allocated to the office’s humanitarian and coordination mandates.	The organization needs to adopt a country profile that will allow clear roles and responsibilities to alleviate the Country Representative from the office technical tasks. In view of the complex situation in Sudan the agency needs to establish a Deputy Representative position.	Accepted	Not applicable	UN Coordination, Organizational efficiency, HIV/AIDS	Capacity development, Knowledge management	Efficiency
Sudan Country Portfolio Evaluation 2018-2023	Country-level Evaluation	East and Southern Africa	Sudan	2023	Very Good	Strengthening coordination:	The Country Office to invest more in its coordination mandate and ensure this is reflected in corporate and individual workplans.	During the last two years of the SN and especially in 2023 with the war outbreak and consequently the humanitarian crisis, UNW has prioritized coordination within the UN System including by actively participating in the UNIGTG and providing technical support on gender at inter-agency level, including a review of the HNRP 2023 and the development of the HRP 2024. In addition, UN Women became a member of the following clusters: Accountability for Affected Population/Community Engagement and Accountability Cluster, Cash Programming Cluster.	Partially Accepted	Not applicable	UN Coordination, Partnership	Internal coordination and communication	Efficiency, Gender equality
Sudan Country Portfolio Evaluation 2018-2023	Country-level Evaluation	East and Southern Africa	Sudan	2023	Very Good	Maximizing intervention effectiveness and sustainability:	When designing interventions, the Country Office to consider the scope and scale necessary to effect sustainable change and the barriers that may affect uptake of outcomes. Key barriers identified by the evaluation were the ability to take forward skills training, e.g. funds to set up new businesses; and social norms, e.g. support of men to ensure that they did not take over businesses and activities after the end of the intervention. This would maximize the effectiveness and sustainability of interventions and, in doing so, deliver greater value for money for the upfront time and resource investment.	A resource mobilization strategy to engage with more Donors in being implemented. The aim is to gather sufficient resources to implement long- term humanitarian, peace and development projects to enable assessment of short, medium and long term effects of UN Women's interventions and their sustainability. However, the current humanitarian context is a limit to increasing the scope and scale of projects due to the instability of partners and beneficiaries.	Accepted	Not applicable	Not applicable	Alignment with strategy, South-South cooperation	Efficiency, Relevance, Sustainability, Impact
Sudan Country Portfolio Evaluation 2018-2023	Country-level Evaluation	East and Southern Africa	Sudan	2023	Very Good	Increasing accessibility for relevant participants and partners:	When designing interventions, the Country Office to further consider potential barriers to accessibility and consider how activities can be best designed to maximize accessibility for all target participants. This will also help support leave no one behind objectives, to ensure the intervention is accessible to all.	With the current humanitarian context, this recommendation may be difficult to address. But in areas not affected by the conflict the following proposed actions can be taken.	Partially Accepted	Not applicable	Not applicable	Promoting inclusiveness/Leaving no one behind	Efficiency, Relevance, Sustainability
FINAL EVALUATION REPORT OF THE SUSTAINING PEACE AND RECONCILIATION THROUGH STRENGTHENING LAND GOVERNANCE AND DISPUTE RESOLUTION MECHANISMS PROJECT IN LIBERIA	Programme Evaluation	West and Central Africa	Liberia	2023	Very Good	Consider expanding the boundary harmonization to more communities accompanied with the issuance of t...	Under phase two of this project, several new communities and counties have been selected to undergo boundary harmonization	Under phase two of this project, several new communities and counties have been selected to undergo boundary harmonization	Accepted	Peace and security (SPs before 2018)	UN Coordination	Capacity development, Promoting inclusiveness/Leaving no one behind, Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Gender equality
FINAL EVALUATION REPORT OF THE SUSTAINING PEACE AND RECONCILIATION THROUGH STRENGTHENING LAND GOVERNANCE AND DISPUTE RESOLUTION MECHANISMS PROJECT IN LIBERIA	Programme Evaluation	West and Central Africa	Liberia	2023	Very Good	Consider improving the livelihood component of the intervention by focusing on distribution of farms...		NOTED. IN THE NEXT PHASE, IT IS AGREED THAT MORE FOCUS WILL BE ON PROVIDING FARMING INPUTS	Accepted	Peace and security (SPs before 2018)	UN Coordination	Capacity development, Promoting inclusiveness/Leaving no one behind, Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Gender equality
FINAL EVALUATION REPORT OF THE SUSTAINING PEACE AND RECONCILIATION THROUGH STRENGTHENING LAND GOVERNANCE AND DISPUTE RESOLUTION MECHANISMS PROJECT IN LIBERIA	Programme Evaluation	West and Central Africa	Liberia	2023	Very Good	The project team should consider sustaining the awareness-raising activities on women's land rights ...	Included in the phase II of the project	DEVELOPED A COMPREHENSIVE COMMUNICATION STRATEGY ON WOMEN’S LAND RIGHTS	Accepted	Peace and security (SPs before 2018)	UN Coordination, Operational activities	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Gender equality
FINAL EVALUATION REPORT OF THE SUSTAINING PEACE AND RECONCILIATION THROUGH STRENGTHENING LAND GOVERNANCE AND DISPUTE RESOLUTION MECHANISMS PROJECT IN LIBERIA	Programme Evaluation	West and Central Africa	Liberia	2023	Very Good	There is a need to provide for M&E unit in the overall management structure of the project. While th...		DONE. THE M&E IS NOW INCLUDED IN THE PROJECT MANAGEMENT STRUCTURE IN THE NEXT PHASE	Accepted	Peace and security (SPs before 2018)	UN Coordination, Partnership	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Gender equality
FINAL EVALUATION REPORT OF THE SUSTAINING PEACE AND RECONCILIATION THROUGH STRENGTHENING LAND GOVERNANCE AND DISPUTE RESOLUTION MECHANISMS PROJECT IN LIBERIA	Programme Evaluation	West and Central Africa	Liberia	2023	Very Good	Ensure that the implementing partners have an adequate number of staff for project implementation an...	WOMEN-LED ORGANIZATIONS HAVE BEEN IDENTIFIED AS IPS	A CAPACITY ASSESSMENT OF ALL IMPLEMENTING PARTNERS WILL BE DONE	Accepted	Peace and security (SPs before 2018)	UN Coordination, Partnership	Oversight/governance, Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Gender equality
FINAL EVALUATION REPORT OF THE SUSTAINING PEACE AND RECONCILIATION THROUGH STRENGTHENING LAND GOVERNANCE AND DISPUTE RESOLUTION MECHANISMS PROJECT IN LIBERIA	Programme Evaluation	West and Central Africa	Liberia	2023	Very Good	The project team should in the next programming, consider developing a coordinating mechanism of all...		ONGOING. SEVERAL MEETINGS HAVE BEEN HELD WITH OTHER PARTNERS	Accepted	Peace and security (SPs before 2018)	UN Coordination, Partnership, Normative Support	Alignment with strategy, Oversight/governance, Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management, Internal coordination and communication	Effectiveness, Efficiency, Relevance, Sustainability
FINAL EVALUATION REPORT OF THE SUSTAINING PEACE AND RECONCILIATION THROUGH STRENGTHENING LAND GOVERNANCE AND DISPUTE RESOLUTION MECHANISMS PROJECT IN LIBERIA	Programme Evaluation	West and Central Africa	Liberia	2023	Very Good	Consider continuing with the capacity building for Government Institutions to strengthen their knowl...	THIS IS ONE OF THE KEY INTERVENTIONS IN THE NEXT PHASE 2	THIS IS ONE OF THE KEY INTERVENTIONS IN THE NEXT PHASE 2	Accepted	Peace and security (SPs before 2018)	UN Coordination, Partnership	Alignment with strategy, Oversight/governance, Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Gender equality
FINAL EVALUATION REPORT OF THE SUSTAINING PEACE AND RECONCILIATION THROUGH STRENGTHENING LAND GOVERNANCE AND DISPUTE RESOLUTION MECHANISMS PROJECT IN LIBERIA	Programme Evaluation	West and Central Africa	Liberia	2023	Very Good	The project team should consider having another phase of the project to cover more counties and comm...		THE PHASE TWO HAS BEEN INITIATED AND APPROVED	Accepted	Peace and security (SPs before 2018)	UN Coordination, Partnership	Alignment with strategy, Oversight/governance, Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Efficiency, Relevance, Sustainability, Impact
FINAL EVALUATION REPORT OF THE SUSTAINING PEACE AND RECONCILIATION THROUGH STRENGTHENING LAND GOVERNANCE AND DISPUTE RESOLUTION MECHANISMS PROJECT IN LIBERIA	Programme Evaluation	West and Central Africa	Liberia	2023	Very Good	Consider the testing and implementation of the communication strategy developed by the project which...	Initiated	PLANNED FOR IMPLEMENTATION IN THE NEXT PHASE	Accepted	Peace and security (SPs before 2018)	UN Coordination, Partnership	Alignment with strategy, Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability
FINAL EVALUATION REPORT OF THE SUSTAINING PEACE AND RECONCILIATION THROUGH STRENGTHENING LAND GOVERNANCE AND DISPUTE RESOLUTION MECHANISMS PROJECT IN LIBERIA	Programme Evaluation	West and Central Africa	Liberia	2023	Very Good	Consider linking the Women Peace Hut, MSP and CLDMCs with Public Actors to foster collaboration betw...	Ongoing	THIS IS ONE OF THE PLANNED ACTIVITIES IN THE NEXT PHASE	Accepted	Peace and security (SPs before 2018)	UN Coordination, Partnership	Oversight/governance, Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Gender equality
Evaluation of the Affirmative Procurement Project	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2025	Very Good	Continue and expand capacity building and systemic change efforts to improve women-led businesses’ a...	UN Women agrees that capacity building remains central to promoting inclusive economic participation. The focus for the remainder of the year will be on post-training support activities to strengthen women’s access to procurement opportunities. This will be considered in the formulation of a potential phase 2, resources permitting.	UN Women agrees that capacity building remains central to promoting inclusive economic participation. The focus for the remainder of the year will be on post-training support activities to strengthen women’s access to procurement opportunities. This will be considered in the formulation of a potential phase 2, resources permitting.	Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Not applicable	Not applicable
Evaluation of the Affirmative Procurement Project	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2025	Very Good	Foster stronger external coherence through deeper collaboration with UN agencies and other stakehold...		Strengthening inter-agency and multi-stakeholder collaboration is key to advancing system-wide gender-responsive procurement. This will be considered in the formulation of a potential phase 2, resources permitting.	Accepted	Women economic empowerment (SPs before 2018)	UN Coordination	Not applicable	Sustainability
Evaluation of the Affirmative Procurement Project	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2025	Very Good	Expand scope of interventions and strengthen sustainability through improved funding and stakeholder...		UN Women will seek additional donor support and explore co-financing modalities. Sustained engagement of public and private institutions will be prioritized to maintain the momentum of policy reforms.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Not applicable	Effectiveness
Evaluation of the Affirmative Procurement Project	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2025	Very Good	Improve financial and human resource strategies for sustainable project implementation.		UN Women recognizes the need for a more balanced staffing structure and will consider this in the design of a potential Phase 2 of the programme. Regarding financial management, current practices are aligned with UN Women’s standards and donor requirements; efforts to strengthen reporting mechanisms are ongoing.	Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Not applicable	Effectiveness, Efficiency
Evaluation of the Affirmative Procurement Project	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2025	Very Good	Enhance inclusivity by targeting vulnerable groups and addressing intersectional inequalities.		This recommendation will be considered in the formulation of a potential phase 2 in alignment with donor priorities. For the Phase 1, It was not included in the original project scope, which focused on women entrepreneurs, mainly formal WSMEs.	Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind	Gender equality
Transformative Approaches to Recognize, Reduce, and Redistribute Unpaid Care Work in Women’s Economic Empowerment Programming (3R Programme)	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2023	Good	A. During the next phase of the programme, put continued and deepened emphasis on getting data/evide...			Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Evidence, Data and statistics, Resource mobilization	Gender equality
Transformative Approaches to Recognize, Reduce, and Redistribute Unpaid Care Work in Women’s Economic Empowerment Programming (3R Programme)	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2023	Good	A. To continue implementing SAMCO programme related to the 5R programme, first commission and comple...			Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Evidence, Data and statistics	Gender equality
Transformative Approaches to Recognize, Reduce, and Redistribute Unpaid Care Work in Women’s Economic Empowerment Programming (3R Programme)	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2023	Good	A. To address structural causes of gender-based inequalities, increase the numbers of women and the ...			Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Evidence, Data and statistics	Gender equality
Transformative Approaches to Recognize, Reduce, and Redistribute Unpaid Care Work in Women’s Economic Empowerment Programming (3R Programme)	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2023	Good	A. In the area of unpaid care work, UN Women is weak in private sector engagement (through WEP’S) an...			Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Knowledge management	Gender equality
Transformative Approaches to Recognize, Reduce, and Redistribute Unpaid Care Work in Women’s Economic Empowerment Programming (3R Programme)	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2023	Good	A. In the next phase of the programme, the capacity development portfolio on 5R should focus on impr...			Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Capacity development, National ownership, Advocacy	Gender equality
Transformative Approaches to Recognize, Reduce, and Redistribute Unpaid Care Work in Women’s Economic Empowerment Programming (3R Programme)	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2023	Good	A. UN Women Strategic Notes should profile care work as a central programmatic arena of the UN Women...			Accepted	Women economic empowerment (SPs before 2018)	Not applicable	National ownership	Gender equality
Transformative Approaches to Recognize, Reduce, and Redistribute Unpaid Care Work in Women’s Economic Empowerment Programming (3R Programme)	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2023	Good	A. Commission dedicated baseline studies that provide disaggregated data on various vulnerabilities ...			Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Knowledge management	Gender equality
Transformative Approaches to Recognize, Reduce, and Redistribute Unpaid Care Work in Women’s Economic Empowerment Programming (3R Programme)	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2023	Good	The 3R programme should continue current efforts to operationalize its Communication, Knowledge Mana...			Accepted	Women economic empowerment (SPs before 2018)	Not applicable	National ownership	Gender equality
Transformative Approaches to Recognize, Reduce, and Redistribute Unpaid Care Work in Women’s Economic Empowerment Programming (3R Programme)	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2023	Good	In the next phase, the 3R programme should focus on policy development and advocacy with targeted po...			Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Knowledge management	Gender equality
Transformative Approaches to Recognize, Reduce, and Redistribute Unpaid Care Work in Women’s Economic Empowerment Programming (3R Programme)	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2023	Good	Continue supporting and advocating policies on unpaid care work. As part of policy focused capacity ...			Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Capacity development, Advocacy	Gender equality
Transformative Approaches to Recognize, Reduce, and Redistribute Unpaid Care Work in Women’s Economic Empowerment Programming (3R Programme)	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2023	Good	A. Using lessons learned from this multicounty programme, the evaluation team recommends that deep a...			Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind	Gender equality
Corporate Formative Evaluation of UN Women's Work in the area of Climate Change	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2023	Very Good	UN Women should develop a strategy to guide the mainstreaming of its climate change and environmenta...			Accepted	Women economic empowerment (SPs before 2018)	Climate change	Oversight/governance	Not applicable
Corporate Formative Evaluation of UN Women's Work in the area of Climate Change	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2023	Very Good	UN Women should develop an environmental sustainability policy by 2024.			Accepted	Not applicable	Operational activities, Organizational efficiency, Climate change	Oversight/governance	Not applicable
Corporate Formative Evaluation of UN Women's Work in the area of Climate Change	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2023	Very Good	UN Women should develop and strengthen the organizational architecture for its gender equality, clim...			Accepted	Women economic empowerment (SPs before 2018)	Climate change	Oversight/governance, Internal coordination and communication	Not applicable
Corporate Formative Evaluation of UN Women's Work in the area of Climate Change	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2023	Very Good	UN Women should formalize further partnerships at the corporate level with key stakeholders for a mo...			Accepted	Women economic empowerment (SPs before 2018)	Climate change	Oversight/governance, Internal coordination and communication	Not applicable
FINAL EVALUATION OF THE SAFE MARKETS PROJECT EMPOWERING WOMEN THROUGH SAFE, RESILIENT, GENDER RESPONSIVE FOOD MARKETS AND SYSTEMS IN RESPONSE TO COVID 19 IN ZIMBABWE	Programme Evaluation	East and Southern Africa	Zimbabwe	2023	Very Good	Fundraise for a follow-on project that builds on lessons learned from the safe markets project that ...	The project was relevant and addressed the needs of women such as access to clean and safe working environments that ensure that their commodities are not affected by weather elements and above all access to clean ablution facilities as some women sleep in the markets waiting to sell their commodities. Relevance was aided by a strong focus on addressing the multi-dimensional needs of women involved within markets. However, it was limited in scope given the number of women who work in markets and need support similar to what was provided by the project. Women in markets stressed the need to access affordable finance with flexible payment terms and this can be done through further engagement with financial institutions. The project was affected by the deteriorating macro-economic conditions which resulted in limited access to financial credit.	The CO will continue to develop proposals and fundraise for similar projects with a broadened scope. However, the uncoordinated approach and low level of funding available from development partners to funding for Gender Equality, Women’s Rights and Women’ empowerment remain an issue. Existing development partners continue to support gender equality activities and efforts, but with smaller amounts and no interest in funding the Strategic Note. UN Women scope to respond from a gender perspective is limited to a few areas of programming.	Accepted	Women economic empowerment (SPs before 2018)	Urban agenda (safe cities and safe public spaces)	Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Relevance, Sustainability
FINAL EVALUATION OF THE SAFE MARKETS PROJECT EMPOWERING WOMEN THROUGH SAFE, RESILIENT, GENDER RESPONSIVE FOOD MARKETS AND SYSTEMS IN RESPONSE TO COVID 19 IN ZIMBABWE	Programme Evaluation	East and Southern Africa	Zimbabwe	2023	Very Good	Engage the partner responsible for the Hatcliffe safe market so the funds paid to the contractor can...	The project experienced delays in construction the safe market in Hatcliffe. This was despite the contractor having been paid. This was attributed to capacity constraints within the selected contractor. This affected the project as vendors could not use the safe market within the planned timeframe.	UN Women has been engaging the implementing partner Helpline Zimbabwe responsible for the Hatcliffe Market so that funds paid to the contractor can be reimbursed. The CO realized the need for a robust risk analysis and risk management strategy for future similar projects. Strict operational and programming monitoring mechanisms will be employed in similar projects. In future, UN Women will not pay upfront and pay against milestones and complying with UN Women’s policies on construction projects.	Accepted	Women economic empowerment (SPs before 2018)	Urban agenda (safe cities and safe public spaces)	Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Relevance, Sustainability, Gender equality
FINAL EVALUATION OF THE SAFE MARKETS PROJECT EMPOWERING WOMEN THROUGH SAFE, RESILIENT, GENDER RESPONSIVE FOOD MARKETS AND SYSTEMS IN RESPONSE TO COVID 19 IN ZIMBABWE	Programme Evaluation	East and Southern Africa	Zimbabwe	2023	Very Good	Prioritize engagement of different power holders within the ecosystem related to the safe markets pr...	The political nature of markets that has different interest groups embedded within market structures and having power to interfere in market activities, made it difficult to achieve some of the intended goals. The evaluation documented that space barons felt threatened by the new design of the safe market and they viewed the project as contributing towards disempowering them as it took away income they illegally collected. This contributed towards delays in allocation of spaces to traders and opening of the market in Mbare. Further, farmers in Mbare reported that they preferred an open space that facilitated free movement within the constructed space. The new market constructed has cubicles, and this affected movement.	With high levels of informalization in the country, market spaces are highly contested areas. Hence, men and highly powerful people are mainly benefitting. UN Women will continue to negotiate for the space for women and girls including by working more closely with the Ministry of Women Affairs on similar projects. UN Women conducted a baseline assessment for the Safe Markets project and the findings from the baseline informed the design of the project. However, UN Women recognized the importance of conducting a needs assessment, thorough stakeholder analysis and user engagement to ensure harmony in implementation.	Accepted	Women economic empowerment (SPs before 2018)	Urban agenda (safe cities and safe public spaces)	Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Relevance, Sustainability, Gender equality
FINAL EVALUATION OF THE SAFE MARKETS PROJECT EMPOWERING WOMEN THROUGH SAFE, RESILIENT, GENDER RESPONSIVE FOOD MARKETS AND SYSTEMS IN RESPONSE TO COVID 19 IN ZIMBABWE	Programme Evaluation	East and Southern Africa	Zimbabwe	2023	Very Good	Design interventions and allocate timelines that take cognizance of the practical realities of seeki...	The evaluation documented potential efficiency gaps emanating from the 18-month timeframe for project implementation. The project scope included construction of infrastructure, and this required more time or expedited processes in terms of approvals and construction. A combination of limited timeframes, delays in approvals, procurement challenges and movement restrictions for contractors resulted in inefficiencies.	While recognizing that the COVID context added to the complexity of this project, UN will continue to conduct an exhaustive multistakeholder engagement in programme design and implementation to give more time for programmes of such a nature to ensure practical realities of seeking approvals, procurement, and construction are taken into consideration.	Accepted	Women economic empowerment (SPs before 2018)	Urban agenda (safe cities and safe public spaces)	Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Relevance, Sustainability, Gender equality
FINAL EVALUATION OF THE SAFE MARKETS PROJECT EMPOWERING WOMEN THROUGH SAFE, RESILIENT, GENDER RESPONSIVE FOOD MARKETS AND SYSTEMS IN RESPONSE TO COVID 19 IN ZIMBABWE	Programme Evaluation	East and Southern Africa	Zimbabwe	2023	Very Good	Build on the technology introduced by the project and facilitate easy access to critical market info...	The use of digital platforms during COVID-19 contributed towards sustainability as it ensured farmers and traders were not exposed to COVID-19 since they could access market information digitally and could trade digitally.		Accepted	Women economic empowerment (SPs before 2018)	Partnership, Culture of results/RBM	Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights
Gender Mainstreaming in Security Sector Reform in South Sudan	Programme Evaluation	East and Southern Africa	South Sudan	2023	Good	a). Provide adequate financial and technical support for consolidating the gender mainstreaming in t...		Accepted	Accepted	Peace and security (SPs before 2018)	Partnership, Culture of results/RBM, Organizational efficiency	National ownership, Promoting inclusiveness/Leaving no one behind	Sustainability, Impact
Gender Mainstreaming in Security Sector Reform in South Sudan	Programme Evaluation	East and Southern Africa	South Sudan	2023	Good	a). institutionalize collaboration among implementing partners, women groups/organizations and SSIs ...		Partially accepted	Accepted	Peace and security (SPs before 2018)	Partnership, Organizational efficiency	National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness
Gender Mainstreaming in Security Sector Reform in South Sudan	Programme Evaluation	East and Southern Africa	South Sudan	2023	Good	Assess exhaustive challenges (risks) and include mitigation measures to be taken by IPs in their fut...		Accepted	Accepted	Peace and security (SPs before 2018)	Partnership, Normative Support	Alignment with strategy, Capacity development, National ownership, Advocacy	Efficiency, Sustainability
Gender Mainstreaming in Security Sector Reform in South Sudan	Programme Evaluation	East and Southern Africa	South Sudan	2023	Good	Design separate and long-term programs and funding to implement customized and tailored capacity bui...		partially accepted	Partially Accepted	Peace and security (SPs before 2018)	Partnership, Normative Support	Alignment with strategy, Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Sustainability, Impact, Gender equality
Gender Mainstreaming in Security Sector Reform in South Sudan	Programme Evaluation	East and Southern Africa	South Sudan	2023	Good	Design projects that ensure the participation of women in the drafting of SSRs, the Constitutional a...			Partially Accepted	Peace and security (SPs before 2018)	Partnership, Normative Support	Alignment with strategy, Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Sustainability, Impact, Gender equality
Prevention of COVID-19 Infections Among Women and Girls Displaced into IDP and Refugee Camps under LEAP II in Uganda	Programme Evaluation	East and Southern Africa	Uganda	2023	Good	Ensure timely disbursement of funds to implementing partners	Ensure timely disbursement of funds to implementing partners to enhance efficiency in and time appropriateness in delivery of results more so in an emergency setting. The program was designed to respond to an emergency situation – a midst of a pandemic. Expedited provision of the necessary support and funds for the Implementing Partners to carry out activities is prudent.	The recent delays were largely caused by UN Women’s transition to a new global enterprise resource management system. This transition has not been as smooth as expected but it is getting better as everybody learns the system. When fully exploited, the new ERP tool will significantly improve the efficiency and effectiveness of our business processes. We are sure our processes will be more efficient in the coming year. The Uganda Country Office also continues to build the capacity of its implementing partners to be able to meet our quality standards. Cognizant of the fact that to some degree, the delays also stem from quality compliance gaps of our implementing partners.	Partially Accepted	Peace and security (SPs before 2018)	Humanitarian action	Capacity development, Promoting inclusiveness/Leaving no one behind	Efficiency
Prevention of COVID-19 Infections Among Women and Girls Displaced into IDP and Refugee Camps under LEAP II in Uganda	Programme Evaluation	East and Southern Africa	Uganda	2023	Good	Documentation and implementation of an exit strategy	Documentation and implementation of an exit strategy should commence at the design and start of implementation. The strategy should spell out the roles of key stakeholders and synergies should be built from the onset.	For subsequent projects/programmes, the country office will prioritise the integration of exit strategy right from design throughout implementation.	Accepted	Peace and security (SPs before 2018)	Humanitarian action	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind	Effectiveness, Sustainability
Prevention of COVID-19 Infections Among Women and Girls Displaced into IDP and Refugee Camps under LEAP II in Uganda	Programme Evaluation	East and Southern Africa	Uganda	2023	Good	Maintain the consortium delivery model	A consortium delivery model is highly recommended and worked well under this program and suited an emergency response scenario. Each partner in this case has designated roles that they play (aligned to areas of expertise) and hence creating efficiency in delivery and avoids duplication	The country office takes this more as a good lesson learnt. We will continue to improve our consortium delivery model, particularly by developing additional tools needed to effectively and efficiently manage partners in a consortium	Accepted	Peace and security (SPs before 2018)	Partnership, Humanitarian action	Oversight/governance, National ownership	Effectiveness, Efficiency
Prevention of COVID-19 Infections Among Women and Girls Displaced into IDP and Refugee Camps under LEAP II in Uganda	Programme Evaluation	East and Southern Africa	Uganda	2023	Good	Provision of start-up kits	For interventions such as skills training, it is highly recommended that there is provision of start-up kits. Ultimately, these kits are the ones that make a difference in helping beneficiaries start businesses and improve their livelihoods. Skills formation as necessary as it is – may not be sufficient considering the low levels of incomes of refugees.	The country office will consider planning for these kits in subsequent similar programmes. However, it will first consult with the regional office and/or head quarters to establish if this fits within our programme strategy as an institution. More effort will also be put to linking the skilled beneficiaries to other development programmes that provide the start up kits.	Partially Accepted	Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018)	Humanitarian action	Promoting inclusiveness/Leaving no one behind	Effectiveness, Impact
PRODUCTIVE EMPLOYMENT AND DECENT WORK FOR WOMEN IN EGYPT, JORDAN AND PALESTINE: JOINT PROGRAMME, UN WOMEN AND ILO MID-TERM EVALUATION	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2023	Very Good	The Joint Programme should consolidate its portfolio of interventions by prioritizing what has worke...		Based on the MTE results, the JP hired a learning consultant to review all the JP interventions, and consult with the JP team, partners, and counterparts to identify and prioritize the most successful interventions to be scaled up and replicated in the future. Based on that the learning consultant is developing a learning document highlighting the most successful interventions, challenges and lessons learned. The document will inform the remaining implementation period of the JP and will also be disseminated across partner during the JP Strategic Coordination Committee and National Steering Committees, as well as the final learning event, highlighting the programme's prioritized work. Notwithstanding that the MTE was finalized in January 2023, less than a year before the end of the programme, there is not enough time for a thorough re-alignment of the workplan of the final year. However, amendments are done to the extent possible. Responding to the last part of the recommendation, it is also important to note that it was agreed by management of both agencies and the donor, that another phase won't be sought.	Accepted	Women economic empowerment (SPs before 2018)	UN Coordination, Partnership, Normative Support, Operational activities	Alignment with strategy, Oversight/governance, Knowledge management	Relevance
PRODUCTIVE EMPLOYMENT AND DECENT WORK FOR WOMEN IN EGYPT, JORDAN AND PALESTINE: JOINT PROGRAMME, UN WOMEN AND ILO MID-TERM EVALUATION	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2023	Very Good	Continue to strengthen monitoring and learning systems: develop more ambitious indicators, including...		While we acknowledge that the monitoring and learning systems of the programme could see enhancements, we also note that the tools developed throughout JPs lifetime have gone through several rounds of iterations, amendments and improvements. The data of the PMF has also been updated on a yearly basis. Amending the indicators in these final months of JP's life will not be feasible, as there won't be enough time for approving the PMF from the Joint Programme Strategic Coordination Committee, but also for collecting and analyzing data to showcase meaningful withing a few months’ time. However, to address a fragment of the recommendation the Monitoring and Reporting Officer of the JP in discussions with M&E consultant of the MWGE programme provided to the JP team sessions on monitoring Social and Behavior Change Campaigns (SBCC) (pertaining mainly to outcome 3 of the programme) and relevant tools, e.g. knowledge and practice surveys (KAP). Moreover, following the recommendation trainings were provided to the team to strengthen their capacity on data generation and providing evidence and ensuring quality. For annual reporting, the Monitoring and Reporting Officer of the JP is collecting relevant data to ensure data quality, objectivity, and credibility of outcome level indicator reporting. On output level, disaggregated data is recorded by the JP team, and reviewed and verified by the M&R Officer. Data triangulation is applied to verify its accuracy and to be aligned between the PMF and the annual report. This last year of the programme monitoring field visits are conducted as well on a regular basis in Egypt and Jordan (due to security concerns and inability of Egyptian nationals to visit Palestine, field visits in Palestine have not take place). Data evidence is attached to the annual report whenever relevant, e.g. publications, reports, guideline, manuals, MoUs, photos, testimonials, media coverages. Data is reviewed by the M&R Officer to ensure disaggregation or accumulation and accurate calculation. In the coming period, a more rigorous data verification system and data quality checks will be developed to be applied on year 5 report and the final report for the JP.	Partially Accepted	Women economic empowerment (SPs before 2018)	Normative Support, Operational activities, Culture of results/RBM	Capacity development, Knowledge management, Evidence, Data and statistics	Relevance
PRODUCTIVE EMPLOYMENT AND DECENT WORK FOR WOMEN IN EGYPT, JORDAN AND PALESTINE: JOINT PROGRAMME, UN WOMEN AND ILO MID-TERM EVALUATION	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2023	Very Good	The Joint Programme should break the “compartmentalized” form of partnerships and facilitate regular...		The conceptualization and design of the JP was done in close consultations with national partners and stakeholders to capture and address their needs. Moreover, the inception report drafted during the first year of the JP, concluded to establishing national steering committee meetings (NSCM) that meet at least annually and a regional strategic coordination committee (JPSCC). The purpose of both was, among other reasons, to also keep a communication flow and exchange of knowledge and experiences among partners. As a result the partners were meeting at least biannually and in certain cases three times a year. COVID put certain hurdles along the way and potentially fragmented the communication. This was, however, rectified on a national and regional level as of 2022. Following the findings of the MTE, ROAS prioritized, among a few other elements, elevating knowledge documentation and sharing, as well as exchange of experiences amongst partners in the three countries. This is done through regular knowledge exchange sessions among JP partners, the drafting of a learning document to be widely disseminated among and beyond JP partners, as well as final learning event in October 2023, giving the space to all partners to present and highlight their work and achievements. The NSC and JPSCC meetings will also take place as usual. Communications material (e.g. Stories of changes, human impact videos etc.) developed in early 2023 highlighted remarkable work of the programme to date and was widely disseminated across partners, together with the establishment of the first ever JP Newsletter, which also serves as a platform for knowledge and information sharing. Lastly, while acknowledging that communication between partners could have been enhanced, it worth noting that due to high volume of work of the partners themselves, there were occasions were opportunities for exchange and collaboration were missed. Moreover, collaborations on the national level were noted during the JP implementation, such as between MoSS, MoP, MoM in launching some of the JP studies in Egypt. , or the work with the Social Security Cooperation (SSC) and Ministry of Labor in Jordan, or finally the Federation of Trade Unions in Palestine (PGFTU) and civil society networks from UN Women's side. Other collaborations that are conducted in the country level will be highlighted by the JP team (The country teams to answer this point) Moreover the team appreciates the acknowledgement of the MTE report (P. 44) saying that: "The evaluation also noted that personnel from both entities acknowledged the value addition of the technical expertise coming from both agencies and appreciated how the Joint Programme had opened doors for new partnerships. For instance, ILO had an opportunity to work more closely with national women’s machinery and as did UN Women with the ministry dealing with labour and economic empowerment issues."	Partially Accepted	Women economic empowerment (SPs before 2018)	UN Coordination, Partnership, Normative Support, Organizational efficiency	Oversight/governance, Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, South-South cooperation, Evidence, Data and statistics	Effectiveness
PRODUCTIVE EMPLOYMENT AND DECENT WORK FOR WOMEN IN EGYPT, JORDAN AND PALESTINE: JOINT PROGRAMME, UN WOMEN AND ILO MID-TERM EVALUATION	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2023	Very Good	The Joint Programme target countries should develop a national WEP strategy and road map based on th...		The recommendation to form a national WEPs strategy and national committees is important to the development of the private sector work in the Arab States region. The JP did focus on creating a strong foundation and establishing relationships with the private sector through capacity building and networks to build trust. While Egypt had progress on laying the groundwork for institutionalizing the WEPs through the "closing the gender gap accelerator", establishing committees/national strategies need another project cycle and associated funding in order to be done well. Thus, using the JP's foundational work, this recommendation will be addressed mainly from other initiatives/ projects spanning after the JP's lifetime.	Partially Accepted	Women economic empowerment (SPs before 2018)	UN Coordination, Partnership, Operational activities, Organizational efficiency	Alignment with strategy, Oversight/governance, Capacity development, National ownership, Advocacy, Knowledge management, Internal coordination and communication, Evidence, Data and statistics	Effectiveness
PRODUCTIVE EMPLOYMENT AND DECENT WORK FOR WOMEN IN EGYPT, JORDAN AND PALESTINE: JOINT PROGRAMME, UN WOMEN AND ILO MID-TERM EVALUATION	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2023	Very Good	The regional leadership of both entities should engage more regularly at a strategic level, beyond c...		Management of both agencies was engaged at a strategic level throughout the JP., this could have been deepened with regular bi-lateral dialogues (once a quarter). More coherence at technical level could have been found with more regular technical level engagement at country level. Generally, technical level engagement takes place at country level, which was successful despite COVID-19 challenges.	Accepted	Women economic empowerment (SPs before 2018)	UN Coordination, Partnership, Organizational efficiency	Oversight/governance, Knowledge management, Internal coordination and communication, South-South cooperation	Effectiveness
PRODUCTIVE EMPLOYMENT AND DECENT WORK FOR WOMEN IN EGYPT, JORDAN AND PALESTINE: JOINT PROGRAMME, UN WOMEN AND ILO MID-TERM EVALUATION	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2023	Very Good	The Joint Programme should facilitate more strategic dialogues and discussions with its Steering Com...		Both the NSC and JPSCC provide a great platform to utilize the high-level representation and expertise to promote strategic interventions and government buy in. While the high-level representation is of value for the programme, it is also challenging to keep the interest and engagement of Ministers and Presidents of National Committees on a programme that funds national efforts with small funds for several years. Having said that, in 2022 ROAS lead the amendment and oversaw the organization of the JPSCC with a renewed structure bringing together high-level participants, as well as global technical experts, giving more space for knowledge sharing and member’s more meaningful participation, while also retaining governments’ and donor’s interest and buy-in.	Accepted	Women economic empowerment (SPs before 2018)	UN Coordination, Partnership	Oversight/governance, Knowledge management, Internal coordination and communication	Effectiveness
PRODUCTIVE EMPLOYMENT AND DECENT WORK FOR WOMEN IN EGYPT, JORDAN AND PALESTINE: JOINT PROGRAMME, UN WOMEN AND ILO MID-TERM EVALUATION	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2023	Very Good	The Joint Programme should embed plans for disability inclusion and implement and monitor them in th...		The JP - by design - commits itself to human rights standards, and the principle of leaving no one behind. Even though the JP project document didn’t explicitly refer to disability inclusion plans or strategies, many of its activities took into consideration and included persons with disabilities, and adapted its activities to respond to those needs accordingly. For example, during a monitoring visit in Ismailia, for the Gender and HR training academy, the attendance of a person with disabilities was noted. Similar to other occasions, this is something that might have not been reported by the coordinator. However, the programme team is aware that more concerted effort needs to be done to address disability inclusion not randomly/ occasionally but on a planned and conscious manner.	Accepted	Women economic empowerment (SPs before 2018)	Normative Support, Operational activities, Humanitarian action	Promoting inclusiveness/Leaving no one behind, Evidence, Data and statistics	Human Rights, Gender equality
PRODUCTIVE EMPLOYMENT AND DECENT WORK FOR WOMEN IN EGYPT, JORDAN AND PALESTINE: JOINT PROGRAMME, UN WOMEN AND ILO MID-TERM EVALUATION	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2023	Very Good	(Egypt country team support) JP should develop an explicit sustainability or phase-out strategy		Since inception, the JP CO team has put in place plans for sustainability and exit strategy through all its partnership agreements including sourcing additional funds from other resources for the successful interventions	Partially Accepted	Women economic empowerment (SPs before 2018)	Operational activities, Culture of results/RBM, Organizational efficiency	National ownership	Sustainability
PRODUCTIVE EMPLOYMENT AND DECENT WORK FOR WOMEN IN EGYPT, JORDAN AND PALESTINE: JOINT PROGRAMME, UN WOMEN AND ILO MID-TERM EVALUATION	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2023	Very Good	(Egypt Country Chapter) JP should prioritize the approaches that have worked well and demonstrated r...		This is already taken into consideration and is reflected in extending successful interventions of partner agreements and/or adding other resources of ECO throughout the implementation.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities, Culture of results/RBM	Alignment with strategy, Advocacy, Internal coordination and communication	Relevance
PRODUCTIVE EMPLOYMENT AND DECENT WORK FOR WOMEN IN EGYPT, JORDAN AND PALESTINE: JOINT PROGRAMME, UN WOMEN AND ILO MID-TERM EVALUATION	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2023	Very Good	(Egypt Country Chapter) JP should upgrade its monitoring framework, to track the social norms chang...		Social norms are tracked on an activity level within the country specific output of the JP. Upgrading the PMF towards the closure of the programme is obsolete.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities, Culture of results/RBM, Organizational efficiency	Knowledge management, Evidence, Data and statistics	Efficiency
PRODUCTIVE EMPLOYMENT AND DECENT WORK FOR WOMEN IN EGYPT, JORDAN AND PALESTINE: JOINT PROGRAMME, UN WOMEN AND ILO MID-TERM EVALUATION	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2023	Very Good	[Egypt Country Chapter] Strengthen the JP branding of the knowledge products		Branding guidelines have been developed at the onset of the programme and UNW ECO has been following them by heart.	Accepted	Women economic empowerment (SPs before 2018)	Normative Support, Operational activities	Knowledge management, Internal coordination and communication	Efficiency
PRODUCTIVE EMPLOYMENT AND DECENT WORK FOR WOMEN IN EGYPT, JORDAN AND PALESTINE: JOINT PROGRAMME, UN WOMEN AND ILO MID-TERM EVALUATION	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2023	Very Good	[Egypt Country Chapter] JP should develop a Disability inclusion plan to systematically address thei...		Although the JP doesn’t have a disability inclusion initiative, yet, the JP placed “inclusion” at the core for all the training and capacity building programmes developing all training announcement with a call for PWD to apply and collaborating with relevant stakeholders to help reach out to such segment.	Accepted	Women economic empowerment (SPs before 2018)	Humanitarian action	Promoting inclusiveness/Leaving no one behind	Human Rights
PRODUCTIVE EMPLOYMENT AND DECENT WORK FOR WOMEN IN EGYPT, JORDAN AND PALESTINE: JOINT PROGRAMME, UN WOMEN AND ILO MID-TERM EVALUATION	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2023	Very Good	(Jordan country Chapter) JP should strengthen knowledge and information dissemination and exchange a...		The JP on both regional and country level is working on knowledge exchange through some various learning exchange initiatives and interventions.	Accepted	Women economic empowerment (SPs before 2018)	UN Coordination, Partnership, Normative Support, Operational activities	Oversight/governance, Knowledge management, Internal coordination and communication	Efficiency
PRODUCTIVE EMPLOYMENT AND DECENT WORK FOR WOMEN IN EGYPT, JORDAN AND PALESTINE: JOINT PROGRAMME, UN WOMEN AND ILO MID-TERM EVALUATION	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2023	Very Good	(Jordan country Chapter) JP should consider expanding its work beyond Amman		Many of the JP activities are covering Jordan governorates with inclusion of representatives from governorate levels and some of the activities included refugees as well.	Accepted	Women economic empowerment (SPs before 2018)	Organizational efficiency	National ownership, Promoting inclusiveness/Leaving no one behind	Sustainability
PRODUCTIVE EMPLOYMENT AND DECENT WORK FOR WOMEN IN EGYPT, JORDAN AND PALESTINE: JOINT PROGRAMME, UN WOMEN AND ILO MID-TERM EVALUATION	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2023	Very Good	(Jordan country Chapter) JP plans and reports should clearly indicate which activities were implemen...		The JP annual reports are indicating which activities are implemented with Sida fund and what activities are co-funded jointly with other programmes or other donors. which is showing collaboration and scale of interventions.	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Culture of results/RBM	Knowledge management, Evidence, Data and statistics	Impact
PRODUCTIVE EMPLOYMENT AND DECENT WORK FOR WOMEN IN EGYPT, JORDAN AND PALESTINE: JOINT PROGRAMME, UN WOMEN AND ILO MID-TERM EVALUATION	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2023	Very Good	(Jordan country Chapter) Design a full-fledged sustainability plan based on MTE recommendation and a...		The JP is ensuring engagement, collaboration, ownership of the partners to guarantee sustainability (for example: JP is mentioned clearly in the workplan of the Jordan Gender Strategy developed by JNCW).	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Culture of results/RBM, Organizational efficiency	National ownership	Sustainability
PRODUCTIVE EMPLOYMENT AND DECENT WORK FOR WOMEN IN EGYPT, JORDAN AND PALESTINE: JOINT PROGRAMME, UN WOMEN AND ILO MID-TERM EVALUATION	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2023	Very Good	(Palestine country Chapter) For the next round of the JP, UNW and ILO should design the programme jo...		Since the JP will end by December 31 and given that there will not be a next round of the JP. This recommendation is no longer valid. However, the JP will keep engaging its social partners at early stages in developing new project proposals.	Rejected	Women economic empowerment (SPs before 2018)	UN Coordination, Partnership, Culture of results/RBM	National ownership	Relevance
PRODUCTIVE EMPLOYMENT AND DECENT WORK FOR WOMEN IN EGYPT, JORDAN AND PALESTINE: JOINT PROGRAMME, UN WOMEN AND ILO MID-TERM EVALUATION	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2023	Very Good	(Palestine country Chapter) JP should break the compartmentalized structure of its partnerships with...		The JP will support and facilitate knowledge sharing and communication between MoL and other relevant ministries on regular basis.	Accepted	Women economic empowerment (SPs before 2018)	UN Coordination, Partnership	National ownership, Promoting inclusiveness/Leaving no one behind, Knowledge management, Internal coordination and communication	Effectiveness, Relevance, Sustainability
PRODUCTIVE EMPLOYMENT AND DECENT WORK FOR WOMEN IN EGYPT, JORDAN AND PALESTINE: JOINT PROGRAMME, UN WOMEN AND ILO MID-TERM EVALUATION	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2023	Very Good	(Palestine country Chapter) Develop an explicit sustainability/transition plan to sustain the gains ...		The JP is working currently to developing an exit strategy to ensure sustainability/transition plan	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Culture of results/RBM	Alignment with strategy, Capacity development, National ownership	Sustainability
PRODUCTIVE EMPLOYMENT AND DECENT WORK FOR WOMEN IN EGYPT, JORDAN AND PALESTINE: JOINT PROGRAMME, UN WOMEN AND ILO MID-TERM EVALUATION	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2023	Very Good	(Palestine country Chapter) Women Economic Empowerment (WEE) taskforce: The JP should seize the oppo...		The JP through its distinguished relations with workers and employers’ representative organizations is willing to support the creation with whatever is needed. However, the time limitation of the JP is hindering initiating new activities in the coming months.	Accepted	Women economic empowerment (SPs before 2018)	UN Coordination, Partnership, Operational activities	National ownership, Promoting inclusiveness/Leaving no one behind	Effectiveness, Sustainability, Impact
Evaluation: UN Women Lebanon’s 2021-2022 Livelihoods Initiatives	Programme Evaluation	Arab States	Lebanon	2023	Very Good	The capacity-building experience of beneficiaries should be improved with several specific changes	KEY ACTION: •First, provide hard copy summaries of training content to participants. Women could then refer back to this information to review key concepts, which is especially important for courses offered in a great deal of detail, like aide nursing. •Second, ensure the right amount of equipment is available and distributed to everyone equally. If sufficient resources for this are not available, clearly explain why some (and not others) receive materials (based on grades/performance for example), or otherwise do not distribute materials. •Third, include basic literacy and English language skills if women are entering work environments where literacy and English are required. •Fourth, consider increasing the training time period for very in-depth courses, particularly those offered to MS participants. •Finally, as covered in lessons learned, vet learning vendors and design venues to ensure they are suitable learning environments.		Partially Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Capacity development	Effectiveness
Evaluation: UN Women Lebanon’s 2021-2022 Livelihoods Initiatives	Programme Evaluation	Arab States	Lebanon	2023	Very Good	UN Women should consider changing the policies around payment of transportation during humanitarian ...	KEY ACTION: UN Women Lebanon should consider alternatives transportation support which do not require beneficiaries to cover transportation costs themselves prior to reimbursement. •Long-term, considering UN Women policies requiring transportation funds be paid after activities occur, UN Women Lebanon should consider paying a transportation vendor to provide that service. •If the projects continue to use a transportation reimbursement model, consider modulating reimbursement based on travel distance to reduce the sense of unfairness felt by beneficiaries. •Finally, for LUPD, investment in a disability-friendly transportation social enterprise, a concept raised by LUPD staff, does seem advisable		Partially Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Capacity development	Human Rights
Evaluation: UN Women Lebanon’s 2021-2022 Livelihoods Initiatives	Programme Evaluation	Arab States	Lebanon	2023	Very Good	UN Women Lebanon should explore additional options for providing childcare to beneficiaries	KEY ACTION: Consider the option of subsidizing placements for children as needed at local nurseries, paying the nurseries directly for the care of those children. This requires more third-party vendor vetting by UN Women Lebanon, so the cost of staff time for this vetting is a necessary consideration as part of exploring this option, as is additional resource allocation for transportation reimbursement to cover the cost of children’s transportation. However, it may ultimately represent a more efficient use of funds. Because not all women have children, paying for care only for those with children, rather than including a reimbursement for all, may be less costly.		Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Capacity development	Efficiency
Evaluation: UN Women Lebanon’s 2021-2022 Livelihoods Initiatives	Programme Evaluation	Arab States	Lebanon	2023	Very Good	When arranging job placements with private sector employers, consider including a phase of the proje...		The recommendations are well noted, and UN Women will consider them for future programming. For the evaluated project, the target area was the area affected by the Beirut port explosion and the number of target beneficiaries was high in addition to small businesses closing due to the economic crises, which left the partner with limited options for placement. Women asking for job placement to be as close as possible to their homes was highly considered but not always possible. Women wanted to save on transportation, which made it difficult to be more selective. The focus was to find employers that are safe for the beneficiaries which is why a decent work condition assessment was done by UN Women team to assess the workplaces. This assessment will be shared with partners in future programming to be used as a selection tool for job placement. In addition, a market analysis would be requested from the partners to ensure training subjects are relevant to the market’s need.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Capacity development	Sustainability
Evaluation: UN Women Lebanon’s 2021-2022 Livelihoods Initiatives	Programme Evaluation	Arab States	Lebanon	2023	Very Good	For projects which involve the sale of products made at a central location, as was the case for ACTE...			Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Capacity development	Effectiveness, Human Rights
Evaluation: UN Women Lebanon’s 2021-2022 Livelihoods Initiatives	Programme Evaluation	Arab States	Lebanon	2023	Very Good	The psychosocial support provided by most of the projects in this portfolio, the life skills and PSE...			Accepted	Women economic empowerment (SPs before 2018)	Humanitarian action	Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness
Evaluation: UN Women Lebanon’s 2021-2022 Livelihoods Initiatives	Programme Evaluation	Arab States	Lebanon	2023	Very Good	Future project iterations should focus on increasing transparency and accountability towards the tar...			Partially Accepted	Women economic empowerment (SPs before 2018)	Humanitarian action	Capacity development, Promoting inclusiveness/Leaving no one behind	Gender equality
Evaluation: UN Women Lebanon’s 2021-2022 Livelihoods Initiatives	Programme Evaluation	Arab States	Lebanon	2023	Very Good	A more robust exit strategy should be developed, tailored for each project. Exit strategies should, ...			Partially Accepted	Women economic empowerment (SPs before 2018)	Operational activities, Humanitarian action	Capacity development	Sustainability
« Amélioration des conditions de détention des détenues des prisons de Cabaret, Les Cayes et Cap-Haïtien à travers la mise en œuvre de la Directive Genre de la Direction de l’Administration Pénitentiaire »	Programme Evaluation	Americas and the Caribbean	Haiti	2023	Very Good	Réaliser toutes les activités manquantes (voir matrice des activités) en s’accentuant urgemment sur ...		En absence de financement pour la mise en oeuvre de projets ciblant les prisons particulièrement les femmes détenues, ONU Femmes continue à donner son appui technique au personnel de DAP dans le processus d’établissement d’accord/protocole entre la DAP et l’INFP (draft final prêt pour signature), un renforcement technique au comité de suivi de la Directive Genre, et un échange pour voir comment renforcer la prise en compte spécifique des besoins des femmes en matière de santé a travers un accord entre le MSPP et la DAP. Quant aux activités nécessitant des disponibilites de fonds, la mobilisation des ressources reste à envisager.	Partially Accepted	Governance and planning (SPs before 2018)	Not applicable	Oversight/governance	Sustainability
« Amélioration des conditions de détention des détenues des prisons de Cabaret, Les Cayes et Cap-Haïtien à travers la mise en œuvre de la Directive Genre de la Direction de l’Administration Pénitentiaire »	Programme Evaluation	Americas and the Caribbean	Haiti	2023	Very Good	Mettre en place un rigoureux dispositif de suivi-évaluation et de redevabilité pour suivre systémati...		De nouvelles mesures (rencontre programmatique, création d’outils, accompagnement technique, etc) sont mises en place pour assurer le suivi-évaluation des actions à travers la mise en oeuvre des projets et permettre la réception des feedback des beneficiaires comme les parties prenantes des projets.	Accepted	Governance and planning (SPs before 2018)	Operational activities	Oversight/governance	Efficiency
« Amélioration des conditions de détention des détenues des prisons de Cabaret, Les Cayes et Cap-Haïtien à travers la mise en œuvre de la Directive Genre de la Direction de l’Administration Pénitentiaire »	Programme Evaluation	Americas and the Caribbean	Haiti	2023	Very Good	Assurer la disponibilité permanente des agents sociaux pouvant intervenir dans tous les centres carc...		ONU Femmes n’a pas présentement de ressources financières pour conduire des activités qui nécessiteraient des fonds. Toutefois, la recommandation est notée pour action future en cas d’un nouveau projet dédié à ce public cible. Toutefois, le bureau peut conseiller la DAP à promouvoir le travail des travailleurs sociaux au sein des centres carcéraux. Toutefois, le Dr. Dolcé de la DAP concernée directement par cette question, étant présent aux rencontres du comite de suivi de la Directive Genre de manière régulière, cette préoccupation sera soulevée.	Rejected	Governance and planning (SPs before 2018)	Partnership	Advocacy	Relevance, Sustainability
« Amélioration des conditions de détention des détenues des prisons de Cabaret, Les Cayes et Cap-Haïtien à travers la mise en œuvre de la Directive Genre de la Direction de l’Administration Pénitentiaire »	Programme Evaluation	Americas and the Caribbean	Haiti	2023	Very Good	Disposer des mécanismes de coordination afin de bien évaluer les besoins, coordonner et d’évaluer le...			Accepted	Governance and planning (SPs before 2018)	Organizational efficiency	Oversight/governance	Effectiveness
« Amélioration des conditions de détention des détenues des prisons de Cabaret, Les Cayes et Cap-Haïtien à travers la mise en œuvre de la Directive Genre de la Direction de l’Administration Pénitentiaire »	Programme Evaluation	Americas and the Caribbean	Haiti	2023	Very Good	Valoriser la question de l’environnement et des personnes vivant en situation d’handicap		ONU Femmes accorde une attention soutenue aux personnes vivant en situation d’handicap particulièrement les femmes et les filles. Le mecanisme de rapportage est mis en place pour toucher ce public à travers les différentes actions des projets actuels et futurs. Quant à l’aspect lié à l’environnement, les actions de ONU Femmes s’alignent toujours au respect des normes environnementales.	Accepted	Governance and planning (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Implementation of the Women, Peace and Security Agenda in Sri Lanka (G7 WPS Partnerships Initiative)	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2023	Very Good	Continue engagement in the implementation of the NAP WPS.		UN Women agrees with the recommendation and considers it highly relevant to continue promoting and supporting the implementation of the NAP WPS and the overall WPS agenda in Sri Lanka	Accepted	Peace and security (SPs before 2018)	Partnership	Capacity development	Relevance
Implementation of the Women, Peace and Security Agenda in Sri Lanka (G7 WPS Partnerships Initiative)	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2023	Very Good	Develop a communication strategy on a narrative for WPS which helps to set the policy scenario to fu...		UN Women accepts this recommendation and will continue to advocate for the implementation of the NAP WPS and the overall WPS agenda in Sri Lanka.	Accepted	Peace and security (SPs before 2018)	Partnership	Advocacy	Relevance
Implementation of the Women, Peace and Security Agenda in Sri Lanka (G7 WPS Partnerships Initiative)	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2023	Very Good	Engage partners in future project design whenever possible, consult HQ and Regional Office before en...		This recommendation is partially accepted due to globally set operational procedures for UN Women. UN Women policies do not allow the engagement of partners when designing projects (“co-creation”). Additionally, the office did consult both HQ and the Regional Office for Asia and the Pacific prior to commencing the refurbishment component of the project.	Partially Accepted	Not applicable	Not applicable	Not applicable	Efficiency
Implementation of the Women, Peace and Security Agenda in Sri Lanka (G7 WPS Partnerships Initiative)	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2023	Very Good	Explore lessons learned and challenges in the attempts to engage people with disabilities in this pr...		UN Women accepts this recommendation and will continue to be prioritized for future work.	Accepted	Peace and security (SPs before 2018)	Not applicable	Alignment with strategy	Impact
Implementation of the Women, Peace and Security Agenda in Sri Lanka (G7 WPS Partnerships Initiative)	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2023	Very Good	Appropriately plan for contingency resources and flexible modes of delivery adapted to contexts of c...		UN Women partially accepts this recommendation.	Partially Accepted	Peace and security (SPs before 2018)	Operational activities	Capacity development	Effectiveness
Implementation of the Women, Peace and Security Agenda in Sri Lanka (G7 WPS Partnerships Initiative)	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2023	Very Good	Increase dialogue with other government agencies beyond those related to women´s related policies		UN Women accepts this recommendations and has taken several steps in this direction	Accepted	Peace and security (SPs before 2018)	Partnership	National ownership	Sustainability
Implementation of the Women, Peace and Security Agenda in Sri Lanka (G7 WPS Partnerships Initiative)	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2023	Very Good	Include staff time in political processes whenever high-level policy dialogue is involved.		UN Women accepts this recommendation and will continue as a practice in future interventions.	Accepted	Peace and security (SPs before 2018)	Organizational efficiency	National ownership	Efficiency
Implementation of the Women, Peace and Security Agenda in Sri Lanka (G7 WPS Partnerships Initiative)	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2023	Very Good	Disseminate knowledge products of the project, create a communication strategy for future projects a...		UN Women welcomes this recommendation.	Accepted	Peace and security (SPs before 2018)	Not applicable	Advocacy	Effectiveness
Implementation of the Women, Peace and Security Agenda in Sri Lanka (G7 WPS Partnerships Initiative)	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2023	Very Good	Include continuous learning as part of the M&E framework.		UN Women welcomes this recommendation and consider learning activities as vital for the success of project implementation.	Accepted	Peace and security (SPs before 2018)	Operational activities	Knowledge management	Effectiveness
Women and Girls Access to Justice (A2J) Through Effective, Accountable and Gender Responsive Institutions (A2J Project)	Programme Evaluation	East and Southern Africa	Uganda	2023	Very Good	Strengthen partnership and collaboration with key actors at all levels (national and sub-national)	There is need for key stakeholders to further consolidate, strengthen partnership and collaboration between the Judiciary, ODPP and UPF as well as the relevant DLG departments especially with the District Health Office and the Community Based Services Department at all levels in all project processes including design, implementation and monitoring and evaluation. These are crucial for delivery of a holistic approach through the chain of justice from entry to exit and for effective coordination, institutional/systems strengthening and sustainability.	Review the organization partnership strategy aligning to our SN (2022-2025), to be accomplished by end of 2023	Accepted	Ending violence against women (SPs before 2018)	Partnership, Operational activities, Faith based	Oversight/governance, Capacity development, National ownership	Efficiency
Women and Girls Access to Justice (A2J) Through Effective, Accountable and Gender Responsive Institutions (A2J Project)	Programme Evaluation	East and Southern Africa	Uganda	2023	Very Good	Long term funding investment	UN Women Country Office and its implementing partners should engage with donors to advocate for long term funding or longer duration of funding for projects to enable adequate time for project inception, implementation and to improve the quality of outputs and deliverables and to realize greater impact.	Integration of Access to Justice into other country level new programs	Accepted	Ending violence against women (SPs before 2018)	UN Coordination, Partnership, Normative Support	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Efficiency, Relevance, Sustainability
Women and Girls Access to Justice (A2J) Through Effective, Accountable and Gender Responsive Institutions (A2J Project)	Programme Evaluation	East and Southern Africa	Uganda	2023	Very Good	Review the Access to Justice Theory of Change (ToC), work plan and approach to align it to the Coste...	Now that a costed Strategy/options paper for a specialised mechanism to handle GBV cases and service delivery standards are ready for roll out, UN Women Country Office and the project implementing partners should review the A2J project ToC, work plan and approach to align it to the strategy and delivery standard with a workplan developed to fast track rollout. This implies that donors and national justice institutions should consider a second phase of the A2J project aligned to the costed strategy/, service delivery standards options paper.	The Access to Justice Theory of Change was reviewed and aligned to the new costed strategy for institutionalisation of GBV cases	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM, Organizational efficiency	Alignment with strategy	Efficiency
Women and Girls Access to Justice (A2J) Through Effective, Accountable and Gender Responsive Institutions (A2J Project)	Programme Evaluation	East and Southern Africa	Uganda	2023	Very Good	Develop and implement capacity building in financial management and accountability for IPs	UN Women and its partners should develop and implement capacity building in financial management and accountability to build competencies of IPs in timely accountability for funds received to address the delays in accountability and therefore implementation of project activities.	A financial management capacity building package for IPs already exist. UN Women will devote more resources to frequent trainings, mentorship and close technical support to IPs using the existing package.	Partially Accepted	Not applicable	Operational activities, Culture of results/RBM, Organizational efficiency	Not applicable	Effectiveness, Efficiency
Women and Girls Access to Justice (A2J) Through Effective, Accountable and Gender Responsive Institutions (A2J Project)	Programme Evaluation	East and Southern Africa	Uganda	2023	Very Good	Share the lessons and scale up of the good practices to other regions.	UN Women will develop and implement a communications plan for the project. The plan will contain a strong component of lessons and good practices sharing with stakeholders.	Strengthen collaboration between M&E and communications and ensure that periodic project reviews include sharing of lessons learnt.	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Capacity development, Knowledge management	Effectiveness, Sustainability
Women and Girls Access to Justice (A2J) Through Effective, Accountable and Gender Responsive Institutions (A2J Project)	Programme Evaluation	East and Southern Africa	Uganda	2023	Very Good	Balance investments in capacity building and institutional strengthening	There is need to be intentional in being more equitable in terms of investments in capacity building and institutional strengthening across the justice institutions to realise justice from entry to exit.	UN Women will review its interventions under the Access to Justice Programme to ensure that there is balance between capacity strengthening and institutional strengthening. To do this, UN Women will first establish the minimum recommended package for capacity building and institutional strengthening towards a meaningful Access to Justice project.	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM, Organizational efficiency	Capacity development	Effectiveness, Efficiency
Women and Girls Access to Justice (A2J) Through Effective, Accountable and Gender Responsive Institutions (A2J Project)	Programme Evaluation	East and Southern Africa	Uganda	2023	Very Good	Consider investment in social norm change to complement the access to justice components of the proj...	Given the importance of investing in both prevention and response, there is need for UN Women and partners to consider investment in social norm change to complement the access to justice components of the project. This is because social norms may deter reporting of cases and may continue to justify violence against women and girls. Also social and gender norms have an effect on the decisions and actions taken by officials in UPF, ODPP and the Judiciary as well as the legislature and cabinet. Therefore social norm change should not focus only at the family and community level but also on changing harmful institutional norms and organisational culture that may be rooted in harmful partriarchial widely accepted beliefs and VAWG	A significant part of UN Women’s investment goes to social norm change. Moving forward, a deliberate effort will be made to strengthen interlinkages between UN Women’s existing social norm change initiatives and the Access to Justice Project	Accepted	Ending violence against women (SPs before 2018)	Organizational efficiency	Alignment with strategy	Effectiveness, Efficiency
Women and Girls Access to Justice (A2J) Through Effective, Accountable and Gender Responsive Institutions (A2J Project)	Programme Evaluation	East and Southern Africa	Uganda	2023	Very Good	Strengthen the project M&E system	Need to strengthen the M&E system to collect baseline information and populate all indicators in the results framework, set realistic targets as well as to be able to track impact. For example, the M&E should go beyond reporting numbers and report on the quality of outcomes of cases of GBV across the spectrum as well as the impact on GBV survivors accessing justice.	An inception phase has been planned for the next project phase. Enhancing of the project M&E system is a major component of the inception phase.	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Alignment with strategy	Effectiveness, Efficiency
Women and Girls Access to Justice (A2J) Through Effective, Accountable and Gender Responsive Institutions (A2J Project)	Programme Evaluation	East and Southern Africa	Uganda	2023	Very Good	Fast track the review and finalisation of detailed and concrete Service Delivery Standards and Proce...	Need to fast track the review and finalisation of detailed and concrete Service Delivery Standards and Procedures covering all the steps towards delivering Quality Integrated Justice Services. This is crucial for improving coordination and harmonisation of the delivery of justice to the GBV survivors and for promoting the good practice of justice being understood and operationalised as a chain. It will also facilitate monitoring of the quality as well as in holding the relevant duty bearers accountable.	The service delivery standards and procedures is in the final stage of review and will be in place within 2022.	Accepted	Ending violence against women (SPs before 2018)	Not applicable	Capacity development	Effectiveness, Efficiency, Sustainability
Final evaluation on “Economic Empowerment of Women – FADEKA Project	Programme Evaluation	Americas and the Caribbean	Haiti	2023	Very Good	Renforcer et sauvegarder les acquis du projet, en prenant soin de corriger les faiblesses observées ...		Dans le but de renforcer les acquis du projet de la phase I’ ONU Femmes a implémenté une deuxième phase du projet FADEKA dans les départements du Sud, des Nippes et de la GrandAnse en tenant compte des expériences et leçons tirées de la phase I. L’équipe de programme a pris en compte aussi les conclusions de l’évaluation finale du projet afin de renforcer les actions sur le terrain et d’assurer leur pérennité.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Capacity development	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights
Final evaluation on “Economic Empowerment of Women – FADEKA Project	Programme Evaluation	Americas and the Caribbean	Haiti	2023	Very Good	Renforcer l’équipe de mise en œuvre du projet pour la supervision des différentes composantes du pro...			Accepted	Women economic empowerment (SPs before 2018)	Organizational efficiency	Internal coordination and communication	Not applicable
Final evaluation on “Economic Empowerment of Women – FADEKA Project	Programme Evaluation	Americas and the Caribbean	Haiti	2023	Very Good	Définir une théorie de changement plus simple et plus engageante, réalisable en fonction des moyens ...			Accepted	Women economic empowerment (SPs before 2018)	Organizational efficiency	Knowledge management, Internal coordination and communication	Impact
Final evaluation on “Economic Empowerment of Women – FADEKA Project	Programme Evaluation	Americas and the Caribbean	Haiti	2023	Very Good	Prendre en compte dans la théorie de changement des projets d’autonomisation économique des femmes e...			Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Knowledge management, Internal coordination and communication	Impact
Final evaluation on “Economic Empowerment of Women – FADEKA Project	Programme Evaluation	Americas and the Caribbean	Haiti	2023	Very Good	Améliorer la gestion axée sur les résultats et le Suivi & Evaluation, en désignant une personne char...			Accepted	Not applicable	Culture of results/RBM	Internal coordination and communication	Effectiveness, Efficiency
Final evaluation on “Economic Empowerment of Women – FADEKA Project	Programme Evaluation	Americas and the Caribbean	Haiti	2023	Very Good	Mettre en place un comité de pilotage réunissant les différents acteurs et partenaires liés au proje...			Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Internal coordination and communication	Not applicable
Final evaluation on “Economic Empowerment of Women – FADEKA Project	Programme Evaluation	Americas and the Caribbean	Haiti	2023	Very Good	Assurer une capitalisation efficace des leçons apprises et améliorer la communication des résultats ...			Accepted	Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018)	Culture of results/RBM	Capacity development, Knowledge management, Internal coordination and communication	Effectiveness, Efficiency, Relevance
Final evaluation on “Economic Empowerment of Women – FADEKA Project	Programme Evaluation	Americas and the Caribbean	Haiti	2023	Very Good	Créer un cadre de rencontres périodiques entre les autorités locales (ou leurs représentants) et les...			Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Internal coordination and communication	Not applicable
Final evaluation on “Economic Empowerment of Women – FADEKA Project	Programme Evaluation	Americas and the Caribbean	Haiti	2023	Very Good	Améliorer l’inclusion des personnes handicapées dans la conception et la mise en œuvre des futurs pr...			Accepted	Governance and planning (SPs before 2018)	Culture of results/RBM	Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Final Evaluation of Human Rights of Indigenous and Quilombola Women: A Governance Matter	Programme Evaluation	Americas and the Caribbean	Brazil	2024	Very Good	Considering the identified relevance of the project's design in sensitizing state and municipal gove...		From 5 recommendations, the evaluation considered the recommendation a 3rd priority that should be implemented in the next 2 years. The Office accepts the recommendation and is committed to incorporating the proposed key actions into the design of new projects.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership	Promoting inclusiveness/Leaving no one behind	Effectiveness
Final Evaluation of Human Rights of Indigenous and Quilombola Women: A Governance Matter	Programme Evaluation	Americas and the Caribbean	Brazil	2024	Very Good	Considering the significant results achieved within the scope of this project to build the capacitie...		From 5 recommendations, the evaluation considered the recommendation a 2nd priority that should be implemented in the next 2 years. The Country Office (CO) is committed to incorporating the proposed key actions into designing new projects, partnership-building, and engagement processes. This includes establishing connections between duty-bearers and right-holders from the outset when conditions allow and enhancing project governance through broader stakeholder participation as much as allowed by project timeline, donor agreement and rules and regulations.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership	Oversight/governance	Effectiveness
Final Evaluation of Human Rights of Indigenous and Quilombola Women: A Governance Matter	Programme Evaluation	Americas and the Caribbean	Brazil	2024	Very Good	Considering the challenges in the implementation of projects carried out in partnership with state a...		From 5 recommendations, the evaluation considered the recommendation a 4th priority that should be implemented in the next 2 years. The Country Office (CO) agrees with the recommendation and commits to integrating the proposed key actions into future projects and operations to address challenges in managing multi-stakeholder partnerships and municipal-level implementations. The Country Office leadership and project teams will ensure compliance with this management response, leveraging monitoring and evaluation systems to track progress and impact.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership	Capacity development, National ownership	Efficiency
Final Evaluation of Human Rights of Indigenous and Quilombola Women: A Governance Matter	Programme Evaluation	Americas and the Caribbean	Brazil	2024	Very Good	Considering the sustainability achievements of the project, especially regarding the continuity of m...		From 5 recommendations, the evaluation considered the recommendation a 5th priority that should be implemented in the next 2 years. The Country Office (CO) accepts the recommendation and will integrate the proposed key actions into the design and implementation of future projects to enhance sustainability, particularly for mobilizing Quilombola communities.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership	Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness
Final Evaluation of Human Rights of Indigenous and Quilombola Women: A Governance Matter	Programme Evaluation	Americas and the Caribbean	Brazil	2024	Very Good	In view of the results obtained with this project, which had an innovative focus on gender, race and...		From 5 recommendations, the evaluation considered the recommendation a 1st priority that should be implemented in the next 2 years. The Country Office (CO) agrees with the recommendation and recognizes the innovative approach of integrating gender, race, and ethnicity in addressing the inclusion of historically excluded groups. The CO is committed to leveraging the lessons learned from this project to design new initiatives that can be replicated in other states or deepened in the existing locations to sustain and expand political dialogue. These actions will aim to create conditions for meaningful engagement between governments and Indigenous and Quilombola women.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Not applicable	Promoting inclusiveness/Leaving no one behind	Sustainability
End-line evaluation for the Italy-funded Let it not Happen Again Programme 2020 -2023	Programme Evaluation	East and Southern Africa	Kenya	2024	Very Good	Increase investments in SGBV prevention interventions	SGBV is driven by negative social norms and behaviors. Transforming norms is complex and is an incremental process.	- Ensure full alignment of the recommendation outlined to the project phase II annual workplans and the result framework - Monitor the progress together with OHCHR and the donor Italy on bi-annual basis	Accepted	Ending violence against women (SPs before 2018)	Partnership, Operational activities, Youth engagement, Engaging men and boys	Advocacy	Sustainability, Impact, Gender equality
End-line evaluation for the Italy-funded Let it not Happen Again Programme 2020 -2023	Programme Evaluation	East and Southern Africa	Kenya	2024	Very Good	Create interventions that stimulate demand for SGBV services at this holds potential to showcase suc...	Reducing stigma and addressing barriers increases awareness of support services and breaks the silence to violation	- Ensure full alignment of the recommendation outlined to the project phase II annual workplans and the result framework - Monitor the progress together with the donor Italy on bi-annual basis	Accepted	Ending violence against women (SPs before 2018)	Partnership, Operational activities	Capacity development, Promoting inclusiveness/Leaving no one behind	Sustainability, Impact, Gender equality
End-line evaluation for the Italy-funded Let it not Happen Again Programme 2020 -2023	Programme Evaluation	East and Southern Africa	Kenya	2024	Very Good	Sustaining and expanding investments in supporting duty bearers particularly justice actors	The project interventions have shown their potential to support SGBV survivors. Emerging protocols and structures demonstrated sustained infrastructure, reinforcing the necessity and effectiveness of the project	- Ensure full alignment of the recommendation outlined to the project phase II annual workplans and the result framework - Monitor the progress together with the donor Italy on bi-annual basis	Accepted	Ending violence against women (SPs before 2018)	Partnership, Operational activities	Capacity development	Sustainability, Impact, Gender equality
End-line evaluation for the Italy-funded Let it not Happen Again Programme 2020 -2023	Programme Evaluation	East and Southern Africa	Kenya	2024	Very Good	Address the absence of harmonized GBV data	Critical to holistically capture SGBV drivers including understanding perpetrators profiles, the magnitude of the issue, its diverse and multiple forms including emerging technologically driven types, and its physical and psychosocial impacts. Data is key in grasping SGBV as a development concern revealing its economic and social costs/losses. Recognizing and addressing SGBV as a national disaster is imperative.	- Ensure full alignment of the recommendation outlined to the project phase II annual workplans and the result framework - Monitor the progress together with the donor Italy on bi-annual basis	Accepted	Ending violence against women (SPs before 2018)	Partnership, Operational activities, Culture of results/RBM	Capacity development, National ownership, Knowledge management	Sustainability, Impact, Human Rights, Gender equality
End-line evaluation for the Italy-funded Let it not Happen Again Programme 2020 -2023	Programme Evaluation	East and Southern Africa	Kenya	2024	Very Good	Integrating economic empowerment as a critical element for SGBV programming	- Vulnerability to SGBV is closely linked to poverty	- Ensure full alignment of the recommendation outlined to the project phase II annual workplans and the result framework - Monitor the progress together with the donor Italy on bi-annual basis	Accepted	Ending violence against women (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind	Relevance, Sustainability, Impact, Human Rights, Gender equality
End-line evaluation for the Italy-funded Let it not Happen Again Programme 2020 -2023	Programme Evaluation	East and Southern Africa	Kenya	2024	Very Good	Psychosocial support for survivors and SGBV service providers	- Trauma of survivors is long term. Secondary trauma for providers can impedes quality of services	- Ensure full alignment of the recommendation details to the project phase II annual workplans and the result framework - Monitor the progress together with the donor Italy on bi-annual basis	Accepted	Ending violence against women (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind	Sustainability, Human Rights, Gender equality
End-line evaluation for the Italy-funded Let it not Happen Again Programme 2020 -2023	Programme Evaluation	East and Southern Africa	Kenya	2024	Very Good	The project has reshaped of SGBV prevention and response needs to be scaled up for increased impact	- Interventions have resulted to key early impacts results, which have been transformative	- Ensure full alignment of the recommendation outlined to the project phase II annual workplans and the result framework - Monitor the progress together with the donor Italy on bi-annual basis	Accepted	Ending violence against women (SPs before 2018)	Operational activities	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Knowledge management, Evidence, Data and statistics	Sustainability, Impact, Human Rights, Gender equality
End-line evaluation for the Canada-funded Enhancing women's political participation in political leadership and decision-making Programme 2021 -2025	Programme Evaluation	East and Southern Africa	Kenya	2025	Very Good	Allocate ring-fenced budget lines within women’s political participation (WPP) programmes for grassr...	The recommendation aims at ensuring predictable support and inclusive decision making within women’s political participation programmes, enabling local women’s rights organizations, youth, and women with disabilities to actively shape priorities and advocacy agendas rather than only implement activities.	KCO will ensure that future Women’s Political Participation programming is designed to systematically elevate the role of grassroots actors especially WROs in shaping priorities and strategies. Programme budgeting and planning processes will be strengthened to provide sustained support for community level engagement and advocacy, with particular attention to women’s rights organizations, youth led groups, and organizations of women with disabilities as agenda setter	Accepted	Governance and participation in public life	Operational activities	Oversight/governance, Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness, Relevance, Gender equality
End-line evaluation for the Canada-funded Enhancing women's political participation in political leadership and decision-making Programme 2021 -2025	Programme Evaluation	East and Southern Africa	Kenya	2025	Very Good	Establish intergenerational and cross-county coalitions linking grassroots WROs, youth, and national...	The recommendation aims at strengthening collaboration and knowledge exchange between grassroots women’s rights organizations, youth, and national advocacy actors, while enhancing their capacity to mobilize resources, communicate effectively, and elevate local priorities and outcomes through strategic media engagement.	Future programming on Women’s Political Participation will strengthen intergenerational dialogue between youth and experienced women leaders within national and county advocacy fora, with particular attention to leadership transition and mentorship as women leaders move between electoral cycles and governance spaces. The focus will also include capacity building for youth led women’s rights organizations to strengthen their ability to mobilize resources for advocacy, movement building, and sustained political engagement beyond project funding cycles.	Accepted	Governance and participation in public life	Operational activities, Youth engagement	Oversight/governance, Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness, Gender equality
End-line evaluation for the Canada-funded Enhancing women's political participation in political leadership and decision-making Programme 2021 -2025	Programme Evaluation	East and Southern Africa	Kenya	2025	Very Good	Mainstream digital safety and cyber resilience into WPP programming, train women leaders and aspiran...	The recommendation aims at strengthening women’s political participation by integrating digital safety and cyber resilience into programming, equipping women leaders and aspirants with online protection skills, and improving institutional responses to cyber harassment through coordinated partnerships and enforcement.	KCO has already started integrating digital safety and cyber resilience considerations into Women’s Political Participation programming, and future interventions will further strengthen this focus. Programming will support women leaders and aspirants to build practical skills to prevent, respond to, and report online abuse, while advancing coordinated engagement with ICT authorities, technology platforms, and law enforcement actors to strengthen response mechanisms and promote effective enforcement of existing cyber harassment legislation.	Accepted	Governance and participation in public life, Ending violence against women	Normative Support, Operational activities	Capacity development, National ownership, Advocacy	Effectiveness, Relevance, Gender equality
End-line evaluation for the Canada-funded Enhancing women's political participation in political leadership and decision-making Programme 2021 -2025	Programme Evaluation	East and Southern Africa	Kenya	2025	Very Good	Advocate for gender-responsive campaign finance regulation and strengthen women’s financial literacy...	The recommendation aims at reducing financial barriers to women’s political participation by promoting gender responsive campaign finance regulations, strengthening women’s financial literacy and access to credit, and embedding economic empowerment within women’s political participation policy frameworks.	KCO will advance advocacy on gender responsive campaign financing by working with electoral management bodies such as ORPP and IEBC, as well as political parties. UN Women will also support women leaders to strengthen financial literacy and access to credit through partnerships with financial and microfinance institutions. - KCO has already begun integrating women’s economic empowerment as a cross cutting priority within Women’s Political Participation programming and will continue to ensure it is systematically embedded across all thematic areas. Future interventions will further strengthen the link between economic empowerment, leadership, and political participation to address structural barriers that limit women’s sustained engagement in political and governance processes	Accepted	Governance and participation in public life	Partnership, Normative Support, Operational activities	Oversight/governance, Capacity development, Advocacy	Effectiveness, Gender equality
End-line evaluation for the Canada-funded Enhancing women's political participation in political leadership and decision-making Programme 2021 -2025	Programme Evaluation	East and Southern Africa	Kenya	2025	Very Good	Reinstate gender mainstreaming indicators in County Integrated Development Plans (CIDPs), Institutio...	The recommendation aims at strengthening gender responsive planning and accountability at county level by embedding gender indicators in CIDPs, promoting gender responsive budgeting and tracking within county institutions, and improving monitoring of progress on gender equality commitments.	KCO has already supported the inclusion of gender mainstreaming indicators within County Integrated Development Plans and will continue to strengthen this work to ensure county planning frameworks systematically reflect gender equality and women’s empowerment priorities. - Institutionalizing gender responsive budget lines and tracking tools within county treasuries and assemblies is primarily the mandate of county governments. KCO will continue to support this agenda through technical guidance, policy dialogue, and advocacy, encouraging counties to strengthen accountability frameworks and monitor progress on gender responsive budgeting within existing planning and oversight structures.	Partially Accepted	Governance and participation in public life	Normative Support, Operational activities	Oversight/governance, Capacity development	Effectiveness, Sustainability, Gender equality
End-line evaluation for the Canada-funded Enhancing women's political participation in political leadership and decision-making Programme 2021 -2025	Programme Evaluation	East and Southern Africa	Kenya	2025	Very Good	Resource and operationalize Gender Justice Courts and strengthen coordination between the Judiciary,...	The recommendation aims at strengthening accountability and protection for women in politics by operationalizing Gender Justice Courts, improving coordination among justice and security institutions, and ensuring systematic reporting of violence against women in politics within election monitoring systems.	Resource and operationalize Gender Justice Courts and strengthen coordination between the Judiciary, the National Police Service, and the Office of the Registrar of Political Parties remains an ongoing priority. KCO continues to support inter institutional coordination and advocacy to strengthen enforcement of electoral laws and promote the integration of mandatory reporting of violence against women in politics within existing election monitoring systems.	Accepted	Governance and participation in public life, Ending violence against women	Normative Support, Operational activities	Capacity development	Effectiveness, Gender equality
End-line evaluation for the Canada-funded Enhancing women's political participation in political leadership and decision-making Programme 2021 -2025	Programme Evaluation	East and Southern Africa	Kenya	2025	Very Good	Partner with digital rights and psychosocial support organizations to provide counselling, mentorshi...	The recommendation aims at strengthening the resilience, wellbeing, and digital capacity of women leaders, youth, and women with disabilities by expanding access to psychosocial support, mentorship, digital literacy, and peer support networks at county level.	KCO will strengthen collaboration with digital rights and psychosocial support organizations to integrate counselling, mentorship, and digital literacy support within Women’s Political Participation programming. Future interventions will also promote peer support networks at county level to enhance collective resilience, knowledge sharing, and sustained engagement of women leaders, youth, and women with disabilities.	Accepted	Governance and participation in public life, Ending violence against women	Operational activities	Alignment with strategy, Promoting inclusiveness/Leaving no one behind	Effectiveness, Sustainability, Impact, Gender equality
End-line evaluation for the Japan-funded LEAP III Programme 2021 -2023	Programme Evaluation	East and Southern Africa	Kenya	2024	Very Good	1. UN Women to engage the Government of Japan, other Development Partners, and implementing partners...	i. Create a compelling pitch: Develop a persuasive pitch that effectively communicates the value and impact of the next phase of the project. ii. Identify other potential funding sources including government grants, foundations, corporate sponsorships. iii. Develop a fundraising plan: Create a comprehensive fundraising plan that outlines strategic results areas of UN Women iv. Develop a compelling grant proposal.	UN Women accepts this recommendation. UN Women and the Government of Japan appreciates the success of the project and are curently discussing on a successor phase. Following consultation with the Embassy of Japan, UN Women have developed a Concept Note and submitted it to the embassy. Once approved, implementation will cover the Arid and Semi Arid counties of Elgeyo Marakwet, Baringo and Wajir counties that are face similar challenges with Turkana and Garissa, thereby expanding project reach/scope. Further, UN Women is already implementing projects in the hard-to-reach locations line with the Leaving No One Behind (LNOB) principle as all of the Country Office's interventions are focused on reaching to people in Kenya at risk of being left behind - particularly all women and girls, all children and youth, all people in the ASAL counties and in informal urban settlements. UN Women will ensure that future resource mobilization efforts will pitch on value and impact of the intervention.	Accepted	Not applicable	Humanitarian action	Capacity development, Promoting inclusiveness/Leaving no one behind, Resource mobilization	Sustainability, Impact
End-line evaluation for the Japan-funded LEAP III Programme 2021 -2023	Programme Evaluation	East and Southern Africa	Kenya	2024	Very Good	2. Implementing Partners to further invest in male engagement in future interventions to complement ...	Mobilize more resources to continue partnerships with implementing partners employing proven strategeis to achieve results.	UN Women partly accepts this recommendation. UN Women is not able to influence implementing partners fund raising efforts and impelmentation plans. However, UN Women will continue to work with the implementing partner, specifically, Refugee Consortium of Kenya (RCK), through a new UN Women agreement will further invest in male engagement to complement and sustain progress on GEWE results attained through the LEAP III project. Male engagement proved to be a successful strategy in tackling socio-cultural norms, practices, and beliefs that limit the empowerment of women and girls in refugee camps and host communities.	Partially Accepted	Not applicable	Operational activities, Humanitarian action, Engaging men and boys	Alignment with strategy, Promoting inclusiveness/Leaving no one behind	Effectiveness, Relevance, Gender equality
End-line evaluation for the Japan-funded LEAP III Programme 2021 -2023	Programme Evaluation	East and Southern Africa	Kenya	2024	Very Good	3. Private Sector partners and UN Women to pursue further partnerships to leverage skills, employmen...	Engage with the private sector partners.	UN Women is engaging the private Sector partners particularly CFAO (Toyota Kenya) to leverage on project successes. UN Women is working on an MOU with CFAO Kenya to run the Garage established in Turkana County. When operationalized, the partnership will ensure that skills, employment, and entrepreneurship opportunities are availed for women and girls in refugee and host communities.	Accepted	Not applicable	Partnership, Operational activities	Alignment with strategy, Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness, Relevance, Gender equality
End-line evaluation for the Japan-funded LEAP III Programme 2021 -2023	Programme Evaluation	East and Southern Africa	Kenya	2024	Very Good	4. UN Women to review existing modalities for funds disbursement to implementing partners to address...	It is recommended that UN Women to review existing modalities for funds disbursement.	UN Women partly accepts thsi recommendation as implementation is guided by the Global UN Women's Financial Management Policies and Procedures. UN Women will continue exploring ways to fasttrack funds disbursement to IPs in line with UN Womens's the policies.	Partially Accepted	Not applicable	Operational activities, Humanitarian action	Oversight/governance	Efficiency
End-line evaluation for the KOICA-funded WEE-CSA Programme 2020 -2024	Programme Evaluation	East and Southern Africa	Kenya	2025	Good	Support counties in the development of policy, legal, and institutional frameworks to foster gender ...		UN Women accepts the recommendation to continue supporting counties in the development of related policy, legal, and institutional frameworks- to foster gender equality and climate change mitigation and increase the allocation of resources towards climate-smart agriculture. UN Women will seek to continue having field-based presence/ officers, for example in West Pokot, Kitui and Laikipia counties, to work closely together with County Governments and implementing partners, and to continue influencing gender responsive policy development and implementation, including allocation of resources, for climate smart agriculture as part of county development processes.	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Climate change, Agriculture	Capacity development, Knowledge management	Sustainability
End-line evaluation for the KOICA-funded WEE-CSA Programme 2020 -2024	Programme Evaluation	East and Southern Africa	Kenya	2025	Good	Invest in changing attitudes and practices as well as breaking down harmful practices that fuel gend...		UN Women accepts the recommendation. UN Women is currently implementing a project to support the development of a National Care Policy. The project recognizes that patriarchal attitudes and practices regarding unpaid care, domestic work, and unequal distribution form major barriers to women’s participation in economic activities, impedes women’s autonomy in political and social spheres and hampers women’s and girls’ overall well-being. The Policy is currently under the approval process. UN Women will continue its partnership with the three implementing partners from the WEE CSA project in the same three counties through the above noted project (Kitui, Laikipia, and West Pokot) and employ strategies to work towards changing harmful attitudes and practices for the attainment of Gender Equality and particularly increase participation of women in economic activities.	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Climate change, Agriculture	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management	Human Rights, Gender equality
End-line evaluation for the KOICA-funded WEE-CSA Programme 2020 -2024	Programme Evaluation	East and Southern Africa	Kenya	2025	Good	Develop an effective knowledge management system and function for each project so as to manage data ...		UN Women accepts this recommendation. UN Women is in the process of systematizing the monitoring processes through the implementation of the Programme Partner Monitoring Policy. UN Women will adapt systematic knowledge management approaches that include comprehensive record keeping for each partner including on risk management, best practices, lessons learnt to manage data and information amenable to monitoring and evaluation of the project. The Communications Unit in KCO is furthermore overall responsible for improving the knowledge management practices in the Office, working closely together with the M&E unit.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities, Organizational efficiency	Knowledge management, Evidence, Data and statistics	Effectiveness
End-line evaluation for the KOICA-funded WEE-CSA Programme 2020 -2024	Programme Evaluation	East and Southern Africa	Kenya	2025	Good	Support extension services, climate change information, market information and market linkages suppl...		UN Women accepts the recommendation. UN Women continues to have field-based presence/ officers in West Pokot and Laikipia even after the WEE CSA project ended. The Field Officers will continue to enhance our relationship with the implementing partners and County Governments, as well as provide technical guidance on extension services, climate change, markets and market linkages, supply and credit services to women.	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Climate change, Agriculture	Capacity development	Sustainability
End-line evaluation for the KOICA-funded WEE-CSA Programme 2020 -2024	Programme Evaluation	East and Southern Africa	Kenya	2025	Good	Build the capacity of women's leadership skills to enable them to effectively participate in economi...		UN Women accepts the recommendation. As part of its holistic approach, UN Women KCO will continue to integrate leadership modules across its programmes. UN Women will continue its partnership with the three IPs in the three WEE-CSA implementing locations (Kitui, Laikipia, and West Pokot) and employ strategies to strengthen women's leadership skills to enable them to effectively being able to participate in the planning and decision making at the household, community and government level.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Capacity development	Effectiveness
End-line evaluation for the KOICA-funded WEE-CSA Programme 2020 -2024	Programme Evaluation	East and Southern Africa	Kenya	2025	Good	Build the absorptive and adaptive capacity through widening the asset base of communities and househ...		UN Women accepts this recommendation. UN Women has over the past couple of years built the capacity of communities and households to strengthen their resilience to climate change and economic shocks. This has been done through the WEE CSA as well as the National Care Policy project, implemented with the same three partners in the same counties (Kitui, Laikipia, and West Pokot). Going forward, UN Women KCO will continue to train beneficiaries on how to effectively participate in planning and economic decision-making at the household, community and government engagement level. Through field-based officers in West Pokot and Laikipia, UN Women will also continue to mentor and train the beneficiaries on how to participate in and influence gender responsive policy development and implementation, including budget allocation, for initiatives that build their resilience to climate and economic shocks. During the development of new projects, UN Women will utilize the lessons and recommendation to widen the asset base for future interventions.	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Climate change, Agriculture	Capacity development	Sustainability
End-line evaluation for the KOICA-funded WEE-CSA Programme 2020 -2024	Programme Evaluation	East and Southern Africa	Kenya	2025	Good	Enhance the participation of PLWD in line with the Leave No One Behind (LNOB) principle through budg...		UN Women accepts this recommendation. UN Women has continued to enhance the participation of persons with disabilities in line with the Leave No One Behind (LNOB) principle. Through a different project - National Care Policy - UN Women has continued its partnership with the three implementing partners in the three WEE-CSA implementing locations (Kitui, Laikipia, and West Pokot) and is engaging the 107 groups (9% Persons with disabilities) supported through the WEE-CSA project. The implementing partners are utilizing strategies that have been proven to work to ensure high participation including through targeted budgeting and by providing for their special needs such as transport, and inclusion of their helpers in the groups. During the development of new projects, UN Women will utilize the lessons and recommendation to ensure intentional planning and budgeting for disability inclusion.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind	Sustainability, Human Rights
End-line evaluation for the KOICA-funded WEE-CSA Programme 2020 -2024	Programme Evaluation	East and Southern Africa	Kenya	2025	Good	Increase investments in climate-smart agriculture technologies for expansive and intensive gains on ...		UN Women partly accepts this recommendation. UN Women in partnership with FAO had developed a second phase proposal for the WEE-CSA project which had included increased investments in climate-smart agriculture technologies for expansive and intensive gains on agricultural productivity, income, reduced poverty and food insecurity. The proposal was however not funded. UN Women will utilize this recommendation during the development of new projects.	Partially Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Capacity development	Relevance
End-line evaluation for the KOICA-funded WEE-CSA Programme 2020 -2024	Programme Evaluation	East and Southern Africa	Kenya	2025	Good	After the project completion, plan to undertake a sustainability evaluation to deeply understand wha...		UN Women partly accepts this recommendation. Depending on availability of funds, UN Women will seek to budget for the undertaking on sustainability studies/analysis or evaluations for all interventions. As per project/programme evaluation TORs, KCO always seeks to cover sustainability as a key aspect. This will continuously be done. For the WEE CSA project, this was not budgeted for and therefore unfortunately not possible to do.	Partially Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Knowledge management	Sustainability
End-line evaluation for the KOICA-funded WEE-CSA Programme 2020 -2024	Programme Evaluation	East and Southern Africa	Kenya	2025	Good	Ensure that for every project, a review of procurement requirements is done so as to clearly anticip...		UN Women partly accepts the recommendation. UN Women implemented the project jointly with FAO who was responsible for all project related procurement. UN Women and FAO will in future ensure to review all procurement requirements to clearly anticipate and plan for the timely delivery of project items.	Partially Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Internal coordination and communication	Effectiveness, Efficiency, Relevance
End-line evaluation for the Finland-funded Programme 2020-2023	Programme Evaluation	East and Southern Africa	Kenya	2023	Very Good	Consider extending the project into Phase 2 and replicate and upscale strategies that have proved to...	i. Create a compelling pitch: Develop a persuasive pitch that effectively communicates the value and impact of the next phase of the project. ii. Identify other potential funding sources including government grants, foundations, corporate sponsorships. iii. Develop a fundraising plan: Create a comprehensive fundraising plan that outlines strategic results areas of UN Women iv. Develop a compelling grant proposal.	Th Government of Finland appreciates the success of the project, however due to budget cuts in 2023&2024 in development aid the Government of Finland will not be funding Phase 2 of the project . However, UN Women accepts the recommendation to replicate strategies that have proven effective such as male engagement, awareness creation, advocacy and lobbying for implementation of normative frameworks. UN Women will ensure that current and future resource mobilization efforts will pitch on value and impact of the intervention and strategies related to male engagement; awareness creation; advocacy and lobbying for implementation of the normative framework; and capacity strengthening.	Accepted	Not applicable	Not applicable	Capacity development, Advocacy, Resource mobilization	Sustainability
End-line evaluation for the Finland-funded Programme 2020-2023	Programme Evaluation	East and Southern Africa	Kenya	2023	Very Good	Expand coverage of the project to include marginalized communities in hard-to-reach locations beyond...	i) Mobilize more resources to expand the reach of the programme beyond urban areas. ii) Map out the hard pressed sub-counties and wards that they have not benefitted from the project interventions and prioritizing them in the next phase of the programme.	UN Women accepts this recommendation. All of the Country Office's interventions are focused on reaching to people in Kenya at risk of being left behind - particularly all women and girls, all children and youth, all people in the ASAL counties and in informal urban settlements. UN Women is already implementing projects in the hard-to-reach locations line with the Leaving No One Behind (LNOB) principle. Particularly, the Country Office is keen on ensuring that implementation of all the projects are cascaded to the sub-counties and ward levels to ensure that more people under the LNOB groups are reached.	Accepted	Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Partnership, Normative Support, Culture of results/RBM, Youth engagement, Engaging men and boys	Promoting inclusiveness/Leaving no one behind	Relevance, Gender equality
End-line evaluation for the Finland-funded Programme 2020-2023	Programme Evaluation	East and Southern Africa	Kenya	2023	Very Good	Enhance participation of PWD in line with the LNOB principle through budgeting and providing for the...	It is recommended that the Country Office Should : i. Develop interventions that are friendly to the needs of PWDs and that would encourage greater participation of PWDs and other LNOB groups. ii. Work with implementing partners that have capacities to cater for the special needs of the PWDs such as transport, assistive devices, and helpers. iii. Increase budget allocations and create budget lines to interventions to ensure that the needs of PWDs and other LNOBs are catered for.	UN Women accepts this recommendation. The Country Office will work closely with the implementing partners to ensure that adequate resources are set apart to cater for the needs of the people with disabilities. UN Women, in close consultation with the implementing partners will ensure that interventions being implemented cater for the needs of People With Disabilities in order to encourage them to consistently participate in Gender Equality and Women Empowerment interventions.	Accepted	Not applicable	Partnership, Operational activities	Promoting inclusiveness/Leaving no one behind	Effectiveness, Human Rights, Gender equality
End-line evaluation for the Finland-funded Programme 2020-2023	Programme Evaluation	East and Southern Africa	Kenya	2023	Very Good	Consider UN presence or representation in counties with a higher number of Implementing Partners IPs...	It is recommended that UN Women should consider allocating resources to recruit field based staff. Field-based staff will help establish strong relationships with county government, partners, and beneficiaries, which enable efficient implementation and monitoring of interventions in addition to strengthening UN Women’s brand on the ground	UN Women partly accepts this recommendation. Having field based staff is dependent on availability of resources. Therefore, this is only feasible when the country office has adequate resources to recruit field staff.	Partially Accepted	Not applicable	Operational activities	Internal coordination and communication	Efficiency
End-line evaluation for the Finland-funded Programme 2020-2023	Programme Evaluation	East and Southern Africa	Kenya	2023	Very Good	Enhance the programming efficiency of implementing partners through UN Women presence in the countie...	It is recommended that UN Women should: i. Ensure that it is mandatory for implementing partners to demonstrate how they are collaborating with each other at the county level. ii. Hold regular check in meetings with implementing partners conducting activities in the same counties together with County Gender Departments and SDfGAA county focal point to establish areas of synergies	UN Women appreciates and accepts this recommendation. UN Women is currently ensuring that partners working in same counties are aware of what each other is doing. UN Women appreciates that working together will ensure that implementing partners synergistically deliver in the four key results areas of UN Women in manner that complement each other. UN Women has good relations with her implementing partners and is respected in the counties for thought leadership role on GEWE. This makes it possible for UN Women to convene her implementing partners and the government institutions.	Accepted	Not applicable	UN Coordination, Normative Support	National ownership	Effectiveness, Efficiency
End-line evaluation for the Finland-funded Programme 2020-2023	Programme Evaluation	East and Southern Africa	Kenya	2023	Very Good	Further strengthen the capacity of IPs through capacity needs assessment, training and mentoring on ...	It is recommended that UN Women should:- i. Conduct needs assessments for partners on Results Based Management. ii. Tailor makes training curriculum for partners on results based management. iii. Conduct regular RBM training and mentorship sessions	UN Women accepts this recommendation. UN Women has been conducting capacity building workshop on results based management including results based reporting and results harvesting for her partners. In line with recommendation, UN Women will ensure that future RBM training is tailored to the specific needs of the implementing partners as informed by a prior capacity needs assessment.	Accepted	Not applicable	Culture of results/RBM	Capacity development	Effectiveness, Efficiency
Corporate evaluation of UN Women's support for capacity development of partners to respond to the needs of women and girls at national level	Organizational Performance Evaluation	Global	Independent Evaluation Service (IES)	2023	Very Good	Evaluation Recommendation 1: UN Women should develop a systematic approach to capacity development s...		UN Women accepts this recommendation. UN Women will produce a Corporate Guidance Note on Capacity Development to guide work in this area across the organization. Aligned to the UN Women 2022-2025 Strategic Plan, this guidance note will build on the work of the organization, including good practices and lessons learnt, as well as benefit from the networks already established. Key components of this guidance note will be the corporate definition and approach to capacity development and how capacity development contributes to advance gender equality and women’s empowerment, in line with UN Women Strategic Plan 2022-2025; corporate guiding principles; good practices identified throughout the organization, as well as a monitoring and evaluation framework. Underpinned by the UNDG definition to capacity development, the guidance note will establish standards, criteria and method to develop assessments and establish baselines, as well as indicators and M&E tools aligned with the UN Women Strategic Plan and programmatic offer (Gender Equality Accelerators). PPID Directorate will lead the development of this guidance note with active engagement of key teams including but not limited to: SP Outcome teams (especially 1, 2,3 and 5); UN Women Training Centre, Regional and Country offices.	Accepted	Not applicable	Not applicable	Capacity development	Effectiveness
Corporate evaluation of UN Women's support for capacity development of partners to respond to the needs of women and girls at national level	Organizational Performance Evaluation	Global	Independent Evaluation Service (IES)	2023	Very Good	Evaluation Recommendation 2: UN Women’s capacity development interventions should be strategic, holi...		This recommendation is accepted. As mentioned in the response to the first recommendation, UN Women Guidance Note on capacity development will build on the UNDG approach to capacity development, reflecting a systemic approach drawing from UN Women’s and partners good practices and lessons learnt and seek transformative change to achieve gender equality and women’s empowerment framed by UN Women’s Strategic Plan. The guidance will draw on organizational good practices and clarify the three levels (individual, institutional and enabling environment level) for capacity development, their interaction, and how engagement at all three levels is needed for sustainable change. The UN Women Strategic Plan; the Impact areas theories of change; and UN Women gender equality accelerators will both feed into UN Women’s capacity development approach and be strengthened by a more standardized and strategic approach. As noted earlier, rather than proposing a one size fits all framework that could limit work in the wide diversity of contexts, the proposed way forward seeks to create a flexible framework that can be adjusted with concrete quality assurance criteria and mechanisms. The monitoring and evaluation framework, aligned with the SP IRRF will permit localization and co creation of interventions with partners to strengthen ownership and sustainability. Following the development and launch of the guidance note, a socialization process including webinars and cross regional knowledge sharing initiatives will strengthen understanding by all country, regional and headquarters offices of the capacity development approach and ensure a standardized implementation. The guidance note will build on the work across UN Women Strategic Plan, especially Systemic Outcome 1 and 5; the UN Women Training Centre, among others.	Accepted	Not applicable	Not applicable	Capacity development	Effectiveness
Corporate evaluation of UN Women's support for capacity development of partners to respond to the needs of women and girls at national level	Organizational Performance Evaluation	Global	Independent Evaluation Service (IES)	2023	Very Good	Evaluation Recommendation 3: UN Women should be more systematic in integrating the most left behind ...		This recommendation is accepted. The need to strengthen LNOB has also been noted in other areas of UN Women’s work and interventions beyond capacity development. Ensuring an LNOB is adequately reflected in UN Women’s capacity development approach and framework will be done through the engagement of LNOB focal points (within PPID and beyond). LNOB will also be included in the criteria for identifying good practices. Existing frameworks and approaches developed by UN System agencies and beyond will be identified and assessed to provide UN Women personnel with a menu of options when designing strategies for implementation of capacity development activities. Access to these frameworks will be facilitated through the Capacity development one stop shop.	Accepted	Not applicable	Not applicable	Capacity development	Effectiveness
Corporate evaluation of UN Women's support for capacity development of partners to respond to the needs of women and girls at national level	Organizational Performance Evaluation	Global	Independent Evaluation Service (IES)	2023	Very Good	Evaluation Recommendation 4: UN Women should identify innovative ways to use its current human and f...		Management Response: Capacity development is an integral part of UN Women’s work across Strategic Plan impact areas and outcomes and is one of the most widely used strategy to implement our mandate. The challenge is the project-based short-term funding and the lack of a clear theory of change and strategy for the higher-level results that these project-based activities would contribute to in Strategic Notes. This leads to dispersed efforts and resources. We intend to address this through developing guidance on holistic capacity development approaches. The Strategic Notes will also be required to articulate the overarching capacity development strategy that transcend projects (i.e. capacity of who needs to be developed for what long-term change and how) and the resource requirement. In terms of supporting operational capacity of partners, this is highly relevant particularly for civil society partners and UN Women already has policy and procedures in place that support such capacity development as part of its programmes. The Small Grants mechanism allows for dedicated funding to be provided to CSOs to strengthen their operational capacity while the risk-based capacity assessment that is required for programme partner selection also lead to capacity development plans with resources allocated to implement the plan. The Trust Fund to End Violence Against Women and the Women Peace and Humanitarian Fund that UN Women manages have developed capacity development modules for their grantees on financial management, results-based management, monitoring and reporting, etc. These can be adapted for UN Women to use with programme partners across the organization. Whether development of operational capacity of our partner may be included as an explicit “outcome” of a programme or not will depend on the objective and scope of the programme, the theory of change and the operational capacity development need of stakeholders and partners.	Partially Accepted	Not applicable	Not applicable	Capacity development	Effectiveness
Corporate evaluation of UN Women’s contribution to Women’s Economic Empowerment by advancing gender-responsive laws, frameworks, policies and partnerships	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2023	Very Good	UN Women should continue its support to the global discourse and normative frameworks on WEE, while ...		UN Women agrees with this recommendation. We note that implementing this recommendation will require significant additional financial and human resources (see Finding 13, Conclusion 6 and Recommendation 2). UN Women has been recognized for its critical engagement in advancing the discourse and normative frameworks on WEE at the global, regional and national levels. WEE policy advisors and specialists in HQ and in ROs/COs are thought leaders on policies and laws to advance WEE and gender equality. As such UN Women is recognized within the UN system, by Member States and civil society organizations as a thought leader on gender-responsive WEE laws, frameworks, policies and partnerships.The significant involvement of WEE in CSW and other intergovernmental, normative and policy fora will continue and deepen depending on the resources available for this work. This includes preparation of reports on behalf the Secretary-General (Women in development, Improvement of the situation of women and girls in rural areas, Violence against women migrant workers) as mandated by General Assembly resolutions as well as on CSW priority and review themes. UN Women also actively participates in a number of inter-agency mechanisms related to WEE (including those noted in Box 1 of the Evaluation) and multi-stakeholder alliances, notably the GEF Action Coalitions on Economic Justice and Rights – and the aligned Global Alliance for Care – and Feminist Action for Climate Justice, which are prime vehicles for furthering the global discourse and normative frameworks on WEE with the direct involvement of civil society organizations. Under Strategic Plan 2018-2021, UN Women consistently and successfully advocated for genderresponsive approaches related to WEE through the Flagship Programme Initiatives and other global programmes and is already contributing to the priority areas covered by the Signature Initiatives under Strategic Plan 2022-2025 as evidenced by support to the systemic outcomes. However, to successful implement the Signature Initiatives, increased WEE capacity is urgently needed at all levels. This means recruiting gender experts in priority areas and, if possible, working with partners to fill some technical capacity gaps. In particular, a WEE gender expert in DEK is required to support gender-disaggregated data collection and use, gender analyses of current economic trends, rapid assessments and developing and implementing gender-responsive policy tools, in conjunction with the expertise of the Research and Data section. Finally, it is important to proceed with caution in terms of new or emerging priority areas as those identified in the Strategic Plan and Signature Initiatives are key priorities that are already challenging the stretched and, in many cases, unavailable human and financial resources dedicated to WEE.	Accepted	Women economic empowerment (SPs before 2018)	Normative Support	Alignment with strategy	Effectiveness
Corporate evaluation of UN Women’s contribution to Women’s Economic Empowerment by advancing gender-responsive laws, frameworks, policies and partnerships	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2023	Very Good	UN Women’s WEE strategy should include a clear articulation of key definitions and a framework for W...		UN Women accepts this recommendation. A global WEE strategy is under development, rooted in UN Women’s mandate and comparative advantage, in consultation with internal colleagues across the organization as well as external partners familiar with UN Women’s WEE trajectory and with the potential to provide useful insights and advice, particularly on possibilities for collaboration and joint programming. The global WEE strategy will discuss definitions of key terms and provide a framework for action, including on creating and strengthening cross-thematic linkages. It will consider current capacity and expertise to implement the Signature Initiatives and fulfill the Strategic Plan 2022-2025 as well as capacity gaps and needs. It is expected that significant additional resources, both core and non-core, will need to be secured to fully implement the strategy. UN Women concurs that WEE policy change is a lengthy process beyond the shorter timelines of most projects, which necessitates developing a longer-term vision and mobilizing resources to support the policy cycle and normative work across the organization. Headquarters resource mobilization typically involves strategic support to ROs and COs through the development of global programmes and this will continue with the Signature Initiatives, although implementation of RO and CO Strategic Notes should encompass a strategic approach to regional and national normative and policy change – with ramifications for the global level. Communities of practice (COPs) are an important means to leverage in-house expertise, including cross-cutting capacity, and they are being strengthened under Strategic Plan 2022-2025 (webinars, listservs, new and updated knowledge products, tools and guidance). COPs can serve as the space for consideration of the policy cycle from formulation to impact and how to support it creatively and pragmatically in collaboration with partners. Additional dedicated funding is necessary to further develop capacity and expertise for WEE across the organization and to ensure retention of staff with necessary expertise and experience, including institutional memory.	Accepted	Women economic empowerment (SPs before 2018)	Normative Support	Alignment with strategy	Effectiveness
Corporate evaluation of UN Women’s contribution to Women’s Economic Empowerment by advancing gender-responsive laws, frameworks, policies and partnerships	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2023	Very Good	UN Women should refine and systematize its approach to partnerships for WEE and look to strengthen e...		UN Women accepts this recommendation (see Conclusion 2). UN Women concurs that comparative strengths on WEE are grounded in the Entity’s mandate and leadership on gender equality and women’s empowerment within the UN system, its capacity to partner with and support national governments to effect policy change, its convening power vis-à-vis different stakeholders at all levels (government, CSOs, private sector, academic institutions, international organizations), and its ability to produce and circulate evidence-based research to inform policy dialogues, based on internal capacities and expertise and tapping into external capacities and expertise as needed. Strategic Plan 2022‒2025 articulates the need to expand and deepen UN Women’s engagement with international financial institutions and to and mainstream gender considerations in global economic policy debates and decision making. The development of the global WEE strategy is an opportunity to focus on and strengthen important partnerships with different stakeholders and, in particular, to renew and bolster engagement with the international financial institutions, building on existing Memoranda of Understanding, and through the Financing for Gender Equality Hub as well as at regional and country levels. The EE section has ongoing collaboration with international financial institutions, including support to the development of the World Bank and IMF gender strategies, and is co-convening Finance in Common in partnership with the Public Partnerships section. This evaluation, similar to the 2014 corporate evaluation of WEE, notes that UN Women staff across the organization as well as external stakeholders expressed concern about UN Women’s insufficient technical capacity on macroeconomics. At headquarters there are two professional staff specialized in macroeconomics and a now operational Financing for Gender Equality Hub with funding from Luxembourg comprised of the Sustainable Finance Team in EE and the Gender-Based Budgeting Team in the Governance and Participation section. Macroeconomic expertise is largely absent in ROs and COs, bringing to the fore the need to adequately staff these offices in WEE in general and macroeconomics in particular (see also Recommendations 1, 2, 4), and to more effectively draw on the capacity and expertise of the UN system and the international financial institutions. In turn, UN Women can promote the integration of a rights-based gender perspective in macroeconomic analysis and policymaking.	Accepted	Women economic empowerment (SPs before 2018)	Normative Support	Alignment with strategy	Efficiency
Corporate evaluation of UN Women’s contribution to Women’s Economic Empowerment by advancing gender-responsive laws, frameworks, policies and partnerships	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2023	Very Good	UN Women should review and formalize the roles and responsibilities of headquarters, Regional and Co...		UN Women partially accepts this recommendation, noting that key actions to implement the review of functions, roles and responsibilities related to WEE at headquarters, ROs and COs has been partially covered by the change management process that was initiated during Strategic Plan 2018- 2021, although this process caused the fragmentation and dispersal of WEE staff and programmes from PPID to other Divisions, the negative ramifications of which are still being felt. The Entity needs to prioritize, support and strengthen the critical normative and policy roles and responsibilities of WEE policy advisors, specialists and analysts across the organization. Regarding coverage of WEE knowledge management, research and data, and monitoring and reporting – key areas for the fulfillment of Strategic Plan 2022-2025 and the systemic outcomes – significant gaps exist at all levels. What is needed are different WEE staff that specialize in these areas at headquarters and in ROs and COs. The reality is one of acutely insufficient funding to adequately staff these essential areas. Few non-core donors have shown any interest in funding these capacities, pointing to UN Women’s core funds to do so. This is a huge challenge at all levels, leaving WEE policy advisors, specialists and analysts to take on this work in addition to their already multiple roles, leading to collective work/life imbalance and burnout.	Partially Accepted	Women economic empowerment (SPs before 2018)	Normative Support	Alignment with strategy	Efficiency
Corporate evaluation of UN Women’s contribution to Women’s Economic Empowerment by advancing gender-responsive laws, frameworks, policies and partnerships	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2023	Very Good	UN Women should develop sustainable approaches to addressing structural barriers that impede WEE and...		UN Women accepts this recommendation noting that key actions to implement it will require additional financial and human resources (see Conclusion 7). Strategic Plan 2022-2025 and the systemic outcomes directly address the structural barriers that impede WEE (Outcome 4), support social norms change (Outcome 3) and advocate for policies that are resourced and can be monitored to assess their impact on women’s lives and livelihoods (Outcome 2) using improved disaggregated data and gender statistics (Outcome 6). These outcome areas are being integrated in the design and implementation of the Signature Initiatives and should also be articulated in the global WEE strategy, which is based in theories of change and action that explicate the root causes underlying UN Women’s WEE approaches and responses. The global guidance to support SP Outcome 3 (Social Norm Change) should include effective approaches to social norm change that accelerate WEE. The Women Count programme, supported by the Research and Data section, is supporting new capacity in ROs and COs to work with governments, national statistical offices and others, including civil society organizations, for the production, analysis and use of gender statistics that can help track the effects of WEE policy changes on women’s lives and livelihoods. Cross-thematic work across PPID as well as with the Civil Society Division is crucial for changing social norms to advance gender equality and WEE, for example, working on ending violence against women in the world of work and working with men and boys.	Accepted	Women economic empowerment (SPs before 2018)	Normative Support	Alignment with strategy	Effectiveness
Corporate evaluation of UN Women’s contribution to Women’s Economic Empowerment by advancing gender-responsive laws, frameworks, policies and partnerships	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2023	Very Good	UN Women should refine and contextualize its approach and strategy towards leave no one behind and t...		UN Women agrees that it can refine and contextualize the integration of the “leave no one behind” (LNOB) principle in WEE work, including a clear articulation conceptually and practically of LNOB and support to marginalized groups in the global rights-based WEE strategy that is under development in consultation with internal and external partners, as well as supporting the Humanitarian team to incorporate WEE approaches to ensure crisis-affected women are not left behind. Nevertheless, UN Women’s WEE approaches and implementation have historically incorporated the LNOB principle and support to marginalized groups through work on gender-responsive laws, frameworks, policies and partnerships, notably poor women, rural women and girls, indigenous women and girls, migrant women workers, ethnic minorities and gender-diverse people, among others. The multi-stakeholder Generation Equality Action Coalitions on Economic Justice and Rights and Feminist Action for Climate Justice actively support the leadership and participation of marginalized groups most often left behind, especially young women in addition to the aforementioned. In the global normative and intergovernmental sphere in the area of WEE, UN Women drafts the Secretary-General’s reports on Women in Development (with a focus on the impacts of rising inequalities on women and girls, particularly the poorest and most marginalized), Improving the Situation of Women and Girls in Rural Areas and Violence Against Women Migrant Workers, as well as CSW priority and review theme reports related to WEE, supported by expert group meetings and other convenings that deliberately include experts and activists from marginalized groups. UN Women concurs that it should continue to develop guidance tools to engage in optimally appropriate ways the groups most often left behind in WEE efforts, noting that it actively seeks partnerships with grassroots and women’s organizations and networks and convenes groups being left behind to identify priorities for legal, policy and normative change at all levels, including supporting capacity development for their effective participation in policy dialogues.	Accepted	Women economic empowerment (SPs before 2018)	Normative Support	Alignment with strategy	Effectiveness
STRATEGIC NOTE EVALUATION 2018-2021	Country-level Evaluation	West and Central Africa	Democratic Republic of Congo	2022	Good	Faire du renforcement de l'État un objectif fondamental, de concert avec les autres agences du Systè...	Faire du renforcement de l'État un objectif fondamental, de concert avec les autres agences du Système des Nations Unies. Contribuer en particulier, à la consolidation de la capacité du Ministère du Genre, de la Femme et de l'Enfant à s'acquitter de ses fonctions. La conclusion d'accords de collaboration formels avec ce Ministère combinée à un accompagnement technique permettra à ce ministère de retrouver la confiance des organisations citoyennes et d'améliorer durablement les relations de ces dernières avec les instances étatiques, de contribuer à l’application de l’obligation gouvernementale de rendre public le montant des ressources allouées à l’égalité des sexes et à l’autonomisation des femmes, de mettre à jour la Politique Nationale du Genre et la reprise de mécanismes de concertation tels que les cafés-genre et le Groupe thématique genre	ONU Femmes a participé à l'analyse des causes structurels pour alimenter le CCA. ONU Femme a une convetion de collaboration avec le ministère du Genre.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Normative Support	Capacity development	Effectiveness, Efficiency
STRATEGIC NOTE EVALUATION 2018-2021	Country-level Evaluation	West and Central Africa	Democratic Republic of Congo	2022	Good	Privilégier le travail conjoint dans tous ses domaines d'impact et particulièrement en matière de lu...		Environ 9/14 Projets (en œuvre à partir de 2022-2023 sont conjoint (soit 64%. Les inititiaves en cours sont en grande parti conjointe,	Accepted	Global norms and standards (SPs before 2018)	Organizational efficiency	Promoting inclusiveness/Leaving no one behind, Internal coordination and communication	Effectiveness, Impact
STRATEGIC NOTE EVALUATION 2018-2021	Country-level Evaluation	West and Central Africa	Democratic Republic of Congo	2022	Good	Apporter un appui aux efforts visant à rendre moins facultative l'application de l’article 13 de la ...		L'article 13 de la loi électorale a été révisé le 29 Juin 2022. Les partis politiques et les regroupements plotiques devront aligné 50% des femmes sur la liste des candidats pour être exempltée du paiement du cautionnement.	Accepted	Global norms and standards (SPs before 2018)	Organizational efficiency	Promoting inclusiveness/Leaving no one behind	Relevance
STRATEGIC NOTE EVALUATION 2018-2021	Country-level Evaluation	West and Central Africa	Democratic Republic of Congo	2022	Good	Revoir de manière réaliste les ambitions numériques du programme d'agriculture rurale et considérer ...		Un programme WEE est en cours d'Elaboration par un consultant National. Ce programme devra prendre en compte les acquis des projets WEE passée ainsi y compris aspect du numerique pour l'entreprenariat féminin.	Accepted	Women economic empowerment (SPs before 2018)	Organizational efficiency	Not applicable	Relevance
STRATEGIC NOTE EVALUATION 2018-2021	Country-level Evaluation	West and Central Africa	Democratic Republic of Congo	2022	Good	Recruter (et stabiliser les contrats) du personnel de manière à compenser le déficit en ressources h...		En dehors des besoins en ressources humaines issus des nouveaux financement, les unités ont des ressources humaines necessaires. Le bureau a réussi à recruter des staffs des opérations et de faire un pool pour l'appui des programme. La coordination a 3 staff dont chacun est responsable d'une composante de la coordination. Le bureau a recruté un ME Specialist en 2022. Redusction des contrats SSA.	Accepted	Not applicable	Organizational efficiency	Capacity development	Effectiveness
STRATEGIC NOTE EVALUATION 2018-2021	Country-level Evaluation	West and Central Africa	Democratic Republic of Congo	2022	Good	Réviser la formulation des effets et produits du cadre de résultat (2020-2024) de manière à (1) expr...		En Avril 2023, le bureau a organisé une Revue à mi parcours de la SN. Des recommandations ont été founies envue de reajuster la ToC et les resultats de la SN. D'une part les ajustements ressortiront des programmes en cours d'Elaboration (WEE, WPP et Spotlight ) et d'autre part lors du developpement du nouveau SN	Accepted	Not applicable	Organizational efficiency	Not applicable	Effectiveness
STRATEGIC NOTE EVALUATION 2018-2021	Country-level Evaluation	West and Central Africa	Democratic Republic of Congo	2022	Good	De concert avec les autres agences du Système des Nations Unies, intégrer de manière transversale l...		Le bureau a augmenter la capacité des ressourceshumaines de la coordination (3 staff, dont une chargé de Genre avec OSC). Une stratéggie d'inclusion sociale sera developpé dans chaque programme en cours d'Elaboration.	Accepted	Not applicable	UN Coordination, Organizational efficiency	Knowledge management	Effectiveness, Gender equality
Evaluation of the Strengthening Resilience of Women and Girls affected by conflicts, violent extremism and climate change in the Lake Chad Region (LCB) programme	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2023	Not Rated	RECOMMENDATION 1 : INCREASE STAFFING Considering the highly complex a nd multi sectoral intervention...		UN Women agrees that efforts should be taken to increase staffing to ensure closer monitoring, technical follow up and assessment of progress towards the overall project goals at country level.	Accepted	Peace and security (SPs before 2018)	Humanitarian action, Climate change	Capacity development	Efficiency
Evaluation of the Strengthening Resilience of Women and Girls affected by conflicts, violent extremism and climate change in the Lake Chad Region (LCB) programme	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2023	Not Rated	RECOMMENDATION 2 SET UP A PROPER M&E SYSTEM FOR TRACKING AND EVALUATING Having an individual data ba...		UN Women agrees that efforts should be taken to strengthen or set up robust tracking and evaluation system, building on UN Women's ongoing tools and initiatives.	Accepted	Peace and security (SPs before 2018)	Humanitarian action, Climate change	Capacity development	Efficiency
Evaluation of the Strengthening Resilience of Women and Girls affected by conflicts, violent extremism and climate change in the Lake Chad Region (LCB) programme	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2023	Not Rated	RECOMMENDATION 3 : PARTNERSHIPS WITH G OVERNMENTS The evaluation team will recommend adding tangible...		UN Women agrees that substantive efforts should be promoted to enhance partnership with relevant stakeholders, including governments, where appropriate. Given that the ToC of the WRD framework already acknowledges the importance of partnership, and has the relevant output/indicator on partnership with stakeholders including government entities, and that the programme implementing offices have the liberty to adjust the outputs/indicators based on the local context and needs, this recommendation is already accommodated within the ToC of the WRD.	Accepted	Peace and security (SPs before 2018)	Humanitarian action	Capacity development	Efficiency
Evaluation of the Strengthening Resilience of Women and Girls affected by conflicts, violent extremism and climate change in the Lake Chad Region (LCB) programme	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2023	Not Rated	RECOMMENDATION 4 : SET CLARITY ON CASH BASED INTERVENTIONS (CBI s It is recommended to set clarity o...		UN Women agrees that further clarification and guidance on criteria, purposes and objectives of cash usage in the humanitarian action and resilience building programmes would help facilitate the activities of Country Offices	Accepted	Peace and security (SPs before 2018)	Humanitarian action	Capacity development	Efficiency
Evaluation of the Strengthening Resilience of Women and Girls affected by conflicts, violent extremism and climate change in the Lake Chad Region (LCB) programme	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2023	Not Rated	RECOMMENDATION 5 : AN INTERVENTION TO REMOVE BARRIERS FOR WOMEN TO ACCESS EDUCATION AND SKILL TRAINI...		UN Women agrees to explore possibility of developing the intervention models on socio-economic empowerment based on the assessment findings over GBV risks and gender norms.	Accepted	Peace and security (SPs before 2018)	Humanitarian action, Climate change	Capacity development	Efficiency
Final Evaluation of project “Gender mainstreaming advisory services to the North Macedonian administration at central level”	Programme Evaluation	Europe and Central Asia	Macedonia, the former Yugoslav Republic of	2023	Very Good	The ET recommends that UN Women prioritize continuity and adaptability in the GEF Project's subseque...		The evaluation recommendation is timely and relevant. As UN Women continues the GEF intervention under the Gender Responsive Governance (GRG) Programme, long-term support with emphasis on national ownership is planned and in line with this recommendation. Demand-driven and needs assessment-based objectives are of paramount importance for UN Women. The Office will continue to support the national commitments towards alignment with EU gender acquis, both at decision making and technical level.	Accepted	Not applicable	Organizational efficiency	Alignment with strategy	Effectiveness, Efficiency, Relevance
Final Evaluation of project “Gender mainstreaming advisory services to the North Macedonian administration at central level”	Programme Evaluation	Europe and Central Asia	Macedonia, the former Yugoslav Republic of	2023	Very Good	The ET suggests that the GEF Project in North Macedonia emphasizes refining its operational framewor...		Going into its second phase and positive donor response on continuance with funding until March 2027, UN Women under the GRG Programme will continue to strengthen existing partnerships, and also initiate and develop new ones. Coordination with the UN Country Team will continue to enhance.	Accepted	Not applicable	Partnership, Culture of results/RBM	National ownership	Relevance
Final Evaluation of project “Gender mainstreaming advisory services to the North Macedonian administration at central level”	Programme Evaluation	Europe and Central Asia	Macedonia, the former Yugoslav Republic of	2023	Very Good	The ET advises that the GEF Project in North Macedonia continues to embed gender norms comprehensive...		Continuation of substantial coordination and communication with partners and beneficiaries on both high and technical level is crucial priority for UN Women to have clear guidance on the institutional needs that will lead to progress towards GE. Through GRG, trainings on gender mainstreaming within the work of the institutions will continue, while ensuring results are visible for the public to tackle traditional and conservative opinions on GE.	Accepted	Not applicable	Operational activities	Alignment with strategy, Capacity development, Promoting inclusiveness/Leaving no one behind	Gender equality
Final Evaluation of project “Gender mainstreaming advisory services to the North Macedonian administration at central level”	Programme Evaluation	Europe and Central Asia	Macedonia, the former Yugoslav Republic of	2023	Very Good	The ET recommends that the GEF Project in North Macedonia persistently pursues its strategic resourc...		UN Women will continuously strive to find new ways to strengthen planning, coordination, enhancing transparency and responsiveness from all relevant stakeholders.	Accepted	Not applicable	Operational activities, Culture of results/RBM, Organizational efficiency	Alignment with strategy, National ownership, Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Relevance, Gender equality
Final Evaluation of project “Gender mainstreaming advisory services to the North Macedonian administration at central level”	Programme Evaluation	Europe and Central Asia	Macedonia, the former Yugoslav Republic of	2023	Very Good	The ET recommends the GEF Project in North Macedonia to proactively address the challenges that can ...		Following our established good practises, UN Women under GRG Programme will continue to systematically document successful project methodologies, facilitating their easy replication across diverse sectors. The support strengthening the capacities of the National Gender Machinery to ensure implementation of the gender perspective in the policymaking process.	Accepted	Not applicable	Culture of results/RBM	Not applicable	Sustainability
Final Evaluation of project “Gender mainstreaming advisory services to the North Macedonian administration at central level”	Programme Evaluation	Europe and Central Asia	Macedonia, the former Yugoslav Republic of	2023	Very Good	The ET suggests that the GEF Project in North Macedonia amplifies its already significant efforts in...		UN Women through the GRG Programme will continue to expand collaboration with regional and international organizations that focus on gender equality to leverage resources and share best practices. Continuation of the work with Sector Working Groups that cover various society areas and ensuring the gender perspective into their work will benefit to the country’s EU accession process.	Accepted	Not applicable	Partnership	Advocacy	Gender equality
Final Evaluation of the Project “Promoting Gender Responsive Policy Making and Budgeting: Towards Transparent, Inclusive and Accountable Governance in North Macedonia”	Programme Evaluation	Europe and Central Asia	Macedonia, the former Yugoslav Republic of	2023	Very Good	RECOMMENDATION 1: Contribute with expertise and other means to further developments of normative fra...		The Evaluation recommendation is timely and relevant as it directly relates to UN Women future strategic focus on the normative work for advancing gender equality and implementation of GRB, at all levels of Governance. UN Women will continue supporting interventions for mainstreaming gender perspective in the public financial management system in the country as well as supporting the line ministries, the National Gender Mechanisms and LSGUs in increasing their capacities to apply GRB in the national and local policy making and budgeting processes. More specifically, the gender equality commitments set under the new Organic Budget Law and the expected introduction of gender tagging in the new Integrated Financial Management Information System under the new PFM Reform (2022-2025), represents opportunity in institutionalizing GRB in the country’s budgetary framework. As such, the expected implementation of the new Organic Budget Law will allow for mainstreaming gender in the secondary legislation and the rules and procedures of the public financial management system. Moreover, the implementation of the engendered organic budget law, is expected to influence the budget planning and implementation process of local self-government units. As such, local self-government units, will be supported towards effective application of gender responsive budgeting in the local policymaking and budgeting processes.	Accepted	Governance and planning (SPs before 2018)	Normative Support	Oversight/governance, Capacity development, National ownership, Knowledge management	Relevance
Final Evaluation of the Project “Promoting Gender Responsive Policy Making and Budgeting: Towards Transparent, Inclusive and Accountable Governance in North Macedonia”	Programme Evaluation	Europe and Central Asia	Macedonia, the former Yugoslav Republic of	2023	Very Good	RECOMMENDATION 2 Enhance existing and develop new partnerships and alliances in order to contribute...		UN Women will continue to enhance the existing partnerships and alliances with other development partners/international organizations to enable a more unified approach and synergy in promoting and advancing gender equality in the country. UN Women will maintain the joint collaborative efforts with Ministry of Finance and create synergy with other ongoing programmes implemented in support of the Public Financial Management Reform thus enabling effective implementation of GRB in accordance with the new Organic Budget Law.	Accepted	Governance and planning (SPs before 2018)	Partnership	Capacity development, Promoting inclusiveness/Leaving no one behind	Relevance
Final Evaluation of the Project “Promoting Gender Responsive Policy Making and Budgeting: Towards Transparent, Inclusive and Accountable Governance in North Macedonia”	Programme Evaluation	Europe and Central Asia	Macedonia, the former Yugoslav Republic of	2023	Very Good	RECOMMENDATION 3 Support further stakeholders in their capacities to implement fully GRB at nationa...		UN Women will work on developing systematic capacity development strategies, though capacity development interventions targeting national and local level officials. To ensure that training is systematically embedded in the continued learning and development of public administration, the Government will be supported to fully operationalize the Resource center on GRB which was launched with support under the project subject to the evaluation, and to systematize it within the Government’s institutional framework. Focus will be placed on development of knowledge products and increasing evidence-based analyses and gender data as means for creating policies that address persisting gender inequalities. Additionally, networking and exchange of practices will be promoted, particularly at local level, to promote inter-municipal cooperation and joint gender responsive initiatives.	Accepted	Governance and planning (SPs before 2018)	Culture of results/RBM	Capacity development	Effectiveness, Efficiency
Final Evaluation of the Project “Promoting Gender Responsive Policy Making and Budgeting: Towards Transparent, Inclusive and Accountable Governance in North Macedonia”	Programme Evaluation	Europe and Central Asia	Macedonia, the former Yugoslav Republic of	2023	Very Good	RECOMMENDATION 4 Maintain and expand processes which are not fully sustainable at this point without...		UN Women will continue to implement proven approaches for empowering women in local communities. Based on lessons learned, UN Women will support CSOs and grassroot women organizations as a proven method to empower women and the most excluded groups to raise their needs, priorities and challenges in the local decision-making processes. In addition, UN Women will facilitate and foster collaboration between CSOs and Local Self-Government Units (LSGUs) in joint initiatives for developing measures that directly contribute to increasing the socio-economic empowerment of women.	Accepted	Governance and planning (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind, Advocacy	Sustainability
Final Evaluation of the Project “Promoting Gender Responsive Policy Making and Budgeting: Towards Transparent, Inclusive and Accountable Governance in North Macedonia”	Programme Evaluation	Europe and Central Asia	Macedonia, the former Yugoslav Republic of	2023	Very Good	RECOMMENDATION 5 Continue to take care of LNOB expanding outreach to more diverse groups of vulnerab...		UN Women will continue to recognize the centrality of the Leave No One Behind (LNOB) principle, foreseeing inclusion of marginalized and excluded groups as a key criterion for the identification and implementation of future programmatic interventions. Disability inclusion will be considered as part of the intersectional approach in outreach and empowerment interventions of CSO partners; however the scope and extent of these interventions will be subject to existing resources and capacities of the programme presence as interventions tailored to address the needs of PwDs require specialized expertise (including at grassroot level) and dedicated resources.	Accepted	Governance and planning (SPs before 2018)	Partnership	Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Women’s Engagement in the Transitional Process in South Sudan	Programme Evaluation	East and Southern Africa	South Sudan	2023	Good	There is need to continue with the project until at least after the elections to consolidate the gai...		The UNW CO has a robust resource mobilisation strategy aimed at diversifying funding sources aimed at increasing women engagement and participation in the political processes, including elections and beyond.	Accepted	Leadership and political participation (SPs before 2018)	Normative Support	Oversight/governance	Impact
Women’s Engagement in the Transitional Process in South Sudan	Programme Evaluation	East and Southern Africa	South Sudan	2023	Good	Consider Restoring the IGAD Senior Gender Advisor Position as the advocacy momentum created by the p...		Consider Restoring the IGAD Senior Gender Advisor Position as the advocacy momentum created by the project has slackened leading to slow implementation of some of the provisions of the revitalised peace agreement such as engendering of the new constitution, security sector and electoral reforms.	Accepted	Leadership and political participation (SPs before 2018)	Organizational efficiency	Capacity development, National ownership	Sustainability
Women’s Engagement in the Transitional Process in South Sudan	Programme Evaluation	East and Southern Africa	South Sudan	2023	Good	The UN Women South Sudan should consider: a. Expand Coverage of Rural Areas: Expand project activiti...		The above recommendations have been well captured in various projects which have just started being implemented, expanding on the coverage of project implementation areas of operations through engaging the implementing partners (IPS) and responsible partners (RPs)	Accepted	Leadership and political participation (SPs before 2018)	Partnership, Culture of results/RBM, Organizational efficiency	Capacity development	Gender equality
Women’s Engagement in the Transitional Process in South Sudan	Programme Evaluation	East and Southern Africa	South Sudan	2023	Good	The UN Women South Sudan should consider: a. Accessible Communication Products: Develop communicatio...		The above recommendations are part of UN Women's work in South Sudan -communication is highlighted in the Strategic Note, and CO has already revised the communication strategy and yet to be rolled out. Disability is one of the focus of CO project focus, ensuring LNOB	Accepted	Leadership and political participation (SPs before 2018)	Partnership, Organizational efficiency	Capacity development, Promoting inclusiveness/Leaving no one behind	Efficiency, Sustainability, Gender equality
Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Indonesia	2024	Very Good	Co-create the Strategic Note with partners based on joint analysis to inform priorities; and clarify...	UN Women Indonesia Country Office accepted the recommendations and will consider that the upcoming new Strategic Note development to involve proper consultation and feedback from CSOs and other relevant stakeholders. In addition, UN Women Indonesia is aware that selecting the most appropriate partners representing the diversity of issues, expertise, and geographical spread of the most suitable partners will be critical in this stage.	UN Women Indonesia Country Office accepted the recommendations and will consider that the upcoming new Strategic Note development to involve proper consultation and feedback from CSOs and other relevant stakeholders. In addition, UN Women Indonesia is aware that selecting the most appropriate partners representing the diversity of issues, expertise, and geographical spread of the most suitable partners will be critical in this stage.	Accepted	Peace and security (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, Normative Support	Promoting inclusiveness/Leaving no one behind	Relevance, Coherence
Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Indonesia	2024	Very Good	The Regional Office, in cooperation with the Indonesia Country Office, should decide whether the ASE...		UN Women Indonesia Country Office accepted the recommendations and will discuss further with the Regional Office on best strategic positioning the ASEAN liaison function.	Accepted	Not applicable	Partnership	Oversight/governance	Relevance, Coherence
Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Indonesia	2024	Very Good	Utilize the coordination platforms established more strategically, including Joint Programmes, to en...		UN Women Indonesia accepted the recommendations and is aware that it is important for UN Women Indonesia to designate clear focal points and representation work. Building more systematic coordination mechanisms, internally and externally, is imperative. Also, broadening network through engaging strategic networks/coordination platforms (which should be identified to inform engagement and partnership strategy) will be some looking-forward actions to ensure effective investment against our limited resources. UN Women Indonesia also takes note that it will be a great asset to start exploring opportunities for engaging non-traditional partners, such as Organization of People with Disability (OPD), Academia, and value-driven private sectors.	Accepted	Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	UN Coordination	Promoting inclusiveness/Leaving no one behind, Internal coordination and communication	Relevance, Coherence
Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Indonesia	2024	Very Good	Co-create strategies with UN partners for each thematic area that build concrete ways of ensuring an...		UN Women Indonesia partially accepted the recommendation. This process should have been inherently embedded when developing SN that is fully participatory and informed with the updated landscape in all UN Women programmatic priorities. Investing in building partners’ understanding of holistic programming models is important, but ensuring we are on the same page internally should be considered a worthy investment. Project design should be seen as an investment in innovative models of interventions informed by in-depth understanding of the contexts, needs, and aspirations of the communities, not driven by institutional interests in the first place.	Partially Accepted	Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership	Alignment with strategy	Effectiveness
Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Indonesia	2024	Very Good	Establish a strategy for civil society engagement that prioritizes representation of marginalized gr...		UN Women Indonesia accepted the recommendation and notes that the CO should identify areas in which investment in civil society engagement will be most effective to foster change. Given the diversity, understanding the landscape and identify key priorities and priority actors, especially non-traditional partners who can represent the voices of the most marginalized and furthest left behind should be explored, including OPDs, Indigenous People organizations, religious minority, SOGIESC, etc.	Accepted	Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership	Alignment with strategy, Promoting inclusiveness/Leaving no one behind	Sustainability, Human Rights, Gender equality
Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Indonesia	2024	Very Good	Fine tune the programme approach by integrating planning, monitoring and reporting across initiative...		UN Women Indonesia accepted the recommendation and is aware of streamlining these across a project/programme management cycle should be part of the aspired organizational culture. The current challenge has been on the 'how' we develop a practice that can forge new organizational habits, so the associated work is not seen as a 'burden' but rather as a tool for showcasing our hard work to create change and for sharing learning.	Accepted	Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	Culture of results/RBM, Organizational efficiency	Capacity development, Knowledge management, Internal coordination and communication	Efficiency
Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Indonesia	2024	Very Good	Establish a strategy and dedicated support for resource mobilization.		UN Women Indonesia accepted the recommendation and agreed that establish a strategy for RM is a must for any organization, but dedicated support for RM may not always be the case for successful acquisition. Developing an operational RM that clearly maps the existing resources, division of roles especially to be involved in RM, and accessible surge capacity may be a better approach in the case where current (human/budgetary) resources are limited.	Accepted	Not applicable	Not applicable	Resource mobilization	Efficiency
Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Indonesia	2024	Very Good	Establish a communications and advocacy strategy and clearly articulate priority target groups, mess...		UN Women Indonesia accepted the recommendation and agreed that communication strategy will identify opportunities for better alignment between UN Women’s communications, advocacy, programme, and partnership efforts to influence social norms change. Revisiting and utilizing the study on social norms and how key findings and recommendations can be operationalized will require collective effort. An internal task force comprised of staff sharing interests in participatory developing the strategy and mainstreaming (or selective adoption of) the strategy into the projects would be worth investing. This will include using add-on indicators (in addition to what is promised to donor within the project's M&E) and embedding the monitoring and analysis of social norms change as evidence (to be used for refinement of project strategy or investment for future project design).	Accepted	Not applicable	Not applicable	Knowledge management, Internal coordination and communication	Efficiency
Final evaluation Community Care Programme	Programme Evaluation	Americas and the Caribbean	Argentina	2025	Not Rated	1. Utilizar formatos innovadores y creativos para comunicar los hallazgos del proyecto.		Se potenciará la difusión de los hallazgos del proyecto durante 2025 en fechas y efemérides claves.	Accepted	Peace and security (SPs before 2018)	Partnership	Oversight/governance	Efficiency
Final evaluation Community Care Programme	Programme Evaluation	Americas and the Caribbean	Argentina	2025	Not Rated	2. Favorecer la sostenibilidad de los resultados mediante alianzas estratégicas.		La sostenibilidad ha sido una prioridad del proyecto y se continuará trabajando en la profundización de alianzas con organizaciones territoriales y gobiernos provinciales.	Accepted	Not applicable	Partnership	Alignment with strategy	Sustainability
Final evaluation Community Care Programme	Programme Evaluation	Americas and the Caribbean	Argentina	2025	Not Rated	3. Generar espacios de encuentro con las poblaciones y comunidades que participaron del proyecto par...		La sostenibilidad ha sido una prioridad del proyecto y se continuará trabajando en la profundización de alianzas con gobiernos provinciales, municipales, organizaciones sociales y centros de investigación.	Accepted	Governance and participation in public life	Partnership	Capacity development	Efficiency
Final evaluation Community Care Programme	Programme Evaluation	Americas and the Caribbean	Argentina	2025	Not Rated	4. Transversalizar la agenda de cuidados comunitarios, promoviendo contribuir a una mayor articulaci...		Se continuará trabajando en transversalizar la temática, integrándose en otras agendas y áreas de trabajo de la oficina de ONU Mujeres en Argentina.	Accepted	Women's economic empowerment	Partnership	Oversight/governance	Relevance
Final evaluation Community Care Programme	Programme Evaluation	Americas and the Caribbean	Argentina	2025	Not Rated	5. Utilizar la evidencia producida y el posicionamiento de la Asociación Lola Mora, junto con ONU Mu...		Se continuará trabajando en acciones de difusión y promoción, sobre la base de la evidencia producida en este proyecto, para abogar por la sanción de normativas que reconozcan y protejan a las trabajadoras del cuidado comunitario.	Partially Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership	Capacity development	Relevance
Final evaluation Community Care Programme	Programme Evaluation	Americas and the Caribbean	Argentina	2025	Not Rated	6. Dar continuidad a las instancias de formación y certificación de saberes iniciadas en el marco de...		La sostenibilidad ha sido una prioridad del proyecto y se continuará trabajando en el diseño de proyectos que incluyan instancias de formación y certificación de saberes iniciadas en el marco de este proyecto.	Partially Accepted	Women's economic empowerment	Normative Support	Capacity development	Sustainability
Final evaluation Community Care Programme	Programme Evaluation	Americas and the Caribbean	Argentina	2025	Not Rated	Profundizar la línea de trabajo sobre masculinidades y cuidados comunitarios.		Se continuará trabajando en la inclusión de las masculinidades en las iniciativas sobre cuidados	Accepted	Women's economic empowerment	Operational activities	Capacity development	Relevance
Final evaluation Community Care Programme	Programme Evaluation	Americas and the Caribbean	Argentina	2025	Not Rated	8. Apoyar a los gobiernos en la estandarización y producción de información sobre oferta y demanda d...		La sostenibilidad ha sido una prioridad del proyecto y se continuará trabajando tanto en la profundización de las alianzas existentes, como en la generación de nuevas alianzas con gobiernos provinciales.	Accepted	Women's economic empowerment	Operational activities	Capacity development	Relevance
Final evaluation Community Care Programme	Programme Evaluation	Americas and the Caribbean	Argentina	2025	Not Rated	9. Promover el fortalecimiento del enfoque intercultural en las políticas vinculadas a cuidados.		Se continuará trabajando en la profundización de las alianzas existentes con gobiernos provinciales para transversalizar la perspectiva de género y el enfoque intercultural en las políticas vinculadas a cuidados.	Accepted	Women's economic empowerment	Culture of results/RBM	National ownership	Sustainability
Final evaluation Community Care Programme	Programme Evaluation	Americas and the Caribbean	Argentina	2025	Not Rated	10. Incorporar mediciones de resultados e impacto y contar con un mayor grado de desagregación de in...		Se trabajará en la revisión y mejora de los marcos de monitoreo y evaluación de los nuevos proyectos, priorizando la inclusión de indicadores que permitan medir no solo los productos, sino también los efectos y cambios sostenibles generados por las intervenciones.	Accepted	Women's economic empowerment	Operational activities	National ownership	Sustainability
Final evaluation Community Care Programme	Programme Evaluation	Americas and the Caribbean	Argentina	2025	Not Rated	11. Fortalecer iniciativas de formación/capacitación con partidas presupuestarias para la compra de ...		En nuevos proyectos cuyo diseño incluya dispositivos de capacitación y/o formación, se promoverá la planificación de actividades formativas que incluyan recursos pedagógicos adaptados a los contextos locales, y que respondan a las necesidades de los diversos públicos destinatarios.	Accepted	Governance and planning (SPs before 2018)	Organizational efficiency	National ownership	Impact
Final evaluation Community Care Programme	Programme Evaluation	Americas and the Caribbean	Argentina	2025	Not Rated	Unificar ciertos criterios de investigación.		Se trabajará en la homogeneización de los criterios de investigación de los nuevos proyectos que estén relacionados con las metodologías y/o objetos de estudio de los productos de conocimiento realizados en el marco de este proyecto.	Accepted	Governance and participation in public life	Organizational efficiency	Capacity development	Sustainability
IES led Country Portfolio Evaluation	Country-level Evaluation	Arab States	Egypt	2022	Very Good	The Country Office should continue to consolidate the portfolio approach under the WEE and EVAW pill...		The recommendation was considered by the evaluation as a high priority and to be implemented in the short term. The Office accepts the recommendation and in the development of the new Strategic Note (2023-2027), which was adopted in Jan 2023), and subsequent annual workplans, has incorporated this recommendation in the shaping of its emerging programmes.	Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Partnership, Normative Support, Operational activities, Culture of results/RBM, Organizational efficiency	Alignment with strategy, Oversight/governance, Promoting inclusiveness/Leaving no one behind, Advocacy, Evidence, Data and statistics	Efficiency, Relevance, Sustainability, Impact, Gender equality
IES led Country Portfolio Evaluation	Country-level Evaluation	Arab States	Egypt	2022	Very Good	The Country Office should facilitate a UNCT strategy to engage civil society in normative advocacy.		The recommendation was considered by the evaluation as medium priority and therefore the CO proposes a medium-term deadline. The Office accepts the recommendation and has already begun incorporating the proposed key actions in the design of new programmes and their implementation under the newly adopted SN.	Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Partnership, Normative Support	Alignment with strategy, Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Relevance, Sustainability, Impact, Gender equality
IES led Country Portfolio Evaluation	Country-level Evaluation	Arab States	Egypt	2022	Very Good	The Country Office should develop a long-term, shared vision for change through their private sector...	The recommendation is considered by the evaluation as a high priority and ECO partially accepts the recommendation, within the bounds of private sector's willingness to support such actions; and the fact that much of this is being addressed through a Gov of Egypt-UN Women supported mechanism.	The recommendation is considered by the evaluation as a high priority and ECO partially accepts the recommendation, within the bounds of private sector's willingness to support such actions; and the fact that much of this is being addressed through a Gov of Egypt-UN Women supported mechanism.	Partially Accepted	Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Partnership, Normative Support	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy, Resource mobilization	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Gender equality
IES led Country Portfolio Evaluation	Country-level Evaluation	Arab States	Egypt	2022	Very Good	The Country Office should continue to strengthen the gender perspective in national statistics, prod...		The recommendation was considered by the evaluation as medium priority and therefore the CO proposes medium-term deadlines. The Office accepts the recommendation and is committed to start incorporating the proposed key actions in the design of new projects and into project implementation.	Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Partnership, Normative Support, Culture of results/RBM, Organizational efficiency	Capacity development, Advocacy, Knowledge management, Innovation and technology	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Gender equality
IES led Country Portfolio Evaluation	Country-level Evaluation	Arab States	Egypt	2022	Very Good	The Country Office should augment its social norms change interventions by strengthening its social ...		The recommendation is considered by the evaluation as a high priority and ECO accepts the recommendation and is committed to incorporating the proposed key actions in the short to medium term.	Accepted	Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Partnership, Normative Support, Culture of results/RBM, Organizational efficiency	Alignment with strategy, Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Relevance, Sustainability, Impact, Gender equality
IES led Country Portfolio Evaluation	Country-level Evaluation	Arab States	Egypt	2022	Very Good	The Country Office should embed targeted LNOB outcomes in the next Strategic Note.		ECO accepts the recommendation and is committed to immediately start incorporating the proposed key actions in the design of new interventions and into every project implementation.	Accepted	Global norms and standards (SPs before 2018)	UN Coordination, Normative Support	Alignment with strategy, Promoting inclusiveness/Leaving no one behind, Advocacy, Evidence, Data and statistics	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Gender equality
Promoting Women, Peace and Security Agenda through the Revitalized Agreement on the Resolution of the Conflict in South Sudan-Netherlands funded project	Programme Evaluation	East and Southern Africa	South Sudan	2022	Good	UNW has to before funding and give technical support that a project should be designed from proper b...		Accepted	Accepted	Leadership and political participation (SPs before 2018)	Culture of results/RBM, Organizational efficiency	Capacity development, Knowledge management	Effectiveness, Efficiency, Sustainability, Impact
Promoting Women, Peace and Security Agenda through the Revitalized Agreement on the Resolution of the Conflict in South Sudan-Netherlands funded project	Programme Evaluation	East and Southern Africa	South Sudan	2022	Good	The MoGCW, RRC and the IPs involved in this project, in collaboration with UNW (technical and financ...		accepted	Accepted	Peace and security (SPs before 2018), Global norms and standards (SPs before 2018)	Partnership, Normative Support, Organizational efficiency	Capacity development, National ownership	Effectiveness, Efficiency, Sustainability, Impact
Promoting Women, Peace and Security Agenda through the Revitalized Agreement on the Resolution of the Conflict in South Sudan-Netherlands funded project	Programme Evaluation	East and Southern Africa	South Sudan	2022	Good	a). UNW and Donors should give incentives and criteria-based funding and technical support to IPs th...		UNW CO works through IPS on all the projects, including the ongoing WPS and will leverage on the partnership to reach out to different categories of people , especially community leaders, women and girls at the community levels. UNW Co works slosely with Women lead organisations and networks as a way to galvanise advocacy efforts. Needs assessments are critical towards designing interventions that responds to the needs of the targeted population/groups of people. UNW CO has done mapping of the donors and are part of the WPS Working group.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership, Culture of results/RBM, Engaging men and boys	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Efficiency, Relevance, Sustainability
Promoting Women, Peace and Security Agenda through the Revitalized Agreement on the Resolution of the Conflict in South Sudan-Netherlands funded project	Programme Evaluation	East and Southern Africa	South Sudan	2022	Good	UNW in collaboration with its donors and local partner (MoGCW) conduct continuous training and capac...		UNW CO to continue providing capacity building trainings and interventions to its IPS and responsible partners.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership, Culture of results/RBM, Organizational efficiency	Capacity development, Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality
Promoting Women, Peace and Security Agenda through the Revitalized Agreement on the Resolution of the Conflict in South Sudan-Netherlands funded project	Programme Evaluation	East and Southern Africa	South Sudan	2022	Good	a). UNW in collaboration with the current donor initiate projects that focus on economic empowerment...		UNW CO SN and the programming aspect is intertwined and reinforce each program portfolios has bigger impact. For instance the WEE and EVAW. SN to be reviewed to incorporate emerging lessons to synergize the interventions.	Accepted	Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018)	Partnership, Organizational efficiency	Oversight/governance, Knowledge management	Effectiveness, Efficiency, Sustainability, Impact
End-term Evaluation of the Protection Component of of “Women’s Economic Empowerment” (WEE) Interventions	Thematic Evaluation	Arab States	Lebanon	2022	Good	Include a cash component – unconditional cash or cash for work – in all current and near-future pro...		Provision of recurrent and emergency cash assistance is a practice within the humanitarian sector in Lebanon. However, the ability to provide such cash assistance is highly dependent on the availability of funding from donors willing to incorporate cash assistance in its projects. (e.g. Donors such as the Government of Japan would not allow this). UN Women has sought to build linkages between its protection partners and livelihood partners to enable the linkage of protection and livelihoods work. For example, under the "Multi sectoral Response to the humanitarian crisis in the North of Lebanon through the human security approach", UN Women's partner RDFL is providing cash-for-work opportunities for women in the community, who are GBV survivors, or are at risk of GBV. However, cash-for-work opportunities for women are dependent on the willingness and readiness of GBV survivors to participate in cash for-work opportunities and the WEE team is also trying to prioritize women survivors of GBV in its livelihood programmes. Privacy/protection of GBV survivors' identities also has been a concern voiced by protection partners for direct referrals of GBV survivors to livelihood programmes.	Partially Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Operational activities	Capacity development	Effectiveness
End-term Evaluation of the Protection Component of of “Women’s Economic Empowerment” (WEE) Interventions	Thematic Evaluation	Arab States	Lebanon	2022	Good	Integrate psychiatrists in protection projects and/or in the staff of organizations working on GBV ...		Mental healthcare for survivors of GBV is an essential need. However, not all cases require referral to psychiatrists, and other psychosocial supports may include psychological counselling and focused psychosocial support interventions. Many organizations are also unable to hire psychiatrists as full-time staff, and hence the recommendation to integrate psychiatrists as staff is not realistic. However, some protection organizations provide referrals to psychiatrists and some cases provide financial support to access psychiatric services (e.g. transportation and/or coverage of fees), including one of our partners Kafa. Where project funding allows, UN Women will recommend protection partners to incorporate psychiatric support as part of their psychosocial support for protection services.	Partially Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Operational activities	Not applicable	Effectiveness, Gender equality
End-term Evaluation of the Protection Component of of “Women’s Economic Empowerment” (WEE) Interventions	Thematic Evaluation	Arab States	Lebanon	2022	Good	Work on the interpersonal level of the gender socio-ecological model, by raising the awareness of an...		Engagement with men (adults and youth) also will be taken into consideration in future protection programming, subject to availability of funding. Approaches will be adapted to the local sociocultural context. A pilot was implemented 2 years ago and based on the lessons learned from this pilot future programmes will be designed	Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
End-term Evaluation of the Protection Component of of “Women’s Economic Empowerment” (WEE) Interventions	Thematic Evaluation	Arab States	Lebanon	2022	Good	Continue the advocacy for the change of the legal framework to render it in line with gender equalit...		UN Women has been engaging in and will continue efforts to advocate for legal frameworks that will promote gender equality and improve legal frameworks to improve the protection of women and girls from GBV. However, the ability to do so is constrained by the current economic crisis and political situation in Lebanon (presidential vacuum, caretaker government), where the capacities of ministry/public sector and the legislative capacities of both the parliament and government are put at a halt.	Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Normative Support	Advocacy	Effectiveness
End-term Evaluation of the Protection Component of of “Women’s Economic Empowerment” (WEE) Interventions	Thematic Evaluation	Arab States	Lebanon	2022	Good	Design longer-term projects to allow for more time to fully respond to beneficiaries’ protection nee...		Ability to fund longer-term projects is constrained by the limited availability of multi-year funding in the context of Lebanon. UN Women is seeking donor funding for longer-term projects.	Accepted	Ending violence against women (SPs before 2018)	Operational activities	Not applicable	Efficiency, Gender equality
End-term Evaluation of the Protection Component of of “Women’s Economic Empowerment” (WEE) Interventions	Thematic Evaluation	Arab States	Lebanon	2022	Good	In compliance with the TOC, 1) using soft advocacy to mainstream GBV aspects into the projects of pa...		Linkages between livelihood and protection projects have been initiated through partner training, networking, and informing partners of protection partner referral mechanisms. UN Women takes a lead role in mainstreaming gender in various coordination fora and working groups, including on GBV. For example, the Gender Working Group, which UN Women chairs, will be supporting the Lebanon Reform, Recovery, and Reconstruction Framework (3RF) and the Lebanese Crisis Response Plan (LCRP) to advocate for reforms on women's rights and gender equality. UN Women will continue to work at all levels of the socio-ecological models in its interventions, from individualized GBV support and awareness to community and societal level advocacy. UN Women will take further considerations to tailored outreach to children, youth, boys, men, and families for the prevention of GBV. UN Women has engaged in advocacy efforts for GBV-responsive policies, and will continue its efforts, but the function of government ministries and legislative functions are at a de facto standstill due to the economic and political crisis in Lebanon (presidential vacuum, caretaker government)	Accepted	Ending violence against women (SPs before 2018)	Operational activities	Advocacy	Effectiveness, Human Rights, Gender equality
End-term Evaluation of the Protection Component of of “Women’s Economic Empowerment” (WEE) Interventions	Thematic Evaluation	Arab States	Lebanon	2022	Good	Include beneficiaries in the design of the project, through consultations with women from the targe...		A community-based steering committee engaged in the implementation of the project was incorporated in the project "Emergency Livelihoods for Affected Populations in the Beirut Explosion Area (The Lebanon Reform, Reconstruction and Recovery framework (3RF)" funded by Austria and also will be replicated in the project "Humanitarian Assistance to Women by Women: Women at work to reduce to period poverty and food insecurity in the Lebanon Crisis" funded by Australia for the protection component	Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, Operational activities	Promoting inclusiveness/Leaving no one behind	Effectiveness, Human Rights, Gender equality
End-term Evaluation of the Protection Component of of “Women’s Economic Empowerment” (WEE) Interventions	Thematic Evaluation	Arab States	Lebanon	2022	Good	Following the experience acquired from the implementation of remote delivery due to the COVID-19 pan...		Building upon experience during the COVID19 pandemic, UN Women has supported Kafa's efforts to build and launch the "Nafas" application, which enables people to contact Kafa and access services using an online interface. However, not all protection partners have the capacity to provide online services	Partially Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Safe Cities End Term Evaluation	Programme Evaluation	Arab States	Egypt	2022	Very Good	Give active civil society organizations long term support to enable sustained action and enable NGOs...		The ECO partially accepts the recommendation, recognizing that the Entity’s regulations on use of core resources prohibit addressing aspects of the recommendations however. Within the newly adopted Strategic Note (2023-2027), increased engagement and support to CSOs has been committed to and UN Women is one of the leading agencies supporting the UNCT’s increased CSO support under the approved UNSDCF (2023-2027).	Partially Accepted	Ending violence against women (SPs before 2018)	Partnership, Normative Support	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Impact, Gender equality
Safe Cities End Term Evaluation	Programme Evaluation	Arab States	Egypt	2022	Very Good	Coordinate the work of gender equality with other UN agencies so as to achieve effective national pa...		The recommendation is accepted as it is a core mandate of UN Women which the ECO is actively responding.	Accepted	Ending violence against women (SPs before 2018)	UN Coordination, Partnership, Normative Support	Alignment with strategy, Capacity development, National ownership	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Gender equality
Safe Cities End Term Evaluation	Programme Evaluation	Arab States	Egypt	2022	Very Good	UN Women should continue to support the NCW as a national partner to coordinate the allocation of fu...		This recommendation is only partially accepted by the ECO as the Key Recommended Actions a) exceed the remit of the national evauation team’s knowledge and tools of UN Women’s work – they were evaluating the impact of a the Safe Cities programme, not UN Women’s Strategic Note (2018-2022) in which aspects of the points below are addressed through other mechanisms; and b) the recommended actions are primarily the remit of the Government and not UN Women.	Partially Accepted	Ending violence against women (SPs before 2018)	Partnership, Normative Support	Alignment with strategy, Capacity development, National ownership, Advocacy, Evidence, Data and statistics	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Gender equality
Safe Cities End Term Evaluation	Programme Evaluation	Arab States	Egypt	2022	Very Good	Consult with local NGOs throughout program stages to ensure timely and clear communication and adapt...		ECO has discussed this recommendation and has ensured measures to respond to it are now entrenched in the newly adopted Strategic Note (2023-2027) and emerging programmes therein.	Accepted	Ending violence against women (SPs before 2018)	Partnership	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy, Internal coordination and communication	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Gender equality
Safe Cities End Term Evaluation	Programme Evaluation	Arab States	Egypt	2022	Very Good	UN Women & donors should standardize monitoring tools, if applicable, and regularly triangulate/ val...		Under the full 2018-2022 Strategic Note, the ECO had already begun working on these issues in its emerging projects. In the current SN (2023-2027 newly adopted in Jan 2023), enhanced and participatory M&E frameworks within projects/programmes have been committed to in all programmes.	Accepted	Ending violence against women (SPs before 2018)	Partnership, Culture of results/RBM	Oversight/governance, Knowledge management, Evidence, Data and statistics	Efficiency, Gender equality
Safe Cities End Term Evaluation	Programme Evaluation	Arab States	Egypt	2022	Very Good	Engage men as a program objective from the onset. Male engagement is imperative to eliminating viole...		UN Women ECO accepts this recommendation. Engaging men and boys has been an integral part of EVAW projects and this commitment has been strengthened in the full country portfolio under the ECO’s new Strategic Note (2023-2027) and the Women and Girls’ Pillar of the new UNSDCF (2023-2027).	Accepted	Ending violence against women (SPs before 2018)	Normative Support	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Efficiency, Sustainability, Impact, Gender equality
Safe Cities End Term Evaluation	Programme Evaluation	Arab States	Egypt	2022	Very Good	Acknowledge structural and contextual problems that challenge interventions and influence the theory...		The ECO accepts the recommendation and has committed to enhancing its means of monitoring and evaluating impact of social norm change in the new Strategic Note (2023-2027).	Accepted	Ending violence against women (SPs before 2018)	Organizational efficiency	Oversight/governance, Internal coordination and communication, Evidence, Data and statistics	Efficiency, Impact, Gender equality
Safe Cities End Term Evaluation	Programme Evaluation	Arab States	Egypt	2022	Very Good	Engage with digital spheres, as a space for VAW but also as an opportunity for intervention, in thei...		ECO accepts recommendation and in the WEE portfolio this is already happening. Under the new SN 2023-2027, ECO has committed to increase this focus in the EVAW portfolio.	Accepted	Ending violence against women (SPs before 2018)	Partnership	Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Gender equality
Safe Cities End Term Evaluation	Programme Evaluation	Arab States	Egypt	2022	Very Good	Transcend small project cycles and build up programs to match expectations of impact to scale of int...		ECO accepts this recommendation and has addressed this in its commitments under the SN 2023-2027 and the UNSDCF 2023-2027.	Accepted	Ending violence against women (SPs before 2018)	Partnership, Normative Support, Urban agenda (safe cities and safe public spaces)	Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Efficiency, Sustainability, Impact, Gender equality
Safe Cities End Term Evaluation	Programme Evaluation	Arab States	Egypt	2022	Very Good	Develop a strategy and a concrete plan for disability inclusion. Also, develop an approach to econom...		ECO had already done this within its old SN and strengthened this in the new SN. The Safe Cities project which was developed a number of years ago, did this but in a limited way.	Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, Normative Support, Urban agenda (safe cities and safe public spaces)	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Gender equality
Safe Cities End Term Evaluation	Programme Evaluation	Arab States	Egypt	2022	Very Good	Continue to invest in legal protection for women and in enabling gender responsive services but audi...		Eco accepts this recommendation	Accepted	Ending violence against women (SPs before 2018)	Partnership, Normative Support	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Gender equality
Final Evaluation of MWGE-Phase II programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2022	Very Good	The MWGE to make a decision for a potential next stage whether it should scale up, scale out and/or ...		Consult with MWGE team, wider UN Women COs, in-country stakeholders and forthcoming donor(s) in conducting a cost-benefit exercise modeled upon a range of implementation combinations (scaling-up vs out vs deep). This exercise should be accompanied with a costing exercise and a rethink of budget allocation per country based on the scope and focus, as well as on purchasing power in-country. These materials should then be pivoted towards more systematic resource mobilization, further endorsed by drawing on knowledge products and key results from Phase II. The latter exercise should be underpinned by a MWGE resource mobilization strategy – and aligned with the broader ROAS equivalent. Finally, seek commitment for core resources at ROAS and CO levels to be used to implement the strategy. A detailed review of the effectiveness and efficiency of staffing at all levels (implementing partners, COs, ROAS) of Phases I and II should also be carried out to review of staff time use and budget allocations, job descriptions, contract modalities, tasks and responsibilities, as well as lines of accountability to improve future efficiency and avoid over-burdening of staff. Furthermore, lines of accountability should be revisited to ensure a matrixed supervisory arrangement toward ROAS and the MWGE Programme Manager rather than having national-level MWGE staff only accountable to the country representative.	Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, Culture of results/RBM, Youth engagement, Engaging men and boys, Sports, Faith based	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management	Gender equality
Final Evaluation of MWGE-Phase II programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2022	Very Good	Increasing regional and national ownership of the various aspects of the programme should be continu...		Expand on the catalogue of tools and guidance developed across Phase I and II by engaging in bespoke and targeted training for implementing partners on core feminist principles and accountability to women’s rights movements in specific policy dialogues. Engagement can be preceded by a shared understanding of the support available to partners, and formalized in a memorandum of understanding (MoU).	Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, Culture of results/RBM, Youth engagement, Engaging men and boys, Sports, Faith based	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Gender equality
Final Evaluation of MWGE-Phase II programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2022	Very Good	Enhance engagement and collaboration with national ministerial and gender equality platforms/mechani...		Undertake a detailed cross-programme stakeholder analysis for a potential new programme/phase III, as well as a detailed feminist political economy analysis to understand the political environment and associated fiscal space. Findings from these enquiries will inform a programme wide advocacy strategy, and will include actions to strengthen engagement across the UN system with other agencies. A by-product of this will be the cross-pollination of experiences on working with men and boys for the purposes of promoting GEWE.	Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, Culture of results/RBM, Youth engagement, Engaging men and boys, Sports, Faith based	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Gender equality
Final Evaluation of MWGE-Phase II programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2022	Very Good	To achieve sustained change, the MWGE programme must move away from a linear ‘KAP approach’ and a he...		Draw on the evaluation Social Norms and Comparator studies, as well as the newly formed UN Women norms working group (at HQ) to frame the thinking and practical implications of shifting toward a sophisticated gender and social norms approach. This process must be supported by ROAS and CO staff, implementing partners and other key stakeholders via a review or ‘reconstruction’ of the MWGE ToC in a participatory workshop(s). This process also needs to reassess assumptions and risks the TOC and consider more effective responses to overcoming resistance to gender equality, and strategies on mitigating backlash (incl. clear guidelines on when/when not to use logos).	Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, Culture of results/RBM, Youth engagement, Engaging men and boys, Sports, Faith based	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Gender equality
Final Evaluation of MWGE-Phase II programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2022	Very Good	Engage more systematically with the strategic private sector actors, who are also key potential part...		Work with Sida and also other UN Women colleagues working in the Decent Work for Women programme at both ROAS and COs levels to mitigate overlaps with other programmes when looking to engage with potential private sector partners. This discussion would be conducted in reference to any current private sector engagement plan/strategy, with the aim of re-developing this, as well as associated action plans.	Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, Culture of results/RBM, Youth engagement, Engaging men and boys, Sports, Faith based	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Gender equality
Final Evaluation of MWGE-Phase II programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2022	Very Good	Given positive evaluation results of effective community-based, peer-to-peer, and ‘Positive Deviance...		Potential Phase II results frameworks should seek to align and combine outcome areas across micro, meso, and macro-operational levels by facilitating a tiered approach to MEL. In other words, while standalone activities may be endorsed in a particular CO, COs should nevertheless have the choice to prioritize a suite of mutually reinforcing activities, which recognizes the increased complexity and support costs of the latter.	Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, Culture of results/RBM, Youth engagement, Engaging men and boys, Sports, Faith based	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Gender equality
Final Evaluation of MWGE-Phase II programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2022	Very Good	Continue to facilitate regular bilateral and thematic learning sessions between country-level teams ...		Facilitate cross-learning events that are scheduled from programme inception onwards. In addition, COs must ensure that ROAS and third-party agents (national and regionally-based universities, think tanks, or consultancies) are systematically brought in for quality assurance. The alignment of associated knowledge products can be reinforced by a comprehensive MWGE knowledge exchange, learning, and communications strategy (and/or a revised MEL strategy).	Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, Culture of results/RBM, Youth engagement, Engaging men and boys, Sports, Faith based	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Gender equality
Final Evaluation of MWGE-Phase II programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2022	Very Good	Continue to improve social and gender norms measurement tools and – more broadly – develop more ambi...		In consultation with UN Women COs and key implementation partners, ROAS should develop a MEL strategy for a potential phase III of the MWGE programme. This strategy should include technical guidance on more sophisticated social and gender norms approaches but also managerial expectations on quality assurance and when/where third-party agents can add value (such as through capacity building, evidence validation and triangulation, or standalone ‘operational research’ contracts which can unpack promising emergent results or critical bottlenecks in relative ‘real-time’).	Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, Culture of results/RBM, Youth engagement, Engaging men and boys, Sports, Faith based	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Gender equality
Final Evaluation of MWGE-Phase II programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2022	Very Good	Strengthen the HRBA and LNOB approach by introducing an initiative to refresh familiarity on both th...		Use (and/or revamp for the regional context) existing UN Women guidelines and tools on HRBA and LNOB as part of the potential phase III kick-off reading package, and provide detailed insights in the programme TOC, and accompanying strategic documentation (results frameworks, communications strategy, MEL strategy, annual work plans etc.).	Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, Culture of results/RBM, Youth engagement, Engaging men and boys, Sports, Faith based	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Gender equality
Final Evaluation of MWGE-Phase II programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2022	Very Good	Develop and systematically apply ‘ways of working’ guidelines that outline agreed responsibilities, ...		By drawing inspiration from a ‘RACI chart’, revisit lines of accountability to ensure matrixed supervisory arrangements. This exercise would map expectations on management and sequencing of the programme cycle and thereby facilitate alignment and coherence with ROAS vis-à-vis COs and also implementing partners. This would underpin, for example, recommendation 8 above.	Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, Culture of results/RBM, Youth engagement, Engaging men and boys, Sports, Faith based	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Gender equality
Final evaluation of the project : « Renforcement de la protection et du relèvement économique des femmes, des filles et de leurs communautés affectées par les conflits dans un contexte de covid-19 dans les régions de Mopti et Gao »	Programme Evaluation	West and Central Africa	Mali	2025	Very Good	Prendre en compte la réalisation d’études de base au moment de la conception des nouveaux projets po...		• ONU Femmes planifiera et budgétisera dans chaque nouveau projet la réalisation d’une étude de base, permettant de disposer d’un ciblage précis des bénéficiaires de même que la valeur de base et la valeur cible des indicateurs. • Demander par écrit à chaque LPAC de projet à ce qu’une étude de base dudit projet soit planifiée et budgétisée comme activité prioritaire du projet du partenaire d’exécution au cas où ledit projet n’est pas fondé sur une telle étude, • Faire l’assurance qualité du rapport d’étude de base et assurer la prise en compte des éventuels recommandations validées • Demander une copie amendée du projet si nécessaire pour refléter les données de l’étude de base.	Accepted	Peace and security (SPs before 2018)	Operational activities	Capacity development	Efficiency
Final evaluation of the project : « Renforcement de la protection et du relèvement économique des femmes, des filles et de leurs communautés affectées par les conflits dans un contexte de covid-19 dans les régions de Mopti et Gao »	Programme Evaluation	West and Central Africa	Mali	2025	Very Good	Dans le ciblage des bénéficiaires, il est important que les projets mettent en place un mécanisme de...		La mise en œuvre des actions de la première recommandation permettra d’assurer l’inclusion de tous les bénéficiaires, surtout les plus défavorisés. Les plaintes éventuelles seront prises en compte dans ce cadre. Cette recommandation ne donne donc pas lieu à la formulation d’actions clés additionnelles.	Partially Accepted	Peace and security (SPs before 2018)	Operational activities	Capacity development	Sustainability
Final evaluation of the project : « Renforcement de la protection et du relèvement économique des femmes, des filles et de leurs communautés affectées par les conflits dans un contexte de covid-19 dans les régions de Mopti et Gao »	Programme Evaluation	West and Central Africa	Mali	2025	Very Good	Pour les projets futurs, il est important d’améliorer l’élaboration des cadres de résultats en respe...		Examiner le cadre de résultat de chaque document de projet à chaque LPAC et s’assurer qu’il est de qualité, étant cohérent au regard d’une solide théorie de changement du projet et ayant des indicateurs désagrégés avec leur valeur de base et de target.	Accepted	Peace and security (SPs before 2018)	Culture of results/RBM	Knowledge management	Efficiency
Final evaluation of the project : « Renforcement de la protection et du relèvement économique des femmes, des filles et de leurs communautés affectées par les conflits dans un contexte de covid-19 dans les régions de Mopti et Gao »	Programme Evaluation	West and Central Africa	Mali	2025	Very Good	Renforcer les capacités en suivi-évaluation des partenaires de mise en œuvre dans les délais et augm...		Assurer que chaque projet de ONU Femmes planifie et budgétise les activités de suivi et d’évaluation, y compris une contribution à la prise en charge du staff M&E	Accepted	Leadership and political participation (SPs before 2018)	Culture of results/RBM	Knowledge management	Efficiency
Final evaluation of the project : « Renforcement de la protection et du relèvement économique des femmes, des filles et de leurs communautés affectées par les conflits dans un contexte de covid-19 dans les régions de Mopti et Gao »	Programme Evaluation	West and Central Africa	Mali	2025	Very Good	Pour les interventions similaires et futures, il est primordial de mobiliser des ressources suppléme...		Cependant, cela dépend surtout de la disponibilité des donateurs à octroyer les financements requis. ONU Femmes fait beaucoup d’efforts continues pour la recherche de financements : plaidoyer, préparation et la soumission de proposals. Pas d’action clé particulier	Accepted	Leadership and political participation (SPs before 2018)	Partnership	Capacity development	Sustainability
Final evaluation of the project : « Renforcement de la protection et du relèvement économique des femmes, des filles et de leurs communautés affectées par les conflits dans un contexte de covid-19 dans les régions de Mopti et Gao »	Programme Evaluation	West and Central Africa	Mali	2025	Very Good	Consolider et mettre à l’échelle les interventions de renforcement des capacités d’une masse critiqu...		ONU femmes va continuer le plaidoyer pour une large prise en compte des questions de genre par les partenaires, notamment les autres Agences SNU et le gouvernement.	Accepted	Peace and security (SPs before 2018)	Normative Support	Capacity development	Effectiveness
Final evaluation of the project : « Renforcement de la protection et du relèvement économique des femmes, des filles et de leurs communautés affectées par les conflits dans un contexte de covid-19 dans les régions de Mopti et Gao »	Programme Evaluation	West and Central Africa	Mali	2025	Very Good	Renforcer le relèvement économique des femmes et des filles en mettant l’accent sur la diversificati...		ONU Femmes fait beaucoup et continuera de poursuivre ses efforts pour le relèvement économique des femmes et des filles	Accepted	Peace and security (SPs before 2018)	Operational activities	Capacity development	Effectiveness
Final evaluation of the project : « Renforcement de la protection et du relèvement économique des femmes, des filles et de leurs communautés affectées par les conflits dans un contexte de covid-19 dans les régions de Mopti et Gao »	Programme Evaluation	West and Central Africa	Mali	2025	Very Good	Pour les projets d’urgence humanitaire, il est nécessaire de : - Accélérer les procédures administ...		ONU Femmes Mali se doit de continuer à respecter les procédures administratives et financières. Le Bureau continuera à renforcer les compétences de ses partenaires pour l’application correcte des dites procédures en prenant en compte les délais des projets. Pas d’action clé particulière	Accepted	Peace and security (SPs before 2018)	Normative Support	Capacity development	Effectiveness
Final evaluation of the project : « Renforcement de la protection et du relèvement économique des femmes, des filles et de leurs communautés affectées par les conflits dans un contexte de covid-19 dans les régions de Mopti et Gao »	Programme Evaluation	West and Central Africa	Mali	2025	Very Good	Il est primordial de privilégier le financement et la mise en œuvre de projets structurants de longu...		Cependant, cela dépend surtout de la disponibilité des donateurs à octroyer des financements institutionnels ou sur une longue durée. L’environnement est particulièrement difficile au Mali en ce moment. ONU Femmes continuera néanmoins à faire le plaidoyer auprès des donateurs pour le financement institutionnel et organisera un atelier pour ce faire	Accepted	Leadership and political participation (SPs before 2018)	Normative Support	Capacity development	Efficiency
Final evaluation of the project : « Renforcement de la protection et du relèvement économique des femmes, des filles et de leurs communautés affectées par les conflits dans un contexte de covid-19 dans les régions de Mopti et Gao »	Programme Evaluation	West and Central Africa	Mali	2025	Very Good	- Face à la persistance des pesanteurs socio-culturelles et sécuritaire, il est important de renforc...		ONU Femmes poursuivra ses efforts de plaidoyer avec le gouvernement pour la protection des droits des femmes et des filles, la paix et la sécurité, y compris l’équilibre entre l’homme et la femme dans la répartition des postes Pas d’action clé spécifique	Accepted	Peace and security (SPs before 2018)	Partnership	Capacity development	Sustainability
Country portfolio évaluation; Evaluation de la Note Stratégique 2020 - 2024	Programme Evaluation	West and Central Africa	Mali		Not Rated	UN Women should support the Ministry for the Promotion of Women, Children and Families to update the...		• Assist in the revision and update of the National Gender Policy to reflect current challenges and opportunities. • Develop partnerships with national and international actors, avoiding the creation of new structures where existing structures can be strengthened. • Intensify efforts to combat harmful practices such as female genital mutilation and early marriage by embedding human rights commitments within national frameworks. • Ensure alignment with both national priorities and international gender equality standards.	Accepted	Global norms and standards (SPs before 2018)	UN Coordination, Partnership, Normative Support	Capacity development	Sustainability
Country portfolio évaluation; Evaluation de la Note Stratégique 2020 - 2024	Programme Evaluation	West and Central Africa	Mali		Not Rated	UN Women should strengthen its coordination role to advocate for legal reforms on women’s rights, bu...		• Leverage UN Women’s mandate to drive advocacy for legal reforms in collaboration with governmental and non-governmental actors. • Form alliances with grassroots movements, religious leaders and civil society organizations to promote gender-sensitive reforms. • Implement culturally adaptive advocacy strategies that respect local norms while pushing for progressive gender equality standards. • Empower local champions and use religious narratives that support women’s rights to counter resistance from conservative political parties, groups or influencers. • To correct the underfunding of women’s leadership programmes, consider developing a strategy for sustained investment beyond election periods.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Partnership, Normative Support	Capacity development, Knowledge management	Effectiveness, Efficiency, Impact
Country portfolio évaluation; Evaluation de la Note Stratégique 2020 - 2024	Programme Evaluation	West and Central Africa	Mali		Not Rated	UN Women should foster normative change by deepening its understanding of local cultural contexts an...		• Dedicate resources to studying and mapping cultural interactions between global norms and local practices. • Collaborate with local gender activists and religious leaders to localize global gender norms into practices that resonate with the Malian context. • Strengthen alliances with religious actors in favour of gender equality agendas to provide a strong counternarrative to harmful traditional practices. • Engage regularly with civil society to ensure that gender equality initiatives are inclusive and contextually relevant. • Target marginalized groups and reflect disability in strategic documents with adequate funding. • Create accountability structures for integration of the leave no one behind principle within the Country Office and inter-agency programming across the country.	Accepted	Leadership and political participation (SPs before 2018)	Partnership, Normative Support, Youth engagement	Capacity development	Effectiveness, Relevance, Sustainability, Gender equality
Country portfolio évaluation; Evaluation de la Note Stratégique 2020 - 2024	Programme Evaluation	West and Central Africa	Mali		Not Rated	UN Women should enhance gender coordination mechanisms by addressing gaps in the UNCT Gender Score C...		• Regularly reassess UNCT-SWAP Gender Scorecard indicators to ensure consistent performance improvements. • Collaborate with the Resident Coordinator’s Office and the Gender Theme Group to ensure utilization of evaluations and the Gender Scorecard. • Improve internal coordination across UN agencies to streamline gender efforts and reduce duplication. • Establish clearer accountability for gender outcomes within the Country Office and across inter-agency programming.	Accepted	Leadership and political participation (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership	Capacity development	Effectiveness, Gender equality, Coherence
Country portfolio évaluation; Evaluation de la Note Stratégique 2020 - 2024	Programme Evaluation	West and Central Africa	Mali		Not Rated	UN Women should resolve operational challenges and strengthen its monitoring and evaluation function...		Strengthen the one-person PMSU by redeploying or reassigning Operations personnel to address the persistent issue of outstanding partner advances. • Address operational challenges in procurement and recruitment by streamlining processes and enhancing accountability. • Implement a robust M&E framework that systematically tracks and documents programmatic results across all sectors. • Ensure that monitoring data is regularly updated and used to substantiate the successes and impact of interventions. • Clarify the division of labour between the M&E Unit and programme managers for reporting by identifying ambiguities and overlaps in roles and responsibilities	Accepted	Global norms and standards (SPs before 2018)	Operational activities, Culture of results/RBM	Capacity development, Knowledge management, Evidence, Data and statistics	Effectiveness, Efficiency, Coherence
Country portfolio évaluation; Evaluation de la Note Stratégique 2020 - 2024	Programme Evaluation	West and Central Africa	Mali		Not Rated	UN Women should reinforce long-term planning and integrate exit strategies from the outset to ensure...	• Develop comprehensive long-term strategies that include sustainability plans and exit strategies for all major projects. • Engage with national stakeholders and communities to build local capacity, ensuring continued gender equality progress even after project closure. • Ensure that sustainability plans account for political instability and short-term funding cycles, protecting gender equality gains. • Integrate sustainability as a key element in project planning, ensuring that results endure beyond the immediate intervention period.		Accepted	Leadership and political participation (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Partnership, Organizational efficiency	Capacity development	Effectiveness, Efficiency, Gender equality
Country portfolio évaluation; Evaluation de la Note Stratégique 2020 - 2024	Programme Evaluation	West and Central Africa	Mali		Not Rated	UN Women should proactively engage men and boys in gender equality efforts, leveraging gender-equita...		• Develop initiatives that specifically target men and boys to shift harmful gender norms and engage them as allies in gender equality efforts. • Leverage gender-equitable interpretations of religious texts to counter practices such as early marriage and female genital mutilation. • Create programmes that encourage male participation in preventing gender-based violence and promoting women’s economic and political participation. • Foster partnerships with community and religious leaders to deliver messages that promote gender-inclusive norms across Mali.	Accepted	Ending violence against women (SPs before 2018)	Partnership	Capacity development, Knowledge management	Effectiveness, Efficiency, Sustainability, Impact, Human Rights, Gender equality, Coherence
Final evaluation of the NAP 1325 implementation support programme	Programme Evaluation	West and Central Africa	Mali	2023	Very Good	Recommandations 1, 4, 7 : Envisager d'avoir une autre phase du programme pour couvrir plus de région...		Accompagner le ministère de la Promotion de la Femme, de l’Enfant et de la Famille dans le processus d’élaboration d’un nouveau plan d’action national de la résolution 1325	Accepted	Peace and security (SPs before 2018)	Normative Support, Operational activities, Humanitarian action	Capacity development	Effectiveness, Relevance, Sustainability
Final evaluation of the NAP 1325 implementation support programme	Programme Evaluation	West and Central Africa	Mali	2023	Very Good	Recommandation 2 Améliorer la définition de la théorie du changement, en la rendant plus simple et ...			Accepted	Peace and security (SPs before 2018)	Normative Support, Operational activities, Humanitarian action	Capacity development	Relevance
Final evaluation of the NAP 1325 implementation support programme	Programme Evaluation	West and Central Africa	Mali	2023	Very Good	Recommandation 3: Renforcer et sauvegarder les acquis du programme, en prenant soin de corriger les ...			Accepted	Peace and security (SPs before 2018)	Normative Support, Operational activities, Humanitarian action	Capacity development	Effectiveness, Relevance, Sustainability
Final evaluation of the NAP 1325 implementation support programme	Programme Evaluation	West and Central Africa	Mali	2023	Very Good	Recommandation 5: Envisager la conduite des études de base et des évaluations des capacités aux stad...			Accepted	Peace and security (SPs before 2018)	Culture of results/RBM	Capacity development	Relevance
Final evaluation of the NAP 1325 implementation support programme	Programme Evaluation	West and Central Africa	Mali	2023	Very Good	Recommandation 6 Simplifier les procédures d’accès aux ressources des programmes et projets par les ...			Rejected	Peace and security (SPs before 2018)	Operational activities	Capacity development	Efficiency
Final evaluation of the NAP 1325 implementation support programme	Programme Evaluation	West and Central Africa	Mali	2023	Very Good	Recommandation 9 Envisager d'apporter des modifications au système de rapports financiers pour s'ass...			Rejected	Peace and security (SPs before 2018)	Operational activities	Capacity development	Efficiency
Final evaluation of the NAP 1325 implementation support programme	Programme Evaluation	West and Central Africa	Mali	2023	Very Good	Recommandation 10 Élargir et renforcer les partenariats, en donnant un rôle plus élargi à la société...			Accepted	Peace and security (SPs before 2018)	Operational activities	Capacity development	Efficiency, Relevance, Sustainability
Final evaluation of the NAP 1325 implementation support programme	Programme Evaluation	West and Central Africa	Mali	2023	Very Good	Recommandation 8 Instruire les services déconcentrés de l’Etat et les agences techniques nationales,...			Accepted	Peace and security (SPs before 2018)	Operational activities	Capacity development	Sustainability
Final evaluation of the project "Promoting resilience, self-reliance and social cohesion among host communities and displaced populations with a focus on women and girls in southern Sudan and Mali	Programme Evaluation	West and Central Africa	Mali	2023	Good	S’assurer que les populations les plus vulnérables notamment les handicapés soient pris en compte lo...		- S’assurer que l’engagement d’ONU FEMMES face à l’inclusion ciblée et principale du handicap est reflété dans l’énoncé des résultats et/ou des indicateurs du document principal de la planification stratégique des futurs projets - S’assurer que les partenaires impliqués dans la mise en œuvre du projet soient mieux outillés pour comprendre et intégrer les techniques d’identification et d’intégration des plus vulnérables et particulièrement les handicapés.	Accepted	Peace and security (SPs before 2018)	UN Coordination, Partnership, Operational activities, Humanitarian action	Capacity development, South-South cooperation	Sustainability, Human Rights
Final evaluation of the project "Promoting resilience, self-reliance and social cohesion among host communities and displaced populations with a focus on women and girls in southern Sudan and Mali	Programme Evaluation	West and Central Africa	Mali	2023	Good	Développer un programme de renforcement des capacités pour les partenaires d’exécution et assurer la...		- Assurer qu’une analyse des capacités (mieux structurée que celle réalisée dans le passé) des partenaires d’exécution soit conduite lors du démarrage des futur projets d’ONU FEMMES et développer un plan de renforcement des capacités afin d’adresser les faiblesses identifiées - Renforcer l’analyse de risque de chacun des partenaires d’exécution engagé dans la mise en œuvre des futurs projets d’ONU FEMMES. - Renforcer les messages à travers l’adoption d’approches d’apprentissage pour les adultes adaptés au niveau d’instruction des cibles (pas de cahiers à distribuer parmi un public d’illettrés) - Se renseigner sur le contenu et la terminologie des formations et sensibilisation déjà reçu par les cibles dans le contexte d’autres projets afin de « capitaliser » et renforcer certains messages - Améliorer le processus d’apprentissage mutuel entre les partenaires - Etendre la durée des formations et explorer l’opportunité d’employer des modalités de renforcement des capacités innovantes (coaching à distance, modules de formation en ligne, évènement de partage et dissémination des leçons apprises parmi les membres des plusieurs partenaires sur le terrain).	Accepted	Peace and security (SPs before 2018)	Partnership, Normative Support	Capacity development	Effectiveness
Final evaluation of the project "Promoting resilience, self-reliance and social cohesion among host communities and displaced populations with a focus on women and girls in southern Sudan and Mali	Programme Evaluation	West and Central Africa	Mali	2023	Good	Développer un programme de renforcement des capacités pour les partenaires d’exécution et assurer la...		- Assurer qu’une analyse des capacités (mieux structurée que celle réalisée dans le passé) des partenaires d’exécution soit conduite lors du démarrage des futur projets d’ONU FEMMES et développer un plan de renforcement des capacités afin d’adresser les faiblesses identifiées - Renforcer l’analyse de risque de chacun des partenaires d’exécution engagé dans la mise en œuvre des futurs projets d’ONU FEMMES. - Renforcer les messages à travers l’adoption d’approches d’apprentissage pour les adultes adaptés au niveau d’instruction des cibles (pas de cahiers à distribuer parmi un public d’illettrés) - Se renseigner sur le contenu et la terminologie des formations et sensibilisation déjà reçu par les cibles dans le contexte d’autres projets afin de « capitaliser » et renforcer certains messages - Améliorer le processus d’apprentissage mutuel entre les partenaires - Etendre la durée des formations et explorer l’opportunité d’employer des modalités de renforcement des capacités innovantes (coaching à distance, modules de formation en ligne, évènement de partage et dissémination des leçons apprises parmi les membres des plusieurs partenaires sur le terrain).	Accepted	Peace and security (SPs before 2018)	Partnership, Normative Support	Capacity development	Effectiveness
Final evaluation of the project "Promoting resilience, self-reliance and social cohesion among host communities and displaced populations with a focus on women and girls in southern Sudan and Mali	Programme Evaluation	West and Central Africa	Mali	2023	Good	Capitaliser plus sur les mécanismes d’identification de cas de vulnérabilité et améliorer la rigueur...		- Prévoir que les agences de mise en œuvre engagent les populations cibles d’une manière plus efficace lors de la conception et la mise en œuvre du projet ; - Utiliser les méthodes participatives, telle qu’une analyse participative du réseautage communautaire pourrait contribuer à un diagnostic plus précis des plus vulnérables.	Accepted	Peace and security (SPs before 2018)	Operational activities	Capacity development	Effectiveness
Final evaluation of the project "Promoting resilience, self-reliance and social cohesion among host communities and displaced populations with a focus on women and girls in southern Sudan and Mali	Programme Evaluation	West and Central Africa	Mali	2023	Good	S’appuyer sur la stratégie des Nations Unis pour l’inclusion du handicap (UNDIS) pour identifier cla...	- S’assurer que l’handicap est pris en compte dans la planification stratégique lors de la conception des futurs projets ; - S’assurer que l’handicap est pris en compte dans la programmation et la culture organisationnelle lors de la mise en œuvre des futurs projets.		Accepted	Peace and security (SPs before 2018)	UN Coordination, Partnership	Alignment with strategy	Relevance, Sustainability, Coherence
Project final evaluation: “Access of women to production means for agriculture resilient to climate change”	Programme Evaluation	West and Central Africa	Mali	2023	Good	Recommandation 1 (conclusions 2 et 5) (priorité 1) : Répliquer le programme et l’étendre à d’autres ...			Accepted	Women economic empowerment (SPs before 2018)	UN Coordination, Climate change, Agriculture	Capacity development	Effectiveness, Relevance, Sustainability
Project final evaluation: “Access of women to production means for agriculture resilient to climate change”	Programme Evaluation	West and Central Africa	Mali	2023	Good	Recommandation 2 (conclusion 5) (priorité 1) : Encourager l’État, y compris les collectivités locale...		ONU Femmes, s’engage à appuyer les collectivités locales à intégrer les besoins spécifiques des femmes dans les PDESEC afin de renforcer les acquis déjà obtenus sur le projet.	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Climate change, Agriculture	Capacity development	Effectiveness, Relevance, Sustainability
Project final evaluation: “Access of women to production means for agriculture resilient to climate change”	Programme Evaluation	West and Central Africa	Mali	2023	Good	Recommandation 3 (conclusion 4) (priorité 2) : Connecter les femmes à d’autres canaux d’information ...			Accepted	Women economic empowerment (SPs before 2018)	Climate change, Agriculture	Capacity development	Effectiveness, Relevance, Sustainability
Mid-Term Evaluation of the Engendering Governance to Promote Peace and Security in Zimbabwe	Programme Evaluation	East and Southern Africa	Zimbabwe	2022	Good	Area: Capacity Strengthening of AWLN Recommendation 1: There is need for further strengthening of t...	Currently the network is entirely dependent on UN Women for technical and funding support, a situation that is not tenable or sustainable in the long term. This also erodes the sense of ownership of the network by members.	The CO has been supporting the network ‘s steering committees and has already been engaged in the process of establishing a leadership structure for the AWLN to enable the network to be less dependent on UN Women. Role clarity, and clear segregation of roles is required to support such a structure and the CO, has been supporting members towards the identification or roles and leadership structures that can enable the network sustainability and less reliance on UN Women for technical and funding support.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018)	Partnership, Normative Support	Capacity development	Sustainability
Mid-Term Evaluation of the Engendering Governance to Promote Peace and Security in Zimbabwe	Programme Evaluation	East and Southern Africa	Zimbabwe	2022	Good	Area: Capacity Strengthening of AWLN Recommendation 2: AWLN needs to be further capacitated to enab...	As currently structured as an informal entity, it will be difficult for the movement to attract long-term funding from donors who traditionally prefer supporting formally registered CSOs for purposes of accountability.	Discussions and guidance on Registration of AWLN national Chapters as legal entities are being held at the Regional Level. Therefore, the CO will closely monitor the discussions and update the Network regularly.	Partially Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018)	Normative Support	Capacity development	Sustainability
Mid-Term Evaluation of the Engendering Governance to Promote Peace and Security in Zimbabwe	Programme Evaluation	East and Southern Africa	Zimbabwe	2022	Good	Area: Inclusiveness and Leaving No One Behind The project needs to be more inclusive by ensuring tha...	Currently in the project there is limited reach and participation of marginalized groups of women such as those with disability and those living outside urban areas.	The Country Office continues to support the project to be inclusive and leave no one behind through increasing representation of women with disabilities and targeting rural women and women living with HIV. UN Women will continue to launch Provincial Chapters through the established working group on decentralization. The launch a Provincial Chapter in Bulawayo took place. The working committee focusing on decentralization was also established for greater ownership and structure around the decentralization of the network at local level.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018)	Normative Support	Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Mid-Term Evaluation of the Engendering Governance to Promote Peace and Security in Zimbabwe	Programme Evaluation	East and Southern Africa	Zimbabwe	2022	Good	Area: Inclusiveness and Leaving No One Behind There is need to provide logistical and funding suppor...	UN Women needs to review its policy in order to support local travel for resource constrained project participants.	UN Women policies unlike other organisations do not allow transport reimbursements for local travel. Efforts have also been made to provide accommodation, data for participants to participants to attend trainings. Expectations around logistical support provided have remained a challenge as members may have requests that are outside or go beyond what is permitted by UN Women Organizational Policies. While logistical notes have been key in providing information, members have continued to make requests based on comparatives drawn with other local CSOs and organizations which may have different regulations and allowances.	Partially Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind	Efficiency, Human Rights
Mid-Term Evaluation of the Engendering Governance to Promote Peace and Security in Zimbabwe	Programme Evaluation	East and Southern Africa	Zimbabwe	2022	Good	Area: Stakeholder engagement, participation and awareness creation at all stages of the project cycl...	Some partners complained that they were not engaged throughout the project cycle and hence were not aware of some critical components of the project such as the results framework.	The project has endeavored to engage key stakeholders at all stages of the Project life cycle, however staff turnout in stakeholder organisations and other factors may result in some stakeholders not having been part of engagements made with the stakeholders on the Project. Efforts are made to mobilize resources based on the activities identified by and conceptualized by the network. Communications and engagement around the finalized results framework can be strengthened to ensure uniform knowledge by the network intended results. Engaging network members in internal UN Women budgeting and fund related meetings may not be possible. UN Women can only provide information as to what is permissible by organizational policies on confidentiality and is stakeholder/beneficiary appropriate or targeted.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018)	Normative Support	Oversight/governance, Capacity development	Sustainability
Mid-Term Evaluation of the Engendering Governance to Promote Peace and Security in Zimbabwe	Programme Evaluation	East and Southern Africa	Zimbabwe	2022	Good	Area: Improving Efficient utilization of Resources There is need to secure cheaper venues for worksh...	The proportion of indirect costs is higher than direct costs. More resources need to be channeled towards direct costs to ensure implementation of all planned activities.	Selection of Venues is guided by UN Women Regulations and policy which are made to manage risk and ensure participants health and safety. The selection process takes into consideration best value for money, i.e. meeting the minimum technical requirements and selecting the vendor that provides the cheapest option. Efficient utilization of resources was observed on the venues that were procured under the Project. Venue selection can further consider more creative venues to be registered with UN Women	Partially Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018)	Operational activities, Organizational efficiency	Oversight/governance	Efficiency
Mid-Term Evaluation of the Engendering Governance to Promote Peace and Security in Zimbabwe	Programme Evaluation	East and Southern Africa	Zimbabwe	2022	Good	Area: Key Outstanding Output Although most outputs have been achieved, there is need to accelerate i...		Implementation of the Project is on course, however timely implementation of activities being led by Government Partners such as UNSCR 1325 & 2250 are dependent on government internal processes, procedures and priorities which may delay implementation.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018)	Normative Support	Advocacy	Effectiveness
Mid-Term Evaluation of the Engendering Governance to Promote Peace and Security in Zimbabwe	Programme Evaluation	East and Southern Africa	Zimbabwe	2022	Good	Area: Project support beyond the forthcoming elections Changing mindsets, values, beliefs and practi...		UN Women will continue implementing activities beyond the project cycle as highlighted in the Country Office Strategic Note 2022-2026. Part of this strategy is to build institutional capacity as a means for sustainability and continuity of activities after funding has ended.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018)	Normative Support	Oversight/governance	Sustainability, Impact
Mid-Term Evaluation of the Engendering Governance to Promote Peace and Security in Zimbabwe	Programme Evaluation	East and Southern Africa	Zimbabwe	2022	Good	Area: Economic Empowerment There is need for the project to consider economic empowerment capacity b...	Though capacitated, some of the AWLN members noted that they would not be able to participate in elections due to resource limitations.	Although Women Economic Empowerment projects are underfunded in Zimbabwe, UN Women will ensure that there are strong synergies between Women economic Empowerment and Women Political Participation projects. The Country office will purposively target women aspiring candidates in WEE projects.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018)	Partnership, Operational activities	Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness
Country Portfolio Evaluation 2017-2022	Country-level Evaluation	East and Southern Africa	Tanzania	2022	Very Good	UN Women can strengthen its portfolio by ensuring it is more integrated and holistic, targets more s...		UN Women agrees with the recommendation. Specific measures have been taken to overcome identified challenges, one being the area-based approach in implementing integrated and holistic interventions that address the root/underlying causes of gender inequality and disempowerment of women and girls, especially at the community and local levels as well as incorporating the principle of Leaving No One Behind (LNOB) in interventions to ensure UN Women is reaching the most marginalized in the community. Such strategies and systems are further elaborated and strengthened in the new SN.	Accepted	Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Partnership, Operational activities, Culture of results/RBM	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality
Country Portfolio Evaluation 2017-2022	Country-level Evaluation	East and Southern Africa	Tanzania	2022	Very Good	UN Women should develop a long-term strategy for cultivating strategic partnerships, including at th...		UN Women agrees with the recommendation. The new SN of the CO is designed to drive strategic interventions and partnerships for transformational GEWE work at community and local government. The recommendation is reflected and has been included in the ToC of the new SN. The CO will capacitate CBOs to address social norms and cultural beliefs in a more systematic way, including working with Local Government Authorities on GEWE advancement.	Accepted	Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Partnership, Normative Support, Operational activities, Urban agenda (safe cities and safe public spaces)	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Relevance, Sustainability, Gender equality
Country Portfolio Evaluation 2017-2022	Country-level Evaluation	East and Southern Africa	Tanzania	2022	Very Good	UN Women should strengthen its resource mobilization by pursuing sustainable funding modalities, tar...		The recommendation for strengthening CO’s resource mobilization efforts is welcomed. The CO recognizes the need to develop a more comprehensive approach toward strengthening partnerships and raise the funding needed to implement the new Strategic Note 2023-2027.	Accepted	Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Partnership, Organizational efficiency	Resource mobilization	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Country Portfolio Evaluation 2017-2022	Country-level Evaluation	East and Southern Africa	Tanzania	2022	Very Good	UN Women should consider increasing its work in government-priority development areas, to support ma...		UN Women accepts this recommendation and is working towards strengthening existing programs to correspond to gender policy and national development plans (Zanzibar Development Plan (ZADEP) 2021-2026 and the final Five-Year National Development Plan 2021/22-2025/26) and priorities including Generation Equality Forum commitments, National Action Plan (NAP) on Ending Violence Against Women and Children and supporting the country to accelerate its achievements the SDGs in particular Goal 5.	Accepted	Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Normative Support, Operational activities	Alignment with strategy, National ownership	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Country Portfolio Evaluation 2017-2022	Country-level Evaluation	East and Southern Africa	Tanzania	2022	Very Good	UN Women should work with partners to effectively monitor the results of its normative work on creat...		UN Women accepts this recommendation and is working towards strengthening existing programs in this area.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Partnership, Culture of results/RBM	Capacity development, Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Évaluation finale du projet « Autonomisation des femmes dans l’agriculture grâce à l’accès aux TIC en Côte d’Ivoire »	Programme Evaluation	West and Central Africa	Cote d'Ivoire	2024	Very Good	Instituer au sein des ministères un secrétariat technique chargé du suivi des programmes/projets ave...		Cette recommandation va à l'encontre des prescriptions du Statut Général de la Fonction Publique sur la mobilité du personnel (3 à 5 ans).	Rejected	Not applicable	Normative Support	National ownership	Relevance
Évaluation finale du projet « Autonomisation des femmes dans l’agriculture grâce à l’accès aux TIC en Côte d’Ivoire »	Programme Evaluation	West and Central Africa	Cote d'Ivoire	2024	Very Good	Renforcer la couverture d’accès à Internet sur l’ensemble des zones d’intervention du projet et par ...		Cette recommandation formulée à l’endroit du gouvernement est très peu influençable par ONU Femmes. Des actions de plaidoyer peuvent toutefois être initiées dans ce sens.	Partially Accepted	Not applicable	Normative Support	National ownership	Relevance
Évaluation finale du projet « Autonomisation des femmes dans l’agriculture grâce à l’accès aux TIC en Côte d’Ivoire »	Programme Evaluation	West and Central Africa	Cote d'Ivoire	2024	Very Good	Renforcer le cadre institutionnel de suivi de l’intervention en association au lead national identif...		La remise de la plateforme Buy From Women à la partie nationale est prévue dans le courant de l’année 2024. Cela permettra d’assurer le suivi et la pérennisation des acquis.	Accepted	Not applicable	Operational activities	National ownership	Coherence
Évaluation finale du projet « Autonomisation des femmes dans l’agriculture grâce à l’accès aux TIC en Côte d’Ivoire »	Programme Evaluation	West and Central Africa	Cote d'Ivoire	2024	Very Good	Mettre en synergie tous les acteurs procédant à une digitalisation des interventions pour une optimi...		Cette recommandation est formulée à l’endroit du gouvernement. Toutefois, ONU Femmes accompagne l’actualisation de la cartographie des interventions des partenaires au développement dans le domaine du genre.	Accepted	Not applicable	Partnership	Resource mobilization	Efficiency
Évaluation finale du projet « Autonomisation des femmes dans l’agriculture grâce à l’accès aux TIC en Côte d’Ivoire »	Programme Evaluation	West and Central Africa	Cote d'Ivoire	2024	Very Good	Maintenir le plaidoyer à l’endroit de l’État pour faciliter la mise en œuvre optimale de l’autonomis...		ONU Femmes continue ses actions de plaidoyer dans ce sens particulièrement grâce au projet d’appui aux coopératives de femmes dans le secteur du vivrier.	Accepted	Not applicable	Normative Support	National ownership	Efficiency
Évaluation finale du projet « Autonomisation des femmes dans l’agriculture grâce à l’accès aux TIC en Côte d’Ivoire »	Programme Evaluation	West and Central Africa	Cote d'Ivoire	2024	Very Good	Élaborer une stratégie de communication institutionnelle autour de l’existence de la plateforme BfW ...		La stratégie de communication institutionnelle autour de l’existence de la plateforme BfW est disponible. Sa mise en œuvre est prévue dans le cadre du projet d’appui aux coopératives de femmes dans le secteur du vivrier.	Accepted	Not applicable	Operational activities	Internal coordination and communication	Sustainability
Évaluation finale du projet « Autonomisation des femmes dans l’agriculture grâce à l’accès aux TIC en Côte d’Ivoire »	Programme Evaluation	West and Central Africa	Cote d'Ivoire	2024	Very Good	Veiller à la fonctionnalité de la plateforme BfW tout en maintenant sa mise à jour pour répondre aux...		ONU Femmes poursuit l’amélioration et la mise à jour de la plateforme grâce aux ressources du projet d’appui aux coopératives de femmes dans le secteur du vivrier. La remise de la plateforme à la partie nationale devra également permettre la maintenance continue de la plateforme pour garantir sa durabilité.	Accepted	Not applicable	Operational activities	Innovation and technology	Relevance
Évaluation finale du projet « Autonomisation des femmes dans l’agriculture grâce à l’accès aux TIC en Côte d’Ivoire »	Programme Evaluation	West and Central Africa	Cote d'Ivoire	2024	Very Good	Étendre la mise en œuvre de la plateforme BfW à d’autres secteurs pour offrir plus d’opportunités au...		Cette recommandation est en droite ligne avec les objectifs de la plateforme. Le projet d’autonomisation des femmes dans l’agriculture grâce à l’accès aux TIC ne représente que la phase pilote.	Accepted	Not applicable	Operational activities	Innovation and technology	Sustainability
Évaluation finale du projet « Autonomisation des femmes dans l’agriculture grâce à l’accès aux TIC en Côte d’Ivoire »	Programme Evaluation	West and Central Africa	Cote d'Ivoire	2024	Very Good	Réduire le coût d’accès aux données mobiles (connexion à Internet)		Cette recommandation formulée à l’endroit du gouvernement est très peu influençable par ONU Femmes.	Rejected	Not applicable	Not applicable	Innovation and technology	Sustainability
Évaluation finale du projet « Autonomisation des femmes dans l’agriculture grâce à l’accès aux TIC en Côte d’Ivoire »	Programme Evaluation	West and Central Africa	Cote d'Ivoire	2024	Very Good	Former, avec le soutien des services techniques (Sous-Direction de la Digitalisation du MENA et ANAD...		La formation des groupements et coopératives de femmes à l’utilisation de la plateforme BfW a été faite pendant la mise en œuvre du projet d’autonomisation des femmes dans l’agriculture grâce à l’accès aux TIC et des sessions de rappel et de renforcement de capacités se poursuivent dans le cadre du projet d’appui aux coopératives de femmes dans le secteur du vivrier.	Accepted	Not applicable	Operational activities	Innovation and technology	Sustainability
Évaluation finale du projet « Autonomisation des femmes dans l’agriculture grâce à l’accès aux TIC en Côte d’Ivoire »	Programme Evaluation	West and Central Africa	Cote d'Ivoire	2024	Very Good	Développer chez les femmes agricultrices la nécessité de disposer de smartphone au développement de ...		ONU Femmes continuera ses actions de sensibilisation des femmes agricultrices pour l’utilisation des TIC comme levier de croissance.	Accepted	Not applicable	Agriculture	Innovation and technology	Sustainability
Évaluation finale du projet « Autonomisation des femmes dans l’agriculture grâce à l’accès aux TIC en Côte d’Ivoire »	Programme Evaluation	West and Central Africa	Cote d'Ivoire	2024	Very Good	Développer un business model dans une perspective d’attractivité		Le business model de la plateforme BfW est en cours de développement et sera vulgarisé durant la campagne de promotion de la plateforme prévue dans le cadre du projet d’appui aux coopératives de femmes dans le secteur du vivrier.	Accepted	Not applicable	Operational activities	Capacity development	Relevance
Thematic Evaluation of Humanitarian Response Programme	Programme Evaluation	Asia and the Pacific	Bangladesh	2023	Very Good	In coordination with the country office and in consultation with relevant stakeholders, building on ...		This recommendation is accepted. The Sub-Office will redesign the work in Cox’s Bazar focusing on a nexus approach as part of the Biannual Work Plan 2024 – 2025.	Accepted	Not applicable	Humanitarian action	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Efficiency, Sustainability
Thematic Evaluation of Humanitarian Response Programme	Programme Evaluation	Asia and the Pacific	Bangladesh	2023	Very Good	Ensure continuation of multi-year planning based on a nexus approach to allow for greater coherence,...		This recommendation is partially accepted as the Government of Bangladesh is currently still pursuing annual Joint Response Plans for the Rohingya Response, and have not indicated if the next UNSDCF 2027-2031 will include the Rohingya Response. UN Women will incorporate the first stages of this transition in the BWP 2024-2025 in line with agreements with development partners that have been approved by Economic Relations Division (ERD), based on guidance from Ministry of Foreign Affairs (MoFA) in connection with the Rohingya Response, and the medium-term plans will be reflected in the next Strategic Note 2027 – 2031	Partially Accepted	Not applicable	Humanitarian action	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Sustainability
Thematic Evaluation of Humanitarian Response Programme	Programme Evaluation	Asia and the Pacific	Bangladesh	2023	Very Good	Leveraging UN Women’s technical expertise and its coordination mandate through GiHA WG, and in colla...		These recommendations are accepted, subject to fund availability. UN Women will pursue a sequenced approach to carrying these forward: engaging with the GiHA WG in which the GBV-SS is also represented, to identify key gender interventions across sectors, related indicators and standards; mapping these on a pilot basis in camps where UN Women has Gender Field Officers. UN Women will continue to promote engagement with women leaders as standard, lobbying for their representation and leadership in camp management and in the GiHA WG.	Accepted	Not applicable	Humanitarian action	Alignment with strategy, Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Relevance
Thematic Evaluation of Humanitarian Response Programme	Programme Evaluation	Asia and the Pacific	Bangladesh	2023	Very Good	In coordination with the GiHA WG conduct a comprehensive analysis across camps to understand the con...		UN Women partially accepts this recommendation. The GBV-SS sub-group on prevention has a key focus on engaging men and boys; the Protection SWG has a Technical Working Group for Gender Diverse People (TWG GDP). Internally, UN Women will review the activities of male Gender Volunteers (Rohingya) to identify an approach to behavior change to be piloted.	Partially Accepted	Not applicable	Humanitarian action	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Impact
Thematic Evaluation of Humanitarian Response Programme	Programme Evaluation	Asia and the Pacific	Bangladesh	2023	Very Good	Consider developing a harmonized monitoring framework with outcome level statements and indicators f...		UN Women partially accepts this recommendation. UN Women will strengthen its internal monitoring; a joint monitoring system with UNFPA requires inter-agency agreement. Even if agreed upon, UN Women proposes to leverage the GiHA WG and GBV-SS for more effective, cross-sectoral monitoring of the situation, to assess gaps, constraints and challenges in gender-responsive programming.	Partially Accepted	Not applicable	Humanitarian action	Alignment with strategy, Capacity development, Promoting inclusiveness/Leaving no one behind, Knowledge management	Efficiency
Thematic Evaluation of Humanitarian Response Programme	Programme Evaluation	Asia and the Pacific	Bangladesh	2023	Very Good	Actively create opportunities and continue with the empowerment interventions with the Rohingya and ...		This recommendation is accepted.	Accepted	Not applicable	Humanitarian action	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management	Effectiveness
Thematic Evaluation of Humanitarian Response Programme	Programme Evaluation	Asia and the Pacific	Bangladesh	2023	Very Good	Develop a standardized model of technical support provision to local NGOs/IPs/WLOs and WROs, includi...		UN Women accepts this recommendation	Accepted	Not applicable	Humanitarian action	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Knowledge management	Efficiency, Sustainability
Thematic Evaluation of Humanitarian Response Programme	Programme Evaluation	Asia and the Pacific	Bangladesh	2023	Very Good	Scale-up the MPWC model and link these with the existing women/girls centers run by other UN agencie...		This recommendation is accepted. UN Women Cox’s Bazar in the process of new project development where scaling up is being considered with diversification of livelihood and income generation included. With a special focus on most vulnerable individuals and person with different kinds of disabilities, women and men from both in Rohingya and host communities will be equipped with traditional and non-traditional trades such as mechanics, equipment repair etc.	Accepted	Not applicable	Humanitarian action	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management	Effectiveness, Relevance
Thematic Evaluation of Humanitarian Response Programme	Programme Evaluation	Asia and the Pacific	Bangladesh	2023	Very Good	Follow-up on support to women/girls and transgenders who have completed the skills and livelihoods t...		This recommendation is accepted. UN Women's Responsible Parties (RPs) and GFOs are engaged to support women/girls and transgenders who have completed the skills and livelihoods training sessions so that they can continue to generate income and strengthen their agency.	Accepted	Not applicable	Humanitarian action	Alignment with strategy, Capacity development, Promoting inclusiveness/Leaving no one behind, Knowledge management	Effectiveness
Thematic Evaluation of Humanitarian Response Programme	Programme Evaluation	Asia and the Pacific	Bangladesh	2023	Very Good	Prioritize future programmatic funding to local WLO/WROs with specialised knowledge and skills, ensu...		This recommendation is accepted.	Accepted	Not applicable	Humanitarian action	Alignment with strategy, Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Efficiency, Relevance, Sustainability
Thematic Evaluation of Humanitarian Response Programme	Programme Evaluation	Asia and the Pacific	Bangladesh	2023	Very Good	To increase social cohesion between the Rohingya and host communities, consider engaging a local WLO...		This recommendation is accepted, with, however, the note that Ain o Salish Kendra (ASK), Bangladesh Nari Progati Sangha (BNPS) and Research, Training and Management (RTMI), which are national NGOs, are all already supporting women leaders in the camps.	Accepted	Not applicable	Humanitarian action	Alignment with strategy, Capacity development, Promoting inclusiveness/Leaving no one behind, Knowledge management	Effectiveness
Thematic Evaluation of Humanitarian Response Programme	Programme Evaluation	Asia and the Pacific	Bangladesh	2023	Very Good	Deepen engagement with the government at both the national and local levels, to ensure knowledge and...		This recommendation is accepted. UN Women has already initiated knowledge and learning sharing with Department of Women Affairs (DWA) under Ministry of Women and Children Affairs (MoWCA) through the national GiHA WG (chaired by DWA and co-chaired by UN Women). UN Women Cox’s Bazar Sub-Office are also engaging with the District Women Affairs Office to work more in collaboration in Cox’s Bazar.	Accepted	Not applicable	Humanitarian action	Alignment with strategy, Oversight/governance, Capacity development, Promoting inclusiveness/Leaving no one behind, Evidence, Data and statistics	Effectiveness, Relevance, Sustainability
Thematic Evaluation of Humanitarian Response Programme	Programme Evaluation	Asia and the Pacific	Bangladesh	2023	Very Good	Invest in harmonized M&E systems with regards to joint monitoring of GiHA commitments across the res...		This recommendation is accepted.	Accepted	Not applicable	Humanitarian action	Alignment with strategy, Promoting inclusiveness/Leaving no one behind, Knowledge management, Internal coordination and communication	Relevance
Thematic Evaluation of Humanitarian Response Programme	Programme Evaluation	Asia and the Pacific	Bangladesh	2023	Very Good	Ensure that lessons and good practices learned during the humanitarian response in Cox’s Bazar feed ...		This recommendation is accepted. Lessons and good practices learned during the humanitarian response in Cox’s Bazar feed into the organization-wide crisis response strategy, policy, tools, and procedures.	Accepted	Not applicable	Humanitarian action	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management, Evidence, Data and statistics	Not applicable
EVALUATION OF THE GRB/WPS JOINT PROJECT	Programme Evaluation	West and Central Africa	Liberia	2022	Not Rated	1.1 UN Women, OHCHR and the donor (PBF) should conduct a vulnerable and marginalized group assessmen...		UN Women and PBF secretariat agreed to conduct the vulnerability assessment on the upcoming decentralization project 2023	Accepted	Not applicable	Not applicable	National ownership	Gender equality
EVALUATION OF THE GRB/WPS JOINT PROJECT	Programme Evaluation	West and Central Africa	Liberia	2022	Not Rated	2.1 The PBF should ensure that each project funded has a clear communication strategy and plan in pl...		2.1 Ensure joint projects use the joint communication strategy and plan accordingly 2.2 Strengthen partner and UN Women staff capacity on RBM	Accepted	Not applicable	Not applicable	National ownership	Gender equality
EVALUATION OF THE GRB/WPS JOINT PROJECT	Programme Evaluation	West and Central Africa	Liberia	2022	Not Rated	RECOMMENDATION 3		3.1 Provide further support for the implementation of the innovative financing strategy and plan that was validated in 2021 by the Government of Liberia. Further support the capacity of government representatives and CSOs in other counties and communities on GRB/innovative financing and WPS/human-rights based approach. Detailed recommendations on innovative financing and GRB are listed below in the recommendations section of this report. 3.2 Ensure that all WPS materials produced are accessible to all people with disabilities in the 15 counties and communities. Further disseminate the NAP WPS in the counties and districts to ensure understanding and accountability at district and community levels.	Accepted	Not applicable	Not applicable	National ownership	Gender equality
EVALUATION OF THE GRB/WPS JOINT PROJECT	Programme Evaluation	West and Central Africa	Liberia	2022	Not Rated	4.1 In future interventions on WPS in the communities, the Peace Hut movement should be involved as ...		4.1 THE PEACE HUTS UNDER THE NEW DECENTRALIZATION PROJECT ARE GOING TO BE AN IMPLEMENTING PARTNER 4.2 NON-PEACE HUT COMMUNITIES WILL BE ASSESSED DURING THE VULNERABILITY ASSESSMENT AND SUPPORT WILL BE PROVIDED	Accepted	Not applicable	Not applicable	National ownership	Gender equality
Final evaluation of UN Joint programme Catalyzing Municipal Social Protection	Programme Evaluation	Europe and Central Asia	Albania	2022	Not Rated	The IMSPSD/PUNOs should develop/ agree with its programme implementing partners an exit strategy fo...		UN agencies will further strengthen partnership with the GoA in addressing issues of social inclusion, social protection and the needs of the most vulnerable or marginalized groups in Albania, including Roma, persons with disabilities, vulnerable children, older persons, vulnerable women, women survivors and at risk of gender-based violence, single head of households, refugees, migrants etc. Documents and best practices established will be collected together with main results achieved and will be disseminated through an effective communication strategy to encourage learning and information sharing and knowledge transfer for the respective partners at local and central level.	Accepted	Governance and planning (SPs before 2018)	Partnership	National ownership	Sustainability
Final evaluation of UN Joint programme Catalyzing Municipal Social Protection	Programme Evaluation	Europe and Central Asia	Albania	2022	Not Rated	The IMSPSD/PUNOs should also develop/agree with the University of Tirana/ Department of Social Work ...		UN will organize a workshop and will partner with University of Tirana, Department of Social Work to addressing social integration of vulnerable women and girls in curricula and services.	Accepted	Governance and planning (SPs before 2018)	Partnership	Capacity development, National ownership, Knowledge management	Effectiveness, Relevance, Sustainability
Final evaluation of UN Joint programme Catalyzing Municipal Social Protection	Programme Evaluation	Europe and Central Asia	Albania	2022	Not Rated	The IMSPSD should capture, document, and disseminate the main lessons learnt on integrated social ca...		In their continued efforts to support Ministry of Health and Social Protection, PUNOs will capture, document, and disseminate the main lessons learnt on integrated social care services models piloted for different vulnerable groups at national and regional level, and will continue efforts to generate governmental and donor support for their further scaling up	Accepted	Governance and planning (SPs before 2018)	Partnership	Promoting inclusiveness/Leaving no one behind, Knowledge management, Resource mobilization	Effectiveness, Sustainability, Impact, Human Rights
Final evaluation of UN Joint programme Catalyzing Municipal Social Protection	Programme Evaluation	Europe and Central Asia	Albania	2022	Not Rated	The IMSPSD should also review/ agree with UNJP “Leave No One Behind” how the results and good practi...		The recommendation is in line with LNB’s ongoing work and annual plan. MHSP has requested LNB to provide technical support to LGUs to develop Social Care Plans. While 36 LGUs have developed their social care plans with LNB’s support, it is planned to extend LNB’s assistance to 10 LGUs to review and update and engender Social Care Plans. LNB’s assistance is in synergy with similar interventions implemented by UN Agencies and other donors, and, as a result, to date all LGUs (61) have endorsed their social care plans. In addition to support for the review of social care plans, LNB capacitates LGUs to implement them including development of related budget briefs with a view to facilitate the budget planning for social care services from government at central and local level helping to push forward the change agenda with the focus on support to the most vulnerable and promote sustainability of capacities and resources.	Accepted	Governance and planning (SPs before 2018)	Organizational efficiency	Promoting inclusiveness/Leaving no one behind, Knowledge management, Internal coordination and communication	Effectiveness, Efficiency, Sustainability, Impact
Final evaluation of UN Joint programme Catalyzing Municipal Social Protection	Programme Evaluation	Europe and Central Asia	Albania	2022	Not Rated	The IMSPSD should closely coordinate with UNJP “Support to SDG Financing” to advance the public dial...		This recommendation contributes to consolidating and sustaining the newly established financing mechanisms for social inclusion and social care services. UN is committed to support the relevant public institutions to assess the functionality, efficiency, and effectiveness of the current financing systems versus needs at local level and capitalize on the findings for future actions. In addition, the work on Integrated National Financing Framework that is being conducted under the UNJP “Support to SDG Financing” will explore further options for financing sustainable development, including social protection, in Albania. To build a consensus on the priority actions in social protection and financing strategy, UN plans to conduct a series of National Forum based on the key outputs produced by both UNJP IMSPSD and UNJP Support to SDG Financing.	Accepted	Governance and planning (SPs before 2018)	Organizational efficiency	Promoting inclusiveness/Leaving no one behind, Advocacy, Internal coordination and communication	Effectiveness, Efficiency, Sustainability, Impact
Final evaluation of UN Joint programme Catalyzing Municipal Social Protection	Programme Evaluation	Europe and Central Asia	Albania	2022	Not Rated	Policy development support to MHSP on: (1) Further strengthening the link and the intersectoral coop...		Despite progress in improving the legal and policy framework on integrated social protection framework, building capacities at local level to implement it and incremental resourcing of the Social Fund and social service spending in the last two years, there is still a long way to go to provide adequate funding for integrated social service in Albania. This needs further advocacy to push it higher in the ranking of the development priorities of the central and local government backed up with evidence-based knowledge on vulnerable groups’ situation, on availability and access to social services as well as further advancing the public dialogue on fiscal policy options to produce concrete recommendations for its financing. PUNOs should continue to support the roll-out of the social protection and social inclusion policy and legal framework at the municipal (local) level, with main focus or components on: 1) strengthening the linkage and intersection of health and social care; 2) scaling-up the integrated health and social care model and gradually expanding it with the employment component; 3) national capacity building strategy on implementation of the Law on Social Care Services; 4) further development of the Social Fund to promote/ expand/ scale up social care services targeted to vulnerable groups.	Accepted	Governance and planning (SPs before 2018)	Normative Support, Operational activities	Alignment with strategy, Capacity development, National ownership, Resource mobilization	Effectiveness, Efficiency, Sustainability, Impact
Final evaluation of UN Joint programme Catalyzing Municipal Social Protection	Programme Evaluation	Europe and Central Asia	Albania	2022	Not Rated	Organizational and capacity development of LGUs on: (1) Establishing Needs Assessment Referral Units...		Although the relevant legislation requires municipalities to establish a NARU, to date most LGUs have not yet formally set up such a unit. NARUs are essential to the provision of social care under the legislation and to an integrated approach to social care provision. One of the key challenges to providing a fully integrated approach to social care services is the need to have access to shared resources. The Social Fund provides an opportunity to pool resources and to break out of the normal ‘silo’ approach whereby funds allocated to one public agency can only be used by that agency and cannot be pooled with other agencies to achieve a common objective. The structure of funding and the incentives it creates are also important. International practice indicates that funding should support providers to work collaboratively by avoiding any perverse effects of activity-based payments; promote joint responsibility for the prudent management of financial resources; and encourage the provision of care in the community rather than in institutional settings. All the UN agencies’ pilot projects have been engaged in capacity building both in relation to substance (e.g. skills in assessing social care needs) and process (how to implement a case management approach, how to apply GRB for costing and budgeting social services for vulnerable women and girls). It is necessary to have a more structured approach to capacity building, under the oversight of MHSP, involving key agencies such as the Faculty of Social Science (University of Tirana) and the Order of Social Workers and also an agency which can support implementation of capacity building (such as State Social Services).	Accepted	Governance and planning (SPs before 2018)	Partnership, Operational activities, Organizational efficiency	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind	Effectiveness, Sustainability, Impact, Human Rights, Gender equality
Final evaluation of UN Joint programme Catalyzing Municipal Social Protection	Programme Evaluation	Europe and Central Asia	Albania	2022	Not Rated	Advocacy and empowerment of vulnerable groups and their CSOs: Further support should be given to str...		The improvement of the social protection system can be supported by interventions at different levels, including through the involvement of CSOs. CSOs at the local level can represent the interests of different vulnerable and marginalized groups, via advocacy, participatory budgeting/lobbying, and awareness raising actions.	Accepted	Governance and planning (SPs before 2018)	Partnership, Operational activities	National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Impact, Human Rights, Gender equality
Final evaluation of UN Joint programme Catalyzing Municipal Social Protection	Programme Evaluation	Europe and Central Asia	Albania	2022	Not Rated	The UNCT and PUNOs should continue to advance their policy dialogue and advocacy engagement with nat...		The main focus of the UNJP IMSPSD has been on the services provided by the LGUs with more limited co-operation with other public agencies. In order to achieve a fully integrated approach a more structural approach to the inter-agency co-operation is required. However, at the current stage of development of social care in Albania, it would appear that the first priory should be to on municipalities developing comprehensive services with a more fully integrated approach (involving, for example, the health sector) being seen as a second stage of development. Also, one of the advantages of a pilot approach is to learn what works best (and what does not work as well). The municipalities could benefit from organizing joint training sessions in which representatives of the different municipalities are brought together to exchange their experiences and challenges with, for example, staffing and the experiences of providing integrated services.	Accepted	Governance and planning (SPs before 2018)	Partnership, Normative Support	Advocacy	Effectiveness, Sustainability, Impact
Mid-term evaluation of UN JP “Leave No One Behind” -Phase 2	Programme Evaluation	Europe and Central Asia	Albania	2024	Not Rated	Evaluation recommendation 1. Develop a Comprehensive Sustainability Strategy in Preparation for a ...		Management response: Fully accepted. LNB2 will develop a sustainability strategy to ensure the long-term impact of investments, focusing on scaling successful practices. The programme will continue supporting the partners in adopting the tools, knowledge products, and methodologies that enhance central and local capacity, improve services, and promote transparency, citizen participation and good governance. The activities in the last year of programme implementation will also focus on consolidation of partnerships and integration of project results into national and local policies and practices. Focus will be set on aspects of sustainability financing at the local and national level	Accepted	Not applicable	Not applicable	Not applicable	Sustainability
Mid-term evaluation of UN JP “Leave No One Behind” -Phase 2	Programme Evaluation	Europe and Central Asia	Albania	2024	Not Rated	Evaluation recommendation 2. Strengthen collaboration and build synergies with EU initiatives. To m...		Management response: Fully accepted. The recommendation is highly relevant and important in the context of developments in the EU accession process and in parallel with the elaboration of the new UN Cooperation Framework for Albania 2027-2031, which will be fully aligned to Albania’s reform agenda for EU accession. By fostering closer relations with EU and other international partners' initiatives, LNB can leverage shared resources and expertise to ensure complementarity, avoid duplication and use best practices to achieve more effective and sustainable results. The activities of the LNB program will be aligned with the broader EU accession process and key EU frameworks, such as the EU for Social Policy; EU acquis on gender equality, to ensure that the program supports Albania's progress in meeting its commitments in various areas such as: on gender equality, children’s rights and social protection reforms.	Accepted	Not applicable	Partnership	Not applicable	Coherence
Mid-term evaluation of UN JP “Leave No One Behind” -Phase 2	Programme Evaluation	Europe and Central Asia	Albania	2024	Not Rated	Evaluation recommendation 3. Focus on Unfinished Businesses and Support Left-Behind Municipalities. ...		Management response: Fully accepted. PUNOs acknowledge the critical need for continued support in rural and remote areas to ensure equitable access to social services for vulnerable populations and are fully committed to assisting marginalized communities in developing inclusive social care systems that meet their specific needs. The third phase of the program will prioritize exploring gender-sensitive models of social care and testing innovative solutions to address systemic challenges, with a strong emphasis on expanding the reach, accessibility, and effectiveness of services, particularly in rural and remote areas.	Accepted	Not applicable	Not applicable	Not applicable	Effectiveness
Mid-term evaluation of UN JP “Leave No One Behind” -Phase 2	Programme Evaluation	Europe and Central Asia	Albania	2024	Not Rated	Evaluation recommendation 4. Strengthen the Social Fund to Ensure Financial Sustainability of Social...		Management response: Fully accepted. PUNOs recognize the crucial role of the Social Fund in ensuring the financial sustainability of social care services at the local level. They are committed to support a more equitable and sustainable social care system that fosters the long-term development of municipalities across Albania. This includes advocating for greater transparency in the distribution of the Social Fund and addressing the specific needs of elderly, people with disabilities and marginalized women, children, Roma, Egyptians and rural communities. The LNB will support relevant public institutions in assessing the functionality, efficiency, and effectiveness of current funding systems in relation to local needs and in ensuring that they are gender sensitive. Focus on the support to local social fund are initiated and working simultaneously with the central level is critical. Building further on this work and on lesson learnt and insights will serve as the basis for designing Phase 3 of the LNB program.	Accepted	Not applicable	Not applicable	Not applicable	Sustainability
Mid-term evaluation of UN JP “Leave No One Behind” -Phase 2	Programme Evaluation	Europe and Central Asia	Albania	2024	Not Rated	Evaluation recommendation 5. Strengthen Cross-Sectoral Collaboration for Holistic Support. To provi...		Management response: Fully accepted. The participating UN agencies will support the national partners in strengthening collaboration among sectors such as health, education, social protection and employment. PUNOs commit to further disseminate and expand integrated service delivery models at the local level that link health and social care services, with a particular focus on vulnerable groups such as the elderly, people with disabilities and marginalized women, children, Roma, Egyptians and rural communities. This approach will ensure comprehensive and coordinated support for those most in need.	Accepted	Not applicable	Partnership	Not applicable	Efficiency
Mid-term evaluation of UN JP “Leave No One Behind” -Phase 2	Programme Evaluation	Europe and Central Asia	Albania	2024	Not Rated	Evaluation recommendation 6. Strengthen the Role of NARUs in Social Service Delivery. The LNB2 prog...		Management response: Fully accepted. UNICEF Albania has been advocating with municipalities and MoHSP for the establishment of the NARU through technical support to conceptualize the system. In close cooperation with the Ministry of Health and Social Protection, UNICEF is planning to provide technical assistance to 15 municipalities to support them in establishing these structures, provision of guidance and mentoring and establish a training package that could be used to further scale up the establishment and functioning of these structures as gateways to the provision of integrated social care services Continuing supporting the establishment and functioning of the NARU is both strategic and a key sustainability factor in line with the new NSP strategy, accelerating the integration of three systems/ reforms: cash assistance, disability and social care services at the local level.	Accepted	Not applicable	Not applicable	Not applicable	Effectiveness
Mid-term evaluation of UN JP “Leave No One Behind” -Phase 2	Programme Evaluation	Europe and Central Asia	Albania	2024	Not Rated	Evaluation recommendation 7. PUNOs acknowledge the importance and relevance of continue efforts to p...		Management response: Fully accepted. The PUNOs recognize that the sustainability of social services depends on a well-trained and motivated workforce. The programme will continue to invest in the professionalization of the social services workforce by strengthening training systems and supporting the development of accreditation and qualification frameworks. PUNOs are committed to further developing partnerships with Academia and professional bodies to institutionalize professional development and maintain high standards in the delivery of social services. These efforts will contribute to a more effective and sustainable social care system.	Accepted	Not applicable	Not applicable	Not applicable	Sustainability
Mid-term evaluation of UN JP “Leave No One Behind” -Phase 2	Programme Evaluation	Europe and Central Asia	Albania	2024	Not Rated	Evaluation recommendation 8. Civil society organizations (CSOs) are essential actors in the provisio...		Management response: Fully accepted. The UN PUNOs recognize the critical role of civil society organizations (CSOs) in providing specialized social care services and advocating for vulnerable populations and are committed to supporting the continuation and consolidation of past efforts in this area. Strengthening CSOs' capacity, enhancing their role in service delivery, and ensuring their long-term sustainability are priorities that must be addressed. PUNOs plan to implement this recommendation through targeted training to improve CSOs' ability to manage and deliver services effectively, ensuring sustainable service delivery. Additionally, PUNOs will encourage CSOs to engage communities through constituency building and volunteerism to foster local ownership and participation. Efforts will also focus on formalizing partnerships between municipalities and CSOs through structured contracts, recognizing CSOs as key service providers within the social care system. Furthermore, the programme will advocate for improvements to public procurement law to facilitate the transparent and effective involvement of CSOs in local service delivery.	Accepted	Not applicable	Partnership	Not applicable	Sustainability
Final Evaluation of UNJP on EVAW Phase I (2018-2021)	Programme Evaluation	Europe and Central Asia	Albania	2022	Very Good	Operational recommendation. Strengthen the coordination between implementing UN agencies on: 1) Clea...		In their future programmatic interventions, UN Agencies will leverage existing interagency mechanisms to identify and foster complementarities between programmatic interventions such as the Gender Thematic and Results Group, the UN Sustainable Development Cooperation Framework (CF) Outcome Groups and the UN Country Team meetings. Discussions would, provided by UN Agencies. These discussion forums would also provide for capitalizing on best practices in addressing GBV and foster coordinated approaches by all relevant stakeholders, sharing on a more regular basis lessons learned and developing strategies to ensure sustainability of actions.	Accepted	Ending violence against women (SPs before 2018)	UN Coordination	Internal coordination and communication	Effectiveness, Gender equality
Final Evaluation of UNJP on EVAW Phase I (2018-2021)	Programme Evaluation	Europe and Central Asia	Albania	2022	Very Good	Operational recommendation. Mobilize resources to support the development of clear monitoring tools ...		In the process of developing the future programmatic work of implementing UN Agencies, resources will be provided to contribute to a better monitoring and reporting framework that would be enable to better capture change at the output and outcome level	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Alignment with strategy	Effectiveness, Impact, Gender equality
Final Evaluation of UNJP on EVAW Phase I (2018-2021)	Programme Evaluation	Europe and Central Asia	Albania	2022	Very Good	Programmatic recommendation. Continue working with the Parliament and NHRIs focusing on: 1) New MPs...		UN Agencies will continue to work with Parliament and NHRIs in areas of oversight, advocacy and strengthening the legislative monitoring in the area of EVAW.	Accepted	Ending violence against women (SPs before 2018)	Partnership	Capacity development, National ownership	Effectiveness, Impact, Human Rights, Gender equality
Final Evaluation of UNJP on EVAW Phase I (2018-2021)	Programme Evaluation	Europe and Central Asia	Albania	2022	Very Good	Programmatic recommendation. Foster strategic partnerships with CSOs and empowering them in service ...		In the process of developing the future programmatic work of implementing UN Agencies, resources will be provided to contribute to a better monitoring and reporting framework that would be enable to better capture change at the output and outcome level	Accepted	Ending violence against women (SPs before 2018)	Partnership	Capacity development, National ownership, Advocacy	Effectiveness, Sustainability, Impact, Human Rights, Gender equality
Final Evaluation of UNJP on EVAW Phase I (2018-2021)	Programme Evaluation	Europe and Central Asia	Albania	2022	Very Good	Programmatic recommendation. A more consistent outreach to the population using different channels o...		Recommendation fully accepted. UN Agencies will continue to strengthen their strategic use of different communication channels and will adopt a more strategic outreach strategy to communicate results, with an enhanced focus on reaching out to the most vulnerable communities including women with disabilities. In addition, UN Agencies will continue to work with youth and with the education sectors to maximize the potential of young people as agents of change	Accepted	Ending violence against women (SPs before 2018)	Partnership, Youth engagement, Engaging men and boys	Advocacy	Effectiveness, Relevance, Impact, Gender equality
Final Evaluation of UNJP on EVAW Phase I (2018-2021)	Programme Evaluation	Europe and Central Asia	Albania	2022	Very Good	Programmatic recommendation. A greater focus on geographical coverage and outreach on: 1) Future int...		UN Agencies will build on partnership developed with CSOs to enable better geographical coverage and diversify outreach to the most vulnerable women and girls. The work with CSO would still be implemented in full synergy/alignment with LGUs which remain principle duty bearers for ensuring services in the communities.	Accepted	Ending violence against women (SPs before 2018)	Operational activities, Humanitarian action	Capacity development	Effectiveness, Gender equality
Final Evaluation of UNJP on EVAW Phase I (2018-2021)	Programme Evaluation	Europe and Central Asia	Albania	2022	Very Good	Programmatic recommendation. Capitalize and consolidate the best practices initiated through this UN...		Capitalizing on best practices and boosting champions among service providers has been successfully embraced throughout programme implementation and the UN Agencies will continue to do so in future programmatic work.	Accepted	Ending violence against women (SPs before 2018)	Not applicable	Knowledge management	Effectiveness, Sustainability, Gender equality
Final Evaluation of UNJP on EVAW Phase I (2018-2021)	Programme Evaluation	Europe and Central Asia	Albania	2022	Very Good	Programmatic intervention. Future interventions should explicitly include strategies targeting disad...		Applying the principle of intersectionality and Leaving No One Behind, UN Agencies will continue to foster partnership with CSOs that represent disadvantaged communities, minority groups with a focus on the ones living in remote areas	Accepted	Ending violence against women (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind	Impact, Human Rights, Gender equality
Final Evaluation of UNJP on EVAW Phase I (2018-2021)	Programme Evaluation	Europe and Central Asia	Albania	2022	Very Good	Programmatic intervention. Future capacity building actions need to integrate clear strategies for i...		UN Agencies will continue to consolidate the established partnership with leading public education institutions and other duty bearers to develop certified trainings of public officials	Accepted	Ending violence against women (SPs before 2018)	Operational activities	Capacity development, National ownership	Effectiveness, Sustainability, Gender equality
Final Evaluation of UNJP on EVAW Phase I (2018-2021)	Programme Evaluation	Europe and Central Asia	Albania	2022	Very Good	Programmatic intervention. Consider integrating capacity development to support local stakeholders a...		UN Agencies will continue to support to the municipalities, consolidate mentoring and diversify thematic multi sectorial trainings with CRM members	Partially Accepted	Ending violence against women (SPs before 2018)	Operational activities	Capacity development	Effectiveness, Gender equality
Final Evaluation of UNJP on EVAW Phase I (2018-2021)	Programme Evaluation	Europe and Central Asia	Albania	2022	Very Good	Programmatic intervention. Focusing on media. Local journalists are not likely to be included in tra...		UN agencies have already begun to work with the media in the context of existing programmatic intervention and will continue to do so, strengthening further their outreach to the media and women journalist in particular and increase their capacities to act as change agents. In addition, UN agencies will work closely with the Albanian media Authority to ensure that the broadcasting code is gender responsive.	Partially Accepted	Ending violence against women (SPs before 2018)	Partnership	Capacity development	Impact, Gender equality
Final Evaluation of UNJP on EVAW Phase I (2018-2021)	Programme Evaluation	Europe and Central Asia	Albania	2022	Very Good	Programmatic intervention. Gender indicators and data collection by different key institutions remai...		UN Agencies will continue efforts to consolidate the support to strengthen gender disaggregated data using existing systems and support in complimenting these data for informed policy and decision-making processes.	Accepted	Ending violence against women (SPs before 2018)	Operational activities	Evidence, Data and statistics	Efficiency, Gender equality
Final Evaluation of UNJP on EVAW Phase I (2018-2021)	Programme Evaluation	Europe and Central Asia	Albania	2022	Very Good	Programmatic intervention. Further technical support is needed for the management of social services...		UN Agencies will continue to consolidate work with and support to the public and non-public social care providers across municipalities	Accepted	Ending violence against women (SPs before 2018)	Operational activities	Capacity development, National ownership	Efficiency, Gender equality
Final Evaluation of UNJP on EVAW Phase I (2018-2021)	Programme Evaluation	Europe and Central Asia	Albania	2022	Very Good	Programmatic intervention. UN agencies need to engage and possibly take the lead in facilitating a s...		UN Agencies will approach exit strategy through encouraging ownership of responsible public institutions in creating strong base for medium- and long-term sustainability of interventions and by fostering stronger coordination with the EU Delegation in the country. However, based on the current country context, UN Agencies do not believe that a discussion around the development of an exit strategy is timely considering the multiple areas of support that have been requested by the Ministry of Health and Social Protection, including in the area of EVAW, to the international community including the UN Agencies implementing this Joint Programme. In addition, as highlighted in several reviews including the CEDAW Concluding Observations in 2016, the capacities of the national gender machinery remain limited from both financial and human resources perspective, which would hamper full ownership and handover of responsibilities to the national partners	Partially Accepted	Ending violence against women (SPs before 2018)	Partnership	National ownership	Sustainability, Gender equality
Final Evaluation of UNJP on EVAW Phase I (2018-2021)	Programme Evaluation	Europe and Central Asia	Albania	2022	Very Good	Programmatic intervention. Addressing of all forms of violence beyond domestic violence. Review the ...		UN Agencies will focus their support to address in a holistic and comprehensive manner all forms of violence against women and girls in Albania, benefiting from the accumulated experience with the support provided in the DV area.	Accepted	Ending violence against women (SPs before 2018)	Normative Support, Operational activities	Oversight/governance	Relevance, Human Rights, Gender equality
GREAT Project final evaluation	Programme Evaluation	Europe and Central Asia	Albania	2025	Not Rated	Continue advocacy for gender sensitive policy at national and local levels and strengthen Government...	Continue advocacy for gender sensitive policy at national and local levels and strengthen Government engagement.	UN Women Albania endorses this recommendation and recognizes the importance of sustained advocacy to ensure that gender-sensitive policies remain a national and local priority beyond the lifecycle of individual projects. The final evaluation of the GREAT Project confirms that meaningful progress has been made in advancing gender-responsive policy reform and institutional capacity-building. However, it also underscores the need for deeper and more consistent government engagement to secure long-term sustainability and systemic change. UN Women Albania will continue to engage with civil society organizations, women’s networks, and grassroots actors to amplify advocacy efforts and ensure that policy reforms are informed by the lived experiences of rural women. UN Women’s multi-level approach—linking legal reform, policy advocacy, institutional capacity-building, and community engagement—will help bridge the gap between policy and practice and reinforce government ownership of gender equality commitments.	Accepted	Not applicable	Normative Support	Advocacy	Effectiveness, Impact
GREAT Project final evaluation	Programme Evaluation	Europe and Central Asia	Albania	2025	Not Rated	Advocate for more sustainable financial support and mechanisms.	Advocate for more sustainable financial support and mechanisms.	UN Women Albania fully supports this recommendation and recognizes that the sustainability of women’s economic empowerment (WEE) initiatives depends on continued institutional and financial support. The evaluation clearly highlights that while the GREAT Project successfully influenced local governance and policy discussions, financial autonomy at the municipal level remains a challenge. The reliance on external donor funding underscores the urgency of establishing long-term financial mechanisms, including grant opportunities and private-public partnerships to maintain momentum beyond the project cycle.	Accepted	Not applicable	Not applicable	Advocacy	Effectiveness, Sustainability
GREAT Project final evaluation	Programme Evaluation	Europe and Central Asia	Albania	2025	Not Rated	Foster private sector engagement and support access to market opportunities	Foster private sector engagement and support access to market opportunities	UN Women Albania fully supports this recommendation and recognizes the importance of private sector engagement in ensuring the sustainability and scalability of women-led economic initiatives. Strong commercialization pathways and market integration remain key enablers to long-term impact of our women economic empowerment initiatives. UN Women Albania will continue prioritize private sector engagement, implement initiatives that allow rural women to move beyond subsistence and informal activities into viable, income-generating enterprises, support women entrepreneurship and build capacity for the development of commercialization strategies for women-led products.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Not applicable	Effectiveness, Sustainability, Impact
GREAT Project final evaluation	Programme Evaluation	Europe and Central Asia	Albania	2025	Not Rated	Support improvement of digital literacy and financial inclusion of rural women	Support improvement of digital literacy and financial inclusion of rural women	UN Women Albania agrees with this recommendation and recognizes that digital literacy and financial inclusion are foundational to women’s economic empowerment, particularly in rural areas where access to information, services, and markets remains limited. The evaluation of the GREAT Project highlights that while women gained valuable skills and experience through project-supported initiatives, their ability to independently navigate digital platforms and financial systems remains uneven, limiting their potential for growth and sustainability. UN Women Albania will continue to integrate digital and financial literacy components into its programming, with a focus on rural women.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Innovation and technology	Effectiveness, Sustainability, Impact
GREAT Project final evaluation	Programme Evaluation	Europe and Central Asia	Albania	2025	Not Rated	Focus future work in this area on youth and intergenerational engagement	Focus future work in this area on youth and intergenerational engagement	UN Women Albania fully supports this recommendation and acknowledges that intergenerational engagement is essential to ensuring the long-term sustainability of women’s economic empowerment in rural areas. Youth participation in rural value chains is crucial, and requires deliberate efforts to engage younger generations, to secure the continuity of women-led initiatives and traditional knowledge.	Accepted	Women economic empowerment (SPs before 2018)	Youth engagement	Not applicable	Sustainability
GREAT Project final evaluation	Programme Evaluation	Europe and Central Asia	Albania	2025	Not Rated	Contribute further to community integration and local buy-in	Contribute further to community integration and local buy-in	UN Women Albania acknowledges that community integration and local ownership are essential for the sustainability of rural women’s economic empowerment initiatives. While women are deeply involved in local value chains, their roles are often informal, under-recognized, and disconnected from decision-making processes. Moreover, collective organization remains weak, and youth engagement is limited, which further undermines long-term sustainability. To address these gaps, UN Women will prioritize community-based approaches that strengthen women’s agency and visibility within their local economies.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	National ownership, Promoting inclusiveness/Leaving no one behind	Effectiveness, Sustainability, Impact
GREAT Project final evaluation	Programme Evaluation	Europe and Central Asia	Albania	2025	Not Rated	Improve coordination between stakeholders and their capacities of gender responsive rural developmen...	UN Women Albania recognizes that effective coordination and capacity-building are essential to advancing gender-responsive rural development policies. UN Women will continue to invest in strengthening institutional capacities at both central and local levels, while also continuing to lead and promote a more effective coordination and coherence for gender equality and gender equality in the frame of women economic empowerment and rural development.	UN Women Albania recognizes that effective coordination and capacity-building are essential to advancing gender-responsive rural development policies. UN Women will continue to invest in strengthening institutional capacities at both central and local levels, while also continuing to lead and promote a more effective coordination and coherence for gender equality and gender equality in the frame of women economic empowerment and rural development.	Accepted	Not applicable	UN Coordination, Partnership	National ownership	Effectiveness, Efficiency
Advancing implementation of UNSCRs on Women Peace and Security	Programme Evaluation	West and Central Africa	Liberia	2022	Not Rated	UN Women, OHCHR and the donor (PBF) should conduct a vulnerable and marginalized group assessment in...			Accepted	Peace and security (SPs before 2018)	Normative Support	Capacity development	Effectiveness
Advancing implementation of UNSCRs on Women Peace and Security	Programme Evaluation	West and Central Africa	Liberia	2022	Not Rated	The PBF should ensure that each project funded has a clear communication strategy and plan in place ...			Accepted	Not applicable	Operational activities	Advocacy	Efficiency
Advancing implementation of UNSCRs on Women Peace and Security	Programme Evaluation	West and Central Africa	Liberia	2022	Not Rated	Provide further support for the implementation of the innovative financing strategy and plan that wa...			Accepted	Women economic empowerment (SPs before 2018)	Normative Support	National ownership	Effectiveness
Advancing implementation of UNSCRs on Women Peace and Security	Programme Evaluation	West and Central Africa	Liberia	2022	Not Rated	In future interventions on WPS in the communities, the Peace Hut movement should be involved as part...			Accepted	Peace and security (SPs before 2018)	Humanitarian action	Capacity development	Effectiveness
Final EVAL "Protéger les droits des migrantes dans la région de Tahoua"	Programme Evaluation	West and Central Africa	Niger	2022	Unsatisfactory	Continuer à organiser des campagnes de sensibilisation dans les communautés pour bannir les stéréoty...		Cette recommandation est partiellement acceptée étant donné que le projet avait pris des dispositions pour mettre en place de comité de suivi d’actions dans les deux communes d’intervention. Ce comité inclut les services techniques déconcentré qui ont entièrement été pleinement impliqués dans la mise en œuvre du projet. Son rôle est de veiller à ce que les activités impulsées par le projet continuent d’être menées par les acteurs locaux (comité villageois, chefferie traditionnelle, les organisations féminines, etc.) ayant reçu la formation adéquate et les services techniques compétents de l’état. Le comité est présidé par le maire de la commune.	Partially Accepted	Ending violence against women (SPs before 2018)	Partnership	National ownership	Effectiveness
Final EVAL "Protéger les droits des migrantes dans la région de Tahoua"	Programme Evaluation	West and Central Africa	Niger	2022	Unsatisfactory	Renforcer le partenariat avec le MPF/PE pour aller vers une convention pour une meilleure intégrati...		ONU Femmes travaille en étroite collaboration avec le Ministère de la promotion de la femme et la protection de l’enfant en tant que Ministère d’ancrage institutionnel. A ce titre, le renforcement des capacités du Ministère est essentiel pour la réussite de sa mission. Ainsi, tous les projets de ONU Femmes contribuent systématiquement à la mise en œuvre de la politique Genre. Aussi, ONU Femmes a des projets directement mis en œuvre par le MPF/PE contribuant à son renforcement de capacité. Il est important de préciser que ce projet a été mis en œuvre avec la contribution et le suivi très rapproché du MPF/PE à travers ses directions départementales qui sont basées au sein des communautés bénéficiaires. Les activités de formation et sensibilisation menées par le projet à travers les directions départementales de la promotion de la femme/protection de l’enfant ont permis à ces dernières de renforcer leur capacité pour atteindre une grande partie des départements. Cette approche nous a prouvé à suffisance que la capacitation du MPF/PE et la signature des conventions spécifiques pourraient aider à améliorer mieux les conditions des femmes et des jeunes.	Accepted	Not applicable	Partnership	Oversight/governance	Effectiveness
Final EVAL "Protéger les droits des migrantes dans la région de Tahoua"	Programme Evaluation	West and Central Africa	Niger	2022	Unsatisfactory	Mettre en œuvre la stratégie de sortie du projet pour une meilleure consolidation des acquis		La stratégie de sortie du projet était bâtie autour du comité de suivi qui a pour mandat de veiller d’abord à la continuité d’activités telles que la sensibilisation via les comités villageois, la chefferie traditionnelle et les services techniques déconcentrés, mais aussi à mieux orienter les futurs intervenants dans la zone à bâtir ou créer une synergie avec les actions du projet.	Accepted	Ending violence against women (SPs before 2018)	Organizational efficiency	Oversight/governance	Effectiveness
Final EVAL "Protéger les droits des migrantes dans la région de Tahoua"	Programme Evaluation	West and Central Africa	Niger	2022	Unsatisfactory	Renforcer les capacités des directions déconcentrées à l’occurrence de la Direction régionale de la ...		ONU Femmes continue de par sa mission de renforcer les capacités des structures du ministère en charge de la promotion des femmes et de la protection de l’enfant. A ce titre, la DRPF/PE de Tahoua, région d’ancrage du projet a bénéficié de renforcement de capacité à travers la création d’un centre holistique de prise en charge et de formation de femmes et filles. D’autres directions ont également bénéficié de ce genre d’appui en renforcement de capacité. ONU femmes pourrait envisager d’élaborer de projet spécifique visant le renforcement des capacités des structures du MPF/PE.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Normative Support	Oversight/governance	Effectiveness
Final Eval "Migration et capacites productives à kantche/zinder"	Programme Evaluation	West and Central Africa	Niger	2022	Fair	Mobiliser le financement d’une deuxième phase du projet, soit sur les ressources financières propres...		Les partenaires administratives, municipales et les bénéficiaires ont à toutes les occasions plaidé pour la poursuite du projet ) travers la mobilisation de financement par ONU Femmes.	Accepted	Not applicable	Partnership	Alignment with strategy	Effectiveness
Final Eval "Migration et capacites productives à kantche/zinder"	Programme Evaluation	West and Central Africa	Niger	2022	Fair	Prévoir, dans l’appui aux médias communautaires partenaires, des moyens roulants de transport pour ...		ONU FEMMES n’appuie pas ce genre d’initiative	Rejected	Not applicable	Not applicable	Not applicable	Not applicable
Final Eval "Migration et capacites productives à kantche/zinder"	Programme Evaluation	West and Central Africa	Niger	2022	Fair	Associer pleinement la mairie, les autorités administratives, les services techniques décentralisés ...		Accepted	Accepted	Not applicable	Partnership	Oversight/governance	Effectiveness
Final Eval "Migration et capacites productives à kantche/zinder"	Programme Evaluation	West and Central Africa	Niger	2022	Fair	Améliorer la qualité de la mise en œuvre des activités en : (i) évitant les retards d’acheminement d...		La création des associations coopératives séparées hommes et femmes, au lieu des groupements mixtes, permet aux plus aux femmes d’avoir une bonne gestion de leurs fonds, parce que dans les groupements mixte les hommes ont tendance à écarter les femmes dans les prises de décisions.	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM	Not applicable	Effectiveness
Final Eval "Migration et capacites productives à kantche/zinder"	Programme Evaluation	West and Central Africa	Niger	2022	Fair	Renforcer les capacités des membres du comité villageois d’information sur la migration (CVIM) pour ...		ONU Femmes continue de par sa mission de renforcer les capacités des structures du ministère en charge de la promotion des femmes et de la protection de l’enfant. A ce titre, la DRPF/PE de Tahoua, région d’ancrage du projet a bénéficié de renforcement de capacité à travers la création d’un centre holistique de prise en charge et de formation de femmes et filles. D’autres directions ont également bénéficié de ce genre d’appui en renforcement de capacité. ONU femmes pourrait envisager d’élaborer de projet spécifique visant le renforcement des capacités des structures du MPF/PE.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	National ownership	Effectiveness
End line evaluation of “Combatting Gender Based Violence” (CGBV) project	Programme Evaluation	Asia and the Pacific	Bangladesh	2023	Very Good	RECOMMENDATIONS 1.1 Continue with a second phase of CGBV using the same holistic and integrated appr...		This recommendation is accepted. Although there is no commitment yet from the development partner for a second phase of CGBV, the recommendation has been incorporated in the project proposal on Ending Sexual and Gender-Based Violence (ESGBV) in public and workplaces submitted to another development partner, and linkages identified with other UN joint projects contributing to gender equality and women’s empowerment.	Accepted	Ending violence against women (SPs before 2018)	Partnership	Capacity development, Advocacy, Resource mobilization	Effectiveness, Relevance, Coherence
End line evaluation of “Combatting Gender Based Violence” (CGBV) project	Programme Evaluation	Asia and the Pacific	Bangladesh	2023	Very Good	RECOMMENDATIONS 1.2 Enhance the effectiveness of the second phase of the CGBV project by narrowing f...		This recommendation is accepted. The community-based approach will be applied to the GBV interventions subject to the non-core fund availability. The key actions under this recommendation have been considered in ongoing initiatives and the project proposals being developed by the EVAW programme unit.	Accepted	Ending violence against women (SPs before 2018)	Engaging men and boys	Advocacy	Effectiveness, Relevance, Coherence
End line evaluation of “Combatting Gender Based Violence” (CGBV) project	Programme Evaluation	Asia and the Pacific	Bangladesh	2023	Very Good	RECOMMENDATIONS 2.1 In the second phase of the CGBV project, address the challenges stemming from i...		This recommendation is accepted. In line with the newly promulgated Planning Monitoring and Reporting (PMR) Policy as well as the updated Selection and Monitoring of Programme Partner Procedures, UN Women Bangladesh will continue to support responsible parties (RPs) for the result-based monitoring and reporting and also facilitate coherent capacity development on a range of cross-cutting programming principles.	Accepted	Ending violence against women (SPs before 2018)	Partnership, Operational activities	Oversight/governance	Efficiency
End line evaluation of “Combatting Gender Based Violence” (CGBV) project	Programme Evaluation	Asia and the Pacific	Bangladesh	2023	Very Good	RECOMMENDATIONS 3.1 Secure longer-term support to replicate and upscale the results of the CGBV pro...		This recommendation is accepted. The proposed project on ESGBV (with the EU) aims to strengthen law and policy formulation and build the institutional capacity for VAW prevention targeting apex bodies of the government institutions.	Accepted	Ending violence against women (SPs before 2018)	Partnership, Operational activities	Oversight/governance, Resource mobilization	Sustainability, Impact
End line evaluation of “Combatting Gender Based Violence” (CGBV) project	Programme Evaluation	Asia and the Pacific	Bangladesh	2023	Very Good	RECOMMENDATIONS 3.2 Ensure the second phase of the CGBV project articulates a sustainability and ex...		This recommendation is accepted and applied to upcoming project proposals.	Accepted	Ending violence against women (SPs before 2018)	Partnership	Oversight/governance, Resource mobilization	Sustainability, Impact
End line evaluation of “Combatting Gender Based Violence” (CGBV) project	Programme Evaluation	Asia and the Pacific	Bangladesh	2023	Very Good	RECOMMENDATIONS 4.1 Strengthen the integration of gender equality and human rights-based approach in...		This recommendation is accepted. UN Women BCO’s Strategic Note (2022-2026) identifies the priority groups, including GBV survivors and persons with disabilities, in line with the Leave No One Behind (LNOB) principles. The proposed project with the EU is designed to target GBV survivors, including women and persons with disabilities. Capacity building of the Organizations of Persons with Disabilities (OPDs) will be built into BCO’s VAW prevention programming in line with the SN and (draft) EVAW Strategy that is aligned with the corporate Gender Equality Accelerator on Prevention and Response to VAW.	Accepted	Ending violence against women (SPs before 2018)	Partnership	Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Women's Leadership, Empowerment, Access, and Protection (LEAP) in Somalia	Programme Evaluation	East and Southern Africa	Somalia	2022	Good	Continue field operation in pilot areas		UN Women Somalia Office will accelerate the resource mobilization efforts, strengthen coordination on LEAP/Humanitarian action.	Accepted	Women economic empowerment (SPs before 2018)	Humanitarian action	Promoting inclusiveness/Leaving no one behind	Gender equality
Women's Leadership, Empowerment, Access, and Protection (LEAP) in Somalia	Programme Evaluation	East and Southern Africa	Somalia	2022	Good	Expand intervention coverage, include PwD, but also include broader segments of female population		UN Women Somalia is a Co-Chair of the UNCF Results Group on 'Gender, Human Rights and Inclusion'. UN Women jointly with UN Partner Organizations will support the National Disability Agency (NDA) in undertaking the 'disabilities mapping'. Depending on the availability of resources will increase the coverage.	Partially Accepted	Global norms and standards (SPs before 2018)	Humanitarian action	Promoting inclusiveness/Leaving no one behind	Human Rights
Women's Leadership, Empowerment, Access, and Protection (LEAP) in Somalia	Programme Evaluation	East and Southern Africa	Somalia	2022	Good	Share LEAP project’s evaluation lessons learned, best practices, conclusions and recommendations wit...		UN Women Somalia Office will disseminate 2 publications and also human interest stories and disseminate among the stakeholders and donors for adoption, advocacy and resource mobilization.	Accepted	Women economic empowerment (SPs before 2018)	Humanitarian action	Resource mobilization	Gender equality
Women's Leadership, Empowerment, Access, and Protection (LEAP) in Somalia	Programme Evaluation	East and Southern Africa	Somalia	2022	Good	Design LEAP field operations package for roll-out by UN Women IPs and other interested partners in S...		UN Women Somalia has initiated the humanitarian/LEAP program in 2021 with the Government of Japan SB support. Within the available resources will make efforts to design or adopt from other countries LEAP field operations package for rollout among UN Women implementing partners.	Partially Accepted	Women economic empowerment (SPs before 2018)	Humanitarian action	Knowledge management	Sustainability
Women's Leadership, Empowerment, Access, and Protection (LEAP) in Somalia	Programme Evaluation	East and Southern Africa	Somalia	2022	Good	Start non-conditional cash transfers and provide free services to vulnerable groups and specific ben...		UN Women is currently a Program Presence Office with no delegation of authority. It will be difficult for the office to start on-conditional cash transfers and provide free services to vulnerable groups. However, UN Women is a member of the HCT and will continue to advocate for inclusion of women and other vulnerable groups in these programs.	Partially Accepted	Not applicable	Humanitarian action	Not applicable	Gender equality
Women's Leadership, Empowerment, Access, and Protection (LEAP) in Somalia	Programme Evaluation	East and Southern Africa	Somalia	2022	Good	Introduce and strengthen mobile money systems and start non-conditional cash transfers, etc. to prov...		UN Women is currently a Program Presence Office with no delegation of authority. It will be difficult for the office to start on-conditional cash transfers and provide free services to vulnerable groups. However, UN Women is a member of the HCT and will continue to advocate for strengthen mobile money systems and start non-conditional cash transfers, etc. to provide seed funding for specific groups and their members.	Partially Accepted	Not applicable	Humanitarian action	Advocacy	Gender equality
Women's Leadership, Empowerment, Access, and Protection (LEAP) in Somalia	Programme Evaluation	East and Southern Africa	Somalia	2022	Good	Engage with religious and community leaders, health workers and teachers		UN Women with support of its implementing partners will engage and advocate with clan elders and health workers in inclusion of women in COVID-19 and health programs.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Humanitarian action	Promoting inclusiveness/Leaving no one behind	Gender equality
Women's Leadership, Empowerment, Access, and Protection (LEAP) in Somalia	Programme Evaluation	East and Southern Africa	Somalia	2022	Good	Simplify administrative procedures, recognize partners’ standards and formats for M&E		UN Women will organize trainings for the implementing partners for mutual understanding on the administrative procedures and will help adopt applicable standards including M&E and reporting formats.	Accepted	Women economic empowerment (SPs before 2018)	Humanitarian action	Not applicable	Efficiency
Women's Leadership, Empowerment, Access, and Protection (LEAP) in Somalia	Programme Evaluation	East and Southern Africa	Somalia	2022	Good	Introduce Complaint and Feedback Mechanism for population		UN Women doesn't have field presence in the location it is implementing the projects such as South West State, Jubaland State and Puntland States. UN Women team during the visits to the field will hold meetings with the project beneficiaries for receiving complaints and feedback if any on the program implementation.	Partially Accepted	Not applicable	Humanitarian action	Oversight/governance	Efficiency
Women's Leadership, Empowerment, Access, and Protection (LEAP) in Somalia	Programme Evaluation	East and Southern Africa	Somalia	2022	Good	Use sensitization tools to trigger social change and challenge negative norms		UN Women will engage expert and renowned organizations with grass-root presence in adoption and application of tools to trigger social change.	Accepted	Not applicable	Humanitarian action	Advocacy	Gender equality
Final Evaluation of the Gender Inequality of Risk (GIR) and Promoting Community Resilience Project in Solomon Islands	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2022	Good	UN Women and UNDRR should continue with efforts to build on the achievements of the Project, particu...	Thematic Area: Disaster Risk Reduction		Accepted	Not applicable	Operational activities, Organizational efficiency	Capacity development, National ownership	Effectiveness
Final Evaluation of the Gender Inequality of Risk (GIR) and Promoting Community Resilience Project in Solomon Islands	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2022	Good	UN Women should build on the achievements highlighted above by making training related to women’s pa...	Thematic Area: Disaster Risk Reduction		Accepted	Not applicable	Operational activities, Organizational efficiency	Capacity development, National ownership	Relevance
Final Evaluation of the Gender Inequality of Risk (GIR) and Promoting Community Resilience Project in Solomon Islands	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2022	Good	UN Women and UNDRR should continue to work with the SIG and the NDMO to support the development of a...	Thematic Area: Disaster Risk Reduction		Not applicable	Not applicable	Operational activities, Organizational efficiency	Capacity development, National ownership	Sustainability
Final Evaluation of the Gender Inequality of Risk (GIR) and Promoting Community Resilience Project in Solomon Islands	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2022	Good	Future projects should feature more consultation with local stakeholders during the design phase and...	Thematic Area: Disaster Risk Reduction		Accepted	Not applicable	Operational activities, Organizational efficiency	Capacity development, National ownership	Effectiveness, Human Rights
Final evaluation of the Regional Programme “Ending violence against women in the Western Balkans and Turkey: Implementing norms, changing minds” Phase II.	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2023	Very Good	The Evaluation Team (ET) recommends that UN Women continue technical assistance, including capacity-...		UN-Women accepts and is already implementing this recommendation. UN Women will continue to provide technical assistance and capacity development of national institutions and state and non-state service providers, including CSOs, in a wide range of areas, such as the provision of services, data collection, analysis and use, development, and implementation of normative frameworks by tailoring activities to the needs; and also facilitating exchange within countries and across the region through forums and convenings.	Accepted	Ending violence against women (SPs before 2018)	Not applicable	Capacity development	Relevance
Final evaluation of the Regional Programme “Ending violence against women in the Western Balkans and Turkey: Implementing norms, changing minds” Phase II.	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2023	Very Good	UN Women should advocate for sufficient resources to support institutional mechanisms and services a...		UN Women accepts and is already implementing this recommendation. UN Women will continue to provide support to and advocate for governments to unlock financing from different sectors and adjust national budgets using gender-responsive budgeting to source more investments to prevent violence against women. UN Women will also continue calling for flexible funding streams to women’s rights organizations working to end violence against women and girls through Generation Equality and other channels.	Accepted	Ending violence against women (SPs before 2018)	Not applicable	National ownership	Effectiveness, Relevance
Final evaluation of the Regional Programme “Ending violence against women in the Western Balkans and Turkey: Implementing norms, changing minds” Phase II.	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2023	Very Good	The Evaluation Team recommends that UN Women leverage its comparative advantage to support EVAW-rela...		UN-Women accepts and is already implementing this recommendation as the global technical lead on EVAW. UN Women will continue implementing comprehensive approaches to ending VAW in public and private spaces, including through the convening of a wide range of strategic multi-stakeholder partnerships with, inter alia, national and local governments, women’s groups and associations, community leaders, non-governmental organizations (NGOs), the private sector, academia, development partners and the UN, including through joint programming, and at multiple levels.	Accepted	Ending violence against women (SPs before 2018)	Operational activities	Advocacy	Relevance, Coherence
Final evaluation of the Regional Programme “Ending violence against women in the Western Balkans and Turkey: Implementing norms, changing minds” Phase II.	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2023	Very Good	The Evaluation Team recommends that UN Women uphold the "leaving no one behind" principle in all act...		UN Women accepts and is already implementing this recommendation.	Accepted	Ending violence against women (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Final evaluation of the Regional Programme “Ending violence against women in the Western Balkans and Turkey: Implementing norms, changing minds” Phase II.	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2023	Very Good	The Evaluation Team recommends that UN Women support authorities in their efforts to enhance coheren...		UN Women accepts and is already implementing this recommendation.	Accepted	Ending violence against women (SPs before 2018)	Partnership	National ownership	Sustainability
Final evaluation of the Regional Programme “Ending violence against women in the Western Balkans and Turkey: Implementing norms, changing minds” Phase II.	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2023	Very Good	The Evaluation Team recommends continuing with the regional approach and strengthening regional netw...		UN Women accepts and is already implementing this recommendation.	Accepted	Ending violence against women (SPs before 2018)	Partnership	National ownership	Coherence
Final evaluation of the Regional Programme “Ending violence against women in the Western Balkans and Turkey: Implementing norms, changing minds” Phase II.	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2023	Very Good	UN Women at the country level should continue its support for "institutionalization" and strengtheni...		UN Women accepts and is already implementing this recommendation.	Accepted	Ending violence against women (SPs before 2018)	Partnership	National ownership	Sustainability
Final evaluation of the Regional Programme “Ending violence against women in the Western Balkans and Turkey: Implementing norms, changing minds” Phase II.	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2023	Very Good	The ET recommends that UN Women considers utilizing a coherent EVAW framework, with vertical integra...		UN-Women takes note of this recommendation and will revisit strategic frameworks to ensure coherent EVAW framework, with vertical integration of outcomes and interventions, and horizontal integration of activities, and use realistic indicators and targets to ensure a strategic and well-aligned approach to addressing VAW.	Accepted	Ending violence against women (SPs before 2018)	Operational activities, Culture of results/RBM, Organizational efficiency	Oversight/governance	Effectiveness, Efficiency
Final joint evaluation of the “EU 4 Gender Equality” Regional Programme	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2023	Good	In Phase II programme development, the two agencies and the EU should clearly articulate the commit...		UN Women and UNFPA accept the recommendation. The key actions are developed to describe concrete measures to carry out implementation of the recommendation, and most of them refer to the development of the programme’s phase II.	Accepted	Not applicable	UN Coordination	Promoting inclusiveness/Leaving no one behind	Effectiveness, Coherence
Final joint evaluation of the “EU 4 Gender Equality” Regional Programme	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2023	Good	UN Women and UNFPA should reaffirm their commitment to a joint Programme and regional structure, ref...		The recommendation is accepted by UN Women and UNFPA. The key actions stated below, describe concrete measures to carry out the implementation of the recommendation, and most of them refer to the development of programme’s phase II. The concept of shared commitment was strengthened by focusing on a results-based budgeting approach being driven by results and a set of interventions required to achieve it together with the estimated budget. The arrangements for programme’s phase II are made based on the available resources.	Accepted	Not applicable	UN Coordination	Oversight/governance	Coherence
Final joint evaluation of the “EU 4 Gender Equality” Regional Programme	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2023	Good	Programming resources should be reframed to ensure optimal allocation.		UN Women and UNFPA accept the recommendation. The key actions are developed to describe concrete measures to implement the recommendation. The reframing will be done to ensure country readiness to embark on specific interventions, to allocate adequate financial and human resources to achieve expected results and simplify approval processes.	Accepted	Not applicable	UN Coordination, Operational activities, Culture of results/RBM	Oversight/governance	Efficiency
Final joint evaluation of the “EU 4 Gender Equality” Regional Programme	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2023	Good	The agencies and the EU should develop a clear, shared approach to understanding, articulating and ...		UN Women and UNFPA accept the recommendation. The key actions stated below describe concrete measures to be undertaken to implement the recommendation.	Accepted	Not applicable	UN Coordination	Not applicable	Sustainability, Impact
Regional Evaluation of UN Women contribution to Capacity Development in the ECA Region	Regional Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2023	Very Good	"Evaluation Recommendation 1: the ECA Regional Office should contribute to corporate efforts to buil...		UN Women ECARO accepts this recommendation. ECA Region will contribute to the development of a Corporate Guidance Note on Capacity Development to guide work in this area across the region, including sharing good practices and lessons learnt from the region	Accepted	Not applicable	Culture of results/RBM	Capacity development	Relevance, Coherence
Regional Evaluation of UN Women contribution to Capacity Development in the ECA Region	Regional Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2023	Very Good	a) The ECA Regional Office should develop a clearer regional vision for capacity development support...		"The ECARO accepts partially Recommendation 2. The recommendation under a) is accepted. Based on the Corporate Guidance Note on Capacity Development as well as emerging practices across the region, including from Georgia, Ukraine, Moldova, Turkey and Serbia, ECARO will develop a Regional Capacity Development Strategy to support civil society, business entities and grassroots organizations, representing or working with the most vulnerable groups, with concrete action plans and costing as well as the level and format of engagement with these groups The recommendation under b) should be addressed at HQ level, as the Custodian of the UN Women Policy and Procedure on Small Grants and Selection of Progamme Partners (including Grant-making). "	Partially Accepted	Not applicable	Partnership, Culture of results/RBM	Capacity development	Relevance, Sustainability, Human Rights, Gender equality, Coherence
Regional Evaluation of UN Women contribution to Capacity Development in the ECA Region	Regional Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2023	Very Good	"Evaluation Recommendation 3: The ECA Regional Office should take a stronger lead on knowledge disse...		The recommendation is accepted. ECARO will use the existing thematic Community of Practices to systematize exchange of best practices and lessons learned in capacity development as well as well as for shaping and sharing the corporate capacity development policies and approaches. In addition, a bi-annual assessment of capacity development approaches in the region will complement the knowledge dissemination and lessons learned	Accepted	Not applicable	Culture of results/RBM, Organizational efficiency	Capacity development	Effectiveness
Regional Evaluation of UN Women contribution to Capacity Development in the ECA Region	Regional Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2023	Very Good	"Evaluation Recommendation 4: The ECA Regional Office should identify thematic areas of interest for...		The Recommendation is accepted. UN Women ECARO will identify innovative ways to use its current human and financial resources to support internal capacity development initiatives. Development of operational capacity of partners will be included as part of the Regional Capacity Development Strategy. Once HQ adopts a revised set of project document package, that will include a section to articulate the capacity development strategy of the project, a revision of the RPAC orientation package will be made and socialized with Regional and Local PAC members.	Accepted	Not applicable	Partnership	Capacity development	Effectiveness
Joint Evaluation of the Regional Joint Programme on EmPower - Gender equality, climate change and disaster risk reduction	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2022	Good	Building on UN Women-UNEP value added in the nexus of gender equality, climate change, DRR and renew...		UN Women and UNEP accepts the recommendation and has already taken concrete steps in the development of Theory of Change of the next phase of the EmPower Project. The ToC for phase II outlines synergistic approaches to contribute to both environment and gender equality outcomes in advancing gender-responsive climate action. The ToC aligns with and will contribute to the outcomes and outputs outlined in the UNSDCF across the three focused countries of the project. Moreover, the ToC leverages the mandate and expertise of the two agencies to provide targeted and strategic advice to national and regional organizations to support the implementation and monitoring of existing gender-responsive climate, renewable energy, and DRR policies and plans, support COVID-19 recovery, and further mobilize investments to strengthen adaptive capacities of women and other marginalized groups. UN Women and UNEP will continue to build on partnerships established in phase I at the subnational, national, regional and global level, representing stakeholders across governments, CSOs, communities, financial institutions, the private sector and intergovernmental organizations to facilitate transformative change and achieve impact at scale. At the country level, the UN Women and UNEP will continue to engage in UN reform, ensuring results contribute to the cooperation framework and ensuring stronger inter-agency collaboration on gender equality, human rights, climate change, renewable energy and DRR. At the regional level, the agencies will continue to lead and engage in the issue-based coalitions (IBCs) particularly on 1) raising ambition on climate action, 2) building resilience and 3) promoting human rights, gender equality and women’s empowerment. The issue-based coalitions provide opportunities to strengthen partnerships among UN entities aligning work plans and undertaking joint activities and knowledge creation. UN Women and UNEP will also work closely with different UN agencies such as UNESCAP on intergovernmental processes and energy transition; UNDP on climate finance and knowledge sharing and NDC support; FAO on agriculture support; OHCHR on advocacy and knowledge-sharing on human rights and climate change; the United Nations Children’s Fund (UNICEF) on children’s and youth rights in the context of climate change and DRR; and the UNFCCC through support to the Gender Action Plan and greater coordination with gender focal points.	Accepted	Peace and security (SPs before 2018)	Partnership, Climate change	Oversight/governance, National ownership	Effectiveness, Relevance, Impact, Human Rights, Gender equality
Joint Evaluation of the Regional Joint Programme on EmPower - Gender equality, climate change and disaster risk reduction	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2022	Good	Enhance project governance and coordination across regional and country levels and across outputs at...		UN Women and UNEP accepts this recommendation and has designed the second phase of the project in alignment to the UNDG guidelines for Joint Programmes. The governance structure of the project underpins stronger collaboration between the two agencies at the regional and national levels, leveraging pool of technical expertise to support project implementation and monitoring. An initial M&E framework was developed and will ensure the meaningful participation of project stakeholders including women and other marginalized groups and the collection of qualitative and quantitative gender data, including sex age disaggregated data, to measure results and demonstrate accountability. The project has an existing website which currently serves as a knowledge hub and repository of knowledge products developed with the support of the project. Moving forward, the project will continue to maintain the website but will also actively support and build on existing knowledge management hubs and platforms including the Asia-Pacific knowledge management hub led by UNESCAP and the Asia-Pacific UN Development Coordination Office to accelerate knowledge sharing and creation and drive greater commitment for gender responsive and rights-based climate action. UN Women and UNEP are committed to undertake joint resource mobilization to fully achieve joint programme objectives and targets. It will be a continuous strategy throughout project implementation. At the national level, the two agencies will work with the UNRCO to jointly identify opportunities, that contributes to the countries’ UNSDCF.	Accepted	Peace and security (SPs before 2018)	Climate change	Oversight/governance, Knowledge management, Resource mobilization	Relevance, Impact, Human Rights, Gender equality
Joint Evaluation of the Regional Joint Programme on EmPower - Gender equality, climate change and disaster risk reduction	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2022	Good	Review approaches at both regional and national levels, including at community, subnational levels, ...		UN Women and UNEP accepts this recommendation and is committed to ensure that approaches undertaken for the second phase of the project builds on lessons and practices of what has previously worked as well as acknowledgement of the need for more responsive and flexible strategies due to the rapidly shifting socio-economic context in Asia Pacific. The preparation of second phase of the project benefitted from multiple consultations from key stakeholders, analysis from change assessments with women entrepreneurs, and initial results of the final evaluation. The results framework developed clearly illustrates the pathways of change but remains cognizant that development is not linear. The design therefore centers on accountability to women and other marginalized groups and guarantees their meaningful participation and leadership throughout the project cycle. It will also fundamentally ensure that actions are demand driven, locally relevant and nationally/ institutionally owned. Governments and intergovernmental institutions, including ASEAN, ICIMOD, SPREP, SAARC remain as key duty bearers and will be supported by the project. Phase II also shifts its focus towards supporting regional bodies to accelerate gender-responsive implementation of climate-related policies and commitments. With ASEAN, UN Women will advance its work on climate under the ASEAN-UN Women Joint Work Programme 2021-2025. Actions related to climate and DRR will be based on recommendation of the State of Gender Equality and Climate Change in ASEAN report. UNEP will also support the implementation of the roadmap on “Accelerating ASEAN Renewable Energy Deployment through Gender-Responsive Energy Policy” developed in phase I. With ICIMOD, the project will build on recommendations in the State of Gender Equality and Climate Change in South Asia and HKH Report, with the involvement of intergovernmental organizations such as the SAARC and the South Asia Co-operative Environment Programme. In the Pacific, building off UNEP’s ongoing engagement with SPREP, UN Women and UNEP will support the environmental body to implement its gender policy. Moreover, the project will also strengthen engagement with national and regional financial providers, existing private sector actors, impact investor networks, and organizations with a similar mandate to bolster access of women and other marginalized groups to financing for renewable energy-based business. The work aims to amplify the achievements of existing sustainable finance for renewable technology promotes gender equality and climate-resilient livelihoods. As part of its approach to capacity development, the project will apply newly developed tools, methodologies, guidebooks, e-learning courses and evidence for strengthening knowledge and skills of duty-bearers and rights-holders regionally and nationally. The project and its partners will continue to provide dedicated regional technical advice, share resources and expertise, engage in discourses and scale up community-based and country-level practices on gender-responsive and rights-based actions on climate change, renewable energy and DRR.	Accepted	Peace and security (SPs before 2018)	Partnership, Culture of results/RBM, Climate change	Oversight/governance, South-South cooperation	Sustainability, Human Rights, Gender equality
Joint Evaluation of the Regional Joint Programme on EmPower - Gender equality, climate change and disaster risk reduction	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2022	Good	Develop a more targeted and explicit approach to social norms change and identification and engageme...		UN Women and UNEP accepts the recommendation and commits to ensuring transformative change through the operationalization of the Leave No One Behind principle. The project recognizes that pre-existing discriminatory social and gender norms and pervasive gender inequalities increase exposure to risks while undercutting the ability to cope and recover from shocks. Therefore, a key to outcome of phase II is amplifying the voice and agency of women and other marginalised groups and strengthening public awareness on harmful and discriminatory social and gender norms, including key drivers of gender-based violence. Meaningful participation and inclusion of EmPower II will build on networks and platforms already established on gender equality and climate change in countries and the region and lean on UN Women’s mandate and experience and local partners working on GBV, leveraging methodologies on prevention and mitigation from programmes on ending violence against women. The project will support implementation of the forthcoming UN Women publication on implementing the Commission on the Status of Women’s agreed conclusions on gender-based violence and climate change, and advocate for GBV prevention and response measures in national and regional climate action.	Accepted	Peace and security (SPs before 2018)	Climate change	Promoting inclusiveness/Leaving no one behind	Effectiveness, Impact, Human Rights, Gender equality
WOMEN ECONOMIC EMPOWERMENT THEMATIC EVALUATION	Thematic Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2023	Very Good	The UN Women West and Central Africa Regional Office should continue to focus on research and advoca...		Focus on research and advocacy for policy change has been a priority since 2021, and will continue to be so. Increased capacity of the region in the area of gender and economic policy, via 6 new economists/policy specialists, will ensure continuation and sustainability of policy work.	Accepted	Women economic empowerment (SPs before 2018)	Normative Support	Not applicable	Sustainability
WOMEN ECONOMIC EMPOWERMENT THEMATIC EVALUATION	Thematic Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2023	Very Good	The Regional Office should elaborate an explicit WEE typology of countries of the region, based on t...		Management welcomes the recommendation about designing a typology of countries, and proposes to go beyond by developing differentiated WEE offers according to types of countries. As a first step in this direction, UN Women WCA is engaged in an internal process to develop a WEE offer for middle-income countries in the region.	Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Not applicable	Not applicable
WOMEN ECONOMIC EMPOWERMENT THEMATIC EVALUATION	Thematic Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2023	Very Good	The Regional and Country Offices should progressively aim to improve contractual arrangements for th...		The region’s capacity in the area of gender responsive macroeconomic policy is expected to increase substantially as a result of the investment in 5 posts of economists financed by the core unallocated balance funds. This puts WCA as the region with the strongest capacity on gender and economics in UN Women (see action 1.1). __________________________________________________________________________________________________________________ • In relation to the specific knowledge management practices recommended by the evaluation, WCA has already implemented a number of them including compiling an inventory of knowledge products, joining research institutions in priority areas to generate high quality knowledge (e.g. Gender and Green Economy chapter in IMF edited book); and others will be implemented gradually. _________________________________________________________________________________________________________________ • One recommendation that will be prioritized is the one pertaining to the dissemination of knowledge. WCARO has invested heavily in knowledge production for WEE in the last 3 years, but the bottlenecks for becoming a more impactful knowledge hub lie in the dissemination and use of knowledge produced, and in particular, the poor state of UN Women’s Africa website. Revamping the website and improving dissemination of UN Women’s research is a priority for the region’s Senior Management and communications team.	Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Capacity development	Not applicable
WOMEN ECONOMIC EMPOWERMENT THEMATIC EVALUATION	Thematic Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2023	Very Good	In general terms, for sustainability, it is crucial to focus on building the capacity of local organ...		The region will maintain a focus on strengthening capacities of women and government partner institutions to ensure sustainability. We will continue a strong partnerships policy with strategic actors - regional institutions (e.g. RECs, AfDB, etc.), governments, women organizations, and the private sector when relevant, as the best approach to scale up impact and ensure sustainability. The region expects that the ongoing recruitment of a Women’s Political Participation Policy Specialist will contribute to reignite gender-responsive budgeting interventions. Synergies at the country and regional level between the WEE and Governance and Political Participation portfolio will be established when appropriate to leverage GRB as an instrument for gender responsive economic policy reform. The focus of Women in Cross-Border Trade initiatives has shifted from programmatic – partly due to lack of donor resources; to policy/normative and it has taken a central role in advocacy and reform pursued by WCARO in the context of the region’s work on improving women’s access to the opportunities generated by AfCFTA.	Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Not applicable	Sustainability
WOMEN ECONOMIC EMPOWERMENT THEMATIC EVALUATION	Thematic Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2023	Very Good	The WCA Regional and Country Offices should go beyond being nondiscriminatory by ensuring their econ...		We welcome the recommendation and will undertake in the future a more purposeful and stronger application of LNOB principles in WEE programmatic and normative work in the region. At the normative level, development of gender responsive social protection policy will be prioritized. At the programmatic level, increased attention during programme formulation will be paid to key target groups such as persons with disability. The RO is revamping its Regional Project Appraisal Committee (RPAC), the entity tasked to review proposals. RPAC review processes will be based on a checklist that assesses consideration for LNOB among other criteria.	Accepted	Women economic empowerment (SPs before 2018)	Normative Support	Not applicable	Not applicable
“Promoting Resilience, Self-Reliance And Social Cohesion Among Displaced Populations And Host Communities With Focus On Women And Girls In South Sudan and Mali”	Programme Evaluation	East and Southern Africa	South Sudan	2022	Unsatisfactory	All UN Women projects should start with baseline studies, contextual analysis and needs assessments,...		Conduct baseline study covering all thematic areas of UN Women	Accepted	Global norms and standards (SPs before 2018)	Culture of results/RBM	Evidence, Data and statistics	Impact
“Promoting Resilience, Self-Reliance And Social Cohesion Among Displaced Populations And Host Communities With Focus On Women And Girls In South Sudan and Mali”	Programme Evaluation	East and Southern Africa	South Sudan	2022	Unsatisfactory	b. Linking Village Savings and Lending Associations (VSLAs) to micro finance institutions and linkin...		In the new strategic note this has been incorporated and action to operationalize connection of VSLAs to financial institutions for sustainability will be part of the AWPs	Accepted	Women economic empowerment (SPs before 2018)	Humanitarian action	Capacity development, National ownership	Sustainability
“Promoting Resilience, Self-Reliance And Social Cohesion Among Displaced Populations And Host Communities With Focus On Women And Girls In South Sudan and Mali”	Programme Evaluation	East and Southern Africa	South Sudan	2022	Unsatisfactory	The UN Women South Sudan should consider: a. Empowering local leaders to enlighten their communities...		The above recommendations are part of UN Women's work in South Sudan - as detailed in the Strategic Note, and contribute to building local and grassroots capacities to empower women and girls; the CO strategic interventions under WEE focus on functional literacy, numeracy and business management skills, the EVAW interventions also focus on prevention awareness raising on GBV, strengthening referal pathways and enhancing the capacities of police and judicial institutions to be more responsive to GBV cases	Partially Accepted	Global norms and standards (SPs before 2018)	Partnership, Climate change, Engaging men and boys	Capacity development, Promoting inclusiveness/Leaving no one behind, Internal coordination and communication	Gender equality
Prevention of forced migration and trafficking - resilience, ustainable development	Programme Evaluation	West and Central Africa	Nigeria	2022	Very Good	Design a second phase for the Project on Preventing Forced Migration and Trafficking in Women and Gi...		The CO agrees with the evaluator's recommendation that the project could be repackaged for a second phase to consolidate the achievements and successes in the areas of policy reform and awareness-creation (as per report Findings 7 and 8). This is necessary in order to upscale the innovations and practices generated under the project, and bridge the benefit gaps resulting from the lack of interventions to improve the quality of life of VoT in terms of economic empowerment (Findings 17, 18, 29 and 33). The evaluator has further recommended an expansion of the focal states from 2 to about 5 to include states in the South-South, Southwest and Northcentral where the menace of irregular migration is endemic. For this purpose, UN Women CO Nigeria embarked on a number of actions for addressing this recommendation by engaging key-stakeholders such as NAPTIP, MDAs and the donor. The CO has drafted and submitted a proposal which builds on report findings 7 and 8, includes Delta State as per analysis of trafficking trends and address the lack of interventions in the previous project in terms of economic empowerment by including an ad hoc component. The proposal has been submitted to the HQ for further action with the funding donor, i.e. the Ministry of Foreign Affairs of Italy. Beyond the analysis and assessment, and the above mentioned proposal, the CO will identify strategic partnerships and develop joint programme with a focus on supporting women’s economic empowerment to overcome the impact of COVID-19, and amplify women voices and leadership in the recovery process as per recommendations.	Accepted	Peace and security (SPs before 2018)	Operational activities	Not applicable	Effectiveness
Prevention of forced migration and trafficking - resilience, ustainable development	Programme Evaluation	West and Central Africa	Nigeria	2022	Very Good	Ensure that resource allocation is consistent with targeted results.		The CO has accepted the recommendation to ensure that resource allocation is consistent with targeted results. In view of the observed imbalance in the allocation of financial resources in the context of output targets at the project document level, the CO ensures that the designers and implementers of a future project will reflect a better allocation of financial resources so that allocated funds are better aligned to the desired results for improved efficiency as per finding 13 of the evaluation report.	Accepted	Peace and security (SPs before 2018)	Operational activities	Not applicable	Effectiveness
Prevention of forced migration and trafficking - resilience, ustainable development	Programme Evaluation	West and Central Africa	Nigeria	2022	Very Good	Expand the pool of stakeholder MDAs.		The CO agrees with the recommendation to expand the pool of engaged key MDAs in the future projects. In particular, The Ministries of Education, Culture and Local Government Affairs need to be incorporated into future engagement in view of the need to take the fight to the grassroots level. The Ministry of Education, in particular, should be encouraged to include irregular migration in the Social Studies curriculum at the secondary school level (Finding 16).	Accepted	Peace and security (SPs before 2018)	Operational activities	Not applicable	Effectiveness
Prevention of forced migration and trafficking - resilience, ustainable development	Programme Evaluation	West and Central Africa	Nigeria	2022	Very Good	Expand sensitization outreach to rural areas.		The CO acknowledges the recommendation and has incorporated the recommendation in the submitted proposal for a phase two of the evaluated project. Furthermore the CO, beyond the trafficking thematic area, is in the process of scaling up interventions of women's economic empowerment in the rural areas.	Accepted	Peace and security (SPs before 2018)	Operational activities	Not applicable	Effectiveness
Prevention of forced migration and trafficking - resilience, ustainable development	Programme Evaluation	West and Central Africa	Nigeria	2022	Very Good	Incorporate livelihood-improving initiatives in a future project.		The CO agrees with the recommendation and feels the need to incorporate livelihood interventions in future projects related to human trafficking. The economic situation (with high levels of unemployment and poverty) in Nigeria is a key driver of irregular migration. Furthermore, the CO recognizes that VoT and vulnerable groups should be exposed to entrepreneurship trainings where they will acquire various skills. Provision should be made for starter-packs to enable them to be self-employed and possibly grow into employers of labour in the long-run. Relevant international agencies (IOM, UNODC, FIIAP) can be included as partners in operationalizing the initiatives.	Accepted	Peace and security (SPs before 2018)	Not applicable	Not applicable	Effectiveness
Prevention of forced migration and trafficking - resilience, ustainable development	Programme Evaluation	West and Central Africa	Nigeria	2022	Very Good	Provide finance and infrastructural support for shelter development.		The CO agrees with the recommendation to enhance/support public-private partnerships (PPPs) for shelter development in support of VoT. However, providing infrastructural support for a shelter construction may go beyond its mandate.	Partially Accepted	Peace and security (SPs before 2018)	Not applicable	Not applicable	Effectiveness
Prevention of forced migration and trafficking - resilience, ustainable development	Programme Evaluation	West and Central Africa	Nigeria	2022	Very Good	USE MONITORING INFORMATION IN DECISION-MAKING FOR IMPROVED PERFORMANCE.		The CO agrees to the recommendation to develop and insert in new proposal a quantitative content of the monitoring information and to develop relevant quantitative indicators to be incorporated into the M & E framework	Accepted	Peace and security (SPs before 2018)	Not applicable	Not applicable	Effectiveness
Prevention of forced migration and trafficking - resilience, ustainable development	Programme Evaluation	West and Central Africa	Nigeria	2022	Very Good	USE MONITORING INFORMATION IN DECISION-MAKING FOR IMPROVED PERFORMANCE.		The CO agrees to the recommendation to develop and insert in new proposal a quantitative content of the monitoring information and to develop relevant quantitative indicators to be incorporated into the M & E framework	Accepted	Peace and security (SPs before 2018)	Not applicable	Not applicable	Effectiveness
Prevention of forced migration and trafficking - resilience, ustainable development	Programme Evaluation	West and Central Africa	Nigeria	2022	Very Good	INCORPORATE RISK ASSESSMENT INTO THE PROJECT DESIGN.		The CO agrees to the recommendation to develop and insert in new proposal a detailed risk assessment into the project design which takes in consideration different scenarios especially regarding post-COVID19 realities.	Accepted	Peace and security (SPs before 2018)	Not applicable	Not applicable	Effectiveness
Evaluación de Portafolio de País	Country-level Evaluation	Americas and the Caribbean	Bolivia	2022	Very Good	RECOMENDACIÓN 1. A PARTIR DE LA PREMISA QUE ESTABLECE QUE, CUANDO LOS RECURSOS SON LIMITADOS, NO ES...	Puntos de acción para la consideración de la Oficina: Alinear de manera ágil la próxima visión de ONU Mujeres Bolivia con el Plan Estratégico Organizacional con un enfoque en las áreas de impacto donde la Oficina posee un valor añadido más fuerte (como ser en políticas de cuidados y en particular mediante su enfoque para el análisis de causas subyacentes de desigualdades de género; en materia de participación política de las mujeres; de lucha contra la violencia de las mujeres, en particular en el ámbito institucional y político y con poblaciones más vulnerables, mediante el apoyo institucional normativo y legislativo; la apertura de espacios de diálogo y participación multiactor y multinivel; la articulación y el trabajo cohesionado con las agencias del Sistema de Naciones Unidas; el diseño y la movilización de recursos) y en los resultados sistemáticos con mayor potencial para escalar su impacto. Estimar los recursos necesarios que garanticen la implementación de acciones para alcanzar objetivos mínimos, y considerar para próximas intervenciones a los siguientes grupos vulnerables: i) mujeres y niñas indígenas y rurales; ii) adultas mayores; iii) mujeres y niñas con discapacidad; iv) afrodescendientes; v) el colectivo LGBTQI+; vi) jóvenes en general y en especial las madres adolescentes en uniones tempranas; vii) mujeres con VIH/SIDA; viii) mujeres en situación de encierro; ix)mujeres y hombres que pertenecen a las minorías y migrantes. Fortalecer en el próximo período programático áreas con alta escalabilidad y utilidad según las consultas realizadas para esta evaluación, por ejemplo: nuevas masculinidades; ley 348 y violencia de género; la promoción de la equidad de género a través del deporte; el acceso financiero de las mujeres; cambio climático con perspectiva de género; y trabajo en datos y estadísticas de género. Incluir en futuros proyectos el análisis de la realidad nacional en términos de las causas de desigualdad de género, así como la interrelación entre esas causas y un análisis de escenarios futuros en la próxima Nota Estratégica.	RESPUESTA 1. La Nota Estratégica de ONU Mujeres 2023 - 2027 determina concentrar los esfuerzos y recursos disponibles en territorios y con población priorizada para avanzar en la consecución de un mayor impacto de la oficina país, considerando los siguientes aspectos: Focalización geográfica. Será prioritario focalizar acciones conjuntas en aquellos territorios donde las tres áreas programáticas confluyen. Estos lugares fueron definidos en base a criterios de: necesidades identificadas a las que ONU Mujeres puede contribuir en su resolución; continuidad y sostenibilidad de acciones; potencial de replicabilidad, escalabilidad o utilidad. Asimismo, los municipios y departamentos han sido determinados también considerando criterios de oportunidad y voluntad política de los actores institucionales locales. El equipo país elaboró un mapeo territorial como guía para considerar criterios relevantes para la planeación, diseño e implementación de programas y proyectos. "No dejar a nadie atrás". La adopción de esta visión permitirá la priorización de las poblaciones con las que la Oficina País trabajará, con base en el enfoque de interseccionalidad como categoría de análisis y de acción para construir igualdad de género sin dejar a ninguna mujer atrás. En ese marco y con base a la evidencia recogida en el Country Common Analysis - CCA y el Perfil País de Igualdad de Género, la Nota Estratégica 2023 - 2027 ha priorizado a las mujeres jóvenes, mujeres indígenas, afrodescendientes y provenientes del área rural. Estrategia de Movilización de Recursos en el marco de la Nota Estratégica 2023 - 2027, se plantea la intención de la Oficina País de expandirse hacia una oficina de capacidad mediana, asegurando los recursos para los próximos cinco (5) años. Para ello se ha previsto incrementar la financiación de los programas nacionales de ONU Mujeres optimizando el acceso a las fuentes de fondos tradicionales; al mismo tiempo, se trabajará para diversificar al máximo la base de donantes recurriendo a fuentes de financiación no tradicionales y/o innovadoras. Finalmente, se fortalecerán las herramientas y mecanismos para visibilizar el impacto del trabajo de ONU Mujeres en Bolivia frente a donantes y potenciales donantes de fuentes de financiación tradicionales, no tradicionales y/o innovadoras. Buenas prácticas. La Nota Estratégica 2023 - 2027 destaca la continuidad de acciones exitosas que contribuyan a: i) mejorar marcos normativos estratégicos para garantizar los derechos de las mujeres, como por ejemplo, reformas de la Ley N°243 contra el Acoso y Violencia Política y de la Ley N°348 para Garantizar a las Mujeres una Vida Libre de Violencia y sus reglamentos; b) fortalecer la contribución de ONU Mujeres en la generación de datos con perspectiva de género; c) diseñar una estrategia y promover acciones para la inclusión financiera de las mujeres y su autonomía económica; d) contribuir en el fortalecimiento de instituciones clave de la vida democrática intercultural y paritaria, así como de aquellas que promueven la igualdad de género y el empoderamiento de las mujeres. Finalmente, se prevé la inclusión de un enfoque múltiple de integración de acciones periféricas para el abordaje de acciones centrales, éste es el caso del uso del deporte y las artes; así como el trabajo con masculinidades.	Accepted	Not applicable	Culture of results/RBM, Organizational efficiency, Not applicable	Alignment with strategy	Efficiency, Relevance, Impact
Evaluación de Portafolio de País	Country-level Evaluation	Americas and the Caribbean	Bolivia	2022	Very Good	RECOMENDACIÓN 2. FORTALECER Y DIVERSIFICAR LA ARTICULACIÓN CON EL SECTOR GUBERNAMENTAL COMO CON OTR...	Puntos de acción para la consideración de la Oficina: Construir un vínculo estratégico con el Ministerio de Educación a fin de abordar acciones que generen cambios de comportamiento y hábitos, que es adonde se busca llegar luego de la identificación de las causas subyacentes de desigualdad; es decir, abordar el enfoque de equidad de género, valores y principios con la comunidad educativa sensibilizando a directivos y docentes, facilitando herramientas y asistencia especializada para contribuir a un abordaje temprano con niños, niñas y adolescentes y que de manera indirecta también impacte en sus familias; con el Ministerio de Desarrollo Rural y Tierras y el Ministerio de Desarrollo Productivo Plural, a fin de alcanzar a las poblaciones de mujeres rurales e indígenas más marginadas; con los gobiernos subnacionales, a fin de replicar y adaptar las buenas experiencias desarrolladas durante la Nota Estratégica evaluada54; y con otras organizaciones de la sociedad locales con experiencia y trayectoria en el territorio. Ampliar la participación a las organizaciones no gubernamentales en El Grupo Asesor de la Sociedad Civil o generar acciones participativas en temas transversales, para darle más representatividad. Construir alianzas estratégicas y generar conciencia para propiciar los efectos multiplicadores de las acciones, incluso continuar con la colaboración que incluye a jóvenes y periodistas, para respaldar la promoción de la agenda de género y abordar nuevas problemáticas, por ejemplo, el cambio climático y las nuevas masculinidades. Considerar la ampliación de colaboración con el sector académico en espacios de articulación, así como del sector privado, en función de los objetivos estratégicos definidos para la próxima programación de la Oficina.	RESPUESTA 2. La Nota Estratégica 2023 - 2027 define una serie de actores institucionales gubernamentales y de la sociedad civil con los que se fortalecerá la articulación y consolidación de alianzas para ampliar el impacto del accionar de ONU Mujeres en el próximo ciclo. En nivel nacional, en el órgano ejecutivo se ha priorizado el accionar junto a los ministerios y sus dependencias de Presidencia; Gobierno; Relaciones Exteriores; Justicia y Transparencia Institucional; Planificación del Desarrollo; Desarrollo Productivo y Economía Plural; y, Culturas y Turismo. Asimismo, se fortalecerá el trabajo con dependencias técnicas y desconcentradas de los ministerios estratégicos señalados, como son los Viceministerios de Igualdad de Oportunidades; Comunicación; Autonomías; Servicio Estatal de Autonomías; Servicio Plurinacional de la Mujer y de la Despatriarcalización; Autoridad Plurinacional de la Madre Tierra. Por otro lado, se continuará fortaleciendo el trabajo con otras instituciones centrales garantes de derechos, específicamente con la Defensoría del Pueblo y el Órgano Supremo Electoral. En nivel subnacional, se prevé establecer alianzas y marcos de entendimiento con los gobiernos municipales, departamentales e indígena originario campesinos en los territorios priorizados según descrito en la Respuesta 1. Sociedad civil. Para asegurar la participación de la sociedad civil, y cumplir con el mandato de ONU Mujeres, se ha previsto incluir a organizaciones de sociedad civil en las diferentes fases del ciclo programático. La Oficina País ha definido, como prioridad la renovación del grupo asesor integrado por representantes de organizaciones de la sociedad civil (activismo, academia y sector privado) con presencia en los territorios priorizados para el próximo ciclo. El grupo acompañará el diseño de los programas y proyectos en sus distintas etapas. Esto permitirá a ONU Mujeres recoger propuestas, ideas y posibles alertas y riesgos en la planificación y programación de sus acciones, así como, reforzar la apropiación de estas iniciativas en las organizaciones y población local.	Accepted	Governance and planning (SPs before 2018)	Partnership	Alignment with strategy	Effectiveness, Relevance, Impact
Evaluación de Portafolio de País	Country-level Evaluation	Americas and the Caribbean	Bolivia	2022	Very Good	RECOMENDACIÓN 3. MEJORAR LA EFICIENCIA DE LA OFICINA Y EL USO DE LOS MECANISMOS DE GESTIÓN, MEDIANTE...	Puntos de acción para la consideración de la Oficina: En relación con los mecanismos de gestión y a fin de establecer una visión compartida por todos los integrantes de la Oficina, incorporar durante el proceso de reclutamiento de personal una instancia de inducción formal. Considerar la creación de un puesto dedicado al monitoreo, la evaluación, y la gestión de datos; y fortalecer la capacidad interna de la Oficina en gestión basada en resultados para impulsar la coherencia entre áreas temáticas en estas funciones centrales del nuevo Plan Estratégico Global de ONU Mujeres. Facilitar espacios internos de reflexión, además del intercambio con la Oficina Regional, para probar ideas e innovaciones en la metodología de gestión, nuevos productos, etc. a fin de responder a los principales cuellos de botella a nivel operacional y para replicar y escalar innovaciones probadas con evidencias positivas. Con el apoyo de la Oficina Regional, fortalecer los procesos de monitoreo y seguimiento a partir de mecanismos simples de reporte, con soporte tecnológico que faciliten la producción de información periódica. En relación con la gestión programática de la Oficina, fortalecer el enfoque territorial de intervención y considerar la utilización de modelos de gestión más convenientes según la disponibilidad de recursos y la comunidad priorizada, especialmente en las zonas rurales más marginales, así como el enfoque de interculturalidad. Reforzar estrategias para promover el desarrollo de capacidades, especialmente para los gobiernos subnacionales y organizaciones de la sociedad civil.	RESPUESTA 3: La Oficina País incluirá en sus mecanismos de gestión, procesos continuos y regulares de fortalecimiento de capacidades del equipo en temas relativos a la gestión basada en resultados (seguimiento, monitoreo y evaluación) así como sobre los procedimientos operacionales de ONU Mujeres, con apoyo de la Oficina Regional.	Accepted	Governance and planning (SPs before 2018)	Operational activities, Culture of results/RBM	Alignment with strategy, Advocacy, Internal coordination and communication	Effectiveness, Relevance, Impact
Evaluación de Portafolio de País	Country-level Evaluation	Americas and the Caribbean	Bolivia	2022	Very Good	RECOMENDACIÓN 4. FORMALIZAR Y PONER EN PRÁCTICA UNA ESTRATEGIA DE COORDINACIÓN DE ONU MUJERES CON L...	Puntos de acción para la consideración de la Oficina: En el marco del nuevo marco de cooperación de Naciones Unidas en Bolivia, y considerando la etapa de CCA, centrarse en la coordinación estratégica de la promoción de la igualdad de género y el empoderamiento de las mujeres a través de una asociación estratégica con las demás agencias, principalmente en los temas más urgentes dentro el área de la eliminación de violencia contra las mujeres y las niñas (la violencia de género y los femicidios), y otros temas prioritarios a nivel regional como el enfoque de cuidados. Procurar que el sistema otorgue claridad en los mandatos e incumbencias de cada agencia y hacer hincapié en la articulación y la coordinación entre las instituciones, para no duplicar esfuerzos y para potenciar cada una de las acciones que se lleven a cabo. En este sentido, reflexionar sobre la creación de un menú de servicios por parte de la Oficina, y en coordinación con la Oficina de la Coordinadora Residente, a fin de responder ante las brechas de la transversalización del enfoque de género en Naciones Unidas, el cual debe ser acompañado de un diagnóstico de la demanda de las agencias en función del UNCT SWAP y un plan de acción sustentable para operacionalizar y dar respuesta a estas demandas. Facilitar el procedimiento de planificación, monitoreo y reportaje de las contribuciones de cada Grupo de Resultados del próximo Marco de Cooperación de la ONU en Bolivia para obtener resultados que apunten a la igualdad de género.	RESPUESTA 4: En nivel externo, la Nota Estratégica de ONU Mujeres 2023 - 2027 se encuentra alineada con el Nuevo Marco de Complementariedad de las Naciones Unidas en Bolivia 2023 - 2027 (UNSDCF) y a la fecha, se ha logrado incidir en la elaboración de productos específicos ligados con las tres áreas de trabajo de ONU Mujeres. Para asegurar una adecuada implementación del UNSDCF, integralidad y coordinación interagencial, y evitar duplicación de esfuerzos, ONU Mujeres participa en el Equipo País de las Naciones Unidas (UNCT) y formará parte del Equipo de Gestión Programática del UNSDCF. Es importante señalar que con la nueva estructura del UNSDCF se ha logrado crear el Equipo Interagencial de Género. En el marco de cooperación anterior se contaba únicamente con el Grupo de Resultados 4.2 que tenía como objetivo la articulación de las acciones del UNDAF para erradicar la violencia contra las mujeres y para aportar en la igualdad de género. La creación del Equipo Interagencial de género (EdG) posibilita el trabajo articulado de las agencias para la rendición de cuentas conjunta y la corresponsabilidad en la acción por la igualdad de género y el empoderamiento de las mujeres. Este grupo tendrá como uno de sus mecanismos de acción el plan de acción resultante de la aplicación del UN-SWAP Gender Scorecard. En nivel interno, cada gerente de programa asume como titular en el seguimiento a los distintos grupos de resultados garantizando la inclusión de la perspectiva de género en cada una de las acciones establecidas. Finalmente, ONU Mujeres continuará trabajando junto al Equipo ÚNETE, el Equipo de Gerencia de Operaciones (OMT) y el Grupo Interagencial de Comunicación (GIC) para un abordaje integral en sus iniciativas. En este marco, el plan de acción que emana del UNCT SWAP es parte de la planificación del grupo interagencial de género y está siendo liderado por la Oficina de la Coordinadora Residente en colaboración con la Representante de ONU Mujeres. Es en este marco que las acciones están siendo además articuladas con el OMT, el grupo de M&E y el GIC.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	UN Coordination	Alignment with strategy, Oversight/governance	Effectiveness, Impact, Gender equality
Evaluación de Portafolio de País	Country-level Evaluation	Americas and the Caribbean	Bolivia	2022	Very Good	RECOMENDACIÓN 5. A FIN DE POTENCIAR EL POSICIONAMIENTO DE ONU MUJERES EN EL PAÍS Y PROCURAR LA EFIC...	Puntos de acción para la consideración de la Oficina: Ampliar las estrategias comunicacionales para poder difundir iniciativas y resultados de la Oficina, por ejemplo, evaluando otros canales de comunicación complementarios a las actividades en las redes sociales. Generar una mayor continuidad en la comunicación (por ejemplo, más allá de la registrada en fechas específicas), con el objetivo de desarrollar mensajes diseñados para alcanzar las diferentes audiencias, sobre todo a aquellas poblaciones que no acceden al uso de tecnologías de información y comunicación. Reforzar la coordinación de acciones internas para ampliar el impacto de la comunicación y reforzar eficiencias (por ejemplo, no realizar múltiples campañas para cada área programática). Con el apoyo de la Oficina Regional, adoptar un enfoque de gestión del conocimiento que tenga como objetivo racionalizar el vínculo entre las comunicaciones, la gestión de datos y la incidencia. Escalar innovaciones tecnológicas en materia de comunicaciones para multiplicar los beneficios, teniendo en cuenta la brecha digital y las limitaciones de población objetivo.	RESPUESTA 5: La Nota Estratégica 2023 - 2027 contempla el desarrollo e implementación de una estrategia de comunicación que articule los objetivos institucionales, productos de conocimiento elaborados y visibilice el impacto de las acciones impulsadas por ONU Mujeres en pro de un cambio social con perspectiva de género. De esta forma, contribuye al posicionamiento de la Oficina País como institución referente en derechos de las mujeres y fortalece su incidencia en espacios de toma de decisiones.	Accepted	Global norms and standards (SPs before 2018)	Organizational efficiency	Advocacy, Knowledge management, Internal coordination and communication, Innovation and technology	Efficiency, Impact, Gender equality
Evaluación de Portafolio de País	Country-level Evaluation	Americas and the Caribbean	Bolivia	2022	Very Good	RECOMENDACIÓN 6. FORTALECER LA CAPACIDAD DE INCIDENCIA DE LA OFICINA A NIVEL MESO Y MACRO EN LA PRO...	Puntos de acción para la consideración de la Oficina: Fijar un enfoque de incidencia dentro la nueva Nota Estratégica vinculado con el ciclo de la gestión de conocimiento de la Oficina; e incorporar una mirada de incidencia a nivel de proyectos y actividades transversales en articulación con la estrategia de comunicaciones. Establecer canales activos de participación con la opinión pública, alianzas estratégicas con actores clave, como organizaciones de periodistas, organizaciones sociales (sindicatos, juntas vecinales y juntas escolares). Desde una mirada estructural, evaluar la posibilidad de trabajar temas en el ámbito educativo, en conjunto con socios, para abordar el enfoque de cambio de comportamiento y hábitos. Evaluar si se considera oportuno incorporar al Grupo de Jóvenes Voluntarios ONU Bolivia como apoyo para colaborar con la Oficina en acciones de incidencia política desde las redes sociales y a nivel territorial.	RESPUESTA 6. La Nota Estratégica 2023 - 2027 ha incluido la incidencia política como un aspecto central en la toma de decisiones y la programación de sus acciones estratégicas. En ese marco se propone orientar el accionar de la agencia en el próximo ciclo priorizando temas centrales de la agenda pública de las mujeres, como son las actualizaciones y reformas de los marcos normativos que conciernen a la Ley N°243 y Ley N°348; la conformación de un Sistema Nacional de Cuidados; marcos legales electorales que incluyen los principios de paridad y alternancia; ratificación del Convenio N°190 de la OIT con relación a la erradicación de la violencia en el ámbito del trabajo, así como modificar normativas discriminatorias y su alineación con los instrumentos internacionales de derechos humanos ratificados por Bolivia. Para un adecuado abordaje, se fortalecerán alianzas estratégicas con organizaciones de la sociedad civil, con especial énfasis en aquellas conformadas por mujeres, jóvenes y poblaciones indígena originario campesinas, organizaciones de periodistas e instancias académicas. De igual manera, se promoverán iniciativas de incidencia con instancias gubernamentales con competencias en el desarrollo de políticas educativas y comunicacionales a nivel nacional y subnacional para la promoción en el cambio de comportamientos, imaginarios sociales y patrones socioculturales de la sociedad alineadas a la estrategia comunicacional para una vida libre de violencia.	Accepted	Governance and planning (SPs before 2018)	Partnership, Youth engagement	Advocacy	Efficiency, Relevance, Impact
Women lead and benefit from sustainable and inclusive peace and security in Uganda 2018- 2021	Programme Evaluation	East and Southern Africa	Uganda	2022	Very Good	All implementing partners and stakeholders must be capacitated in integrating Do no harm approach an...	All implementing partners and stakeholders must be capacitated in integrating Do no harm approach and principles in all development interventions and particularly the ones implemented in conflict affected communities/ districts/ regions. Donor must ensure there is do no harm strategy and plan in place at the design phase of funded projects / programmes	To be considered in all successor programs	Accepted	Peace and security (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind	Efficiency
Women lead and benefit from sustainable and inclusive peace and security in Uganda 2018- 2021	Programme Evaluation	East and Southern Africa	Uganda	2022	Very Good	A vulnerable and marginalized group strategy & plan in line with the LNOB principles and do no harm ...	A vulnerable and marginalized group strategy & plan in line with the LNOB principles and do no harm approach must be developed at the early stage of each intervention planned to be implemented in conflict affected communities and areas. Safety related issues often affect active participation of women, men and marginalized groups and limit their involvement in programme activities.	LNoB strategy for the country program is under development to be concluded by 2022.	Partially Accepted	Peace and security (SPs before 2018), Governance and planning (SPs before 2018)	UN Coordination	Promoting inclusiveness/Leaving no one behind	Human Rights
Women lead and benefit from sustainable and inclusive peace and security in Uganda 2018- 2021	Programme Evaluation	East and Southern Africa	Uganda	2022	Very Good	Develop a specific needs assessment of vulnerable groups and war / SGBV victims & survivors living w...	Develop a specific needs assessment of vulnerable groups and war / SGBV victims & survivors living with disabilities in accessing justice in the communities and design an appropriate strategy to adresse the identified needs and priorities. This will contribute to address observed impunity and challenges reported for vulnerable groups in accessing services of the justice.	A gender barrier assessment has been commissioned	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018)	Normative Support	Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Women lead and benefit from sustainable and inclusive peace and security in Uganda 2018- 2021	Programme Evaluation	East and Southern Africa	Uganda	2022	Very Good	Enhance the involvement of UN Women Sub-Offices in implementation of M&E strategy. This will increas...	Enhance the involvement of UN Women Sub-Offices in implementation of M&E strategy. This will increase opportunities to identify and avoid duplication of interventions at community / district level.	District level robust M&E initiatives have been rolled out on an on-going process.	Accepted	Not applicable	Culture of results/RBM	National ownership	Impact
Enhancing gender-responsive security operations and community dialogue	Programme Evaluation	West and Central Africa	Nigeria	2022	Good	There is a need for the project team to adopt a long-term approach in project design for project tar...		The CO agrees with the recommendation to consider adopting a long-term approach in project design for project targeting policy development. It should, however, be noted that the interventions covered by under the project in reference, are designed as integral part of the CO’s Women, Peace and Security Programme, and will be continued beyond the end of the donor funding to this project under the second phase of the same project/donor funding or through resources mobilized for the WPS programme. For instance, under the second phase of the project, the CO will support the implementation and monitoring of the gender policies of AFN, NSCDC and Nigeria Police Force, developed under the first phase. This is planned to be supported for another two years (2022 -2024).	Accepted	Peace and security (SPs before 2018)	Organizational efficiency	Internal coordination and communication	Effectiveness
Enhancing gender-responsive security operations and community dialogue	Programme Evaluation	West and Central Africa	Nigeria	2022	Good	UN Women Programme team should consider continuing to build the capacity of security actors, members...		The CO has accepted the recommendation to consider continuous capacity building for target security sector institutions, CSP, MOT and WLOs, based on capacity gaps and needs, particularly in the areas of enhancing gender responsiveness and the implementation of the provisions of UNSCR 1325, at all levels. Moreover, capacity building is one of the main strategies to be sustained under the SSRP (Phase II).	Accepted	Peace and security (SPs before 2018)	Partnership	Capacity development	Effectiveness
Enhancing gender-responsive security operations and community dialogue	Programme Evaluation	West and Central Africa	Nigeria	2022	Good	UN Women Programme team should consider working towards the adoption of the content of the Standard...		adoption of the content of the Standard Gender Training Manual into the training curricular of all security training institutions in Nigeria. This is considered strategic and sustainable approach towards enhancing gender-responsiveness in security sector institutions.	Accepted	Peace and security (SPs before 2018)	Operational activities	Capacity development	Effectiveness
Enhancing gender-responsive security operations and community dialogue	Programme Evaluation	West and Central Africa	Nigeria	2022	Good	UN women project team should consider formally handing over the CSP, MOT and WLOs to the State Minis...		The recommendation for UN Women to consider handing over the CSP, MOT and WLOs to the State Ministries of Women Affairs to ensure that the platforms remain active in implementing their work plans at the community level is particularly accepted. These are independent community-based and non-governmental structures established to compliment the efforts of government, security agencies and other actors to address security concerns of women and girls in Borno and Yobe states. Moreover, these structures adopted sustainability plans.	Partially Accepted	Peace and security (SPs before 2018)	Culture of results/RBM	Oversight/governance	Effectiveness
Enhancing gender-responsive security operations and community dialogue	Programme Evaluation	West and Central Africa	Nigeria	2022	Good	UN Women Nigeria should consider having another phase of the programme to cover more LGAs and more r...		The CO accepted the recommendation to consider having another phase of the project to cover more LGAs and more right holders in capacity building on gender mainstreaming, advocacy and strategy of engagement of security actors at the community level. The SSRP (Phase II) Is designed to extend to additional LGAs of Borno and Yobe states and states in the North East region.	Accepted	Peace and security (SPs before 2018)	Operational activities	Capacity development	Effectiveness
Enhancing gender-responsive security operations and community dialogue	Programme Evaluation	West and Central Africa	Nigeria	2022	Good	UN Women should consider reforming the created platform with clear definition of roles and also ensu...		The CO accepted the recommendation to consider reforming the created platform with clear definition of roles and also ensures that members are not duplicated across the platforms to enhance the effectiveness of the group. The management and members of the structures were supported by UN Women and PWAN (IP) to work In synergy to avoid duplication of efforts and achieve better outcomes.	Accepted	Peace and security (SPs before 2018)	Organizational efficiency	Oversight/governance	Efficiency
Enhancing gender-responsive security operations and community dialogue	Programme Evaluation	West and Central Africa	Nigeria	2022	Good	UN Women should also consider engaging more stakeholders at the conceptualization and design stage o...		The recommendation to consider engaging more stakeholders at the conceptualization and design stage of projects to harvest stakeholders’ inputs to the project design which is important in getting their buy-in for the project is accepted by UN Women. Stakeholders at national level and target states are engaged in the design of the SSRP (Phase II).	Accepted	Peace and security (SPs before 2018)	Culture of results/RBM	Capacity development	Effectiveness
Enhancing gender-responsive security operations and community dialogue	Programme Evaluation	West and Central Africa	Nigeria	2022	Good	UN Women should consider expanding the membership of the created platforms to incorporate more profe...		The recommendation for UN Women to consider expanding the membership of the created platforms to incorporate more professionals like doctors, nurses and lawyers to support the activities of the group especially on issues relating to SGBV at the community level is accepted. This is being considered in the design of the SSRP (Phase II).	Accepted	Peace and security (SPs before 2018)	Organizational efficiency	Oversight/governance	Efficiency
Final Evaluation Project Creating new avenues of resilience to sustain peace: Kaqchiquel, Q’eqchi’ and mestizo women pathfinders for peace at the center	Programme Evaluation	Americas and the Caribbean	Guatemala	2022	Not Rated	Los altos índices de la violencia basada en género, incluida la que se da en los espacios digitales,...		ONU Mujeres ha hecho incidencia y brinda asesoría técnica especializada al Equipo de País del SNU para fortalecer los esfuerzos interagenciales para la prevención y eliminación de la violencia contra las mujeres. Uno de los resultados de este acompañamiento es que el Marco Estratégico de Cooperación de las Naciones Unidas para Guatemala 2020-2025 bajo el Pilar de Paz, Seguridad y Justicia, incluye un efecto específico para la protección integral y la prevención de la violencia en contra de las mujeres, jóvenes y niñez. ONU Mujeres como agencia líder del Pilar de Paz, Seguridad y Justicia continuará promoviendo acciones de coordinación entre las agencias de Naciones Unidas para el desarrollo de iniciativas conjuntas para el abordaje de la violencia contra las mujeres en el país.	Accepted	Peace and security (SPs before 2018)	Not applicable	Advocacy	Sustainability
Final Evaluation Project Creating new avenues of resilience to sustain peace: Kaqchiquel, Q’eqchi’ and mestizo women pathfinders for peace at the center	Programme Evaluation	Americas and the Caribbean	Guatemala	2022	Not Rated	Continuar visibilizando el vínculo entre las autonomías de las mujeres (sociopolítica y económica) y...		Los proyectos del Área de MPS responden a la agenda global sobre mujer, paz y seguridad. Agenda que vincula las tres autonomías de las mujeres, así como el triple nexo: paz, desarrollo y humanitario. El Proyecto Creando nuevas avenidas se diseñó abordando las tres autonomías de las mujeres desde un enfoque de paz y desarrollo. La implementación de este durante la Pandemia Covid-19, tormentas Eta y Iota conllevó a la adaptación de la intervención desde una mirada del triple nexo a fin de cumplir con los resultados previstos.	Accepted	Peace and security (SPs before 2018)	Not applicable	Alignment with strategy, Not applicable	Effectiveness
Final Evaluation Project Creating new avenues of resilience to sustain peace: Kaqchiquel, Q’eqchi’ and mestizo women pathfinders for peace at the center	Programme Evaluation	Americas and the Caribbean	Guatemala	2022	Not Rated	Para la implementación de Proyectos futuros enfocados en el fortalecimiento de los liderazgos sociop...		Previo a la formulación del Proyecto Creando nuevas avenidas, se llevaron a cabo extensas consultas con organizaciones de mujeres y socios estatales, incluyendo defensoras de derechos humanos, campeonas 1325, mujeres en política, en justicia y seguridad, mujeres en movimientos basados en las artes, de juventud y en incidencia política, feministas, ciberfeministas y mujeres en el sector de nuevas tecnologías y economía quienes posteriormente formaron parte de la Asamblea de Mujeres del Proyecto. (Ver management response R.4) En el caso de las instituciones de Estado, se desarrollaron sesiones de trabajo con autoridades del Ministerio de Trabajo, Organismo Judicial y de la Oficina del Procurador de los Derechos Humanos, así como oficiales e investigadores de alto nivel de la Policía Nacional Civil y su División Especial de Operaciones e Investigación Criminal. Se realizo de manera conjunta análisis criminal georreferenciado de la violencia contra las mujeres, violencia sexual y desapariciones de mujeres para priorizar territorios y actividades.	Accepted	Peace and security (SPs before 2018)	Not applicable	Capacity development, Promoting inclusiveness/Leaving no one behind	Relevance, Sustainability
Final Evaluation Project Creating new avenues of resilience to sustain peace: Kaqchiquel, Q’eqchi’ and mestizo women pathfinders for peace at the center	Programme Evaluation	Americas and the Caribbean	Guatemala	2022	Not Rated	Realizar devolución con las organizaciones y/o comunidades con quienes se hayan hecho consultas o tr...		Una buena práctica de ONU Mujeres, particularmente de los proyectos del Área de MPS es la conformación de la Asamblea de Mujeres; espacio de convergencia y coordinación con y entre las beneficiarias, lideresas y organizaciones expertas en las temáticas de intervención de los proyectos. Este espacio ha contribuido a garantizar que los proyectos sean guiados por las mujeres, respondan a sus necesidades y que ellas participen dentro de la estructura de gobernanza del proyecto, incluyendo los espacios de toma de decisión. A su vez es un espacio de rendición de cuentas y devolución de resultados. El Proyecto Creando nuevas avenidas contó con una Asamblea de Mujeres conformada por 49 representantes de distintas organizaciones de mujeres, incluyendo las beneficiarias. Dado a que el proyecto se implementó en 2020-2021 durante el inicio de la Pandemia Covid-19, los procesos de coordinación y devolución de resultados con la Asamblea fueron adaptados, realizándose esfuerzos para garantizar la participación del mayor número de integrantes de la Asamblea; sin embargo, existieron factores fuera del control del proyecto que continuaron limitando su participación.	Accepted	Peace and security (SPs before 2018)	Partnership	Internal coordination and communication	Sustainability
Final Evaluation Project Creating new avenues of resilience to sustain peace: Kaqchiquel, Q’eqchi’ and mestizo women pathfinders for peace at the center	Programme Evaluation	Americas and the Caribbean	Guatemala	2022	Not Rated	Contar con un equipo de Proyecto conformado por una persona contratada exclusivamente para la coordi...		La estructura de coordinación de ONU Mujeres para el proyecto estaba conformada por una coordinadora que garantizó un enfoque holístico e interagencial orientado a resultados comunes y complementarios entre las tres agencias del SNU en las diferentes etapas del ciclo del proyecto, particularmente en la fase de implementación y monitoreo. Se contó con el apoyo de una experta en gestión basada en resultados y calidad cualitativa de datos, responsable de acompañar a las agencias del SNU y sus socias para garantizar la integralidad y coherencia en la medición de los resultados, incluyendo la calidad de la data producida. Adicional, se establecieron diferentes mecanismos de coordinación interagencial tanto a nivel técnico y político, así como de monitoreo. Se continuará manteniendo como prioridad en el diseño de los proyectos contar con la estructura de coordinación idónea para garantizar la adecuada coordinación interagencial y monitoreo de los mismos.	Partially Accepted	Peace and security (SPs before 2018)	Culture of results/RBM	Capacity development	Relevance
Final Evaluation Project Creating new avenues of resilience to sustain peace: Kaqchiquel, Q’eqchi’ and mestizo women pathfinders for peace at the center	Programme Evaluation	Americas and the Caribbean	Guatemala	2022	Not Rated	Garantizar que los espacios de coordinación integral del Proyecto se reúnan de manera periódica y si...		El Proyecto estableció un mecanismo de gobernanza conformado por un comité técnico interagencial, un grupo de monitoreo, la junta de proyecto conformada por las agencias del SNU, instituciones de Estado y representantes de las mujeres beneficiarias y el comité ejecutivo. Dicha estructura ha sido positivamente valorados en esta y otras experiencias del PBF. Estos espacios de coordinación mantuvieron reuniones periódicas adaptadas a la virtualidad debido a que el proyecto fue implementado en 2020-2021, periodo inicial y más restrictivo de la Pandemia Covid-19. Adicional se estableció la Asamblea de Mujeres. Debido al contexto de la pandemia, el número de reuniones con la Asamblea fue reducido dadas las limitadas condiciones de conectividad y acceso a energía eléctrica en algunas regiones del país, a pesar de haber buscado estrategias para mantener una dinámica constante de reuniones. (Ver también management response R.4)	Accepted	Peace and security (SPs before 2018)	UN Coordination	Internal coordination and communication	Efficiency
Final Evaluation Project Creating new avenues of resilience to sustain peace: Kaqchiquel, Q’eqchi’ and mestizo women pathfinders for peace at the center	Programme Evaluation	Americas and the Caribbean	Guatemala	2022	Not Rated	Asignar un presupuesto del 5 al 7% del Proyecto a las tareas de monitoreo y que éste pueda realizars...		El proyecto contó con la asignación del 5% ($75,000 USD) de su presupuesto (1,500,000 USD) para acciones de monitoreo a nivel central y territorial, incluyendo acompañamiento a socias implementadoras así como el desarrollo de la línea de base y la línea de salida. Adicionalmente, un 2% de los recursos fueron destinados para la realización de evaluación final; es decir, en total se asignó un 7% del presupuesto del proyecto a Monitoreo y Evaluación. A su vez, se contó con un grupo de monitoreo interagencial que se reunía mensualmente y un Sistema de Monitoreo desarrollado por el PBF, sobre el cual se registran los avances programáticos y financieros de la implementación cada tres meses.	Accepted	Peace and security (SPs before 2018)	Culture of results/RBM	Oversight/governance	Efficiency
Women Peace and Security	Programme Evaluation	West and Central Africa	Nigeria	2022	Very Good	There is a need for the programme team to consider the full involvement of key stakeholders, includi...		The CO agrees with the recommendation to intensify efforts and consider the engagement of key stakeholders, including government partners and beneficiaries of the programme at the design of the programme and in the development of the theory of change. The design of the second phase of the Programme engaged stakeholders at both national and state levels to Identify priority issues, define theory of change and enhance local ownership and sustainability. These stakeholders Include Government MDAs, NGOs, Women Mediation Networks and donors. The engagement with stakeholders was consolidated during the Inception phase of the Programme, thus, enhancing local ownership. Moreover, UN Women CO Nigeria is also embarking on national and state-level stakeholder consultations to inform the development of its Strategic Note which is a guiding document for all programmes to be implemented between 2023 and 2027. The CO will extend the practice of ensuring full involvement of relevant stakeholders to the development and Implementation of the thematic programmes/projects going forward.	Accepted	Peace and security (SPs before 2018)	Partnership	National ownership	Effectiveness
Women Peace and Security	Programme Evaluation	West and Central Africa	Nigeria	2022	Very Good	There is a need for future interventions to consider the early implementation of baseline studies an...		The CO has accepted the recommendation for to conduct baseline studies and capacity assessments at the stage of designing the programmes. While the recommendation is considered apt, the lack of funds before donor approval of the program/project document could restrain the CO from undertaking an earlier comprehensive baseline assessment. Therefore, the CO has sometimes used available relevant secondary data at the program design stage and conducted a refined baseline study once program resources are approved by the donor(s), at the beginning of implementation.	Partially Accepted	Peace and security (SPs before 2018)	Culture of results/RBM	Capacity development	Effectiveness
Women Peace and Security	Programme Evaluation	West and Central Africa	Nigeria	2022	Very Good	The UN Women programme team should consider the provision of a capacity- building programme in the a...		During the final phase of the Programme Implementation, UN Women and partners facilitated capacity-building workshops on Resource Mobilization and Project Sustainability for members of the SAP Implementation Committees, Women Mediation Network and HeForShe networks in the target states. This yielded some positive results as some of these structures are getting financial support from Individuals, groups and organizations to implement some activities of their work plans. In any case, based on needs and capacity assessment, UN Women will provide additional capacity-building training and technical support to these partners on project management (RBB approach), reporting and resource mobilization, among others.	Accepted	Peace and security (SPs before 2018)	Partnership	Capacity development	Effectiveness
Women Peace and Security	Programme Evaluation	West and Central Africa	Nigeria	2022	Very Good	There is a need to strengthen the monitoring and evaluation system for the WPS Programme in the futu...		MANAGEMENT RESPONSE The recommendation to strengthen the monitoring and evaluation system for the WPS Programme is accepted by the Country Office. The Programme started in 2019 when there was no specific staff dedicated to monitoring and evaluation in UN Women Nigeria. This led to a gap in the use of the monitoring plan in the collection of data and in the field monitoring of activities. The next phase of the WPS Programme will ensure that these gaps in project monitoring are implemented.	Accepted	Not applicable	Operational activities	Knowledge management	Effectiveness
Women Peace and Security	Programme Evaluation	West and Central Africa	Nigeria	2022	Very Good	Ensure that the implementing partners have an adequate number of staff for programme implementation ...		The recommendation to ensure that implementing partners have adequate number of staff for Programme Implementation at the state level Is accepted. This critical aspect will be considered during review of proposals submitted by potential Implementing partners and the conduct of capacity assessment by UN Women.	Accepted	Not applicable	Partnership	National ownership	Effectiveness
Women Peace and Security	Programme Evaluation	West and Central Africa	Nigeria	2022	Very Good	Consider making financial provisions for the continuous airing of the radio programme for at least o...		The recommendation to consider making financial provisions for the continuous airing of the radio programmes for at least one year after the end of the Programme to sustain Programme activities for a longer time is partially accepted. Financial advance to partners or funds for project activities cannot be effected or utilized after the project end date, as per the agreement with the donor. However, efforts will be made to get support from government, management of local radio stations and private organizations to sustain airing of the WPS radio programmes beyond the life span of the Programme.	Partially Accepted	Not applicable	Operational activities	Oversight/governance	Effectiveness
Women Peace and Security	Programme Evaluation	West and Central Africa	Nigeria	2022	Very Good	Consider making changes to the financial reporting system to ensure that WPS financial reports are g...		The recommendation to consider making changes to the financial reporting system to ensure that the WPS financial reports are generated directly from the UN Women' Country Office rather than at headquarters to ensure the timely availability of project financial reports is rejected. As it is a corporate procedure/decision that HQ should generate financial reports, therefore the CO cannot do otherwise.	Rejected	Not applicable	Operational activities	Not applicable	Effectiveness, Efficiency
Women Peace and Security	Programme Evaluation	West and Central Africa	Nigeria	2022	Very Good	UN Women Nigeria should consider having another phase of the programme to cover more LGAs and have m...		The recommendation for UN Women to consider having another phase of the Programme to cover more LGAs and have more rights holders in capacity building for peace mediation and reconciliation is accepted. To this end, UN Women submitted a proposal to Norway for a second phase of the Programme designed to expand the scope of intervention. The proposal was approved and a 3-year contract agreement for the WPS Programme - Phase II (2022 - 2024) was signed in December 2021. Unlike the first phase that covered only two states (Bauchi and Benue), the second phase covers six states (Bauchi, Benue, Adamawa, Gombe, Kaduna and Plateau).	Accepted	Global norms and standards (SPs before 2018)	Normative Support	Alignment with strategy	Effectiveness
Women Peace and Security	Programme Evaluation	West and Central Africa	Nigeria	2022	Very Good	UN Women should, in upcoming programming, consider developing a coordination mechanism for WPS actor...		The recommendation for UN Women to consider developing a coordination mechanism for WPS actors across the states to synchronize WPS activities in upcoming programming is accepted. Provisions to achieve this was made in the second phase of the WPS Programme, which includes establishing/strengthening coordination mechanisms for the implementation, monitoring and reporting of Nigeria’s NAP and SAPs, at all levels.	Accepted	Peace and security (SPs before 2018)	Operational activities	Alignment with strategy	Effectiveness
Agriculture résiliente au changement climatique pour la réintégration des femmes, la paix et la réconciliation	Programme Evaluation	West and Central Africa	Central African Republic	2022	Very Good	Renforcer et sauvegarder les acquis du projet, en prenant soin de corriger les faiblesses observées ...		Dans le cadre de nouveaux projets en cours de négociation (sous financements BAD et PBF) qui seront exécutés dans la même zone du projet (Lobaye et Ouaka), les acquis de ce projet seront renforcés et sauvegardés pour leurs pérennisations.	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM	Knowledge management	Relevance
Agriculture résiliente au changement climatique pour la réintégration des femmes, la paix et la réconciliation	Programme Evaluation	West and Central Africa	Central African Republic	2022	Very Good	Définir une théorie de changement plus simple et plus engageante, réalisable en fonction des moyens ...		Cette recommandation est considérée et prise en compte dans l’élaboration des nouveaux projets afin de corriger le manquement du passé.	Accepted	Not applicable	Not applicable	Not applicable	Relevance
Agriculture résiliente au changement climatique pour la réintégration des femmes, la paix et la réconciliation	Programme Evaluation	West and Central Africa	Central African Republic	2022	Very Good	Améliorer la gestion axée sur les résultats et le Suivi & Evaluation, en désignant une personne char...		Le processus de recrutement d’un cadre de suivi-évaluation est déjà enclenché. Ce dernier pourra développer le cadre de suivi-évaluation de tous les projets de l’organisation et appuyer les cadres des projets en cours et futurs.	Accepted	Not applicable	Not applicable	Not applicable	Efficiency
Agriculture résiliente au changement climatique pour la réintégration des femmes, la paix et la réconciliation	Programme Evaluation	West and Central Africa	Central African Republic	2022	Very Good	Élargir et renforcer les partenariats, en donnant un rôle plus élargi pour la société civile et les ...		Élargir et renforcer les partenariats, en donnant un rôle plus élargi pour la société civile et les ONG, en travaillant étroitement avec les autres PTF, et en développant la coopération Sud-Sud (CSS) et la Coopération Sud-Sud et Triangulaire (SST) avec les nouveaux PTF et les PTF traditionnels de la RCA, afin de tirer des enseignements des meilleures pratiques dans les pays qui sont passés par des processus similaires, pour les conditions optimales de mise en œuvre des projets et programmes.	Accepted	Not applicable	Operational activities	Advocacy	Effectiveness
Agriculture résiliente au changement climatique pour la réintégration des femmes, la paix et la réconciliation	Programme Evaluation	West and Central Africa	Central African Republic	2022	Very Good	Accélérer le processus d’adoption du Code foncier, en intégrant les grandes lignes de la « Charte lo...		Le plaidoyer auprès des Ministères techniques (Ministère de l’Agriculture et Ministère de la Promotion du Genre) a été entamé lors de la mise en œuvre du projet et se poursuivra afin de les amener à pousser les élus du peuple à adopter le code foncier sensible au genre.	Accepted	Women economic empowerment (SPs before 2018)	Normative Support	Not applicable	Effectiveness
Agriculture résiliente au changement climatique pour la réintégration des femmes, la paix et la réconciliation	Programme Evaluation	West and Central Africa	Central African Republic	2022	Very Good	Instruire les services déconcentrés de l’Etat et les agences techniques nationales, de faire des su...		Le projet a été exécuté en étroite collaboration avec le Gouvernement et les Services déconcentré de l’Etat (Chef de Service de l’Action Sociale, les DR) et les agences techniques nationales (ACDA, ANDE). Les chefs de service de la zone du projet ont été doté des motos pour le suivi des activités et des acquis du projet. Cette action avait été prise en compte pendant la mise en œuvre du projet objet et de l’évaluation.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Not applicable	Effectiveness
Final Evaluation -Preventing VAWG and Delivering Essential Services	Programme Evaluation	East and Southern Africa	Ethiopia	2023	Good	Increasing focus on prevention for enhanced sustainability and effectiveness: Considering the limite...		UN Women will continue to strengthen its prevention work using evidence based and comprehensive strategies including RESPECT1 Women Framework, community and faith-based level prevention works. The national five years strategy on prevention and response to VAWC as well as the draft GBV prevention and response policy have prevention as a priority area and UN Women will support the roll out and implementation of the two documents. However, given the situation in the country, UN Women is cognizant of the huge need for the provision of essential services to survivors of violence.	Accepted	Ending violence against women (SPs before 2018)	Organizational efficiency	Resource mobilization	Sustainability
Final Evaluation -Preventing VAWG and Delivering Essential Services	Programme Evaluation	East and Southern Africa	Ethiopia	2023	Good	Concentrating interventions in limited areas for greater impact: UN Women should concentrate interve...		UN Women acknowledges that the Programme implementation areas are dispersed and thin. UN Women started to scale down some intervention areas (for instance in 2023 pulled out from Gambela region) and plans to concentrate the different interventions (prevention and responses) in similar areas. However, there are good initiatives that needs to continue where UN Women is planning to expand at scale. Scaling down all intervention in to one or two regions will highly affect UN Women’s work as well as visibility. Further to this, the current conflict and insecurities in the countries are exposing women and girls to VAW where UN Women is expected to be flexible enough to expand.	Partially Accepted	Ending violence against women (SPs before 2018)	Organizational efficiency	Advocacy	Impact
Final Evaluation -Preventing VAWG and Delivering Essential Services	Programme Evaluation	East and Southern Africa	Ethiopia	2023	Good	Strengthening the ToC: The current ToC is not sufficiently detailed to give guidance in implementati...		UN Women is developing a new programme document, and the Theory of Change will be developed in consultation with key stakeholders and will be as comprehensive as possible.	Accepted	Ending violence against women (SPs before 2018)	Partnership	National ownership	Relevance
Final Evaluation -Preventing VAWG and Delivering Essential Services	Programme Evaluation	East and Southern Africa	Ethiopia	2023	Good	Need for UN Women to strengthen its own M&E: Although UN Women has invested substantial resources in...		UN Women, under its EVAWG unit, will internally conduct M&E system assessment to see the overall UN Women and implementing partners’ M&E processes. Following the findings, UN Women will work on strengthening its M&E system and processes.	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Capacity development	Efficiency
Final Evaluation -Preventing VAWG and Delivering Essential Services	Programme Evaluation	East and Southern Africa	Ethiopia	2023	Good	Need to strengthen women agency: UN Women should come up with strategies to strengthen women’s agenc...		UN Women will continue to strengthen its work around strengthening women’s agency in its prevention work (where women and girls are mobilized and used as change agents in community and faith settings, schools, and universities) and in the provision of services through empowering survivors to advocate for the rights of women and girls. UN Women will also engage women rights organizations through continuous capacity building and experience sharing from other countries to revitalize the women’s movement, documentation of best practices and women’s champions.	Accepted	Ending violence against women (SPs before 2018)	Partnership	National ownership	Relevance
Final Evaluation -Preventing VAWG and Delivering Essential Services	Programme Evaluation	East and Southern Africa	Ethiopia	2023	Good	Engendering social media: After its success with mainstreaming gender in the mainstream media, UN Wo...		The Ethiopian Media Authority (EMA) has the mandate to oversee and regulate mainstream, religious and online media (including social media). Thus far, there were efforts to engage EMA, however, its capacity to monitor every content on social media is limited. Building on existing partnerships by WILG and WPS GIHA units, the EVAWG unit will use a cross thematic approach to work with EMA. Further to this, the online violence that is increasing is perpetrated usually using social media where UN Women will also work with EMA and other media influencers.	Partially Accepted	Ending violence against women (SPs before 2018)	Partnership	Advocacy	Effectiveness
Final Evaluation -Preventing VAWG and Delivering Essential Services	Programme Evaluation	East and Southern Africa	Ethiopia	2023	Good	Empowering women economically: Given that one of the root causes of GBV is poverty, which increases ...		Even if UN Women has standalone Women Economic Empowerment (WEE) unit, UN Women believe that economic empowerment should be mainstreamed in the EVAWG portfolio. UN Women has been advocating for the development and adoption of the five years strategy on VAWC which includes strengthening income and economy of women and vulnerable households. UN Women will also liaise with the WEE unit to better respond and reduce the vulnerability. UN Women is also cognizant of the funding landscape where most funds for EVAW are dedicated for prevention and response to VAW and economic empowerment component is dedicated to survivors only. UN Women will exert efforts to also mobilize funding dedicated for women’s economic empowerment.	Partially Accepted	Ending violence against women (SPs before 2018)	Operational activities	National ownership	Relevance
Final Evaluation -Preventing VAWG and Delivering Essential Services	Programme Evaluation	East and Southern Africa	Ethiopia	2023	Good	Need to update prevention strategies to take into account new types and forms of violence: The dynam...		Efforts are being made to incorporate different forms of violence against women and girls. For instance, a new study is commissioned by UN Women on “Technology-facilitated Violence against Women and Girls” where findings will help tailor the new programme interventions. UN women will engage movements, mainstream media and social media influencers to address the issue. Cyber violence is also integrated in the national five years strategy where UN Women continue to support the implementation of the strategy. Further to this, UN Women implemented flexibility to integrate conflict related sexual violence (CRSV) in past few years and will continue to respond in this regard.	Accepted	Ending violence against women (SPs before 2018)	Operational activities	Alignment with strategy	Relevance
Final Evaluation -Preventing VAWG and Delivering Essential Services	Programme Evaluation	East and Southern Africa	Ethiopia	2023	Good	Strengthening administrative data collection: There is weak administrative data in Ethiopia for lega...		UN Women will continue supporting administrative data management system in the different sectors including the ongoing support to MOJ management information system.The national strategy is also having a focus on enhancing administrative data across sectors. UN Women will identify existing sector specific administrative data management system, its use for decision making, work on strengthening and linking them.	Accepted	Ending violence against women (SPs before 2018)	Partnership	Evidence, Data and statistics	Effectiveness
Final Evaluation -Preventing VAWG and Delivering Essential Services	Programme Evaluation	East and Southern Africa	Ethiopia	2023	Good	Supporting partners to broaden funding base: Currently shelters are being supported financially 100 ...		UN Women will continue to support the Ethiopian Network of Women Shelters (ENWS) to continue its advocacy to access land as well as government’s ownership of shelters. UN Women will also build capacities of shelters to mobilize better resources and also come up with sustainability strategies. However, due to the current funding landscape and situation in the country, the required fund might not be addressed through those efforts. Rather UN Women will advocate for government’s ownership.	Accepted	Ending violence against women (SPs before 2018)	Operational activities	National ownership	Sustainability
Final Evaluation -Preventing VAWG and Delivering Essential Services	Programme Evaluation	East and Southern Africa	Ethiopia	2023	Good	There is need to address gaps in gender budgeting that are mainly the result of lack of prioritizati...		UN women has a dedicated unit on National planning and budget where ensuring gender budgeting is a priority area. The EVAWG unit will continue to support and advocate for a dedicated gender, particularly EVAW budgeting. The national cost of intimate partners violence study commissioned by UN Women identified the cost incurred by households and service providers costs and there is a huge need for budget allocation for prevention and response to VAWG.	Accepted	Ending violence against women (SPs before 2018)	Normative Support	National ownership	Efficiency
Evaluación del proyecto "Una Victoria Lleva a la Otra"	Programme Evaluation	Americas and the Caribbean	Argentina	2022	Fair	Inclusión de un rol activo de Gestión de la implementación: Se recomienda incluir formalmente en la ...		ONU Mujeres conforma un equipo de gestión directa de programas que se constituye en la fase de diseño del programa. Dicho equipo cuenta con experiencia en la temática y con capacidades probadas para la gestión de proyectos multi-actores, en la armonización de procesos entre contrapartes diversas y con un fuerte componente territorial-comunitario.	Accepted	Ending violence against women (SPs before 2018)	Operational activities	Capacity development, Internal coordination and communication	Relevance
Evaluación del proyecto "Una Victoria Lleva a la Otra"	Programme Evaluation	Americas and the Caribbean	Argentina	2022	Fair	Herramientas prácticas adaptadas situacionalmente para acompañar las sesiones UVLO: Se recomienda qu...		ONU Mujeres incorpora en las estrategias de programas de empoderamiento juvenil el trabajo articulado entre diversos actores comunitarios. Asimismo, incluyen en el diseño de proyectos y la selección de contrapartes, a aquellos con capacidad para el desarrollo de herramientas prácticas de forma situada, de carácter participativo y sustentables.	Accepted	Ending violence against women (SPs before 2018)	Operational activities	Capacity development	Relevance
Evaluación del proyecto "Una Victoria Lleva a la Otra"	Programme Evaluation	Americas and the Caribbean	Argentina	2022	Fair	Fortalecimiento y acompañamiento de organizaciones territoriales: Resulta indispensable que las orga...		Las organizaciones ejecutoras realizaron acompañamiento institucional en las organizaciones de base para su fortalecimiento institucional y la incorporación de capacidades para el desarrollo de actividades deportivas con perspectiva de género. Sin embargo, por la extensión del proyecto, este fue insuficiente en algunos casos.	Accepted	Ending violence against women (SPs before 2018)	Normative Support	Capacity development	Relevance, Sustainability
Evaluación del proyecto "Una Victoria Lleva a la Otra"	Programme Evaluation	Americas and the Caribbean	Argentina	2022	Fair	Habilitación de espacios físicamente seguros: Las adaptaciones de UVLO requieren que se garantice qu...		Contrapartes ejecutoras y ONU Mujeres avanzarán en la identificación de organizaciones de base que reúnan condiciones infraestructurales e institucionales para garantizar espacios físicamente seguros para las adolescentes. ONU Mujeres adopta el concepto de políticas de salvaguardia para otros programas con foco en adolescentes y jóvenes mujeres, y para promover con organizaciones/organismos que atienden a estas poblaciones.	Accepted	Ending violence against women (SPs before 2018)	Operational activities	Capacity development	Effectiveness, Relevance
Evaluación del proyecto "Una Victoria Lleva a la Otra"	Programme Evaluation	Americas and the Caribbean	Argentina	2022	Fair	Desde los instrumentos de monitoreo con las voces de las adolescentes y desde las entrevistas a form...		ONU Mujeres lanza una campaña de comunicación para difundir mensajes de igualdad de género en y a través del deporte, incorporando pauta específica para alcanzar a audiencias más amplias y heterogéneas.	Accepted	Ending violence against women (SPs before 2018)	Operational activities	Evidence, Data and statistics	Effectiveness, Efficiency
Evaluación del proyecto "Una Victoria Lleva a la Otra"	Programme Evaluation	Americas and the Caribbean	Argentina	2022	Fair	Gestionar los materiales de forma acorde al contexto: Se recomienda gestionar los materiales conside...		ONU Mujeres considerará los aprendizajes y trayectorias realizadas en UVLO para favorecer una gestión más eficaz de estos materiales desde el diseño del documento de proyecto.	Partially Accepted	Ending violence against women (SPs before 2018)	Normative Support	Not applicable	Efficiency
Corporate Evaluation on UN Women's Policy advocacy work	Strategy/Policy Evaluation	Global	Independent Evaluation Service (IES)	2022	Very Good	Leverage the Strategic Plan to enable coherent planning, implementation and monitoring and reporting...		UN Women accepts this recommendation. The Strategic Plan defines the organization’s priorities, based on intergovernmental mandates, and analysis of data and evidence on the status of women and girls across the globe. UN-Women plans, implements, monitors and reports on its functions in relation to relevant global intergovernmental processes, in line with established mandates. UN Women agrees that it should leverage its new Strategic Plan 2022-2025, to define its policy advocacy priorities based on the Plan’s four thematic impact areas and seven cross-cutting outcomes. Outcome 1 of the Strategic Plan aims to ensure that a comprehensive and dynamic set of global norms and standards on gender equality and the empowerment of all women and girls is strengthened and translated into gender-responsive laws, policies, and institutions. Policy advocacy is also an integral part of the other outcome areas and approximately half of all indicators in the new IRRF relate to policy advocacy. UN Women will develop a clear definition of policy advocacy, which will identify policy advocacy priorities and responsible units at all levels for follow up. UN Women will further organize strategic discussions to elaborate policy advocacy objectives and the knowledge products needed to support policy advocacy. The Strategic Plan’s Integrated Results and Resources Framework (IRRF) provides a robust monitoring framework. The Strategic Plan and its IRRF therefore provide a strong basis to enable coherent planning, implementation and monitoring and reporting of UN Women’s contributions to policy change under all four impact areas and seven outcomes. To effectively implement the new SP, PPID is in the process of developing impact level Theories of Change (ToC)/Theories of Action and Signature Interventions through which it will furthermore develop policy advocacy strategies and measurement mechanisms. UN Women agrees that Strategic Notes at all levels (including at headquarters) serve as a way to identify and contextualize policy advocacy priorities.	Accepted	Global norms and standards (SPs before 2018)	Culture of results/RBM	Alignment with strategy	Effectiveness
Corporate Evaluation on UN Women's Policy advocacy work	Strategy/Policy Evaluation	Global	Independent Evaluation Service (IES)	2022	Very Good	Clarify and strengthen the Entity’s policy advocacy architecture, including strengthening integratio...		UN Women agrees that policy advocacy is an integral part of its work in all impact areas and at all levels of the organization. It accepts the recommendation that it could further clarify its policy advocacy architecture, where the roles of different HQ divisions, regional and country offices involved in policy advocacy are clearly defined. The Entity proposes to do this through the ongoing corporate change management process. UN Women aims to further strengthen coherence between HQ divisions and the Regional/Country Offices around the substance of policy advocacy. HQ divisions, including the Executive Director’s Office (EDO), PPID, and Communications and Advocacy Section (SPD/Comms), provide policy guidance, developed based on the Entity’s data, evidence, knowledge, and assessment of opportunities for policy change that it identifies through its UN system coordination, inter-governmental and partnership efforts. At the CO level, policy advocacy is anchored in the Strategic Notes and biennial work plans. This helps guarantee that policy advocacy and its key messages are timely and relevant to local/regional contexts and to different thematic areas. Regional directors, deputy regional directors, and regional policy advisers serve as a crucial link between HQ and COs on policy advocacy and messaging. Matrix management between HQ and Regional Offices exists. However, UN Women acknowledges that more efforts could be made to ensure that ROs more systematically contribute to corporate policy messaging, especially global policies being developed at HQ. UN Women accepts the recommendation to strengthen linkages between its communication and advocacy efforts at all levels so that communication products and messages can support policy advocacy. PPID and the Communications and Advocacy Section are currently discussing ways to improve linkages and strategic messaging. It was agreed to develop a joint Communication and Advocacy plan which would include key strategic dates where UN Women will launch and disseminate key knowledge products with global reach and potential for impact. UN Women also agrees that, based on the forthcoming global communications strategy, HQ/RO/CO strategic communication plans and key messages should be developed in alignment with biennial work plans with clear policy advocacy objectives defined and monitored.	Accepted	Global norms and standards (SPs before 2018)	Culture of results/RBM, Organizational efficiency	Alignment with strategy	Effectiveness, Efficiency
Corporate Evaluation on UN Women's Policy advocacy work	Strategy/Policy Evaluation	Global	Independent Evaluation Service (IES)	2022	Very Good	Strengthen data, knowledge generation and knowledge management systems as enablers for policy advoca...		UN Women accepts this recommendation as the production of knowledge, research and data analysis to support policy advocacy is a core function. As a demonstration of the importance that UN Women places in data, knowledge generation and knowledge management , it has created a whole outcome to this work in the new Strategic Plan (outcome 6). Gender statistics, sex-disaggregated data and knowledge will be produced, analyzed and used to inform policy- making, advocacy and accountability for delivering gender equality and women's empowerment results. Teams are in place across the organization working on the collection, analysis, production and dissemination of research, data and knowledge. To further strengthen UN Women’s role as a knowledge hub, a forthcoming Data, Evidence and Knowledge (DEK) strategy will bring together work on knowledge management, research and data. UN Women concurs that with resources limited across the UN system, it is important to agree in inter-agency coordination mechanisms which knowledge products UN Women will produce alone and/or with other agencies. Furthermore, UN Women partners with UN entities, as well as researchers, data and policy experts in academia and civil society organizations, on a range of issues related to gender equality, who contribute to policy analysis and feed into UN Women and UN system publications. This collaboration supports greater outreach, dissemination and uptake of the findings. In recent years, the Women Count programme, supported by Research and Data/PPID has created new capacity in country and regional offices to support the production, analysis and use of gender statistics. UN Women is planning to spend more timeand resources to strategize on dissemination and use of its knowledge, and to ensure that UN Women expert recommendations are also utilized by partners. For example, through a new pilot project focusing on implementing key pillars of the IASC Gender Policy, at the global level, and across 9 crisis contexts, UN Women will aim to develop data, gender analysis and knowledge products to support Humanitarian Country Teams to better integrate gender priorities in humanitarian responses. UN Women agrees with the recommendation that data, evidence and knowledge, as well as policy guidance, key messages and training need to be effectively disseminated across the organization and with partners. PPID develops a large number of policy guidance, key messages and training/capacity building tools. It also seeks to improve its planning and advocacy with the development of a division-wide Knowledge Product plan encompassing design, development and amplified advocacy, outreach and communications framed in the forthcoming corporate Data, Evidence and Knowledge (DEK) Strategy. The use of internal UN Women broadcasts and upgrades of UN Women Sharepoint pages and website should provide clearer platforms to disseminate knowledge products to regional and country offices and partners. The high cost of translation, however, prevents a broader distribution of materials in multiple languages. See also responses to recommendation 2 regarding Communication planning.	Accepted	Global norms and standards (SPs before 2018)	Culture of results/RBM	Alignment with strategy, Knowledge management	Effectiveness
Corporate Evaluation on UN Women's Policy advocacy work	Strategy/Policy Evaluation	Global	Independent Evaluation Service (IES)	2022	Very Good	Continue to strengthen relationships with national governments, UN agencies, and feminist movements ...		UN Women accepts the recommendation and notes that maintaining strong cooperation and partnership with national governments, the UN system, and civil society, including women’s organizations, is the bedrock of UN Women’s work. Policy advocacy can only be effective in partnership with others, including through multi-stakeholder initiatives. UN Women works with national governments at the national level and in intergovernmental processes to promote policy recommendations for implementation. UN Women leads, coordinates and promotes the accountability of the UN system. Policy expertise on gender equality is larger than the capacity of any single entity. All UN entities are mandated to mainstream gender perspectives in their respective areas of work. Therefore, in terms of coordination, the role of UN Women is to pool gender expertise amongst the UN system to leverage stronger advocacy on gender equality through inter-agency mechanisms including those that are supporting the implementation of the Secretary General’s Our Common Agenda. At country level, the New Standards and Procedure for Gender Theme Groups (GTG) leverage the role of GTG in order to advance strategic dialogues on gender-related policy questions with Governments and civil society, ensuring an integrated approach. The Issue Based Coalitions on Gender do the same at the regional level. The UN system Coordination Division (UNSCD) will lead and monitor the implementation of these new standards and procedures to ensure policy advocacy is coordinated. UN Women is currently piloting strategic dialogues between HQ/RO/CO for the development of Strategic Notes and UNSDCF to which it has invited RCs to enhance coordination for policy advocacy work. UN Women regularly leverages its cooperation with feminist movements and women’s organizations to support policy change. As a convenor of Generation Equality/Action Coalitions, UN Women is strategically placed to scale up this cooperation to accelerate change in line with the Global Acceleration Plan for GEWE by 2026. As mentioned in response to recommendation 3, UN Women teams work with research institutions and academics at national, regional and global levels to commission research or to work jointly on research and data generation and analysis. UN Women will continue to build these networks, noting the importance of making time and resources available for joint publication and dissemination of research and recommendations.	Accepted	Global norms and standards (SPs before 2018)	Partnership, Culture of results/RBM	Alignment with strategy, Advocacy	Effectiveness
Corporate Evaluation on UN Women's Policy advocacy work	Strategy/Policy Evaluation	Global	Independent Evaluation Service (IES)	2022	Very Good	Strategically place policy advocacy specialists across the organization and ensure that field office...		UN Women partially accepts this recommendation due to resource constraints. Its policy advisors and specialists in HQ and in ROs/COs are thought leaders on policies and laws to advance gender equality and the empowerment of all women and girls in four thematic impact areas. As such UN Women is recognized within the UN system, with member states and civil society organizations as a thought leader on gender-responsive laws, policies, and institutions. UN Women agrees that policy advocacy specialists should be placed across the organization, including at Regional and Country Offices however does not have sufficient funding to ensure this. In some policy areas, there are non-core funded regional policy specialists (P4 and P5), who have significant policy making and advocacy expertise as well as knowledge of regional/local challenges and opportunities. However, such non-core funding is not available for all policy sectors, few non-core donors have showed interest to fund this capacity, and there is insufficient core to fill the gaps. This is especially a challenge at the CO level. UN Women also concurs that, as noted in the evaluation, even when there are regional policy specialists, they often have to take on additional programming, resource mobilization and coordination roles because of insufficient human and financial resources. This is also the case within PPID at HQ level where the ToRs of most global policy advisors/specialists includes a range of coordination, partnership building, knowledge management, program development, resource mobilization, support to the field, and normative work that goes beyond policy advocacy work. Job description can be reviewed, at all levels, to include policy advocacy as an essential competency amongst others. Communities of practice (COPs) can be a strategy for leveraging in-house expertise and they will be strengthened during 2022 and 2023 (webinars, updated guidance). UN Women recognizes that additional dedicated funding is necessary to further develop capacity and expertise for policy advocacy work in ROs/COs and ensure retention of staff and personnel with policy expertise. Providing policy advocacy training as recommended by the evaluation is one possible tool to deploy in addition to the existing and planned knowledge guidance. See also responses to recommendation 2 regarding mapping of staff (action point 1).	Partially Accepted	Global norms and standards (SPs before 2018)	Culture of results/RBM, Organizational efficiency	Alignment with strategy, Internal coordination and communication	Effectiveness, Efficiency
Corporate Evaluation on UN Women's Policy advocacy work	Strategy/Policy Evaluation	Global	Independent Evaluation Service (IES)	2022	Very Good	Strengthen and improve mechanisms and processes within UN-Women by developing guidance tools and bes...		UN Women agrees that it can strengthen the integration of the “leave no one behind” principle in its policy advocacy efforts. However, there are clear instances where UN Women has improved its attention to LNOB, for example through its data and coordination work which addresses women and girls furthest left behind. UN Women concurs that it should continue to develop guidance tools and best practices to effectively engage groups most often left behind in policy advocacy. For example, UN Women has supported young women, indigenous women and women living with HIV in their policy advocacy by developing guidance tools built on best practices. With focus on developing minimum standards for integrating “leave no one behind” in policy advocacy, UN Women will roll out a guidance note on intersectionality in humanitarian settings that will inform UN Women’s coordination role, policy engagement and relevant advocacy in partnership with and targeting UNCT/HCT members depending on the country context. UN Women regularly leverages partnerships with grassroots organizations, women’s organizations and networks to identify priorities of groups being left behind to support legal, policy and institutional level change. The Entity uses its convening role to create safe spaces for LNOB groups to be included in policy advocacy efforts and provides capacity development to support this engagement. This is also the aim of the Generation Equality/Action Coalitions, multi-stakeholder platforms with link to groups most often left behind and in underserved regions of the global south which seek to reach the policy, legal and institutional goals of the Global Acceleration Plan for GEWE by 2026.	Accepted	Global norms and standards (SPs before 2018)	Culture of results/RBM	Alignment with strategy	Effectiveness
IES-led Evaluation of UN Women's contributions to women's economic empowerment through private sector engagement	Regional Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2022	Very Good	RECOMMENDATION 1 Recognizing the ongoing ROAP Strategic Note process, finalize the draft long-term r...		In the absence of a global WEE Strategy, ROAP sees the importance of continuing to draft a regional WEE strategy. This process has already been initiated, including a survey and CO consultation which has been conducted by WEE ROAP. Ideally, this strategy development is envisioned as part of an HQ-supported process to ensure consistency across regions and to better position UN Women in the WEE space and to increase resource mobilisation. WEE ROAP also recognizes the importance of a multi-stakeholder approach to such a strategy and reaffirms the need to build partnerships with the private sector, our government partners and CSOs (Civil Society organisations). Such a strategy should further include a clear resource plan, including details on the right team structure (capacity and skill requirements), and resource mobilization needs. Finally, it recognizes the need to strongly align with HQ on the development of its Private Sector Engagement strategy.	Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Alignment with strategy	Effectiveness
IES-led Evaluation of UN Women's contributions to women's economic empowerment through private sector engagement	Regional Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2022	Very Good	RECOMMENDATION 2 As part of the new regional women’s economic empowerment strategy, codify UN Women ...		UN Women has created at both regional and the field level, many new and innovative collaborations, programme approaches, and developed tools and knowledge products with a private sector focus. We acknowledge the benefits of making sure that internal and external stakeholders are aware of these and the role that ROAP can play to help recognise field level models and to facilitate exchange on them. However, it is worth pointing out that increased dissemination is dependent on the local context and available resources. Therefore, steps will be taken to ensure these tools are made available to a wider audience and that learning, exchange and sharing of these models takes place across UN Women MCO'S and COs and among stakeholders in the WEE space.	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM	Alignment with strategy	Effectiveness
IES-led Evaluation of UN Women's contributions to women's economic empowerment through private sector engagement	Regional Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2022	Very Good	RECOMMENDATION 3: Develop an integrated approach to leaving no one behind by ensuring internal capac...		A integrated approach to leaving no one behind should be a conscious driver of any new programme development. WEE ROAP will put resources in place to capacitate their teams, for example, a new expert has been put in place at ROAP level. WEE ROAP will also design and implement new practical tools on LNOB, but this will depend on HQ support and should be supported across all thematic areas beyond WEE. ROAP will also invest further in strengthening the Migration Portfolio under WEE (i.e., labor migration) to target vulnerable, marginalized groups, such as Women Migrant Workers (WMW).	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM	Promoting inclusiveness/Leaving no one behind	Human Rights
IES-led Evaluation of UN Women's contributions to women's economic empowerment through private sector engagement	Regional Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2022	Very Good	RECOMMENDATION 4: Invest core and other resources in building ROAP’s technical capacity on Women’s E...		The importance of strengthening the WEE ROAP Team is seen as essential to the delivery of WEE interventions and to enable further cross-thematic programming. There is a need for establishing different mechanisms, tools, and engagements to strengthen the overall WEE capacity in the region. It will be crucial to establish a capacity building programme at HQ level for WEE Technical Advisors. In addition, as part of the WEE strategy process, clear capacity and expertise needs will be identified, a broad roster of WEE consultants/experts (including Gender Economists) will be developed to respond to the diverse needs of the COs, and a WEE Community of Practice (COP) has been established straight after the WEE Evaluation which will be continuously assessed and improved to meet its member's needs.	Accepted	Women economic empowerment (SPs before 2018)	Organizational efficiency	Capacity development	Effectiveness, Efficiency
UN Women BiH Country Portfolio Evaluation SN 2021/2025	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2025	Not Rated	RECOMMENDATION 1	The next Strategic Note should be co-created with partners in Bosnia and Herzegovina to sustain its relevance and consolidate partner relationships. It should clearly articulate strategies and roles for each impact area, with a particular need to strengthen approaches to women’s political participation and women’s economic empowerment. Approaches for cross-thematic synergies, systematic integration of leave no one behind and sustainability perspectives should be prioritized.	UN Women Bosnia and Herzegovina fully accepts this recommendation. The Country Office recognizes the importance of a participatory and inclusive approach to the development of the next Strategic Note to ensure continued relevance, ownership, and responsiveness to national priorities and partner needs. The Office agrees that clearer articulation of strategies and roles across impact areas, strengthened focus on women’s political participation and women’s economic empowerment, and systematic integration of leave no one behind, intersectionality, and sustainability perspectives are critical to sustaining results and advancing transformative change. Actions to address this recommendation have already been initiated and largely completed through the preparation of the Strategic Note 2026–2029 and its alignment with the UNSDCF 2026–2030.	Accepted	Not applicable	Partnership	Promoting inclusiveness/Leaving no one behind, Internal coordination and communication	Relevance
UN Women BiH Country Portfolio Evaluation SN 2021/2025	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2025	Not Rated	RECOMMENDATION 2	Coherence within the theories of change should be supported by effective and efficient internal coordination and coherence mechanisms to support the operationalization of synergies in programmes and projects. Adoption of a synergistic approach to programme and project design ensuring that initiatives are interconnected and contribute to broader strategic goals and application of cross-cutting strategies, such as gender needs assessments, capacity development, gender-responsive budgeting and others are possible options.	UN Women Bosnia and Herzegovina accepts this recommendation and acknowledges the need to further strengthen internal coordination and coherence mechanisms to enhance synergies across programmes and projects. The Country Office agrees that a more integrated and systematic approach to programme design, supported by common tools and regular internal learning, is essential for operationalizing theories of change and maximizing strategic coherence. Building on lessons from the Country Portfolio Evaluation and the implementation of the Gender Equality Accelerator Joint Programme, the Office has initiated actions to institutionalize cross-thematic coordination and will continue strengthening internal processes to improve efficiency and effectiveness.	Accepted	Not applicable	Organizational efficiency	Internal coordination and communication	Efficiency
UN Women BiH Country Portfolio Evaluation SN 2021/2025	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2025	Not Rated	RECOMMENDATIONS 3	Frame UN coordination efforts under the new corporate UN Women coordination theory of change (focused on thematic coordination, UN accountability and promotion of financing for gender equality) and the UN System-Wide Gender Equality Acceleration Plan. To enhance effectiveness, leverage experiences from the Gender Equality Accelerator programme and shift the approach from the passive exchange of information and updates to proactive joint planning, collaboration and shared learning at different levels of the organization. Cross-cutting programmatic successes should be leveraged as strategic assets for deeper coordination and impact-driven action.	UN Women Bosnia and Herzegovina accepts this recommendation and concurs with the need to further strengthen UN coordination by aligning efforts with the corporate UN Women coordination theory of change and the UN System-Wide Gender Equality Acceleration Plan. The Country Office recognizes that moving from information-sharing towards proactive joint planning, collaboration, and shared learning is essential for achieving more effective and impactful coordination. The Office is committed to leveraging the Gender Equality Accelerator Joint Programme and other cross-cutting programmatic successes as strategic assets to deepen UN system coherence, strengthen accountability for gender equality, and advance financing for gender equality across the Cooperation Framework.	Accepted	Not applicable	UN Coordination	Alignment with strategy	Coherence
UN Women BiH Country Portfolio Evaluation SN 2021/2025	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2025	Not Rated	RECOMMENDATION 4	To ensure effective coordination, UN Women Country Office needs to strike a balance between engagement with institutional gender mechanisms, other government institutions and civil society. While past coordination efforts were overly concentrated on gender mechanisms, currently there is an imbalance in favour of other line ministries and agencies. Coordination with CSOs requires restructuring to be more inclusive, engaging both women’s rights organizations and those working in broader development sectors to enhance impact and sustainability.	UN Women Bosnia and Herzegovina accepts this recommendation and acknowledges the need to further balance and strengthen coordination with institutional gender mechanisms, line ministries, and civil society organizations. The Country Office agrees that more inclusive and structured engagement with a diverse range of CSOs including women’s rights organizations and those working in broader development sectors is critical to enhancing impact, sustainability, and ownership of results. The Office is committed to refining its civil society engagement approach, strengthening policy dialogue platforms, and ensuring meaningful participation of diverse actors, including women decision-makers, to support gender-responsive policymaking and implementation.	Accepted	Not applicable	UN Coordination	Internal coordination and communication	Effectiveness
UN Women BiH Country Portfolio Evaluation SN 2021/2025	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2025	Not Rated	RECOMMENDATION 5	The Country Office should prioritize addressing challenges with retaining and enhancing the capacity of its personnel. This should include deepening expertise in both flagship areas and emerging thematic priorities under the next UNSDCF, while improving results-based management, monitoring, evaluation and learning. A more structured approach to workload distribution is also necessary to optimize efficiency and prevent burnout among personnel.	UN Women Bosnia and Herzegovina accepts this recommendation and recognizes that sustaining results requires continued investment in staff capacity, wellbeing, and effective workload management. The Country Office agrees that strengthening expertise across flagship and emerging thematic areas, improving results-based management and MEL capacities, and addressing workload distribution are essential to optimizing efficiency and preventing burnout. Actions to address these issues have already been initiated, and the Office will continue to institutionalize learning, development, and supportive work practices in line with UN Women’s people-centred and results-oriented approach.	Accepted	Not applicable	Organizational efficiency	Internal coordination and communication	Efficiency
UN Women BiH Country Portfolio Evaluation SN 2021/2025	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2025	Not Rated	RECOMMENDATION 6	Given the evolving donor landscape and the increasing shift towards joint programming, the Country Office should reassess its resource mobilization strategy to ensure sustained financial support for its key priorities	UN Women Bosnia and Herzegovina accepts this recommendation and acknowledges the need to continuously adapt its resource mobilization approach in response to an evolving donor landscape and increasing emphasis on joint programming. The Country Office agrees that a strategic, diversified, and forward-looking resource mobilization strategy is essential to ensure sustained financial support for priority areas under the new Strategic Note. The Office is committed to strengthening partnerships with traditional and emerging donors, aligning resource mobilization with UNSDCF priorities, and increasing the visibility of results to support long-term sustainability and impact.	Accepted	Not applicable	Partnership	Resource mobilization	Sustainability
GEF EU Final Evaluation	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2023	Very Good	Support increased country ownership over GEF	Support increased country ownership over GEF.	UN Women together with key project stakeholders will ensure increased country ownership over GEF with increased dialogues with key institutional actors responsible for gender mainstreaming in EU accession process to tailored made project activities and ensure increase leadership over process.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership	National ownership	Efficiency
GEF EU Final Evaluation	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2023	Very Good	Discuss among project partners and decide on the key aspects of project design that are currently vi...	Discuss among project partners and decide on the key aspects of project design that are currently viewed differently by different stakeholders, particularly in terms of normative/technical support versus operational component, focus on state and entity level or inclusion of cantonal level, etc.	To ensure increased shared understanding both normative/technical and operation project components among partners, UN Women will broaden the scope of discussion to include widening composition of stakeholders, inclusion of additional actors (civil society) and strengthening gender statistic components and ensuring continuous gender mainstreaming policy making and IPA programming.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Normative Support	Promoting inclusiveness/Leaving no one behind	Human Rights
GEF EU Final Evaluation	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2023	Very Good	Be creative in capacity building strategies, go beyond ‘traditional’ trainings and workshops.		To explore creative and non-traditional approaches, UN Women will conduct need assessment, ensure increased number of online and in person trainings, workshops utilizing innovative tools and ensure participation of gender focal points and higher-level staff from competent institutions.	Accepted	Governance and planning (SPs before 2018)	Partnership	Promoting inclusiveness/Leaving no one behind	Effectiveness
GEF EU Final Evaluation	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2023	Very Good	Continue with exchange activities, among stakeholders within the country and regionally.		UN Women will support more regular interactions and exchanges between different key stakeholders in particular gender equality and European integration focal points.	Accepted	Governance and planning (SPs before 2018)	Partnership	Capacity development	Sustainability
GEF EU Final Evaluation	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2023	Very Good	Use broader expertise, develop pool of experts for gender mainstreaming of the EU accession and IPA ...		UN Women will invest in building pool of national, regional and global experts in gender mainstreaming of EU accession process through cooperation with other UN agencies, key stakeholders and GEF projects across region.	Accepted	Leadership and political participation (SPs before 2018), Governance and planning (SPs before 2018)	Not applicable	Oversight/governance	Sustainability
GEF EU Final Evaluation	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2023	Very Good	Simplify project monitoring framework		To ensure simplified and coherent monitoring framework, UN Women will revise existing indicators and review baseline, milestones and target data.	Accepted	Leadership and political participation (SPs before 2018), Governance and planning (SPs before 2018)	Operational activities	Internal coordination and communication	Efficiency
Evaluation of Sweden non-earmarked contribution to the SN	Programme Evaluation	Americas and the Caribbean	Colombia	2023	Not Rated	Continuar con la alianza entre ONU Mujeres Colombia y el Gobierno de Suecia en su formato de apoyo n...		ONU Mujeres y la Embajada de Suecia están avanzando en la formulación de un nuevo acuerdo multianual en modalidad non-earmarked	Accepted	Not applicable	Partnership	Resource mobilization	Effectiveness, Relevance, Sustainability, Gender equality
Evaluation of Sweden non-earmarked contribution to the SN	Programme Evaluation	Americas and the Caribbean	Colombia	2023	Not Rated	Impulsar el intercambio regional de experiencias sobre el diseño, formulación, implementación y eval...		ONU Mujeres pondrá a disposición del gobierno nacional y de nuevos gobiernos locales los elementos de sistematización de la experiencia de Bogotá.	Accepted	Women economic empowerment (SPs before 2018)	Not applicable	South-South cooperation	Effectiveness, Sustainability, Gender equality
Evaluation of Sweden non-earmarked contribution to the SN	Programme Evaluation	Americas and the Caribbean	Colombia	2023	Not Rated	Continuar con el apoyo non-earmarked y a la vez reforzar esta modalidad, con el diseño y elaboración...		Se están formulando el nuevo acuerdo y a nivel corporativo ONU Mujeres está considerando los aprendizaje y recomendaciones de esta evaluación para actualizar los lineamientos corporativos sobre dicha modalidad de acuerdo.	Accepted	Not applicable	Partnership	Resource mobilization	Effectiveness, Sustainability, Gender equality
Evaluation of Sweden non-earmarked contribution to the SN	Programme Evaluation	Americas and the Caribbean	Colombia	2023	Not Rated	Tomar un rol más activo en la provisión de información y acompañamiento técnico dentro del trabajo d...		ONU Mujeres cuenta con una estrategia de fortalecimiento del enfoque de género en la acción humanitaria con énfasis en el desarrollo de capacidades a los ELC. En el marco de la misma, buscará consolidar alianzas con actores claves de la arquitectura humanitaria y la comunidad de donantes, para mejorar el impacto de los esfuerzos de coordinación y de producción de información para orientar la respuesta	Accepted	Peace and security (SPs before 2018)	Humanitarian action	Not applicable	Effectiveness, Efficiency, Relevance, Gender equality
Evaluation of Sweden non-earmarked contribution to the SN	Programme Evaluation	Americas and the Caribbean	Colombia	2023	Not Rated	Profundizar la aplicación sistemática e integral del enfoque de interseccionalidad en las dos áreas ...		ONU Mujeres establecerá una estrategia de interseccionalidad asociada a su nueva nota estratégica y el desarrollo de sus programas y proyectos.	Accepted	Not applicable	Not applicable	Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Relevance, Gender equality
Final evaluation Prodefensoras programme	Programme Evaluation	Americas and the Caribbean	Colombia	2022	Not Rated	Se recomienda revisar el instrumento de planificación (MML) desde el Enfoque de Marco Lógico (Logica...		En la formulación de la fase 2 se fortalecerá el enfoque de gestión de basada en resultados en los documentos, así como el mecanismo periódico de análisis de hipótesis, supuestos y riesgos y su impacto en la lógica de implementación	Accepted	Peace and security (SPs before 2018)	Culture of results/RBM	Evidence, Data and statistics	Effectiveness, Efficiency
Final evaluation Prodefensoras programme	Programme Evaluation	Americas and the Caribbean	Colombia	2022	Not Rated	Para poder identificar el logro total y no parcial de los objetivos y resultados del Programa, las e...	ONU Mujeres buscará sensibilizar el donante sobre la realización de la evaluación de la fase 2 una vez finalizada la implementación (o más cerca al final de la implementación). La decisión final dependerá del donante.	ONU Mujeres buscará sensibilizar el donante sobre la realización de la evaluación de la fase 2 una vez finalizada la implementación (o más cerca al final de la implementación). La decisión final dependerá del donante.	Partially Accepted	Peace and security (SPs before 2018)	Culture of results/RBM	Evidence, Data and statistics	Effectiveness
Final evaluation Prodefensoras programme	Programme Evaluation	Americas and the Caribbean	Colombia	2022	Not Rated	Para el mantenimiento y autonomía respecto a las capacidades de incidencia de las OSC, se recomienda...		De cara a la Fase II, en el componente tres se fortalecerá el intercambio Col-Col que permitirá generar redes internas de apoyo y fortalecimiento de sus propias iniciativas, incluyendo a organizaciones de otros territorios no priorizados dentro de ProDefensoras.	Accepted	Peace and security (SPs before 2018)	Partnership	South-South cooperation	Sustainability, Gender equality
Final evaluation Prodefensoras programme	Programme Evaluation	Americas and the Caribbean	Colombia	2022	Not Rated	Mantener el acompañamiento de ONU Mujeres a través de las profesionales técnicas al servicio de la D...		En el marco de la formulación de la Fase II, se plantea continuar con la Defensoría del Pueblo como una de las aliadas institucionales del Programa, con el objetivo de continuar con su labor de seguimiento a las recomendaciones emitidas en los informes defensoriales, lo que requerirá de mantener el acompañamiento que las profesionales técnicas	Accepted	Peace and security (SPs before 2018)	Partnership	Capacity development	Effectiveness, Relevance
Final evaluation Prodefensoras programme	Programme Evaluation	Americas and the Caribbean	Colombia	2022	Not Rated	Desde la trazabilidad hallada en las recomendaciones de diferentes actores, lideresas, gestores y de...		En el mandato de la Defensoría del Pueblo se continuará con el proceso de seguimiento a las recomendaciones emitidas en los informes defensoriales, bajo una metodología propuesta por dicha entidad que permite la triangulación de información.	Accepted	Peace and security (SPs before 2018)	Normative Support	Capacity development	Effectiveness, Relevance
Final evaluation of “Support for cross-border community dialogue initiatives with security and justice sector actors for peacebuilding in Mali and Niger”	Programme Evaluation	West and Central Africa	Mali	2022	Very Good	Prendre en compte dans la théorie du changement des projets de consolidation de la paix et de cohési...	Introduction d'un volet AGR dans les projets PBF	La mise en oeuvre de cette recommandation dépend surtout de PBF. Aussi, ONU Femmes fera du plaidoyer dans ce sens auprès de PBF et inclura le volet AGR dans ses futures projets , si accepté par PBF	Partially Accepted	Peace and security (SPs before 2018)	Operational activities, Humanitarian action	Capacity development	Relevance
Final evaluation of “Support for cross-border community dialogue initiatives with security and justice sector actors for peacebuilding in Mali and Niger”	Programme Evaluation	West and Central Africa	Mali	2022	Very Good	Veiller à l’élaboration et à la disponibilité du plan de suivi-évaluation conjoint dès le démarrage ...	Mise en place de plan de suivi-évaluation conjoint pour les projets PBF dès leur demarrage	Un plan de de suivi-évaluation conjoint fait partie déjà des pratiques de planification et de mise en oeuvre des projets PBF. ONU Femmes veillera à ce que cette pratique soit systématiquement appliquée dans les delais pour chaque projet.	Accepted	Peace and security (SPs before 2018)	Culture of results/RBM	Knowledge management	Effectiveness
Final evaluation of “Support for cross-border community dialogue initiatives with security and justice sector actors for peacebuilding in Mali and Niger”	Programme Evaluation	West and Central Africa	Mali	2022	Very Good	Elaborer des plans de travail conjoints et intégrés pour tout projet mis en œuvre conjointement par ...	Elaboration de plans de travail conjoints pour les projets PBF.	Les plans de travail conjoints sont élaborés pour les projets PBF. ONU Femmes veillera à ce que cette pratique soit respectée systématiquement et dans les delais pour les projets PBF.	Accepted	Peace and security (SPs before 2018)	Partnership, Culture of results/RBM	Internal coordination and communication	Sustainability
Final evaluation of “Support for cross-border community dialogue initiatives with security and justice sector actors for peacebuilding in Mali and Niger”	Programme Evaluation	West and Central Africa	Mali	2022	Very Good	Améliorer l’inclusion des personnes handicapées dans la conception et la mise en œuvre. Prévoir dans...	Meilleure Inclusion des personnes handicapées dans les projets PBF	Le Bureau veillera a une meilleure prise en compte systématique des personnes handicapées. Cependant, la mobilisation d'expertise sera tributaire de la prise en compte de cette mesure par PBF et selon la disponibilité de budget .	Partially Accepted	Peace and security (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind	Human Rights
Final Evaluation of the Women Peace and Security Project	Programme Evaluation	East and Southern Africa	Mozambique	2023	Good	Plan and implement continued interventions at district level to transform gender power relations and...	Acepted		Accepted	Leadership and political participation (SPs before 2018)	UN Coordination	Oversight/governance, Knowledge management	Efficiency
Final Evaluation of the Women Peace and Security Project	Programme Evaluation	East and Southern Africa	Mozambique	2023	Good	Plan and implement continued interventions at district level to transform gender power relations and...		Accepted	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind	Sustainability
Final Evaluation of the Women Peace and Security Project	Programme Evaluation	East and Southern Africa	Mozambique	2023	Good	Strengthen monitoring of the assistance provided to women and girls as part of their economic recov...		Accepted	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM	Knowledge management	Impact
Final Evaluation of the Women Peace and Security Project	Programme Evaluation	East and Southern Africa	Mozambique	2023	Good	Include the participation of MGCAS and DPGCAS in the planning and monitoring of activities at distr...		Accept	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Normative Support	Knowledge management	Human Rights
Final Evaluation of the Women Peace and Security Project	Programme Evaluation	East and Southern Africa	Mozambique	2023	Good	Support implementation of district and provincial plans from DPGCAS, MINT and MDN including strengt...		Accepted	Accepted	Women economic empowerment (SPs before 2018)	Organizational efficiency	Promoting inclusiveness/Leaving no one behind	Sustainability
Final Evaluation of the Women Peace and Security Project	Programme Evaluation	East and Southern Africa	Mozambique	2023	Good	Ensure that participation in national and international WPS training programs is associated with cle...	Accepted	Accepted	Accepted	Not applicable	Humanitarian action	National ownership	Human Rights
Final Evaluation of the Women Peace and Security Project	Programme Evaluation	East and Southern Africa	Mozambique	2023	Good	Document and share good practices in providing services to survivors of violence from a multi-sector...	Accepted	Accepted	Accepted	Governance and planning (SPs before 2018)	Organizational efficiency	Promoting inclusiveness/Leaving no one behind	Impact
Final Evaluation of the Women Peace and Security Project	Programme Evaluation	East and Southern Africa	Mozambique	2023	Good	Document the cases of women who entered the labour market and successfully started new businesses.	Accepted	Accepted	Accepted	Global norms and standards (SPs before 2018)	Culture of results/RBM	Advocacy	Human Rights
Final Evaluation of the Women Peace and Security Project	Programme Evaluation	East and Southern Africa	Mozambique	2023	Good	Provide close support for planning and implementation of strategic interventions to CSOs working on ...	Accepted	Accepted	Accepted	Governance and planning (SPs before 2018)	Organizational efficiency	National ownership	Impact
Final Evaluation of the Women Peace and Security Project	Programme Evaluation	East and Southern Africa	Mozambique	2023	Good	Develop monitoring and evaluation systems for the UJC, UEM and MDN trainings on WPS.	Accepted	Accepted	Accepted	Not applicable	HIV/AIDS	Promoting inclusiveness/Leaving no one behind	Impact
Final Evaluation of the Women Peace and Security Project	Programme Evaluation	East and Southern Africa	Mozambique	2023	Good	Consider replicating the engagement of women in situations of vulnerability in the construction of s...		Accepted	Accepted	Global norms and standards (SPs before 2018)	Normative Support	National ownership	Relevance
Final Evaluation of the Women Peace and Security Project	Programme Evaluation	East and Southern Africa	Mozambique	2023	Good	Consider providing support to more solidarity camps		Accepted	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM	National ownership	Relevance
Final Evaluation of the Women Peace and Security Project	Programme Evaluation	East and Southern Africa	Mozambique	2023	Good	Develop a sustainability plan in close collaboration with the project stakeholders.		Accepted	Accepted	Governance and planning (SPs before 2018)	Culture of results/RBM	National ownership	Sustainability
Country Portfolio Evaluation: UN Women Haiti Strategic Note 2018-2021	Country-level Evaluation	Americas and the Caribbean	Haiti	2022	Very Good	Lors de l’élaboration de sa prochaine Note stratégique, ONU Femmes devrait garantir une approche ada...		La recommandation est partagée et le management réfléchit dans une logique de plaidoyer pour le financement de la note stratégique en élaborant un programme pays qui sera financé sur la durée de la note stratégique et adaptée au contexte et aux défis du pays tout en tenant en compte les besoins des femmes et filles et en restant flexible compte tenu de l'aspect volatil du contexte haïtien	Accepted	Not applicable	Urban agenda (safe cities and safe public spaces)	Not applicable	Relevance
Country Portfolio Evaluation: UN Women Haiti Strategic Note 2018-2021	Country-level Evaluation	Americas and the Caribbean	Haiti	2022	Very Good	Sur la base de solides réseaux collaboratifs mis en place, ONU Femmes devrait consolider et systémat...			Accepted	Not applicable	UN Coordination, Partnership	Not applicable	Efficiency
Country Portfolio Evaluation: UN Women Haiti Strategic Note 2018-2021	Country-level Evaluation	Americas and the Caribbean	Haiti	2022	Very Good	ONU Femmes devrait renforcer les capacités dans les domaines clés – en particulier le suivi, l’évalu...			Accepted	Not applicable	Not applicable	Capacity development, Knowledge management, Internal coordination and communication	Efficiency, Impact
Country Portfolio Evaluation: UN Women Haiti Strategic Note 2018-2021	Country-level Evaluation	Americas and the Caribbean	Haiti	2022	Very Good	ONU Femmes devrait améliorer la gestion du Bureau par un effort concerté, afin de clarifier les rôle...			Accepted	Not applicable	Organizational efficiency	Not applicable	Effectiveness, Efficiency
Country Portfolio Evaluation: UN Women Haiti Strategic Note 2018-2021	Country-level Evaluation	Americas and the Caribbean	Haiti	2022	Very Good	ONU Femmes devrait faciliter une bonne transition du Bureau vers sa prochaine Note stratégique en fa...			Accepted	Not applicable	Organizational efficiency	Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Impact
Sustainable Dvlpt in Agriculture (Agrifed) MTE	Programme Evaluation	West and Central Africa	Senegal	2022	Very Good	Elaborer une matrice d’analyse des risques et un plan de gestion des risques d’ici la fin du projet		La recommandation prise en compte dans la planification du Programme 3 R (2021-2022) sur le travail domestique et de soins non rémunérés des femmes agricultrices du nord qui vient renforcer le volet 2 de AGRIFED	Accepted	Not applicable	Partnership	Capacity development	Efficiency
Sustainable Dvlpt in Agriculture (Agrifed) MTE	Programme Evaluation	West and Central Africa	Senegal	2022	Very Good	Organiser une réunion bilan de la première opération de financement, renforcer la sensibilisation po...		La recommandation est d’actualité malgré la fin de la convention avec BNP Paribas ( décembre 2021). Une deuxième phase de distribution du crédit a été lancée et le recouvrement suit son cours.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Not applicable	Efficiency
Sustainable Dvlpt in Agriculture (Agrifed) MTE	Programme Evaluation	West and Central Africa	Senegal	2022	Very Good	Redynamiser fonctionnement du comité technique local et renforcer les synergies d’actions des parten...		La recommandation a été prise en compte dans la planification 2021 du 3R Programme, le comité local technique est remplacé par un Comité régional de Développement (CRD) placé sous le lead du Gouverneur de la région	Accepted	Not applicable	Partnership	Not applicable	Not applicable
Sustainable Dvlpt in Agriculture (Agrifed) MTE	Programme Evaluation	West and Central Africa	Senegal	2022	Very Good	Renforcer la gouvernance institutionnelle du REFAN		La recommandation relative au renforcement de la gouvernance du REFAN, est fortement suivie par le REFAN et ses partenaires (UNWOMEN-REFAN--SAED-ARD-STL). Un exercice diagnostic institutionnel participatif avait permis relever des dysfonctionnements institutionnels et d'élaborer un plan d'action en vue d’y apporter des correctionss	Accepted	Not applicable	Not applicable	Not applicable	Not applicable
Sustainable Dvlpt in Agriculture (Agrifed) MTE	Programme Evaluation	West and Central Africa	Senegal	2022	Very Good	Renforcer la prise en compte des besoins des groupes les plus vulnérables (jeunes filles, jeunes fem...		La recommandation a été prise en compte dans la planification 2021 du Programme 3R Sénégal. La prise en compte des besoins spécifiques des groupes vulnérables sera renforcée au cours de l’intervention du Projet	Accepted	Not applicable	Not applicable	Not applicable	Not applicable
Sustainable Dvlpt in Agriculture (Agrifed) MTE	Programme Evaluation	West and Central Africa	Senegal	2022	Very Good	Etablir et mettre en œuvre un plan d’action d’urgence pour l’accélération de la finalisation des act...		La recommandation a été prise en compte lors de la révision des plans d’actions des partenaires de mise en œuvre en vue d’accélérer le processus d’exécution des activités	Accepted	Not applicable	Not applicable	Not applicable	Not applicable
Sustainable Dvlpt in Agriculture (Agrifed) MTE	Programme Evaluation	West and Central Africa	Senegal	2022	Very Good	Elargir aux autres membres les formations sur les bonnes pratiques résilientes au changement climati...		La recommandation a été prise en compte dans le plan de formation des bénéficiaires à la base sur les bonnes pratiques résilientes au changement climatique, l’éducation financière, l’assurance agricole, les techniques de vente contractuelle,…	Accepted	Not applicable	Not applicable	Not applicable	Not applicable
Sustainable Dvlpt in Agriculture (Agrifed) MTE	Programme Evaluation	West and Central Africa	Senegal	2022	Very Good	Engager la discussion avec les parties prenantes pour établir un plan de sortie et/ou de continuatio...		Lors de l’atelier de planification de la 1ere année du projet une stratégie de pérennisation du Projet a été validé par les parties prenantes. Le projet a adopté une démarche particiapative et inclusive permet une bonne approprioation	Accepted	Not applicable	Not applicable	Not applicable	Effectiveness
Sustainable Dvlpt in Agriculture (Agrifed) MTE	Programme Evaluation	West and Central Africa	Senegal	2022	Very Good	Renouveler le protocole avec la SAED en désignant clairement un point focal, les rôles et responsabi...		La recommandation a été prise en compte durant l’extension de la convention avec la SAED	Accepted	Not applicable	Not applicable	Not applicable	Not applicable
Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Nepal	2022	Very Good	The new Strategic Note should define how the Country Office will continue strengthening its approach...		UN Women NCO welcomes the recommendation and will continue supporting the federalization process with focus on GESI and intersectionality during its new SN 2023-2027 by engaging with its key stakeholders.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Partnership, Normative Support	National ownership, Advocacy, Knowledge management	Relevance, Human Rights, Gender equality
Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Nepal	2022	Very Good	Continue proactive engagement with United Nations and development partners to further leadership and...		UN Women NCO welcomes the recommendation and will continue its proactive engagement with UN Country Team and its development partners in mainstreaming development efforts from GESI lens while ensuring greater coherence and UN Women’s visibility.	Accepted	Not applicable	UN Coordination, Partnership	Advocacy, Knowledge management, Internal coordination and communication	Efficiency, Human Rights, Gender equality
Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Nepal	2022	Very Good	Continue building an integrated approach to implementation of UN Women’s triple mandate, layering ef...		UN Women NCO welcomes the recommendation and will strengthen synergies between its partners across thematic areas for greater effectiveness of the programmatic interventions and identification of entry points for scalability and replication.	Accepted	Women economic empowerment (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Partnership, Operational activities	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management	Effectiveness, Sustainability, Human Rights, Gender equality
Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Nepal	2022	Very Good	Continue evolving and strengthening the focus on diversity and inclusion both internally and externa...		UN Women NCO welcomes the recommendation and will continue promoting enabling environment for diversity and inclusion both internally and externally.	Accepted	Women economic empowerment (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Organizational efficiency	Promoting inclusiveness/Leaving no one behind, Internal coordination and communication	Effectiveness, Human Rights, Gender equality
Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Nepal	2022	Very Good	Document and share lessons learned through investment in adaptive management and innovation to facil...		UN Women NCO welcomes the recommendation and will continue investing resources in adaptive management and innovation.	Accepted	Women economic empowerment (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Partnership, Organizational efficiency	Knowledge management, Innovation and technology, Resource mobilization	Efficiency, Gender equality
Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Nepal	2022	Very Good	Share the internal capacity-building approach internally and continue investing in capacities of per...			Accepted	Women economic empowerment (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Organizational efficiency	Capacity development, Promoting inclusiveness/Leaving no one behind, Internal coordination and communication	Efficiency, Gender equality
Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Nepal	2022	Very Good	Continue investing in evaluation as a means to provide a space for reflection, learning and accounta...			Accepted	Not applicable	Organizational efficiency	Promoting inclusiveness/Leaving no one behind, Knowledge management, Innovation and technology	Effectiveness, Efficiency, Gender equality
Country Portfolio Evaluation	Country-level Evaluation	Arab States	Jordan	2023	Very Good	The Country Office should ensure that the development pillars of its portfolio (Women’s Economic Emp...		The Country Office acknowledges the evaluation recommendation. The new Strategic Note (2023-2028) which was approved at the end of 2023 includes a full pillar on Gender responsive Governance including Women’s Political Participation and a full pillar on Women’s Economic Empowerment, while Violence against Women is included under a third Protection and Resilience pillar.. The JCO was able to mobilize significant new financial resources for the Gender responsive Governance pillar and strategically allocated most of its core resources to WEE while working with the regional office on a new WEE regional program which should bring significant resources to the JCO. The VAW work is funded through the JCO WPS programme while in parallel being supported through large separate investment in civil society (4 million USD) from the UN Trust fund to End Violence against Women, the focus of which is aligned with the SN of the JCO.	Accepted	Not applicable	Humanitarian action, Not applicable	Alignment with strategy, Resource mobilization	Effectiveness, Efficiency, Relevance, Impact, Human Rights, Gender equality, Coherence
Country Portfolio Evaluation	Country-level Evaluation	Arab States	Jordan	2023	Very Good	The Country Office should revisit the underlying theory of change for its humanitarian development n...		The Country Office acknowledges the evaluation's recommendations and recognizes the importance of seeking all opportunities to integrate nexus approaches in its programming, while taking into account the specific economic and political context of Jordan. JCO is committed to addressing the key actions outlined to enhance the effectiveness and impact of the interventions through a comprehensive review of programme ToC and intervention, progressively transitioning its humanitarian prorgamme from direct to partner implementation while taking into consideration the accountability to affected populations.	Accepted	Women economic empowerment (SPs before 2018)	Humanitarian action	Alignment with strategy, Promoting inclusiveness/Leaving no one behind	Effectiveness, Relevance
Country Portfolio Evaluation	Country-level Evaluation	Arab States	Jordan	2023	Very Good	The Country Office should strengthen its coordination and convening role with respect to its relatio...		THE JCO IS STRONGLY POSITIONED ON COORDINATION WITHIN AND OUTSIDE OF THE UNITED NATIONS. IN ADDITION TO CHAIRING THE GENDER THEME GROUP, THE JCO CO-CHAIRS THE UNSDCF RESULTS GROUP 4 ON GOVERNANCE. THE JCO ALSO CO-CHAIRS THE GENDER PARTNERS COORDINATION GROUP TOGETHER WITH THE GENDER MACHINERY AND THE GOVERNMENT OF CANADA. STARTING IN APRIL 2024 THE JCO WILL ALSO CO-CHAIR THE OPERATIONS MANAGEMENT TEAM OF THE UNCT. ON THE HUMANITARIAN FRONT, THE JCO SERVES AS SENIOR GENDER ADVISOR TO THE INTER-SECTORAL WORKING GROUP OF THE JORDAN STRATEGIC HUMANITARIAN PARTNERS GROUP AND AS CO-CHAIR OF THE INTER-SECTORAL GENDER ADVISORY TEAM, AS WELL AS CO-CHAIR OF THE LOCALIZATION TASK TEAM.	Accepted	Not applicable	UN Coordination, Humanitarian action	Not applicable	Human Rights, Gender equality
Country Portfolio Evaluation	Country-level Evaluation	Arab States	Jordan	2023	Very Good	The Country Office should re-invigorate its approach to evidence management, programme monitoring, d...		JCO recognizes the importance of re-invigorating the office approach to evidence management, program monitoring, data quality, analysis, and sharing. To address this the JCO have and will continue to ensure a culture of results and RBM is embedded within the office and mores specifically the programme design and implementation.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018)	Culture of results/RBM	Evidence, Data and statistics	Effectiveness, Efficiency, Impact, Human Rights, Gender equality
Country Portfolio Evaluation	Country-level Evaluation	Arab States	Jordan	2023	Very Good	The Country Office, with the support of the Regional Office, should undertake measures to enhance a ...		In response to the evaluation recommendation, UN Women Jordan Country Office, with the support of the Regional Office, will undertake measures to enhance a positive workplace environment and ensure adherence to the highest standards of the code of conduct. This will include implementing specific actions to promote a respectful and inclusive workplace culture, providing training and capacity-building opportunities, and strengthening mechanisms for reporting and addressing misconduct. Furthermore, following the functional analysis, a change facilitation team has been established to implement some of the FA's recommendations, with oversight from management.	Accepted	Not applicable	Organizational efficiency	Internal coordination and communication	Effectiveness, Efficiency, Relevance, Impact, Gender equality, Coherence
Country Portfolio Evaluation	Country-level Evaluation	Arab States	Jordan	2023	Very Good	The Country Office should embed targeted leave no one behind outcomes in the next Strategic Note pay...		The Country Office acknowledges the importance of embedding targeted "leave no one behind" outcomes in the next Strategic Note. JCO is committed to ensuring disability inclusion across all our programs and will continue prioritizing this in planning. JCO mainstreams LNOB principle across all programmes and ensures social norms strategy is embedded across all thematic portfolios. The office has also strengthened its adherence to enhance accountability to the affected population.	Accepted	Not applicable	Not applicable	Promoting inclusiveness/Leaving no one behind	Impact
Country Portfolio Evaluation + Audit	Country-level Evaluation	Asia and the Pacific	Pakistan	2021	Very Good	Based on consultations with key stakeholders, continue refining the Country Office vision document b...		UN Women Pakistan has already initiated important steps in this regard. The UN Women Vision document was a first step to organize and the strategic priorities for the Pakistan office. The three impact areas of the vision document are a triangulation of the priorities of the people of Pakistan (identified through provincial consultations together with UN PK), global strategic priorities of UN Women and UNSDCF outcome areas. Secondly, PCO consolidated its programme areas into three key impact areas in the AWP for 2022, prioritizing complementarity, value for money and impact. UN Women Vision document will be aligned with the new UN Women Pakistan Strategic Note (SN) 2023-27 which will be developed in 2022. In order to scale up efforts in women empowerment in Pakistan through the UN system, PCO has been leading the OC II (UNSDCF 2023-27) group towards the development of a theory of change that reflects the country’s priorities as well as the comparative advantage of the UN. Finally, the gender strategy of UNCT in Pakistan has also been put into place to guide the implementation of the UNSDCF 2023-27.	Accepted	Not applicable	Not applicable	Alignment with strategy	Not applicable
Country Portfolio Evaluation + Audit	Country-level Evaluation	Asia and the Pacific	Pakistan	2021	Very Good	In close coordination with the Resident Coordinator’s Office, formalize and implement a UN women coo...		In order to finalize and implement a UN Women coordination strategy, UN Women has already initiated the process to place dedicated staff for coordinating UNCT efforts at the Gender Theme Group (GTG) Secretariat. The UNCT SWAP Scorecard mechanism has also been integrated to support the implementation of the UNSDCF. Due to these and other steps, the GTG is now positioned to play a strategic role in mainstreaming gender into the work of the UNCT, including reporting on Pakistan’s treaty and charter-based commitments on gender equality and women empowerment. PCO also co-chairs the Inter-Agency Gender Development Group (INGAD) with the EU to influence and shape development partners approach to the subject in Pakistan.	Accepted	Not applicable	UN Coordination	Not applicable	Not applicable
Country Portfolio Evaluation + Audit	Country-level Evaluation	Asia and the Pacific	Pakistan	2021	Very Good	The Country Office should develop a holistic capacity-building approach or strategy and strategic pa...		UN Women Pakistan has introduced important steps in order to develop a holistic capacity-building approach and strategic partnership management. The HR strategy is now in place to address the capacity needs to PCO, including the new strategic priority of innovative gender financing. A new business plan has also been developed and presented to the staff, which aligns staff talents vis a vis organizational needs. A cost analysis, along with updated TORs of new positions is under process, and resource mobilization efforts are being made to finalize the staffing plan. PCO’s has also strengthened collaboration between the programme and operations units to ensure effective planning and implementation of projects, and a holistic capacity development approach.	Accepted	Not applicable	Partnership	Capacity development	Not applicable
Country Portfolio Evaluation + Audit	Country-level Evaluation	Asia and the Pacific	Pakistan	2021	Very Good	Define the social norms the Country Office will target and, in collaboration with civil society, est...		For the purposes of establishing a long-term strategy for supporting grass-roots organizations and civil society to advance on the women’s movement, UN Women Pakistan has initiated engagement with CSOs through its EVAWG forums, which have started to result in interventions that suit local contexts and are also aligned with strategic priorities as articulated in the SP and SN. PCO has also finalized plans to include the EVAWG Alliance and CSOs in focused districts to support UN Women’s activities at the district level, which will result in increased avenues for CSO engagement at the provincial level. Through strengthening its partnership with the Council of Islamic Ideology and other religious leaders from a range of faiths and sects, PCO plans on embarking upon social norm change in order to address violence against women and girls. In this regard, PCO has also started to engage with men and boys under various project-level initiatives and advocacy campaigns, including the #HeForShe campaign.	Accepted	Not applicable	Partnership	Not applicable	Not applicable
Country Portfolio Evaluation + Audit	Country-level Evaluation	Asia and the Pacific	Pakistan	2021	Very Good	Review and revise the existing staffing structure to ensure that the Country Office has adequate cap...		For the purpose of ensuring that PCO has adequate capacity and clear accountability to deliver on its strategic priorities, PCO has put into place a new organogram and has sought the support of an HR expert to coach and support its staff for the new business plan. The second phase of this plan will include rolling out specific initiatives from the global HR priority to enable PCO colleagues to work in an environment that is perceived as inclusive and embodies UN and UN Women values. PCO has also put into place a staff wellbeing committee to create a culture of inclusivity, build team spirit and encourage a healthy work-life balance. SHA and SHE committees have also been put into place to promote a harassment-free workplace. For the purpose of harnessing available talent for strategic goals, PCO has also completed the formation of cross-unit teams for Due Diligence, Data, M&E and GRB.	Accepted	Not applicable	Not applicable	Capacity development	Not applicable
Country Portfolio Evaluation + Audit	Country-level Evaluation	Asia and the Pacific	Pakistan	2021	Very Good	The Country Office, with support from the Regional Office, should strengthen its overall results-bas...		In order to encourage a holistic results-based approach at PCO and put forth a comprehensive monitoring system to ensure accountability, high quality implementation and course-correction, PCO staff attended a comprehensive three-day workshop on RBM principles, which was delivered by the Regional Office. A comprehensive monitoring matrix was also developed, that was a first step towards institutionalizing an indicator and evidence-based approach in PCO. The next steps in this process include finalization of information flows, that will result in indicator-tracking, and communicating the same to programme teams for effective and efficient implementation.	Accepted	Not applicable	Culture of results/RBM	Evidence, Data and statistics	Not applicable
Country Portfolio Evaluation + Audit	Country-level Evaluation	Asia and the Pacific	Pakistan	2021	Very Good	Finalize and implement the resource mobilization strategy of the Country Office with realistic targe...		The resource mobilization strategy has been developed by PCO, and will be finalized in 2022 in line with strategic priorities as articulated in the vision document and new SN. In this regard, PCO will also leverage its role as the co-chair of the INGAD Platform to strengthen its relations with development partners and build synergies based on mutual interests.	Accepted	Not applicable	Not applicable	Resource mobilization	Not applicable
Final Evaluation Transformative Financing for Gender Equality and Women’s Empowerment in Ethiopia Programme	Programme Evaluation	East and Southern Africa	Ethiopia	2021	Very Good	RECOMMENDATION 1 (FOR UN WOMEN): As stated under evaluation findings 9,11,12,20,21,25,32 and 33, tho...		UN Women will strengthen and improve the current program document by taking into account some of the relevant recommendations provided in the evaluation report and continue working on capacity building, revising outdated knowledge products, strengthening the work with Ministry of Finance and build the capacity of members of parliament on GRB. The program will involve more stakeholders such as the National Plan Commission, Ministry of Women and Social Affairs (MOWSA) and CSOs.	Accepted	Governance and planning (SPs before 2018)	Culture of results/RBM	Oversight/governance	Sustainability, Impact
Final Evaluation Transformative Financing for Gender Equality and Women’s Empowerment in Ethiopia Programme	Programme Evaluation	East and Southern Africa	Ethiopia	2021	Very Good	RECOMMENDATION 2 (FOR UN WOMEN): According to evaluation findings 16, 20,35 and 42, capacity-buildin...		UN Women has already started scaling up capacity building of different government bodies to strengthen the GRB at federal and regional levels. UN Women has been providing capacity building on Gender and Aid effectiveness, program budgeting and GRB for major sectors and MoF experts. UN Women built capacity of the secretariat of the parliament including its Gender Directorate using the Gender Responsive Budgeting toolkit. In 2022 the program will leverage further capacity building strategy targeting members of parliament (women caucus, women and children standing committee and budget standing committee) using the GRB toolkit. UN Women planned joint collaboration with MoWSA in collaboration with MoF on the capacity building process for GRB implementation.	Partially Accepted	Governance and planning (SPs before 2018)	Culture of results/RBM	Oversight/governance, Capacity development, National ownership	Effectiveness, Sustainability, Impact, Not applicable
Final Evaluation Transformative Financing for Gender Equality and Women’s Empowerment in Ethiopia Programme	Programme Evaluation	East and Southern Africa	Ethiopia	2021	Very Good	RECOMMENDATION 3 (FOR UN WOMEN): Based on evaluation finding 14, 27 and 36, there is a need to stren...		UN Women has been already closely working with the different directorates of the MoF throughout the program period on different aspects of GRB implementation. UN Women will continue to work with the MoF on the implementation of the Gender Equality strategies and capacity building. UN Women also worked with the gender secretariat of the parliament in building their capacities on GRB using our toolkit developed for parliamentarians. In 2022, UN Women is planning to build capacity of the newly elected members of parliament on GRB, gender budget statement and organize south-south experience sharing with other African countries, if the situation allows. UN Women will also closely work with the National Plan Commission for gender responsive planning. UN Women is also planning to work closely with MoWSA on capacity building on GRB and to conduct assessment on GRB implementation by sectors.	Accepted	Governance and planning (SPs before 2018)	Partnership	Oversight/governance, Capacity development, National ownership	Sustainability, Impact
Final Evaluation Transformative Financing for Gender Equality and Women’s Empowerment in Ethiopia Programme	Programme Evaluation	East and Southern Africa	Ethiopia	2021	Very Good	RECOMMENDATION 4 (FOR UN WOMEN): Based on evaluation findings 23 and 24, there should be more experi...		UN Women is planning to organize a south-south experience sharing with Morocco and Uganda for members of parliament (women and children and budget standing committee) if the situation allows. Additionally, UN Women is planning to organize experience sharing workshop to share the gender budget statement (GBS) with sectors ( Ministry of Health, Ministry Education, Ministry of Industry, National Plan Commission, Ministry of Labour and Skill, Ministry of Water and Energy, Ministry of Revenue, Federal Auditor General, Ministry of Irrigation and Low land areas) at federal level by Agriculture and Federal Job creation that piloted the GBS.	Accepted	Governance and planning (SPs before 2018)	Partnership, Normative Support	Advocacy, Knowledge management, South-South cooperation	Effectiveness, Relevance, Impact, Human Rights
Final Evaluation Transformative Financing for Gender Equality and Women’s Empowerment in Ethiopia Programme	Programme Evaluation	East and Southern Africa	Ethiopia	2021	Very Good	RECOMMENDATION 5 (FOR UN WOMEN): According to evaluation findings 11,39 and 42 to ensure timely impl...		UN Women is continuously following up with key implementing partners to make sure that projects are implemented efficiently and effectively despite the shortage of staff within the National Planning team, who is spearheading the programme. In addition, UN Women always plans its annual workplan in collaboration with partners.	Accepted	Governance and planning (SPs before 2018)	Operational activities, Organizational efficiency	Oversight/governance, Internal coordination and communication	Efficiency
Final Evaluation Transformative Financing for Gender Equality and Women’s Empowerment in Ethiopia Programme	Programme Evaluation	East and Southern Africa	Ethiopia	2021	Very Good	RECOMMENDATION 6 (FOR UN WOMEN Based on evaluation findings 1, 38 and 40, best practices and good le...		For the last four years of the program UN Women has been conducting diversified and tailored capacity building interventions, producing different knowledge products, and conducting assessments. Gender gap analysis of the PFM has been already conducted, sectors assessment on resource allocation within GTPII in 7 regions conducted and findings were shared among sectors. In addition, a discussion forum and experience sharing were organized to 120 experts from Ministry of Education, Ministry of Health, Ministry of Agriculture, Ministry of Women Children and Youth Affair, Ministry of Finance, Federal Urban Job Creation and Food Security Agency, Ethiopian Road Authority, Federal General Attorney, Ministry of Water and Irrigation, Ministry of Urban Development and Construction, Ministry of Science and Higher-Level education, Transport Minister, National Plan Development Commission from all regions except Tigray. UN Women is planning to conduct assessment on GRB implementation in collaboration with MoWSA to identify the level of implementation at sectors level.	Partially Accepted	Governance and planning (SPs before 2018)	Operational activities, Culture of results/RBM, Organizational efficiency	Oversight/governance, Capacity development, National ownership, Knowledge management, Evidence, Data and statistics, Resource mobilization	Effectiveness, Efficiency, Sustainability, Impact
Final Evaluation Transformative Financing for Gender Equality and Women’s Empowerment in Ethiopia Programme	Programme Evaluation	East and Southern Africa	Ethiopia	2021	Very Good	RECOMMENDATION 7 (FOR UN WOMEN): Based on evaluation finding 7 and 13, future programming should foc...		To institutionalize GRB UN Women has been working on the gender budget statement (GBS) shared as the best experience from Rwanda to be up scaled to other sectors at federal level. The experience sharing will target all sectors at federal level by selecting two experts from each sectors. The planning and budgeting and gender directorate will be working on GBS. UN Women has been developing and revising templates, manuals and toolkits to institutionalize GRB in different institutions. Working on IT system is very difficult with Government institutions we have been trying to communicate with MoF to improve their financial system known as Aid Management Platform (AMP) however it has been a challenge to work with the ministry on the issue as they were resistant to this structural change in their work. UN Women will continue to communicate on the issue in the future.	Partially Accepted	Governance and planning (SPs before 2018)	Culture of results/RBM, Organizational efficiency	National ownership, Knowledge management, Innovation and technology, Evidence, Data and statistics	Effectiveness, Sustainability, Impact, Gender equality
Final Evaluation Transformative Financing for Gender Equality and Women’s Empowerment in Ethiopia Programme	Programme Evaluation	East and Southern Africa	Ethiopia	2021	Very Good	RECOMMENDATION 8 (FOR UN WOMEN): Based on evaluation finding 17, 23 and 26, key stakeholders should ...		UN Women is working with the Civil Service Organization called Union of Ethiopian Women and Children Association (UEWCA) on GRB advocacy by building capacity of different CSOs on GRB. It is also planned to develop Gender Equality Strategy for Federal Job Creation and Food Security Agency as it is one of the sectors with large amount of budget allocation. The Gender Equality Strategy of Ministry of Finance will be launched to lobby and advocate among other sectors as well. UN Women encountered challenges working with Civil Service University in revising the education curriculum , due to the lack of will to revise the curriculum. Nevertheless, UN Women will continue pursuing the initiative in collaboration with GoE. There is a plan to add additional staff for the National Planning program in 2022. This will depend on the availability of budget.	Partially Accepted	Governance and planning (SPs before 2018)	Culture of results/RBM	Oversight/governance, Capacity development, National ownership, Knowledge management, Evidence, Data and statistics	Effectiveness, Sustainability, Impact, Gender equality
Final Evaluation of the joint project “Empowering Youth for a Peaceful, Prosperous and Sustainable Future in Kosovo 2019-2021"	Programme Evaluation	Europe and Central Asia	Kosovo	2021	Very Good	RUNOs to clarify the objective and the vision of peace-building projects		Management of RUNOs takes note of the recommendation and accepts it. The vision and mission of the upcoming regional project has already incorporated the recommendation to have clearer and specific objective(s) including achievable and measurable results. The same will be applied in all upcoming joint projects.	Accepted	Peace and security (SPs before 2018)	Operational activities	Oversight/governance	Relevance
Final Evaluation of the joint project “Empowering Youth for a Peaceful, Prosperous and Sustainable Future in Kosovo 2019-2021"	Programme Evaluation	Europe and Central Asia	Kosovo	2021	Very Good	To develop more coherent projects based on solid TOC		The management of RUNOs takes note of the recommendation and accept it. RUNOs have applied it in the upcoming regional PBF funded project.	Accepted	Peace and security (SPs before 2018)	Culture of results/RBM	Alignment with strategy	Effectiveness, Relevance
Final Evaluation of the joint project “Empowering Youth for a Peaceful, Prosperous and Sustainable Future in Kosovo 2019-2021"	Programme Evaluation	Europe and Central Asia	Kosovo	2021	Very Good	To develop a clear ‘exit strategy’		The management of RUNOs acknowledges the recommendation and partially accepts it. The exit strategies are designed for the context in which RUNOs operate, and quite often their implementation comes across challenges linked to funding and capacities needed beyond the project duration including institutional support. In the upcoming joint regional project, funded by the PBF, the recommendation was already applied.	Partially Accepted	Peace and security (SPs before 2018)	Organizational efficiency	Oversight/governance	Sustainability
Final Evaluation of the joint project “Empowering Youth for a Peaceful, Prosperous and Sustainable Future in Kosovo 2019-2021"	Programme Evaluation	Europe and Central Asia	Kosovo	2021	Very Good	To improve the M&E and reporting system of new projects and make it more outcome oriented, articulat...		The management of RUNOs acknowledges and accepts the recommendation. Greater attention will be paid to the monitoring process, viability of indicators, and feasibility of targets which will consider and better articulate gender sensitivities.	Accepted	Peace and security (SPs before 2018)	Culture of results/RBM	Knowledge management	Gender equality
Final Evaluation of the joint project “Empowering Youth for a Peaceful, Prosperous and Sustainable Future in Kosovo 2019-2021"	Programme Evaluation	Europe and Central Asia	Kosovo	2021	Very Good	To develop a communication strategy that is effective and uses easy-to-understand terminology		The recommendation is partially accepted. The management of RUNOs considers that the communication strategy for the joint project was effective and efficient in reaching intended target groups, as demonstrated by outreach campaigns, the participating municipal institutions, community volunteers, and other beneficiaries. Nevertheless, RUNO management acknowledges the need for a wider dissemination of results and enhanced communication with other stakeholders.	Partially Accepted	Peace and security (SPs before 2018)	Culture of results/RBM	Internal coordination and communication	Effectiveness
Final Evaluation of the joint project “Empowering Youth for a Peaceful, Prosperous and Sustainable Future in Kosovo 2019-2021"	Programme Evaluation	Europe and Central Asia	Kosovo	2021	Very Good	To better clarify the possible scenarios for governance set-up for joint programs and to select the ...		The management of RUNOs acknowledges and accepts the recommendation. Actions have already been taken through the upcoming joint regional project.	Accepted	Peace and security (SPs before 2018)	UN Coordination	Internal coordination and communication	Not applicable
Strengthening Qinghai women farmer’s income security and resilience in a changing climate (QWFIS)	Programme Evaluation	Asia and the Pacific	China	2021	Very Good	UN Women China should continue efforts to sustain growing interest from various stakeholders and to ...		The programme team is continuing efforts to sustain growing interest from Qinghai to Hunan province to drive the agenda of women empowerment and climate change. The programme team will use evidence from QWFIS project to engage with Hunan province, continue partnership with IFAD and explore new partnerships with other UN Agencies.	Accepted	Women economic empowerment (SPs before 2018)	UN Coordination, Partnership, Climate change, Agriculture	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind	Sustainability, Human Rights, Gender equality
Strengthening Qinghai women farmer’s income security and resilience in a changing climate (QWFIS)	Programme Evaluation	Asia and the Pacific	China	2021	Very Good	The project approach and strategy provide a good framework to identify challenges rural women face a...		Further interventions will happen when available funding is mobilized, while knowledge exchange among Qinghai and Hunan could already happen through the convening of UN Women.	Accepted	Women economic empowerment (SPs before 2018)	UN Coordination, Partnership, Climate change, Agriculture	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind	Relevance, Sustainability, Human Rights, Gender equality
Strengthening Qinghai women farmer’s income security and resilience in a changing climate (QWFIS)	Programme Evaluation	Asia and the Pacific	China	2021	Very Good	UN Women China is encouraged to keep up the good work in terms of project governance and management....		The programme team sets up consultation workshop among all relevant stakeholders, including Responsible Party (RP) and other local government sectors to make clear the expectations. Apart from regular monitoring, identifying appropriate RP is vital. Direct implementation partners should be local governments, to increase their ownership to fulfill their obligation, which is also in line with CEDAW.	Accepted	Women economic empowerment (SPs before 2018)	UN Coordination, Partnership, Normative Support, Climate change, Agriculture	Oversight/governance, Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind	Effectiveness, Relevance, Impact, Human Rights, Gender equality
Strengthening Qinghai women farmer’s income security and resilience in a changing climate (QWFIS)	Programme Evaluation	Asia and the Pacific	China	2021	Very Good	The project has set up a good M&E process and tools. It allows gathering information on a regular ba...		The office has hired a M&E specialist, who has started to work since December 2021.	Accepted	Women economic empowerment (SPs before 2018)	UN Coordination, Partnership, Normative Support, Climate change, Agriculture	Oversight/governance, Capacity development, Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Gender equality
Evaluation finale du projet de partenariat entre le Ministère de l’Intérieur – Direction Générale des Collectivités territoriales (MI-DGCT) et ONU Femmes, pour la promotion de la gouvernance territoriale sensible au genre au Maroc	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2023	Good	Diffuser les deux modules de formation, devenus des référentiels en matière de formation sur la gouv...		Plusieurs formations en matière de planification et budgétisation territoriales sensibles au genre sont prévues à l’échelle nationale et territoriale sur la période 2023-2024.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Capacity development	Effectiveness, Sustainability, Gender equality
Evaluation finale du projet de partenariat entre le Ministère de l’Intérieur – Direction Générale des Collectivités territoriales (MI-DGCT) et ONU Femmes, pour la promotion de la gouvernance territoriale sensible au genre au Maroc	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2023	Good	Créer dans chaque région un vivier de formateurs.		Le pool de formateurs sera renforcé à travers l’organisation d’un ToT à l’échelle territoriale.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Capacity development	Effectiveness, Sustainability, Human Rights, Gender equality
Evaluation finale du projet de partenariat entre le Ministère de l’Intérieur – Direction Générale des Collectivités territoriales (MI-DGCT) et ONU Femmes, pour la promotion de la gouvernance territoriale sensible au genre au Maroc	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2023	Good	Repenser l’articulation entre genre, développement durable et droits humains afin que la question de...		Examiner l’opportunité d’organiser des actions conjointes avec le PNUD pour intégrer le nexus environnement-genre. Le PNUD intervient au niveau des collectivités territoriales pour intégrer la perspective de développement durable au niveau territorial.	Partially Accepted	Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Operational activities	Capacity development	Effectiveness, Sustainability, Human Rights, Gender equality
Evaluation finale du projet de partenariat entre le Ministère de l’Intérieur – Direction Générale des Collectivités territoriales (MI-DGCT) et ONU Femmes, pour la promotion de la gouvernance territoriale sensible au genre au Maroc	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2023	Good	Renforcer davantage les capacités des organisations de la société civile afin d’accélérer la prise e...		Le renforcement des capacités des organisations de la société civile sera assuré à dans le cadre d’autres programme ayant pour objectif de renforcer la planification et budgétisation territoriale sensible au genre. Le programme ne prévoit pas à ce stade de formations destinées à la société civile.	Partially Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Capacity development	Effectiveness, Efficiency, Impact, Human Rights, Gender equality
Evaluation finale du projet de partenariat entre le Ministère de l’Intérieur – Direction Générale des Collectivités territoriales (MI-DGCT) et ONU Femmes, pour la promotion de la gouvernance territoriale sensible au genre au Maroc	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2023	Good	Commencer les formations dès le début de la législature afin de permettre aux bénéficiaires de capit...		Le programme prévoit d’intervenir sur la mise à jour de certains Projets de Développement Régionaux (PDRs) à mi-parcours. Si le programme est reconduit, des formations seront prévues sur 2025-2026.	Partially Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Capacity development	Effectiveness, Efficiency, Impact, Human Rights, Gender equality
Evaluation finale du projet de partenariat entre le Ministère de l’Intérieur – Direction Générale des Collectivités territoriales (MI-DGCT) et ONU Femmes, pour la promotion de la gouvernance territoriale sensible au genre au Maroc	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2023	Good	Impliquer le secteur privé dans les activités des prochains projets sur la gouvernance territoriale ...		Cette recommandation ne rentre pas dans les objectifs attendus du programme.	Rejected	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Advocacy	Effectiveness, Efficiency
Evaluation finale du projet de partenariat entre le Ministère de l’Intérieur – Direction Générale des Collectivités territoriales (MI-DGCT) et ONU Femmes, pour la promotion de la gouvernance territoriale sensible au genre au Maroc	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2023	Good	Diversifier les modalités de la formation (présentiel, distanciel, hybride,) afin de répondre aux be...		La modalité de formation en distanciel ou hybride sera privilégiée dans des contextes spécifiques. La formation en présentiel est une modalité privilégiée car elle promeut l’interaction, l’échange et la participation actifs de toutes les parties prenantes.	Partially Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Capacity development	Effectiveness, Efficiency, Relevance, Impact, Human Rights, Gender equality
Evaluation finale du projet de partenariat entre le Ministère de l’Intérieur – Direction Générale des Collectivités territoriales (MI-DGCT) et ONU Femmes, pour la promotion de la gouvernance territoriale sensible au genre au Maroc	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2023	Good	Renforcer l’intégration des personnes vulnérables y compris les personnes qui vivent en situation d...		ONU Femmes renforcera davantage la prise en compte des personnes vivant avec un handicap dans le cadre des formations organisées à l’échelle territoriale.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Capacity development	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality
Evaluation finale du projet de partenariat entre le Ministère de l’Intérieur – Direction Générale des Collectivités territoriales (MI-DGCT) et ONU Femmes, pour la promotion de la gouvernance territoriale sensible au genre au Maroc	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2023	Good	Impliquer dans les activités du projet au sein des collectivités territoriales les acteurs technique...		Le programme cible uniquement les groupes suivants : les élu.e.s, les cadres territoriaux des collectivités territoriale et les cadres de la DGCT.	Rejected	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Capacity development, Advocacy	Relevance
Evaluation finale du projet de partenariat entre le Ministère de l’Intérieur – Direction Générale des Collectivités territoriales (MI-DGCT) et ONU Femmes, pour la promotion de la gouvernance territoriale sensible au genre au Maroc	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2023	Good	Apporter plus de rigueur et de soins dans la collecte des données sur le terrain et veiller à désagr...		ONU Femmes accompagnera la DGCT dans le processus de collecte des données sur le terrain afin d’assurer la disponibilité de données sensibles au genre fiables.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Capacity development, Knowledge management	Effectiveness, Efficiency, Impact, Human Rights, Gender equality
Evaluation finale du projet de partenariat entre le Ministère de l’Intérieur – Direction Générale des Collectivités territoriales (MI-DGCT) et ONU Femmes, pour la promotion de la gouvernance territoriale sensible au genre au Maroc	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2023	Good	Apporter plus de rigueur et de soins dans la collecte des données sur le terrain et veiller à désagr...		ONU Femmes accompagnera la DGCT dans le processus de collecte des données sur le terrain afin d’assurer la disponibilité de données sensibles au genre fiables.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Capacity development, Knowledge management	Effectiveness, Efficiency, Impact, Human Rights, Gender equality
Corporate Formative Evaluation of UN Women's Approach to Innovation	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2021	Very Good	UN Women should develop and disseminate a clear definition of innovation. This should cover what con...		Management agrees with this recommendation while noting that the development, dissemination, and follow-through will require mobilization of resources dedicated to innovation & digital technology to advance clarity of UN Women’s core value proposition, and with authority to enforce corporate standards (and definitions) throughout the organization.	Accepted	Not applicable	Culture of results/RBM, Organizational efficiency, Not applicable	Innovation and technology	Relevance
Corporate Formative Evaluation of UN Women's Approach to Innovation	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2021	Very Good	UN Women should identify the value added of its work in the normative and coordination space related...		This is accepted and should form a central pillar of any future innovation strategy/framework. Management concurs on the importance of sustaining and strengthening UN Women’s advocacy and coordination efforts to influence the normative sphere in issues related to innovation and technology. UN Women will continue its collaboration with and support to the UN Innovation Network, which plays a key coordination and norm-setting role in the UN system (including for the presentation and report to the United Nations System Chief Executives Board for Coordination, the UN Innovation principles, or the development of the first UN Guidance on Behavioral Science.). We will continue to participate in relevant inter-agency initiatives, such as: the IANWGE’s working group on frontier issues (incl. artificial intelligence); the UN Secretary General's Task Force on Digital Financing of the Sustainable Development Goals (SDGs); the SG’s Digital Cooperation work, including by leading the development of an authoritative definition of digital inclusion, which is going to be incorporated in the work around the SG Common Agenda and the Global Digital Compact.	Accepted	Not applicable	Normative Support, Culture of results/RBM, Organizational efficiency	Innovation and technology	Relevance
Corporate Formative Evaluation of UN Women's Approach to Innovation	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2021	Very Good	UN Women should focus on developing, trialing and documenting innovative solutions for challenging g...		This is accepted and should form a central pillar of any future innovation strategy/framework.	Accepted	Not applicable	Culture of results/RBM, Organizational efficiency	Innovation and technology	Effectiveness
Corporate Formative Evaluation of UN Women's Approach to Innovation	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2021	Very Good	UN Women should develop long-term, strategic partnerships with the private sector that support innov...		This is accepted and should form a central pillar of any future innovation strategy/framework and dedicated follow-up efforts.	Accepted	Not applicable	Partnership, Culture of results/RBM, Organizational efficiency, Climate change	Innovation and technology	Effectiveness
Corporate Formative Evaluation of UN Women's Approach to Innovation	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2021	Very Good	UN Women should invest in more comprehensive and organized systems for capturing and sharing lessons...		Iterative innovation projects and pilots require by nature specific, intense systems and/methodologies to capture and assess both process and immediate results, to improve the tested model and/or to inform the design of other initiatives. This allows to learn from what works and from what does not work and to turn the focus towards the how as an important factor for success. Based on existing approaches, UN Women can develop a standardized methodology for innovation & technology project teams to systematically document solutions’ design and implementation, from idea incubation to solution prototyping, testing, piloting and upscaling (when applicable). The methodology should also include guidance on how to distil, analyze, apply and share the knowledge. Considering the overlaps with recommendation #3 and as the knowledge production will happen hand in hand with solution design and implementation, UN Women’s response actions to recommendation #5 will be integrated within those included in recommendation #3. It is important to note that these efforts should not happen in isolation, but rather as part of broader organizational efforts around UN Women systems, data, knowledge and evidence management for better results and learning. In that sense, the response to this recommendation goes well beyond the Innovation Facility and should involve other parts of the organization working in those areas. REFER TO ACTIONS #7, 8 AND 9	Accepted	Not applicable	Culture of results/RBM, Organizational efficiency	Innovation and technology	Efficiency
Corporate Formative Evaluation of UN Women's Approach to Innovation	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2021	Very Good	UN Women should decide on the best structure to support innovation, match it with appropriate system...		This is accepted and should form a central pillar of any future innovation strategy/framework. Please refer also to Key Action #1 under Recommendation #1 for actions to be taken to introduce an organizational structure to support the appropriate role for innovation & technology in the organization.	Accepted	Not applicable	Culture of results/RBM, Organizational efficiency	Capacity development, Knowledge management, Innovation and technology	Efficiency
Final Evaluation of the Project Support to Priority Actions for Gender Equality in Serbia (2018-2020)	Programme Evaluation	Europe and Central Asia	Serbia	2021	Very Good	Dialogue with the Government on strengthening the role of the CBGE, its institutionalisation and res...		UN Women will further support the national gender machinery, mainly Coordination Body for Gender Equality and Ministry for Human and Minority Rights and Social Dialogue to effectively and efficiently lead and implement the national and international obligations. Through the second phase of the GEF project, UN women will provide technical assistance to building and widening pool of gender equality experts, both within the government institutions and outside, at the state level as well as at municipal and local levels to support and advise on implementation of the newly established laws and strategies. Furthermore, UN Women will moderate the discussion between different stakeholders on priority areas of future Strategy for Gender Equality and on specific measures in NAP for the most vulnerable groups of people.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership	Oversight/governance	Gender equality
Final Evaluation of the Project Support to Priority Actions for Gender Equality in Serbia (2018-2020)	Programme Evaluation	Europe and Central Asia	Serbia	2021	Very Good	UN Women should engage in dialogue with MEI and EU Delegation to discuss how to safeguard the gender...		In order to ensure gender mainstreaming of EU accession process and IPA programming, along with guidelines produced during the GEF first phase, the process should be further supported and IPA units in relevant institutions should be strengthened.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership	Oversight/governance	Gender equality
Final Evaluation of the Project Support to Priority Actions for Gender Equality in Serbia (2018-2020)	Programme Evaluation	Europe and Central Asia	Serbia	2021	Very Good	Gender mainstreaming capacity building of GEMs at all levels, MEI and other institutions should be c...		UN Women has an important and strong role in enhancing gender equality in Serbia. UN Women was constantly advocated for gender equality mechanisms (at all levels, national, provincial and local) and supported gender mainstreaming capacity building of gender focal points In relevant ministries, IPA units focal points, local GEMs. On the other hand, UN Women provide technical support to gender equality machinery and coordination mechanism. Having in mind that the newly adopted Law on Gender Equality stipulates the establishment of local GEMs in every local self-government and establishment of GFP in all relevant institutions. UN Women will further support the capacity building of civil servants, GFP, GEMs, IPA units and other relevant partners.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership	Capacity development	Gender equality
Final Evaluation of the Project Support to Priority Actions for Gender Equality in Serbia (2018-2020)	Programme Evaluation	Europe and Central Asia	Serbia	2021	Very Good	Trainings for empowerment of women should be further supported. Learnings from the first cycle of ec...		Trough GEF second phase of project implementation, the project activities will support active engagement of women and women’s CSO in identifying main issues and priorities related to gender equality and developing watchdog reports, thus influencing the development, implementation and monitoring of gender related programmes and policies at national and local level. Furthermore, trainings and capacity building events will be organized for women CSOs.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership	Capacity development	Gender equality
Final Evaluation of the Project Support to Priority Actions for Gender Equality in Serbia (2018-2020)	Programme Evaluation	Europe and Central Asia	Serbia	2021	Very Good	UN Women should support initiatives related to the strengthening legal framework for gender equality...		UN Women Office in Serbia continues to support the National Mechanisms for Gender Equality - Coordination Body for Gender Equality, Ministry for Human and Minority Rights and Social Dialogue and other institutions involved in the implementation of national commitments for gender equality, to provide recommendations and advocate for inclusion of gender equality considerations. UN Women supported the Ministry for Human and Minority Rights and Social Dialogue in development of three law in the area of human and women’s rights: Gender Equality Law, Law on same sex partnerships; and the Law amending the law on prohibition of discrimination. The laws are developed with the aim to improve the quality of life of citizens in Serbia and ensure fulfilment of international human and women’s rights standards. Under the scope of the project, UN Women support the Government’s efforts in drafting new National Strategy for Gender Equality for the period 2021-2030 with following Action Plan, in line with the Law on Planning System.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Normative Support	Oversight/governance	Gender equality
Final Evaluation of the Project Support to Priority Actions for Gender Equality in Serbia (2018-2020)	Programme Evaluation	Europe and Central Asia	Serbia	2021	Very Good	UN Women Programme Office in Serbia and UN Women ECA RO should support more dynamic exchange and dis...		UN Women Serbia supports regional exchanges of practices and lessons learned of GEF projects. First regional annual exchange between GEF projects has been organized in June 2021 in Neum, BIH, where GEF Serbia project has been presented as an example of good practice in effectively supporting governmental and non-governmental institutions in implementing priorities for gender equality. This was also the opportunity to exchange information on the status of reforms in each country. A knowledge-sharing database has been established. Regarding EU support in advancement of GE and WEE, European Union has adopted dedicated strategy for Gender Equality 2020-2025 and Action Plan on Gender Equality and Women's Empowerment in External Action 2021–2025 (GAP III) ensuring continuity of supporting this area in enlargement countries.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership	Knowledge management	Gender equality
Final Evaluation of the Project Support to Priority Actions for Gender Equality in Serbia (2018-2020)	Programme Evaluation	Europe and Central Asia	Serbia	2021	Very Good	Findings and recommendations from analyses conducted in the GEF 1, particularly those related to dev...		UN Women Office in Serbia will take into consideration all analyses conducted under GEF first phase in designing all project related activities and, in particular, when designing CfP for CSOs to award grants.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership	Knowledge management	Gender equality
Final Evaluation of the Project Support to Priority Actions for Gender Equality in Serbia (2018-2020)	Programme Evaluation	Europe and Central Asia	Serbia	2021	Very Good	In order to increase sustainability of new economic initiatives of women, established through GEF, n...		Projects supported under the GEF first phase have been assessed as relevant, with clear intervention strategy and with high sustainability. Some of the projects have been implemented in the period of COVID-19 outbreak which put additional burden to implementation. Through the new Call for Proposals UN Women will support all women CSOs that comply with the requirements of the call. This possible support will be opened to the partners from GEF I/responsible parties. Since this is defined as obligation towards donor, this is a priority. However, if the funds allow and with donor approval, several CSOs could be selected to receive tailored follow up assistance to preserve sustainability of support.	Partially Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership	Capacity development	Gender equality
Final Evaluation of the Project Support to Priority Actions for Gender Equality in Serbia (2018-2020)	Programme Evaluation	Europe and Central Asia	Serbia	2021	Very Good	Dialogue platforms of women in academia and women in CSOs and local GEMs should be further supported...		UN Women Office in Serbia continues to support the dialogue platforms for exchange of knowledge, opinions and best practice experiences with different stakeholders, such as Coordination Body for Gender Equality, Ministry of Human and Minority Rights and Social Dialogue, GEMs, academia and women's organisations.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership	Knowledge management	Gender equality
Stepping Up Solutions to Eliminate Violence Against Women and Girls in Asia and the Pacific (2017-2021)	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2021	Very Good	RECOMMENDATION 1	While retaining a multi-year, multi-country scale, and an ecological programming lens, increase funding within programming to end violence against women and girls in Asia and the Pacific specifically for evidence-informed community-level interventions with a focus on transforming social norms.	UN Women accepts this recommendation. While there is increasing evidence regarding promising practices to prevent VAW globally, more evidence is needed on 'what works' in Asia and the Pacific, especially through transformative community level interventions. UN Women aims to apply holistic approaches to VAWG prevention efforts that address root causes and are informed by best practice, through interventions at community level in the region. The evaluation is very timely, as UN Women has developed a new Strategic Plan which features prevention of VAW as a prominent focus area. Having adequate, predictable and reliable funding is game-changing to support progress on Ending Violence against Women in this region, and has been underlined as a key target of the GBV Action Coalition in the context of the Generation Equality Forum. To increase the ability of UN Women country offices, partners and national stakeholders to design, implement and measure interventions based on strong evidence, UN Women ROAP is implementing a regional strategy on prevention of VAW. Part of the strategy supports design of holistic programme interventions to transform harmful social norms at community levels, informed by the ecological model and lessons learned from this evaluation. UN Women will continue to build its programming informed by the ecological lens - as such, we will continue investing in addressing and preventing violence at multiple levels, including individual levels, community levels, and institutional levels. Further, through its new Strategic Plan (2022-2025), UN Women will pay increasing attention on promoting positive social norms, including through working with men and boys, and by building on its work strengthening community actors.	Accepted	Ending violence against women (SPs before 2018)	Normative Support	Alignment with strategy	Gender equality
Stepping Up Solutions to Eliminate Violence Against Women and Girls in Asia and the Pacific (2017-2021)	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2021	Very Good	RECOMMENDATION 2	Strengthen and adequately fund programme monitoring, evaluation and learning, taking full advantage of opportunities to build the relatively limited evidence base on “what works” in ending violence against women in Asia and the Pacific.	UN Women welcomes and accepts this recommendation and has already started conversations with donors in the region around the need for strong design, research and M&E related to VAW. UN Women notes the point raised on contributing to the evidence, and acknowledges the evidence gap in the Asia Pacific region, particularly on 'what works' to prevent VAW in this region. UN Women will utilize tools developed under 'Stepping Up Solutions to End VAW' (e.g. 'Making Progress in Prevention Possible' or Prosecutor Training Package') in its next phase of work with countries that are positioned to use them, contributing to the learning and evidence In the region.	Accepted	Ending violence against women (SPs before 2018)	Normative Support	Alignment with strategy	Gender equality
Stepping Up Solutions to Eliminate Violence Against Women and Girls in Asia and the Pacific (2017-2021)	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2021	Very Good	RECOMMENDATION 3	While continuing to build on and develop networks of social actors to advance programming on ending violence against women and girls, increase efforts to ensure the full inclusion of marginalized groups	UN Women welcomes and accepts this recommendation. Through various events - including webinars, training workshops, awareness raising sessions, consultations with country offices, etc. UN Women is contributing to building a diverse network of advocates, survivors and civil society organizations in the region. UN Women is increasing its efforts to ensure that a diversity of women and girls is represented across our convenings to ensure that marginalized groups are heard and listened to, such as spotlighting youth speakers during recent events (such as the Generation Equality Forum Regional Journey, 16 Days of Activism against gender-based violence). UN Women has a history of including, and will continue engaging with, activists who are survivors of gender-based violence and harassment - including from LGBTQIA+ communities - who are often marginalized in their communities.	Accepted	Ending violence against women (SPs before 2018)	Normative Support	Alignment with strategy	Gender equality
Stepping Up Solutions to Eliminate Violence Against Women and Girls in Asia and the Pacific (2017-2021)	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2021	Very Good	RECOMMENDATION 4	In future capacity building to end violence against women and girls, focus on building technical capacity to embed fully the evidence-based approaches introduced by Stepping Up within national systems, and on building data skills among national actors.	UN Women accepts and welcomes this recommendation, which aligns well with identified needs for capacity building across the region, which include skills on collecting, analyzing and utilizing data on VAWG in the region. There is a need to strengthen the capacity of partners and governments in the region to fulfill the commitments they made in relation to ending violence against women and girls. UN Women will continue to invest in building capacity across the region, and will be supporting CSOs, governments and other national stakeholders in Asia and the Pacific to build their technical capacity and support them to design and implement evidence-based programming interventions.	Accepted	Ending violence against women (SPs before 2018)	Normative Support	Alignment with strategy	Gender equality
Stepping Up Solutions to Eliminate Violence Against Women and Girls in Asia and the Pacific (2017-2021)	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2021	Very Good	RECOMMENDATION 5	Continue to support scaling up Connect with Respect in Timor-Leste and Viet Nam but strengthen evaluation of its outcomes.	UN Women takes note of this recommendation, considering the success and promising approach of the Connect with Respect work in both countries, leading governments to commit to scaling up this work. UN Women takes note of the recommendation to strengthen monitoring and evaluation of its community-level work. UN Women is collaborating with UNICEF, UNFPA and UNESCO, on school-related violence and intersections of violence against women and violence against children. This work will continue in 2022, building on lessons learned through the evaluation.	Accepted	Ending violence against women (SPs before 2018)	Normative Support	Alignment with strategy	Gender equality
Mid-term Evaluation of the Safe and Fair - Joint Regional Spotlight on EVAW programme	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2021	Very Good	RECOMMENDATION 1. STRENGTHEN THE REGIONAL DIMENSIONS OF THE PROGRAMME (FROM THE MTE)	To operationalize this recommendation: ? Enhance knowledge exchange between stakeholders from across origin and destination countries and actively share the knowledge products produced by the programme by creating an easily accessible public online document repository and informing stakeholders on to how to access the documentation. ? Facilitate knowledge exchange between stakeholders from across origin and destination countries by organizing online knowledge exchange events that bring together stakeholders from similar groups or with similar interests to promote cooperation and strengthen referral systems. This should be integrated within the EU-UN Spotlight Initiative’s knowledge management structure to the greatest extent possible. ? Promote information-exchange and networking between NPACs across countries by organizing thematic events among NPAC members to share knowledge and experiences on specific issues. ? Continue to research and share information on the needs of women migrant workers across their migration journey and the services that are available to women migrant workers in both origin and destination countries. ? Continue working on and promoting labour migration policy harmonization across ASEAN countries while acknowledging that policy harmonization is a large-scale and long-term goal that the programme can contribute towards. ? Ensure that any subsequent programme phases continue to leverage the added value of the regional dimensions of the programme.	The Safe and Fair Regional Management Team acknowledges the recommendation to strengthen the regional dimensions of the programme to further promote cross-country knowledge exchange and stakeholder networking. Due to the cross-border mobility of women migrant workers and the fact that their migration experience spans both countries of origin and destination, it is essential for labour migration programming to occur at the regional level in order to facilitate networking and synergies of stakeholders and service providers across countries with the aim of supporting a woman migrant worker throughout her entire migration journey. Safe and Fair will continue to harness and strengthen its established partnerships and collaborations with women migrant workers organizations, ASEAN Member States’ government authorities, ASEAN institutions, workers’ and employers’ organizations, civil society, community-based and women’s organizations at the national and regional level.	Accepted	Ending violence against women (SPs before 2018)	Organizational efficiency	Knowledge management	Efficiency
Mid-term Evaluation of the Safe and Fair - Joint Regional Spotlight on EVAW programme	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2021	Very Good	RECOMMENDATION 2. INCREASE PROGRAMMING EFFORTS TO STRENGTHEN THE IMMEDIATE SUPPORT NETWORK (I.E. HUS...	To operationalize this recommendation: ? Refocus programming efforts to better target husbands and other family members at the community level so that they can better support women migrant workers throughout the migration journey. This could include engaging husbands and other family members in the pre-departure information sessions or conducting separate family orientation sessions, informing husbands and other family members of services available to women migrant workers throughout their migration journey, and engaging husbands and family members in post-migration community dialogue sessions upon return. These information and sensitization sessions should focus on capacitating husbands and other family members to better support women migrant workers throughout their migration journey as well as target negative attitudes and behaviour to reduce domestic violence against women migrant workers within their communities of origin. ? Include a focus of the programme’s communications campaign on addressing negative biases and perceptions against women migrant workers among family and community members in origin communities to promote the rights of women migrant workers and facilitate the prevention of domestic and community violence against women migrant workers. These efforts should ideally contain C4D programming elements to encourage actionable behaviour change.	The evaluation’s focus group discussions with women migrant workers have revealed a strong interest in engaging husbands and other family members in pre-departure orientation sessions in order to further sensitize them on the realities of labour migration and to develop increased empathy towards their migration experience. Therefore, the Safe and Fair Regional Management Team welcomes this recommendation with the caveat that part of the reason why the programme has not actively engaged these first responders is due to its focus on the direct empowerment of women migrant workers and the potential risks of engaging men and male family members who are among the perpetrators of violence. Also as pre departure trainings are meant for departing migrants, it is not possible to include others in the training. It should also be noted that in countries of origin men and community members are target groups for services and information sharing through MRCs, civil society organizations (CSOs) and peer networks.	Accepted	Ending violence against women (SPs before 2018)	Organizational efficiency	Alignment with strategy	Effectiveness
Mid-term Evaluation of the Safe and Fair - Joint Regional Spotlight on EVAW programme	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2021	Very Good	RECOMMENDATION 3. FURTHER STRATEGICALLY TARGET THE PROGRAMME’S COMMUNICATIONS CAMPAIGN TO MORE EFFEC...	To operationalize this recommendation: ? Target a small number of specific stakeholder groups whose changes in attitudes and behaviours will likely have a direct effect on the lives of women migrant workers. This could include employers, recruiters, and/or families and community members in origin communities, among others. ? Define the specific behaviour change that is sought from targeted communications campaigns and integrate C4D programming elements, where feasible. The programme should draw on the open source C4D labour migration tools developed by IOM X wherever possible. ? Modify the measurement indicators in the results framework for Outcome #3 to measure changes in social attitudes and behaviour change among stakeholders of the targeted communications campaigns. ? Continue using celebrity champions to raise awareness of the rights of women migrant workers and violence committed against them. ? Allocate additional resources where necessary to further target the communications campaign and add C4D elements.	The Regional Management Team notes that while it would not be feasible to invest heavily in integrating C4D across programming at this point in the Safe and Fair Programme, also keeping in mind the MTE observation regarding limitations in staffing dedicated to communications, the team will identify opportunities where more targeted communications work could take place and certain C4D elements could be integrated. The possibility of reallocation of resources to ensure sufficient investment in this work will be looked at. It is also worth noting that in the long-term C4D ultimately aims to promote behavioral change, which is a strategy that could be adopted for the programme to go beyond December 2022.	Partially Accepted	Ending violence against women (SPs before 2018)	Organizational efficiency	Capacity development	Effectiveness
Mid-term Evaluation of the Safe and Fair - Joint Regional Spotlight on EVAW programme	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2021	Very Good	RECOMMENDATION 4. FURTHER COLLABORATE WITH OTHER UN LABOUR MIGRATION PROGRAMMES ACROSS THE REGION TO...	To operationalize this recommendation: ? Meet with the PROMISE team to identify potential entry points for any additional programming or synergies that could be feasibly leveraged before the end of the Safe and Fair Programme in order to further strengthen the economic empowerment of returning women migrant workers at the community level. This meeting should also discuss how a potential future-programming phase could better interlink and synergize with women’s economic empowerment efforts within origin communities. ? Meet with the TRIANGLE team to identify how the programme’s EVAW training materials could be integrated into TRIANGLE’s work during the Covid-19 pandemic and post-pandemic to better sensitize its network of recruiters and their associations. ? Further collaborate with IOM’s IRIS team to facilitate the integration of EVAW training across IRIS’s network of recruiters. This could include conducting some train-the-trainer sessions and sharing EVAW training materials so that IRIS trainings can better reflect EVAW priorities. ? Collaborate with IOM’s CREST team to facilitate the integration of EVAW principles into the services and training provided to CREST’s network of employers and recruiters. This could include conducting some train-the-trainer sessions and sharing EVAW training materials so that CREST trainings can better reflect EVAW priorities. ? Continue to expand the programme’s repository of services for women migrant workers across countries and further share this with other UN labour migration programmes in the region. ? Further leverage the EU-UN Spotlight Initiative’s knowledge management structures to promote more active collaboration between the Safe and Fair Programme and other Spotlight Initiative programming across regions to further generate synergies that could facilitate the advancement of programming objectives.	The Regional Management Team agrees that there are promising opportunities for the Safe and Fair Programme to expand its reach and better support returnee women migrant workers by partnering with other UN labour migration programmes in the region depending on the interest of partners and stakeholders.	Accepted	Ending violence against women (SPs before 2018)	Organizational efficiency	Alignment with strategy	Effectiveness
Mid-term Evaluation of the Safe and Fair - Joint Regional Spotlight on EVAW programme	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2021	Very Good	RECOMMENDATION 5. FURTHER STRENGTHEN THE SAFE AND FAIR PROGRAMME’S ALIGNMENT WITH RBM GOOD PRACTICES...	To operationalize this recommendation: ? Organize a staff retreat or extended meeting exercise to reflect on the clarity of roles and responsibilities between ILO and UN Women staff to produce key insights and knowledge on how to further clarify these roles to avoid duplication. The exercise should also include a discussion around the degree of consultation and coordination that is truly necessary between ILO and UN Women staff to see if any adjustments in expectations could be made to further streamline the joint elements of the work. This should help to slightly relieve the workload of programming staff. ? Modify the programme’s results framework by including impact indicators, identifying outcome indicators that the programme can realistically contribute towards, and refining some output indicators that are at too high of a level for the programme to be responsible for achieving (this includes Output 2.1.2.). The output indicators for Output 3.2.1 and 3.2.2 should also be adjusted to reflect the programme’s shift in focus towards capacitating stakeholders to use existing data on violence against women migrant workers due to the programming context and the challenges relating to collecting new data on violence against women migrant workers. ? Develop a ToC model for the programme that provides a clear articulation of how outcomes are intertwined and how outputs are expected to contribute towards outcome and impact-level results. Not only will this help to guide the remainder of the programme but it will also be useful for planning a potential second phase. ? Develop an exit strategy or a sustainability plan to guide the future of the programme and the sustainability of its results. This should include starting right away to look for donor funding that could support a continuation of the programme that would cover both the regional and country levels.	The Regional Management Team support further strengthening the Safe and Fair Programme’s alignment with RBM good practices and improving the efficiency of joint programming arrangements. As highlighted by the evaluation, by making relatively small adjustments to the Safe and Fair Programme’s results framework and joint working arrangements, the programme can significantly improve its results management and reporting as well as increase staff’s sense of well-being.	Partially Accepted	Ending violence against women (SPs before 2018)	Organizational efficiency	Alignment with strategy	Effectiveness
Evaluation of UN Women's Crisis response in Asia and the Pacific	Regional Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2022	Very Good	TEST		TEST	Accepted	Not applicable	Humanitarian action	Oversight/governance	Effectiveness
Evaluation of UN Women's Crisis response in Asia and the Pacific	Regional Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2022	Very Good	Headquarters executive and senior management to clearly articulate a commitment to crisis response b...		UN Women partially accepts the second part of the recommendation which is to accelerate the revision and finalization of the corporate response policy to strengthen coherence within the organizational overall crisis response. This will benefit all Regional and Country Offices, including the Regional Office for Asia-Pacific which was the focus of the evaluation. UN Women acknowledges the crucial importance of accelerating the finalization and adoption of the new humanitarian strategy, crisis response policy, internal guidance notes and tools. The recommendation to appoint a senior humanitarian coordinator is not accepted. In 2019, UN Women merged the Humanitarian Action and Crisis Response Office (HACRO) and WPS team in 2019 as part of a Change Management process and following the comprehensive evaluation of UN-Women's humanitarian work (2018/2019). As a result, the Peace and Security, Humanitarian and Resilience (PSHR) Section within the Policy, Programme, and Intergovernmental Division (PPID) is the designated business owner of crisis response with the organization and coordinates UN Women’s humanitarian work. The integration of UN Women’s WPS, humanitarian and DRR team has proven particularly critical in successfully mobilizing resources thorough nexus funding and programming. UN Women does not accept the recommendation to reallocate resources for humanitarian action but will intensify efforts to secure more non-core humanitarian funding.	Partially Accepted	Not applicable	Operational activities, Culture of results/RBM, Organizational efficiency, Humanitarian action	Alignment with strategy, Capacity development, Knowledge management, Internal coordination and communication	Effectiveness, Efficiency, Impact
Evaluation of UN Women's Crisis response in Asia and the Pacific	Regional Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2022	Very Good	Corporate business owner for crisis response, once identified, to continue advocating for and priori...		UNW partially accepts this recommendation as there is an existing business process owner at the corporate level. UNW has been the lead UN entity advocating for the integration of gender into humanitarian action (GiHA) coordination efforts in all UN led humanitarian response efforts at the global, regional and country levels, having been instrumental in developing the standards and commitments, as well as the official guidance and training resources to convert them into action in support of humanitarian response. Wherever UN Women has a presence and has been engaged in humanitarian coordination, UN Women leads in taking on the gender and humanitarian coordination role. Corporately, UN Women has developed a set of tools and training modules on Gender in Humanitarian Action to strengthen internal capacities on crisis response.	Partially Accepted	Not applicable	Operational activities, Culture of results/RBM, Organizational efficiency, Humanitarian action	Alignment with strategy, Oversight/governance, Capacity development, Knowledge management, Internal coordination and communication	Effectiveness, Efficiency, Gender equality
Evaluation of UN Women's Crisis response in Asia and the Pacific	Regional Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2022	Very Good	Building on UN Women’s added value in the humanitarian-development-peace nexus, clearly articulate a...		UN Women has in draft form, and currently undergoing consultations, a comprehensive package for humanitarian action and crisis response, including a new Humanitarian Strategy (2022-2025), accompanied by five internal guidance notes on its programming models. These are to codify and humanitarian response at the global, regional and country levels and ensure that humanitarian results are measurable, clearly attributable to UN Women, demonstrating not only UN Women’s added value but comparative advantage. To ensure the organization is fit for purpose –financing, coordination, procurement, fast track programming models, human resources/surge capacities, increased delegation – UN Women is in the process of finalizing a consolidated and overarching organizational Crisis Response Policy, clearly defining crisis response governance and procedures which will strengthen humanitarian crisis response across the organization and especially simplify processes to enable Regional and Country Offices respond to the needs of the most affected women and girls. The major challenge not highlighted in the Evaluation findings is the limited ability of Regional and Country Offices to mobilize humanitarian funding from regional/country appeals and humanitarian pooled funds to implement humanitarian responses. This in particular has an impact on ROAP’s capacity to respond effectively to humanitarian crises and employ a wide range of services and interventions. The lack of sustained funding means that there are not enough resources for staffing and programming, and humanitarian response highly dependent on highly technical and knowledgeable staff on gender and humanitarian action. Despite this factor, ROAP is encouraged by the findings from the evaluation to strengthen its existing resources to mobilize and scale existing resources and capacity. The use of retainer consultancies to support the Humanitarian/DRR/Climate Change portfolio has been essential to helping the team deliver support in a timely manner. ROAP’s support to and leadership in GiHA coordination has resulted in the development of key tools and guidelines for integrating gender into humanitarian response, which has in turn influenced and supported humanitarian interventions conducted by other actors in the sector.	Accepted	Not applicable	Operational activities, Organizational efficiency, Humanitarian action	Alignment with strategy, Oversight/governance, Capacity development, Internal coordination and communication, Resource mobilization	Effectiveness, Efficiency, Gender equality
Evaluation of Regional Office for Asia and the Pacific Contributions to Women, Peace and Security	Regional Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2021	Very Good	Co-create a vision for WPS in the region with UN Women offices across the region and key peace and s...		More efforts are required to co-create a vision for WPS in the region. The recommendation resonates with the team including key issues and steps that can be taken to ensure greater coherence across global, regional and country levels as well as a stronger linkage between peace, security and humanitarian work. Key considerations include: • Ensure that future GPS programming builds on existing work where significant progress has been made, and contributes to advancing Sustainable Development Goals 5, 10, 16+ at the country level, particularly through the United Nations Sustainable Development Cooperation Framework. • Ensure that ROAP GPS keeps track of political and policy developments in “Our Common Agenda” and support its implementation, particularly elements pertaining to gender, Agenda for Peace, trust building, justice and climate action. • Deepen understanding and calibrate GPS programmatic response to the impact of COVID-19 pandemic on gender equality in the region. Particular attention will be made to align and prioritize regional and country needs based on the specific regional context to inform the global strategies and plans. This includes exploring other potential thematic linkages such as climate-related security and natural resource management. Efforts will be taken to identify key strategic entry points, partners and donors, leveraging collaboration across teams and complementary expertise across different thematic areas to offer more comprehensive development solutions e.g. both policy/programme interventions in the next SN. ROAP will identify mechanisms/tools for meaningful feedback and dialogue with country offices in the region as well as key partners, including donors to co-create a project/programme that also responds to national demands/priorities, enhance ownership and continued partnership across the board.	Accepted	Peace and security (SPs before 2018)	UN Coordination, Operational activities, Culture of results/RBM, Humanitarian action	Alignment with strategy, National ownership, Internal coordination and communication	Effectiveness, Efficiency, Relevance, Sustainability, Impact
Evaluation of Regional Office for Asia and the Pacific Contributions to Women, Peace and Security	Regional Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2021	Very Good	As part of the ROAP coordination strategy, ensure coordination for WPS area is clearly outlined, exp...		ROAP management acknowledges the need to leverage the coordination mandate of UN Women to enhance the strategic positioning of UN Women to lead on WPS in the region. This includes combining its triple mandate more effectively and leveraging the complementary expertise of other UN agencies in the peace and security space in the medium to long term. ROAP can leverage its triple mandate, particularly coordination to position of UN Women to lead the UN system on WPS in the Asia-Pacific. This can be built on the regional programme, “Empowering women for sustainable peace: preventing violence and promoting social cohesion in ASEAN” (Advancing WPS in ASEAN), jointly implemented by ROAP and UN Women Indonesia CO. Through this regional programme with ASEAN, UN Women has already started to coordinate with UN partners to have an informal exchange on WPS issues/updates on a quarterly basis as well as to have a coordinated UN system support to ASEAN in advancing WPS, and explore potential opportunities to collaborate with other regional intergovernmental bodies in the Asia-Pacific region as well as potential cross-regional learning. This can provide a potential building block to build and expand the Community of Practice (COP) on WPS In the Asia-Pacific region linked to existing regional coordination mechanisms. Within ROAP, efforts will be made to establish closer collaboration with the Strategic Planning and Coordination to leverage the current coordination mechanisms within the UN system. At the regional level, UN Women can build on existing partnerships with UNODC, UNDP, UN DPPA-DPO, and UNOCT among others who are active in promoting WPS in the region to ensure collaboration and complementary value.	Accepted	Peace and security (SPs before 2018)	UN Coordination	Alignment with strategy, Oversight/governance, Advocacy	Effectiveness, Efficiency, Relevance, Sustainability
Evaluation of Regional Office for Asia and the Pacific Contributions to Women, Peace and Security	Regional Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2021	Very Good	Continue building an evidence base on what works to build social cohesion, reduce marginalization, a...		During 2017-2020, ROAP has made a tremendous contribution to innovative regional policy research/studies and knowledge products that provide a stronger gender perspective in peace and security policy dialogues in the region. This has been demonstrated by greater visibility of UN Women contribution to WPS, particularly on gender-responsive conflict prevention and PVE strategies led by ROAP WPS. Nevertheless, more efforts are required to translate evidence and policy, particularly the implementation of NAPs which remains a challenge globally. Management partially accepted this push to drive a regional programmatic approach for translating NAP into action. ROAP will re-focus technical support on NAP financing and monitoring and evaluation of NAPs and relevant frameworks, as well as potential scale-up of community-driven initiatives and/or innovative project models that have been tried and tested. Based on the key findings and conclusion from the evaluation, the ROAP management recognizes that there is room to further enhance regional knowledge and evidence creation that can inform tangible actions to build social cohesion and peaceful societies and the need for greater knowledge management as well as facilitation of field offices to exchange and share good practices and approaches that can be adapted into diverse contexts of the Asia-Pacific region. Management agrees with the recommendation to have a more strategic approach to knowledge production, communication and advocacy of the findings and policy recommendations to influence policy/decision making processes at the regional and national levels. Nevertheless, pilot and integration of the Communication for Development (C4D) approach to ensure greater results on institutional and behavioural change require substantial investment and strategy of the organization across UN Women's policy/programme Interventions. While ROAP GPS can contribute to the thinking, investment and corporate position in this area of work, C4D goes beyond the scope of the ROAP GPS team. This is still largely unexplored and needs further investment in the communication functions of UN Women to go beyond programme communication.	Partially Accepted	Peace and security (SPs before 2018)	Partnership, Normative Support, Culture of results/RBM	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Knowledge management, Innovation and technology, Evidence, Data and statistics	Effectiveness, Efficiency, Relevance, Sustainability, Impact
Evaluation of Regional Office for Asia and the Pacific Contributions to Women, Peace and Security	Regional Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2021	Very Good	WPS team in collaboration with ROAP focal point to develop a toolkit for enhancing capacity of imple...		Targeting women of the most marginalized and disadvantaged groups, LGBTIQ networks, and social norm change are considered the major challenges of UN Women's work to achieve gender equality and empowerment of women and girls across the board, not only for WPS. Despite the challenges in data availability and measurement to identify and target the most marginalised groups especially women affected by conflict-related sexual violence, management is fully committed to enhancing this work in close collaboration with HQ tools/guidance as well as support country offices and field offices in the region to ensure the principle of leaving no one behind. More specifically, this includes stronger collaboration with gender data and statistics to use data and evidence in defining appropriate programmatic approaches and indicators for measuring progress as well as an intentional and strategic approach to engage men and boys to become WPS champions and more men’s leadership for greater gender inclusion in peace and security sectors and decision-making in the region.	Accepted	Peace and security (SPs before 2018)	UN Coordination, Normative Support, Culture of results/RBM, Engaging men and boys	Capacity development, Promoting inclusiveness/Leaving no one behind	Sustainability, Human Rights
Evaluation of Regional Office for Asia and the Pacific Contributions to Women, Peace and Security	Regional Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2021	Very Good	ROAP to clearly articulate and demonstrate how regional programming efforts could enhance efficienci...		As ROAP is moving towards the next SN, a strong focus will be placed on enhancing organizational efficiency and effectiveness and demonstrate 'value for money' in our programmatic approach including in advancing WPS in the region. Management agrees with this recommendation. Given that WPS is one of the largest portfolios in the region, particular attention will be made in line with evaluation findings and recommendations to continue to diversify donor base and modalities, support to country offices to enhance capacity to advance WPS across the Asia-Pacific region with a sharper focus/prioritization. The successful implementation of key actions under this recommendation will also largely depend on all the actions under the four previous areas of recommendations	Accepted	Peace and security (SPs before 2018)	Organizational efficiency	Capacity development, Resource mobilization	Sustainability
PVE 3 “Communities resilient to violent ideologies”	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2023	Not Rated	The RUNOs should continue focusing on youth empowerment and peacebuilding around VE through an integ...	RUNOs should anchor their peacebuilding approach in the broader strategic planning and programming architecture of country offices by including peacebuilding outcomes in the CPD and their strategies. ? When designing new peacebuilding projects, RUNOs should define difficult concepts such as VE into the project document, in collaboration with the UNRC office, based on good practices and the growing literature on the subject. RUNOs should consider strengthening their technical expertise in peacebuilding, in collaboration with the PBF by attending online courses or in-presence training.	Agree	Accepted	Peace and security (SPs before 2018)	UN Coordination	Alignment with strategy	Effectiveness
PVE 3 “Communities resilient to violent ideologies”	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2023	Not Rated	RUNOs should strengthen MEL systems to make learning one of the priorities when developing and imple...	Operational recommendations: • The RUNOs should clarify the logic behind the TOC pathways, underlying assumptions and objectives. The TOC should include a visualization of the logical connections and underlying assumptions1. The TOC should clearly show all the underlying assumptions that are clearly illustrated, tested and refined as necessary during implementation. • Based on the TOC M&E frameworks, RUNOs should: o Develop SMART indicators and data collection tools that facilitate the attribution to the activities of the project. o Develop specific tools or mechanisms to capture the catalytic role of the project. They should use qualitative methodologies, such as the ‘outcome mapping’, that empower beneficiaries to collect the data themselves and show changes in the observed behavior. o Develop a digital platform that captures progress against the indicators and major reflections and changes during implementation. o Develop a M&E system and workplan that allow flexibility on revising the indicators, as needed.2 Develop a solid RF/logframe and related workplan while allowing flexibility to revise activities, indicators or budget items during implementation. • RUNOs should gradually integrate learning into project activities. This could be done by adding a specific section on the reporting templates on learning related to the problems the projects faced and the solutions devised to address those problems. This could be also done, lightly, by asking a series of systematic questions during the formal meetings agencies hold such as: what did we learn about the problem we are trying to face? What are learning about the way in which we collaborate? ‘Light events’ specifically on learning would give UN agencies and the main stakeholder some space for reflection.	The reporting templates are designed by PBSO and beyond the control of RUNOs	Partially Accepted	Peace and security (SPs before 2018)	UN Coordination	Alignment with strategy	Effectiveness
PVE 3 “Communities resilient to violent ideologies”	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2023	Not Rated	When conducting joint projects, RUNOs should clarify the roles, responsibilities, and level of colla...	Operational recommendations: ? RUNOs should better specify the nature of collaboration they envisage within joint programs based on the project objectives, budget, country context, agencies involved and based on the UN joint programming guidance. They should justify the extent to which they will collaborate, such as how many joint activities they intend to develop, at conception stage. ? RUNOs should consider the development of a ‘responsibility matrix’, at proposal stage and finalize before starting implementation, to clarify comparative advantages and the specific tasks of each agency in the project document. ? RUNOS should articulate a joint workplan, including a description of the inputs needed to carry out the activities and the budget for completing those activities. ? RUNOs should learn from other joint programs about the governance structure they used, the type of activities they developed,	RUNOs agree	Accepted	Peace and security (SPs before 2018)	UN Coordination	Knowledge management	Effectiveness
PVE 3 “Communities resilient to violent ideologies”	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2023	Not Rated	When developing peacebuilding projects, RUNOs should develop solid partnerships with complementary p...	Operational recommendations: ? RUNOs should, at the project design and implementation stages, ensure that proper synergies are sought with partners and donors that have developed complementary projects. ? RUNOs should ensure that learning about complementary projects and synergy development is happening. During implementation, agencies should document how complementary projects affect synergies or adjustments.	RUNOs agree	Accepted	Peace and security (SPs before 2018)	UN Coordination	Capacity development	Effectiveness
GPI Evaluation of the joint PBF funded project “Empowering women and girls affected by migration for inclusive community development and peacebuilding”	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2022	Not Rated	RUNOs to plan for baseline and endline assessments and use the lessons learned and recommendations p...	Having baseline and endline assessments, as mentioned represents a good practice to be followed by RUNOs. Despite some methodological gaps, both assessments provide in-depth indicator-specific data, mostly regarding the outcome and output-level effectiveness of the project and to a less extent regarding its relevance, impact and sustainability prospects. The endline assessment also generated some valuable endline-related and project-related lessons learned and a few recommendations, which are advisable to be used by the RUNOs in the future programming. Therefore, whenever is feasible, maintain this baseline versus end-line assessment approach, to get a more in-depth data about the project performance.	RUNOs will share this and other lessons learned to staff in their offices, and consider it in current and future projects.	Accepted	Peace and security (SPs before 2018)	Organizational efficiency	Knowledge management	Impact
GPI Evaluation of the joint PBF funded project “Empowering women and girls affected by migration for inclusive community development and peacebuilding”	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2022	Not Rated	RUNOs to involve more actively the territorial offices of the Ministry of Labour, Social Welfare and...	As mentioned, because of governmental reshuffles and staff turnover, the project had limited interaction with the representatives of the ministry both at the national, but also at the regional/local levels. However, recently (15 November 2021) during the meeting with the UNRCO, the Minister reconfirmed the commitments of the ministry to work on the peacebuilding initiatives in the border areas of Kyrgyzstan. This represents an opportunity for a more active involvement of the ministry and should be used by RUNOs during the next project/s. A more consistent cooperation especially with the territorial employment offices of the ministry would reinforce the economic empowerment component of the project, particularly the employment.	UN Women will continue strategic investment in strengthening the partnership with key government counterparts relevant for the peacebuilding mandate also beyond the ministry of Labour, Social Welfare and Migration.	Accepted	Peace and security (SPs before 2018)	Partnership	National ownership	Sustainability
GPI Evaluation of the joint PBF funded project “Empowering women and girls affected by migration for inclusive community development and peacebuilding”	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2022	Not Rated	RUNOs to reduce the training component and increase the mentoring one, as capacity development metho...	The project delivered a wide range of capacity development trainings and workshops, both on-line and offline, which were highly appreciated by the local public authorities and community leaders and members. In some cases, those trainings (especially online) were quite intensive and long and as mentioned, created some fatigue of participants. The trainings/workshops are mostly focused on increasing the knowledge, awareness, motivation during the participation, while the mentoring is a follow up assistance mostly focused on developing the skills of the training participants during the application of those knowledge. The two methods are different, but complementary and provide different types of relationship and benefits for the participants. Therefore, the capacity development approach should be balanced in terms of transfer of knowledge and developed practical skills during the post-training stage. Implementation of this recommendation would orient the project towards new approach learning by doing in addition to the current learning and doing approach.	RUNOs will share this and other lessons learned to staff in their offices and consider it in current and future projects.	Accepted	Peace and security (SPs before 2018)	UN Coordination	Knowledge management	Sustainability
GPI Evaluation of the joint PBF funded project “Empowering women and girls affected by migration for inclusive community development and peacebuilding”	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2022	Not Rated	RUNOs to focus on supporting implementation of the elaborated local and national gender-sensitive mi...	The local and national policy-making achievements, particularly the elaborated Local Action Plans (LAPs) and State Policy on Migration are important, but they represent the first step, and the transformative changes will take place when and if those adopted policies will be adequately implemented as planned. Despite the positive changes (e.g. increased number of women in the local councils and new gender-sensitive policies), there is a need for further systematic work to promote and implement those planned actions and to bring the long-term changes, i.e. impact. The fact that the number of women in the local governments increased, does not automatically mean that the gender equality and women empowerment issues are solved. The interviewed representatives of the national and local public authorities are committed to implement the migration policy and LAPs. The self-help groups (SHG) and the community leaders also expressed the willingness to further support and promote gender mainstreaming and local community development initiatives. However, in both cases (national and local) there is a need for technical and financial support (to be further discussed and confirmed with the national and local authorities) to implement at the post-project implementation phase the thematic, sometimes still abstract actions on: peacebuilding gender equality, women empowerment, and migration.	RUNOs will discuss and confirm needs with national and local authorities, and consider those needs in developing future projects UN Women is already considering this in various project proposals including new GPI and PBF project as well as women in politics related proposals.	Accepted	Peace and security (SPs before 2018)	UN Coordination	Promoting inclusiveness/Leaving no one behind	Gender equality
GPI Evaluation of the joint PBF funded project “Empowering women and girls affected by migration for inclusive community development and peacebuilding”	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2022	Not Rated	RUNOs to reinforce the “peacebuilding” component and develop trans-border peacebuilding projects.	The participants perceive peacebuilding differently, usually in a much narrower way (including peacebuilding in their families) than the peacebuilding elements described in the project document. This is confirmed by the endline assessment, as well. Therefore, there is a need to align the project stakeholders’ perceptions of peacebuilding with the project’s understanding of peacebuilding. In this regard, there is a need to make sure that the implementing partners and members of self-help groups (SHG) and local self-government (LSG) promote more or less similar dimensions of the peacebuilding targeted by the project. The trans-border conflict, which happened during the project implementation period in the Batken region (partially covered by the project) revealed that the armed conflict between Kyrgyzstan and Tajikistan (April 2021) happened because of the access to the natural resources. This underlines the need for a more straightforward approach towards peacebuilding given the reasons of the Tajikistan-Kyrgyzstan border conflict. The RUNOs can take advantage of their international presence and expertise and develop jointly with other UN entities from Tajikistan and Uzbekistan the trans-border peacebuilding initiatives. The thematic actions and areas might be established jointly during the planning phases and can include cross-border confidence and peacebuilding measures between the communities on different socio-economic and cultural issues, including on effective sharing of available resources and prevention of conflicts. Both concepts peacebuilding and gender equality refers equally to men/boys and women/girls, therefore reinforcement of the peacebuilding component also includes more active participation of men and boys alongside with women in the future similar projects.	RUNOs will share this and other lessons learned to staff in their offices. RUNOs will also promote consideration in future projects, in coordination with relevant regional and global specialists.	Accepted	Peace and security (SPs before 2018)	UN Coordination	Alignment with strategy	Impact
GPI Evaluation of the joint PBF funded project “Empowering women and girls affected by migration for inclusive community development and peacebuilding”	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2022	Not Rated	RUNOs to capitalize on achievements, use the momentum and scale up the good practices generated by t...	This is a strategic recommendation for the recipient UN organizations (RUNOs) to continue development of the comprehensive and multi-dimensional support projects focused on gender mainstreaming in the local community development, women empowerment (social, economic and political) and peacebuilding. RUNOs gained valuable implementation experience and should make sure that it was not a one-phase project. Therefore, the partners should capitalize on the achievements, use the momentum and replicate the subcomponents, which generated good practices (GALS, mini-grants scheme, GET Ahead, SHG), maintain and consolidate the national and local partnerships and increase the coverage of the project. Regardless of the pandemic situation, combine online and offline capacity enhancement approaches	UN Women will share the project results as part of the knowledge sharing efforts with UN Agencies through GTG and other engagement; with development partners through Extended GTG and through Knowledge Management Event effort; as well as with international audience beyond Kyrgyzstan through UN Women communication channels.	Accepted	Peace and security (SPs before 2018)	UN Coordination	Knowledge management	Sustainability
PVE 1 Evaluation 4 Evaluation of the Joint UN Programme Inclusive Governance and Justice System to Prevent Violent Extremism	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2022	Not Rated	Follow-up with the current government and recently appointed institution staff on the project activi...		UN Women continue its cooperation with Kyrgyz government and included stronger, cross-fertilizing approach in its Strategic Note 2023-2027 which allows strengthening the conflict/peace/PVE elements across the sectors	Accepted	Peace and security (SPs before 2018)	Partnership	Oversight/governance	Sustainability
PVE 1 Evaluation 4 Evaluation of the Joint UN Programme Inclusive Governance and Justice System to Prevent Violent Extremism	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2022	Not Rated	Develop a joint UN Peacebuilding Operational Strategy aligned to the Peacebuilding overall strategy ...		The recommendation is complex and difficult to implement within the particular project, however, the United Nations continues to work towards cohesive and synergized programming in peacebuilding within the Strategic Results Framework (SRF) for PBF programming 2022-2026 and UNSDCF 2023-2027. The overall peacebuilding strategy will be promoted through fostering Infrastructures for Peace within the ongoing SRF PBF programming cycle for 2022-2026. The recommendation is well taken in the new PBF supported project which will be jointly implemented with UN Women, FAO and Roza Otunbaeva Initiative. UN Women will mainstream peacebuilding initiative in the frame of the Joint Annual Work Plan between the UN System and Security Council. The sensitive concepts such as “Kyrgyz Jarany”, “peacebuilding” is included in the new PBF project.	Accepted	Peace and security (SPs before 2018)	Partnership	Alignment with strategy	Effectiveness
PVE 1 Evaluation 4 Evaluation of the Joint UN Programme Inclusive Governance and Justice System to Prevent Violent Extremism	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2022	Not Rated	Social media has now most of youth interest and continues to grow in importance and influence. The u...	Social media is also the one tool allowing to reach out the vast majority of youth communities where there are no physical internationally funded projects. The youth in these in rural remote areas, is less educated, connected and exposed to diversity, with fewer job opportunities, thus more exposed to manipulation, frustration, and radicalisation. Reflecting on the previous and following lessons learned, the social media has become a fundamental tool, relevant to not only PVE but also Peace Building in general. The feedback on the use of social media by the youth also provides a strong indicator that it is an essential platform for education, including youth education.	• The planning of future interventions of UNDP include countering Hate Speech as well as greater engagement of civil society organizations media into peacebuilding • UN Women continues to work with the youth within its various projects including Spotlight Initiative and Promotions of Innovations in HIV and EVAW areas	Accepted	Peace and security (SPs before 2018)	Partnership	Capacity development	Effectiveness
PVE 1 Evaluation 4 Evaluation of the Joint UN Programme Inclusive Governance and Justice System to Prevent Violent Extremism	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2022	Not Rated	This project and all of the over 40 reports and publications related to PVE underline the importance...		• Engaging private sector, businesses, business accelerators and IT industry become a key sector of engagement within UNDP ongoing interventions • UN Women continues to enhance partnerships with private sector to promote GEWE and prevention of discriminatory practices, including the work with social media via Spotlight Initiative	Accepted	Peace and security (SPs before 2018)	Partnership	Advocacy	Relevance
PVE 1 Evaluation 4 Evaluation of the Joint UN Programme Inclusive Governance and Justice System to Prevent Violent Extremism	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2022	Not Rated	Education involves building knowledge and awareness-based education: the knowledge of Islam of the M...		• UNDP supported the Government in the development of the State policy in Religious Sphere by capturing educational component and continues to support its implementation • UN Women project interventions within the project ‘Communities resilient to Violent Extremism’ were focused at providing young women and men with critical skills, engaging them in civic life, but also strengthening capacity among local self-governments and adults who had a potential role in countering youth violent extremism as they engaged with them on a daily basis, and ensuring social inclusive and gender sensitive programming at local level	Partially Accepted	Peace and security (SPs before 2018)	Partnership	Capacity development	Effectiveness
PVE 1 Evaluation 4 Evaluation of the Joint UN Programme Inclusive Governance and Justice System to Prevent Violent Extremism	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2022	Not Rated	Government staff high staff turnover is a major challenge to any capacity-building, developmental pr...		• UNDP under every particular project envisages high staff turnover, loss of institutional memory, weaking ownership, disruption of project dynamic and cancellation of agreements under the Risk Log Frame with particular mitigation n measures • OHCHR will support capacity building at the MIA Academy, which will establish a sustainable knowledge base for current officers and for future law enforcement officers • UNICEF supported creation of on-line courses for child justice professionals and trained more than 700 specialists including judges, prosecutors, case managers, police and free legal aid lawyers • UN Women continues to integrate learning approach into new projects by adding a specific components on learning as well as joint reflection sessions on learning ‘what works’ including via knowledge fair with different stakeholders	Accepted	Peace and security (SPs before 2018)	Partnership	Capacity development	Efficiency
PVE 1 Evaluation 4 Evaluation of the Joint UN Programme Inclusive Governance and Justice System to Prevent Violent Extremism	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2022	Not Rated	Several relevant and important reports at pointing at the timeliness of RUNOs joining efforts to dev...		• United Nations envisioned long-term peacebuilding objectives under the new ongoing PBF programming cycle for 2022-2026 • The recommendation is well taken, UN Women has focused on sustainable development agenda in a new PBF funded project with a special focus on women, peace, security and climate sector	Accepted	Peace and security (SPs before 2018)	UN Coordination	Alignment with strategy	Effectiveness
PVE 1 Evaluation 4 Evaluation of the Joint UN Programme Inclusive Governance and Justice System to Prevent Violent Extremism	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2022	Not Rated	The operational rules specific to each UN agency has made it difficult to implement activities joint...		RUNO disagree	Rejected	Peace and security (SPs before 2018)	UN Coordination	Internal coordination and communication	Effectiveness
End-Term Evaluation Report "Prevention and Protection of Women from Violence Through Access to Justice, Services and Safe Spaces"	Programme Evaluation	Asia and the Pacific	Pakistan	2020	Not Rated	The evaluation team determined that UN Women has provided valuable policy support under this project...		UN Women agrees to this recommendation and proceeding forward, UN Women will ensure that implementation plans are developed for strategic planning/ policy documents.	Accepted	Ending violence against women (SPs before 2018)	Urban agenda (safe cities and safe public spaces)	Capacity development	Gender equality
End-Term Evaluation Report "Prevention and Protection of Women from Violence Through Access to Justice, Services and Safe Spaces"	Programme Evaluation	Asia and the Pacific	Pakistan	2020	Not Rated	It is highly recommended that instead of developing parallel structures, future projects work with a...		The evaluation notes that there are existing as well as upcoming Women complaint cells in Sindh, however the functioning of these complaint cells is not optimal and they are facing many operational constraints. Before setting up the WPUs, a thorough review of existing structures in the project districts was done (BISP Offices, complaint cells, safehouses, offices of duty-bearers including district commissioner or police officials, etc.), and existing structures with the basic requirements were identified for housing these WPUs. A basic set up for the WPU required space in which survivors could share their issues in a safe and confidential way. This was not available in many of the institutions/ offices we checked during our review. Finally, the Madadgaar Helpline Office in Karachi (which had been mentioned in the project design) and the WDD Office In Khairpur were selected as the partners to house the WPUs, so no new/ parallel structures were set up. We fully agree on the need to ensure sustainability of these structures which is why we anchored them in existing institutions. We are continuing to work with existing structures/ mechanisms in all our work, rather than creating new/ parallel ones.	Accepted	Ending violence against women (SPs before 2018)	Normative Support	Capacity development	Gender equality
End-Term Evaluation Report "Prevention and Protection of Women from Violence Through Access to Justice, Services and Safe Spaces"	Programme Evaluation	Asia and the Pacific	Pakistan	2020	Not Rated	It is recommended that future programs make more extensive use of this method, using radio, SMS, and...		UN Women agrees to this recommendation and continues to Incorporate innovative and localized communication tools in its programming.	Accepted	Ending violence against women (SPs before 2018)	Not applicable	Internal coordination and communication	Gender equality
End-Term Evaluation Report "Prevention and Protection of Women from Violence Through Access to Justice, Services and Safe Spaces"	Programme Evaluation	Asia and the Pacific	Pakistan	2020	Not Rated	It is recommended that future trainings ensure joint training sessions for both stakeholders (police...		UN Women partially agrees with this recommendation and has already initiated joint capacity building sessions with a diverse set of stakeholders. However the suggestion to undertake joint trainings may face challenges as members from the judiciary indicated acceptability of being jointly trained with other justice sector stakeholders including Prosecutors and Lawyers, however they do not express eagerness to train together with members of the security sector including police. Also, the requirements for training of justice and security sectors are somewhat different. However, dialogues and information exchanges can happen across these sectors, which have already been Initiated by UN Women. Through the ESP Programme, UN Women is bringing together Police-Prosecution for dialogues and joint trainings and they will also be rolled out under the newly launched Rule of Law programme. The next phase of the current project currently being discussed with the donor INL will also include more cross sector activities. The point on having local women counselors in target districts is noted, however the application of this concept will vary based on the diverse existing local structures and cultural practices of different provinces.	Partially Accepted	Ending violence against women (SPs before 2018)	Partnership	Oversight/governance	Gender equality
End-Term Evaluation Report "Prevention and Protection of Women from Violence Through Access to Justice, Services and Safe Spaces"	Programme Evaluation	Asia and the Pacific	Pakistan	2020	Not Rated	It is recommended to engage specialized research organizations working at national level or subject ...		The recommendation is accepted; however, it is important to note that this practice is already being followed by the UN Women PCO team, e.g., Aurat Foundation was engaged to conduct a Women Safety Audit in public places based on their experience and expertise in this kind of research	Accepted	Ending violence against women (SPs before 2018)	Organizational efficiency	Knowledge management	Gender equality
End-Term Evaluation Report "Prevention and Protection of Women from Violence Through Access to Justice, Services and Safe Spaces"	Programme Evaluation	Asia and the Pacific	Pakistan	2020	Not Rated	It is recommended to include second and third tier target districts in future projects, which may no...		UN Women team acknowledges this recommendation and accepts it as a logical and scientific way forward for expanding its interventions. UN Women Pakistan has already identified its target districts for the next five years	Accepted	Ending violence against women (SPs before 2018)	Organizational efficiency	Oversight/governance	Efficiency
End-Term Evaluation Report "Prevention and Protection of Women from Violence Through Access to Justice, Services and Safe Spaces"	Programme Evaluation	Asia and the Pacific	Pakistan	2020	Not Rated	As stipulated in the project design, it is highly recommended that the trainings curricula developed...		UN Women has followed up on this recommendation and has successfully initiated institutionalizing training material developed under this project at relevant police and judicial training academies. With regard to the number of days for the training, it is a double-edged sword, if the training is too long, we are unable to get participants for the whole duration due to their other assignments. However, once the trainings are institutionalized within the training institutes, they will be part of an annual calendar of trainings, so this challenge will be addressed.	Accepted	Ending violence against women (SPs before 2018)	Organizational efficiency	Oversight/governance	Gender equality
End-Term Evaluation Report "Prevention and Protection of Women from Violence Through Access to Justice, Services and Safe Spaces"	Programme Evaluation	Asia and the Pacific	Pakistan	2020	Not Rated	It is recommended that future projects give special attention to the infrastructure related upgradat...		The recommendation is noted; however, as there has recently (2020) been a global UN Women advisory regarding limiting UN Women work in construction/ infrastructure interventions, UN Women Pakistan will need to closely review all construction related requests in-line with this corporate guidance	Accepted	Ending violence against women (SPs before 2018)	Not applicable	Capacity development	Gender equality
End-Term Evaluation Report "Prevention and Protection of Women from Violence Through Access to Justice, Services and Safe Spaces"	Programme Evaluation	Asia and the Pacific	Pakistan	2020	Not Rated	Hence, it is recommended that a systematic impact assessment is undertaken at the output and outcome...		Recommendation noted, PCO is strengthening its internal M&E capacity to strengthen its impact assessments at output and outcome level	Accepted	Ending violence against women (SPs before 2018)	Not applicable	Evidence, Data and statistics	Gender equality
Developmental Evaluation - Nepal Country Office [Stage-II]	Country-level Evaluation	Asia and the Pacific	Nepal	2021	Not Rated	Work with the RO (and HQ) to share NCOs internal capacity efforts by organizing a series of learning...		The NCO agrees with the recommendation. The NCO will continue to advance learning opportunities for NCO personnel, partners and document these efforts.	Accepted	Not applicable	Organizational efficiency	Capacity development, Promoting inclusiveness/Leaving no one behind, Knowledge management, Innovation and technology	Not applicable
Developmental Evaluation - Nepal Country Office [Stage-II]	Country-level Evaluation	Asia and the Pacific	Nepal	2021	Not Rated	Tie the different strategies of NCO together to ensure coherence and facilitate NCO’s development of...	The NCO agrees with the recommendation.	The NCO agrees with the recommendation	Accepted	Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Partnership, Normative Support, Operational activities	Alignment with strategy, Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management, Internal coordination and communication	Not applicable
Developmental Evaluation - Nepal Country Office [Stage-II]	Country-level Evaluation	Asia and the Pacific	Nepal	2021	Not Rated	Build upon the enabling factors in support of innovation and institutionalize mechanisms to support ...		The NCO agrees with the recommendation	Accepted	Not applicable	Partnership, Culture of results/RBM	Internal coordination and communication, Innovation and technology	Not applicable
Developmental Evaluation - Nepal Country Office [Stage-II]	Country-level Evaluation	Asia and the Pacific	Nepal	2021	Not Rated	Leverage interagency coordination, joint programmes, technical and strategic partnerships with the G...		The NCO agrees with the recommendation	Accepted	Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Partnership, Normative Support	Oversight/governance, Promoting inclusiveness/Leaving no one behind	Not applicable
Country Portfolio Review	Country-level Evaluation	Europe and Central Asia	Georgia	2026	Not Rated	The CO should continue to build on important progress for gender equality across the triple mandate ...		Accepted	Accepted	Governance and participation in public life, Women's economic empowerment, Ending violence against women, Women peace and security, humanitarian action & disaster risk reduction	Partnership, Operational activities	Oversight/governance	Effectiveness, Efficiency, Relevance, Sustainability, Gender equality
Country Portfolio Review	Country-level Evaluation	Europe and Central Asia	Georgia	2026	Not Rated	In a rapidly evolving context, politically in the country as well as with ongoing UN reform, strengt...		Accepted	Accepted	Governance and participation in public life, Women's economic empowerment, Ending violence against women, Women peace and security, humanitarian action & disaster risk reduction	UN Coordination	Internal coordination and communication	Effectiveness, Efficiency, Impact, Gender equality
Country Portfolio Review	Country-level Evaluation	Europe and Central Asia	Georgia	2026	Not Rated	Given the shifts in development funding, the CO should prioritise documenting and demonstrating the ...		Accepted	Accepted	Governance and participation in public life, Women's economic empowerment, Ending violence against women, Women peace and security, humanitarian action & disaster risk reduction	Culture of results/RBM, Organizational efficiency	Knowledge management, Evidence, Data and statistics, Resource mobilization	Effectiveness, Efficiency, Impact
Country Portfolio Review	Country-level Evaluation	Europe and Central Asia	Georgia	2026	Not Rated	Given the CO’s strong effectiveness, maturity, and demonstrated technical excellence, it is recommen...		Accepted	Accepted	Governance and participation in public life, Women's economic empowerment, Ending violence against women, Women peace and security, humanitarian action & disaster risk reduction	Organizational efficiency	Oversight/governance, Internal coordination and communication	Effectiveness, Sustainability, Gender equality
Country Portfolio Review	Country-level Evaluation	Europe and Central Asia	Georgia	2026	Not Rated	The CO should prioritise further dialogue with the Regional Office and headquarters on the office ty...		Accepted	Accepted	Governance and participation in public life, Women's economic empowerment, Ending violence against women, Women peace and security, humanitarian action & disaster risk reduction	Operational activities, Organizational efficiency	Internal coordination and communication, Resource mobilization	Efficiency, Relevance, Gender equality, Coherence
Country Portfolio Review	Country-level Evaluation	Europe and Central Asia	Georgia	2026	Not Rated	The CO should continue building on the new RMS–ZOHO system base, aligning with transition to the cor...		Accepted	Accepted	Governance and participation in public life, Women's economic empowerment, Ending violence against women, Women peace and security, humanitarian action & disaster risk reduction	Culture of results/RBM, Organizational efficiency	Alignment with strategy, Knowledge management	Effectiveness, Efficiency, Relevance, Gender equality
Country Portfolio Review	Country-level Evaluation	Europe and Central Asia	Georgia	2026	Not Rated	The CO should prioritise further mainstreaming engagement with vulnerable and marginalised groups ac...		Accepted	Accepted	Governance and participation in public life, Women's economic empowerment, Ending violence against women, Women peace and security, humanitarian action & disaster risk reduction	Culture of results/RBM	Promoting inclusiveness/Leaving no one behind	Effectiveness, Relevance, Impact, Gender equality
Final external Independent Evaluation of the Project: Accelerating implementation of Women, Peace and Security Agenda in Georgia	Programme Evaluation	Europe and Central Asia	Georgia	2025	Good	UN Women should develop a coherent strategy to advance transformative gender results in peace and se...		UN Women accepts this recommendation and has fully incorporated it into the design of the 2025–2026 phase of the WPS project. The revised project strategy outlines a clear pathway to achieving transformative gender results by aligning project outcomes with long-term structural change. The updated impact framework emphasizes women’s and girls’ active participation, influence, and benefit in peace and resilience building processes, as well as their equal access to opportunities within the defence and security sector. The strategy also strengthens partnerships, integrates cross-cutting themes, and enhances coordination with women-led peacebuilding actors to ensure a coherent and sustainable approach.	Accepted	Peace and security (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Sustainability, Impact
Final external Independent Evaluation of the Project: Accelerating implementation of Women, Peace and Security Agenda in Georgia	Programme Evaluation	Europe and Central Asia	Georgia	2025	Good	To promote women’s participation, UN Women is encouraged to strengthen bottom-up, gender-responsive ...		This recommendation has been taken into account in the design of the 2025–2026 phase of the WPS project. UN Women is committed to strengthening bottom-up, gender-responsive approaches by expanding social mobilization efforts in conflict-affected areas and deepening engagement with grassroots IDP and conflict affected women. The project prioritizes the empowerment of local actors through inclusive dialogue platforms, capacity-building initiatives, and support for community-led initiatives. The role of the Women and Youth Ambassadors Network has been clarified and strategically positioned within the project framework to serve as a bridge between grassroots communities and national-level peace and security processes. The network will be supported to amplify local voices, promote intergenerational leadership, and facilitate meaningful participation in decision-making spaces with a structured secretariat and action throughout the next years. To further enable local ownership and sustainability, UN Women is regularly fundraising to improve access to funding for community-based peace initiatives. This includes potential partnerships with local organizations to channel resources directly to women-led and youth-led initiatives in conflict-affected and among cross ABL communities.	Accepted	Peace and security (SPs before 2018)	Partnership, Operational activities	Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Gender equality
Final external Independent Evaluation of the Project: Accelerating implementation of Women, Peace and Security Agenda in Georgia	Programme Evaluation	Europe and Central Asia	Georgia	2025	Good	It is recommended that UN Women enhance its evidence-based decision-making on WPS by clarifying what...		UN Women addresses this recommendation in the new phase of the WPS project (2025–2026). A multi-level, bottom-up strategy has been planned to ensure that IDP and conflict affected women have a meaningful voice and role in peace and security processes at the community, municipal, and national levels. Key actions include: 1. Application of Social Mobilization Methodology - A structured social mobilization methodology will be implemented across 15 target municipalities, led by trained partner CSOs. This approach empowers IDP and conflict-affected women to initiate and lead local peacebuilding actions. Synergies will be explored with other UN Women programs to link these efforts to broader women’s advisory structures and peace infrastructures. 2. Strengthening the Network of Women and Youth Peace Ambassadors - UN Women will facilitate an envisioning exercise with the Network to define its role in sustaining women’s peace infrastructures. A Network secretariat will be established, followed by the creation of thematic groups (e.g., on GBV, environmental resilience, water diplomacy, women in cybersecurity), to consolidate expertise and support participation in both national and international WPS platforms. In addition, the project will promote the use of technology-driven monitoring tools such as ZOHO tool, standardize data collection practices among partners, and develop qualitative indicators to better capture transformative outcomes. These efforts will be complemented by institutionalized adaptive learning processes to ensure continuous reflection, knowledge sharing, and course correction throughout implementation.	Accepted	Peace and security (SPs before 2018)	Operational activities, Culture of results/RBM	Capacity development, Knowledge management	Effectiveness, Efficiency, Impact, Gender equality
Evaluation of the Project Ending violence against women and girls in Georgia (EVAWGG)	Programme Evaluation	Europe and Central Asia	Georgia	2023	Very Good	Ensure all future project design includes outcomes, outputs and activities that specifically advance...		Partially accepted: UN Women will focus more on the inclusion of women and girls with disabilities where possible into the design of the subsequent projects at all levels of the logical framework. However, since the project proposals are often shaped in partnership with donors or as a response to specific calls for proposals it is not realistic to commit that all future project designs include outcomes, outputs and activities that specifically advance GEWE for women and girls with disabilities.	Partially Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness, Human Rights, Gender equality
Evaluation of the Project Ending violence against women and girls in Georgia (EVAWGG)	Programme Evaluation	Europe and Central Asia	Georgia	2023	Very Good	Ensure that critical project target groups and subject areas are addressed in other programs.		Accepted: This approach has been already incorporated by UN Women in the design of its new EU-funded projects Gender Equality for Georgia and EU for Georgia Phase II.	Accepted	Ending violence against women (SPs before 2018)	UN Coordination, Organizational efficiency	Promoting inclusiveness/Leaving no one behind	Sustainability, Gender equality
Evaluation of the Project Ending violence against women and girls in Georgia (EVAWGG)	Programme Evaluation	Europe and Central Asia	Georgia	2023	Very Good	UN Women and UNFPA must ensure the safety of beneficiaries engaging in online and other public fora	Accepted: For the next years UN Women Georgia CO plans to deepen its work around technology-facilitated violence, through data generation, capacity development and awareness raising	Accepted: For the next years UN Women Georgia CO plans to deepen its work around technology-facilitated violence, through data generation, capacity development and awareness raising	Accepted	Ending violence against women (SPs before 2018)	UN Coordination	Capacity development	Relevance, Human Rights
Evaluation of the Project Ending violence against women and girls in Georgia (EVAWGG)	Programme Evaluation	Europe and Central Asia	Georgia	2023	Very Good	UN Women should continue its support to partners, including finding creative ways to increase their ...		Accepted: To ensure sustainability of results, UN Women seeks to anchor project results in relevant laws, policies and budgets. It further ensures human capacity development interventions are systematized and institutionalized.	Accepted	Ending violence against women (SPs before 2018)	Partnership	Capacity development, National ownership	Sustainability
Final Evaluation for the Good Governance for Gender Equality in Georgia project	Programme Evaluation	Europe and Central Asia	Georgia	2023	Not Rated	Continue with mainstreaming of GEWE into existing broad-scale reforms such as Public Administration ...		UN Women supports the Administration of the Government of Georgia in implementing gender mainstreaming commitments under the Public Administration Reform Strategy and Action Plan, namely in the area of mainstreaming gender in policy making, public finance management and public service. The effort is taking place within the framework of the “Increased Women’s Leadership for Democracy in Georgia” project launched in April 2023 with the generous funding from SDC	Accepted	Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018)	Partnership	Capacity development, National ownership	Sustainability, Impact
Final Evaluation for the Good Governance for Gender Equality in Georgia project	Programme Evaluation	Europe and Central Asia	Georgia	2023	Not Rated	Increase involvement of CSOs and women from SHGs, through the grant schemes and targeted funding, in...		This approach has been incorporated by UN Women in the design of its new cost-share project Women’s Increased Leadership for Democracy (WILD) launched in April 2023 with financial support of Swiss Development Cooperation. More specifically, through WILD local women's CBOs and SHGs will receive small grants to engage in advocacy around greater gender mainstreaming and increased protection of women’s rights. GRB discussions and advocacy has been also an integral part of UN Women social mobilization work through GRB roundtables initiated by SHG members with local government representatives and will be carried on also in the next phase of GG4GEG project.	Accepted	Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018)	Partnership	Oversight/governance, Capacity development, National ownership, Advocacy	Effectiveness, Human Rights, Gender equality
Final Evaluation for the Good Governance for Gender Equality in Georgia project	Programme Evaluation	Europe and Central Asia	Georgia	2023	Not Rated	Expand further successful cooperation with stakeholders representing different sectors and IFIs		For the next years UN Women Georgia CO plans to build multi-stakeholder collaborative partnerships for gender equality and women’s empowerment, where representatives from government, private sector, CSOs, academia and investor groups are welcomed either as partners or as allies. UN Women’s vision is to encourage more and more stakeholders to join a network of organizations with similar values and take a greater ownership of the gender equality work by investing in their commitments.	Accepted	Not applicable	UN Coordination, Partnership	National ownership, Advocacy	Sustainability, Gender equality
Final Evaluation for the Good Governance for Gender Equality in Georgia project	Programme Evaluation	Europe and Central Asia	Georgia	2023	Not Rated	Strengthen RBM capacity of UN Women project staff and partners and promote consistency of partners’ ...		UN Women provides regular capacity development to is staff on RBM and will continue doing so. UN Women will further ensure that its responsible parties undergo RBM trainings as a part of capacity development support provided by UN Women on a periodic basis. From the middle of 2023, UN Women Georgia CO will also be joined by Monitoring and Reporting Specialist who will further accelerate the implementation of this recommendation.	Accepted	Not applicable	Culture of results/RBM	Capacity development, Knowledge management	Effectiveness, Efficiency, Gender equality
Final Evaluation for the Good Governance for Gender Equality in Georgia project	Programme Evaluation	Europe and Central Asia	Georgia	2023	Not Rated	To avoid overstretching of human resources of UN Women, keep a manageable scale of interventions dur...		In 2022-2023 UN Women carried out robust fundraising for the Governance & Participation in Public life (G&PPL) portfolio. As a result, UN Women was able to launch a new project “Women’s Increased leadership for Democracy in Georgia” (WILD) generously funded by the Swiss Government. The combination of WILD and the 2nd phase of the GG4GEG, along with two project teams will ensure that UN Women has adequate human resources capacity to reach ambitious goals and objectives of the G&PPL programme without compromising quality of work and or well-being of staff.	Accepted	Not applicable	Culture of results/RBM, Organizational efficiency	Internal coordination and communication	Effectiveness, Efficiency
Final Evaluation for the Good Governance for Gender Equality in Georgia project	Programme Evaluation	Europe and Central Asia	Georgia	2023	Not Rated	Emphasize under the next phase maximum use of results from application of innovative methodologies, ...		Application of innovative methodologies, products and initiatives has been given due consideration in the design of the next phase of GG4GEG project.	Accepted	Not applicable	Partnership, Culture of results/RBM	Capacity development, Knowledge management	Effectiveness, Relevance, Impact, Gender equality
Final Evaluation for the Transforming Social Protection for Persons with Disabilities in Georgia	Programme Evaluation	Europe and Central Asia	Georgia		Good	Support OPDs advocacy work and their effective participation in decision making. This recommendation...		This recommendation is accepted by UN Women, and will be implemented if funding allows.	Accepted	Leadership and political participation (SPs before 2018)	UN Coordination, Partnership	Promoting inclusiveness/Leaving no one behind, Advocacy	Human Rights, Gender equality
Final Evaluation for the Transforming Social Protection for Persons with Disabilities in Georgia	Programme Evaluation	Europe and Central Asia	Georgia		Good	Support OPDs advocacy work and their effective participation in decision making. This recommendation...		UN Women will continue supporting civil society organizations, with focus on organizations led by women with disabilities to strengthen capacities in lobbying, advocacy, and monitoring and to engage in decision making processes	Accepted	Leadership and political participation (SPs before 2018)	UN Coordination, Partnership	Promoting inclusiveness/Leaving no one behind, Advocacy	Human Rights, Gender equality
Final Evaluation Report: Women's Access to Equal Employment and Leadership in China Programme (August 2017 - December 2020)	Programme Evaluation	Asia and the Pacific	China	2021	Very Good	Identify programme priority areas and funding under the umbrella of the WEE Portfolio, based on stak...		UN Women China accepts this recommendation. From the WEL Project evaluation, as well as lessons learned from other work relevant to WEE, the office hasrealized that separate smaller-scale projects with limited funding lack of impact.	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Operational activities, Organizational efficiency	Resource mobilization	Not applicable
Final Evaluation Report: Women's Access to Equal Employment and Leadership in China Programme (August 2017 - December 2020)	Programme Evaluation	Asia and the Pacific	China	2021	Very Good	Strengthened partnership with UN agencies to better mobilize and utilize resources.		UN Women China accepts this recommendation. Collaboration with other UN agencies is important to better mobilize and utilize resources to achieve bigger impact, especially in the context of UN reform.	Accepted	Women economic empowerment (SPs before 2018)	UN Coordination	Internal coordination and communication	Impact
Final Evaluation Report: Women's Access to Equal Employment and Leadership in China Programme (August 2017 - December 2020)	Programme Evaluation	Asia and the Pacific	China	2021	Very Good	Improve training content, tools and the modes of support provided to enterprises, including more spe...		UN Women China accepts this recommendation. Tailor designed training contents/tools/technical support targeted various groups of people will have better impact.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Knowledge management	Effectiveness, Impact, Gender equality
Final Evaluation Report: Women's Access to Equal Employment and Leadership in China Programme (August 2017 - December 2020)	Programme Evaluation	Asia and the Pacific	China	2021	Very Good	Establish a systematic and sustainable M&E framework including data collection mechanism, for the in...		UN Women China accepts this recommendation. A systematic and sustainable M&E framework will break the limitation of impact from smaller scale projects.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities, Culture of results/RBM	Oversight/governance, Evidence, Data and statistics	Effectiveness, Efficiency
Final Evaluation Report: Women's Access to Equal Employment and Leadership in China Programme (August 2017 - December 2020)	Programme Evaluation	Asia and the Pacific	China	2021	Very Good	Strengthen the partnership model to build and promote women’s economic empowerment.		UN Women China accepts this recommendation. Will further strengthen partnership with public and private sector partners, as well as to map and outreach to new partners especially government entities.	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Organizational efficiency	Alignment with strategy, Resource mobilization	Efficiency, Impact
Final Evaluation Report: Women's Access to Equal Employment and Leadership in China Programme (August 2017 - December 2020)	Programme Evaluation	Asia and the Pacific	China	2021	Very Good	Broaden the coverage and engage with other vulnerable or marginalized female groups in future WEE pr...		UN Women China accepts the recommendation. Projects under WEE portfolio should more target vulnerable and marginalized female groups as ultimate beneficiaries.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind	Impact, Human Rights
End-term Joint Evaluation of UN Women and OCHA Joint Action Plan “Strengthened Gender Focus in Humanitarian Action”	Thematic Evaluation	Arab States	Palestine	2021	Very Good	Recommendation 1: OCHA and UN Women should do a joint review of the JAP management structure, with ...	Such an approach could lead to a timelier identification of the factors threatening the sustainability of the JAP in the future (including the lack of dedicated resources) and to an earlier identification and leveraging of enabling factors. It should include ways of bolstering the human resources that both organizations have at their disposal in the country (whether through missions or more long-term).		Accepted	Peace and security (SPs before 2018)	UN Coordination, Humanitarian action	Oversight/governance	Efficiency
End-term Joint Evaluation of UN Women and OCHA Joint Action Plan “Strengthened Gender Focus in Humanitarian Action”	Thematic Evaluation	Arab States	Palestine	2021	Very Good	Recommendation 2: For the next iteration of the JAP, UN Women and OCHA should involve the HCT membe...	They should also brief the donors on the ongoing work that is being realized within the framework of the JAP and seek their support to its implementation.		Accepted	Peace and security (SPs before 2018)	UN Coordination, Partnership, Humanitarian action	Advocacy, Knowledge management	Relevance
End-term Joint Evaluation of UN Women and OCHA Joint Action Plan “Strengthened Gender Focus in Humanitarian Action”	Thematic Evaluation	Arab States	Palestine	2021	Very Good	Recommendation 3: UN Women and OCHA Palestine should liaise with the HC’s office to identify ways i...	This could include but is not limited to a) placing the responsibility overseeing gender responsiveness and inclusiveness in humanitarian action in his/her office; b) ensuring that the HCT compact which is the framework of accountability translated into action on gender equality and gender responsiveness and reflects the responsibilities of different actors; c) strengthening the monitoring of gender-related commitments made by the HCT members, particularly those that have been ranked as gender responsive; d) including gender-responsiveness as a collective outcome when they begin to align their strategic planning exercises in 2022 (i.e., the Cooperation Framework and the Humanitarian Response Plan). In doing so, they should systematically apply a diversity and inclusion sensitive approach, disaggregated data and use standardized SOPs (e.g., on referral of survivors of GBV).		Accepted	Peace and security (SPs before 2018)	UN Coordination, Partnership, Humanitarian action	Oversight/governance	Effectiveness, Gender equality
End-term Joint Evaluation of UN Women and OCHA Joint Action Plan “Strengthened Gender Focus in Humanitarian Action”	Thematic Evaluation	Arab States	Palestine	2021	Very Good	Recommendation 4: UN Women, OCHA should lead efforts by the HCT to strengthen the localized approac...	Such efforts should: a) emphasize the empowerment of women and their resilience as much as they emphasize on their need for protection; b) reach out to the wider society, local leaders, men, and youth-led organizations on evidence-based approaches to gender and masculinities; c) build grassroot capacities on male engagement on these issues; and d) continue to document more frequently and clearly the differentiated consequences that the military occupation has had on the lives of men, boys, women, and girls as well as their differentiated humanitarian and protection needs. The results of these documentations should continue to be integrated and highlighted in their advocacy efforts and continue to be linked to UN Women and OCHA’s interventions on UN SC Resolution 1325 and the national action plan.		Accepted	Peace and security (SPs before 2018)	UN Coordination, Partnership, Humanitarian action	National ownership, Promoting inclusiveness/Leaving no one behind	Relevance
End-term Joint Evaluation of UN Women and OCHA Joint Action Plan “Strengthened Gender Focus in Humanitarian Action”	Thematic Evaluation	Arab States	Palestine	2021	Very Good	Recommendation 5: UN Women and OCHA in Palestine should liaise with their respective headquarters a...	The revised GAM should be incorporated into the formal planning and reporting tools used during the HRP. Pending a broader reform of the GAM, UN Women and OCHA in Palestine should lead in proposing alternative user-friendly, relevant, and practical guidance notes that organizations and their staff could use in different stages of the programme cycle.		Rejected	Peace and security (SPs before 2018)	UN Coordination, Humanitarian action	Oversight/governance	Efficiency
End-term Joint Evaluation of UN Women and OCHA Joint Action Plan “Strengthened Gender Focus in Humanitarian Action”	Thematic Evaluation	Arab States	Palestine	2021	Very Good	Recommendation 6: UN Women should review the content of its trainings and capacity building with a ...	UN Women and OCHA should also go back to holding trainings on the HRP jointly as it was done in the past as both agencies served to reinforce each other’s efforts.		Accepted	Peace and security (SPs before 2018)	UN Coordination, Humanitarian action	Capacity development	Effectiveness
End-term Joint Evaluation of UN Women and OCHA Joint Action Plan “Strengthened Gender Focus in Humanitarian Action”	Thematic Evaluation	Arab States	Palestine	2021	Very Good	Recommendation 7: UN Women and OCHA in Palestine should advocate with the HC and the ICCG principal...	Some of the ways through which gender focal points can be better supported include: a) formalizing the responsibilities of their staff that act as gender focal points; b) ensuring that gender focal points are evaluated against them; c) extending the responsibilities of the gender focal points to include also lending support with the monitoring of gender-responsiveness in the humanitarian response of clusters (particularly projects with 4T and 4M GAM; d) undergoing a thorough induction training when they assume their responsibilities as gender focal points; e) receiving a training on how to become trainers, so that they can autonomously impart knowledge among relevant stakeholders including the authorities and national NGOs and CBOs involved in the humanitarian response.		Accepted	Peace and security (SPs before 2018)	UN Coordination, Partnership, Humanitarian action	Oversight/governance, Capacity development	Effectiveness
End-term Joint Evaluation of UN Women and OCHA Joint Action Plan “Strengthened Gender Focus in Humanitarian Action”	Thematic Evaluation	Arab States	Palestine	2021	Very Good	Recommendation 8: UN Women, OCHA and the wider HCT should engage national NGOs and civil society or...	The key consideration for supporting national NGOs should be their expertise, links to the community and their ability to meet the needs of their communities. Local partners should be engaged as equal partners. Efforts should be made to be more inclusive of smaller CBOs who may not be specialized protection NGOs but who nevertheless play an important role in meeting the needs of vulnerable groups.		Accepted	Peace and security (SPs before 2018)	UN Coordination, Partnership, Humanitarian action	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind	Effectiveness, Relevance
End-term Joint Evaluation of UN Women and OCHA Joint Action Plan “Strengthened Gender Focus in Humanitarian Action”	Thematic Evaluation	Arab States	Palestine	2021	Very Good	Recommendation 9: UN Women, OCHA and the wider HCT should develop plans for the systematic capacity...			Accepted	Peace and security (SPs before 2018)	UN Coordination, Partnership, Humanitarian action	Oversight/governance, National ownership	Effectiveness, Relevance
Evaluación cualitativa final PBF GYPI	Programme Evaluation	Americas and the Caribbean	Colombia	2021	Very Good	Actuar proactiva y preventivamente frente a las amenazas de actores armados y nuevas victimizacione...	es posible aprovechar el capital social construido como población movilizadora de acciones de protección y prevención de nuevas violencias. Para esto es necesario hacer articulaciones más allá de los componentes del SIVJRNR, tales como la Defensoría, la Fiscalía, la Personería, llegado el caso la Fuerza Pública y en general las autoridades locales, que puedan emprender acciones urgentes o preventivas frente a amenazas, así como con las entidades de cooperación internacional que trabajan en protección de Derechos Humanos en la región, ya que algunas de estas amenazas se enfocan directamente en poblaciones objetivo del Modelo, como mujeres y jóvenes, quienes constituyen tanto un potencial blanco como un potencial movilizador de acciones de protección colectiva o comunitaria	Incorporar la recomendación en la nueva SN y mantener la presencia en el territorio a lo largo de la implementación de la nueva estrategia de país, fortaleciendo los lazos con otros programas de la oficina	Accepted	Peace and security (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind	Effectiveness, Human Rights, Gender equality
Evaluación cualitativa final PBF GYPI	Programme Evaluation	Americas and the Caribbean	Colombia	2021	Very Good	Diseño e implementación de estrategias de sensibilización de género con administraciones públicas.	La construcción de entornos protectores centrados en la justicia de género y el acceso y disfrute de los DESCA requiere de un componente que apunte a favorecer el derrumbe de imaginarios y actitudes androcéntricas y adultocéntricas que invisibilizan a las mujeres jóvenes y adultas como sujetas políticas.	En el marco de la nueva SN y en particular del eje 1 de paz con legalidad se incluirá un componente importante de fortalecimiento de capacidades de las entidades bajo esa lógica	Accepted	Peace and security (SPs before 2018)	Operational activities	Capacity development	Effectiveness, Human Rights, Gender equality
Evaluación cualitativa final PBF GYPI	Programme Evaluation	Americas and the Caribbean	Colombia	2021	Very Good	Incorporación de procesos de deconstrucción de la masculinidad hegemónica con hombres dentro de la i...	Trabajar género y masculinidades con hombres dentro de la implementación de este tipo de intervenciones es una forma de contribuir a la equidad de género a partir del impulso de procesos de reflexión, sensibilización y capacitación, a fin de lograr cambios de comportamientos tanto a nivel personal como colectivo.	Fortalecer el trabajo en masculinidades en la nueva SN y a nivel de BWP 2022-23	Accepted	Peace and security (SPs before 2018)	Engaging men and boys	Promoting inclusiveness/Leaving no one behind	Effectiveness, Human Rights, Gender equality
Evaluación cualitativa final PBF GYPI	Programme Evaluation	Americas and the Caribbean	Colombia	2021	Very Good	"Cuidar a quienes cuidan". Dadas las características de contexto y de las áreas de trabajo y poblaci...		Fortalecer estrategias de acompañamiento y de autocuidado continuas al equipo humano y a las integrantes de las organizaciones de base comunitaria socias	Accepted	Peace and security (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Sustainability, Human Rights, Gender equality
Evaluación externa de medio término del proyecto Ciudades Seguras Medellín	Programme Evaluation	Americas and the Caribbean	Colombia	2021	Good	Actualizar el marco de acciones desde una planeación estratégica que tenga en cuenta los nuevos cont...	Luego de 5 años de implementación y de acuerdo con el surgimiento de nuevos fenómenos sociales como la migración de población venezolana, la reciente crisis social luego de la pandemia, es necesario actualizar el marco de acciones desde una planeación estratégica que tenga en cuenta los nuevos contextos territoriales	Resulta necesaria la actualización de marco de acción del proyecto y la revisión de las posibilidades de innovación en el mismo, tanto de manera estratégica para que se ajuste a las nuevas condiciones del territorio y los avances en la temática, así como para aumentar la efectividad de las acciones de acuerdo con las posibilidades de financiación del momento. Teniendo en cuenta la finalización del programa, de parte de ONU mujeres se propone a la secretaría de la mujer de Medellín la gestión de un espacio de reflexión interna a partir del cual se pueden generar propuestas de acción concretas y marcos de acción puntuales. Este espacio contaría con la asesoría técnica de parte de UNW	Accepted	Ending violence against women (SPs before 2018)	Operational activities	Alignment with strategy, Knowledge management	Effectiveness
Evaluación externa de medio término del proyecto Ciudades Seguras Medellín	Programme Evaluation	Americas and the Caribbean	Colombia	2021	Good	Modulos de formación a actores claves	Se recomienda, especialmente para actores clave como lideresas, policía y ejército, trasportadores y docentes, construir un módulo de formación que permita profundizar acerca de los intereses de estas poblaciones, las causas estructurales del machismo, la violencia de género y el acoso sexual. Así mismo se recomienda la realización de un proceso de formación para el fortalecimiento de capacidades para que puedan ser a su vez agentes formadoras y puedan replicar la sensibilización en tema de violencia de género y acoso a las demás personas de la comuna. Este ejercicio enriquecería el proceso y permitiría tener un mayor equilibrio en las cargas de trabajo de las enlaces territoriales que de esa manera podrían ocuparse más en procesos de gestión de acciones para la mejora del espacio público y la investigación.	Atendiendo a la recomendación uno de esta evaluación, la actualización del marco de acción del programa definirá que tipo de formaciones son necesarias y estratégicas. UNW facilitará sus materiales y plataformas para facilitar la capacitación de formadoras, y brindará su asesoría técnica para las capacitaciones incluidas dentro del marco en caso de que la Secretaría de la Mujer lo considere conveniente.	Accepted	Ending violence against women (SPs before 2018)	Not applicable	Capacity development	Effectiveness
Evaluación externa de medio término del proyecto Ciudades Seguras Medellín	Programme Evaluation	Americas and the Caribbean	Colombia	2021	Good	Acompañamiento técnico institucional	Es necesario incrementar el acompañamiento técnico en el territorio en el marco del proyecto y brindar asesorías a las instituciones y empresas que esperan alinear sus líneas estratégicas desde un abordaje de género. Se sugiere que, desde la Secretaría de las Mujeres haya una transversalización de la oferta institucional, para así lograr una oferta integral, y potenciar sus acciones como Secretaría.	Dentro del planteamiento del nuevo marco de acción del programa resulta importante el incremento del acompañamiento técnico para la transversalización del enfoque de género a nivel institucional y dentro de la Secretaría de las Mujeres. Para esta última, específicamente en la alineación de sus planes estratégicos internos. Teniendo esto presente, ONU mujeres hace un acompañamiento técnico desde este y otros programas, al cual se les dará continuidad de acuerdo con la propuesta de marco de acciones ya definida.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Alignment with strategy, Capacity development	Sustainability
Evaluation of MELyT Programme	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2021	Good	Continuar impulsando el diálogo político entre sí y con las organizaciones de mujeres emprendedoras,...	EN EL MARCO DEL MELYT SE HA IMPULSADO EL DIÁLOGO POLÍTICO CON DIVERSAS INICIATIVAS COMO REPORTADO ABAJO, SIN EMBARGO, ESTA RECOMENDACIÓN VA MÁS ALLÁ DEL PROGRAMA Y DEBER SE UNA ACCIÓN CONTINUA EN ONU MUJERES	EN EL MARCO DEL MELYT SE HA IMPULSADO EL DIÁLOGO POLÍTICO CON DIVERSAS INICIATIVAS COMO REPORTADO ABAJO, SIN EMBARGO, ESTA RECOMENDACIÓN VA MÁS ALLÁ DEL PROGRAMA Y DEBER SE UNA ACCIÓN CONTINUA EN ONU MUJERES	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Advocacy	Effectiveness
Evaluation of MELyT Programme	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2021	Good	Seguir aplicando el enfoque de alianzas focalizadas, orientadas a resultados concretos y que vayan a...		ESTA RECOMENDACIÓN ES ACEPTADA, YA QUE ES UN TEMA QUE SE HA VENIDO TRABAJANDO DESDE EL INICIO DEL PROGRAMA Y SE HA INCLUIDO COMO TEMA PRIORITARIO EN LA SEGUNDA FASE.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Advocacy	Efficiency
Evaluation of MELyT Programme	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2021	Good	Continuar desempeñando un rol de articulador, facilitador y convocante que ayuden a superar las debi...		Esta recomendación es aceptada ya que es un tema que se ha venido trabajando desde el inicio del programa y se ha incluido como tema prioritario en la segunda fase.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Promoting inclusiveness/Leaving no one behind	Effectiveness
Evaluation of MELyT Programme	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2021	Good	Incrementar el desarrollo de alianzas y sinergias para que sus esfuerzos de desarrollo económico, em...		Esta recomendación es aceptada, sin embargo, va más allá de la duración del programa. No solo debe ser trabajada en el área de EE a nivel regional y de las oficinas de país. También es importante recalcar que las acciones están sujetas al financiamiento externo e interno.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Alignment with strategy	Efficiency, Sustainability
Evaluation of MELyT Programme	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2021	Good	Apoyar la reducción de las brechas digitales en sus tres dimensiones de acceso, uso y apropiación de...		Esta recomendación es aceptada y se espera que en el futuro se alinee con la nueva nota estratégica global, en donde el tema de inclusión digital es transversal a todas sus áreas de trabajo.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Alignment with strategy	Effectiveness, Sustainability
Evaluation of MELyT Programme	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2021	Good	Continuar explorando modalidades de inclusión financiera que encajen con los diversos segmentos de e...		Es aceptada parcialmente, ya que en el marco del MELYT llevamos adelante iniciativas que promueven la inclusión financiera, sin embargo, actualmente se está desarrollando una propuesta que trabaja exclusivamente esta temática en los países MELYT.	Partially Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Alignment with strategy	Effectiveness, Relevance, Human Rights
Evaluation of MELyT Programme	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2021	Good	Si se diseña una segunda fase, se recomienda planificar una programación de más largo plazo que perm...		ES ACEPTADA Y SE HA TOMADO EN CUENTA TANTO EN LA PROPUESTA COMO EN LAS NEGOCIACIONES CON EL DONANTE.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities, Culture of results/RBM	Alignment with strategy, South-South cooperation	Effectiveness, Efficiency
Evaluation of MELyT Programme	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2021	Good	Evaluar la efectividad de las medidas adoptadas en la primera fase, especialmente sobre los mecanism...		Es aceptada y para el desarrollo de la propuesta para la segunda fase, se hizo una reflexión conjunta con el equipo y socios claves que permitió volcar buenas prácticas y aprendizajes en la misma.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities, Culture of results/RBM	Alignment with strategy, Knowledge management	Effectiveness
External Evaluation of the Pacific Partnership to End Violence Against Women and Girls Programme (Pacific Partnership)	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2021	Good	1a. The programme partners for Outcome 1 and Outcome 2 should increase their activities and investme...		The Pacific Partnership notes the recommendations and agrees that rigorous research should accompany interventions to determine through data what works in the Pacific context to prevent VAWG. However, rigorous intervention research, such as the South Tarawa model, requires additional financial resources not committed in the current programme. The Pacific Partnership is still producing data and evidence on the effectiveness of a range of response and prevention interventions via strong M&E. The Programme is producing a series of “What Works” to prevent VAWG for the Pacific based on the work and results from Pacific Partnership partners, with the first What Works paper produced in December 2021 on the Social Citizenship Education programme. In addition, new research on the intersections of VAWG in sports will be released providing additional data on the intersection of sports, gender and violence – and how to ensure safe sports for women and girls in the region. Increasing research activities would require a corresponding increase in resources; both financial and human which is currently outside of the available budget.	Partially Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Evidence, Data and statistics	Effectiveness
External Evaluation of the Pacific Partnership to End Violence Against Women and Girls Programme (Pacific Partnership)	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2021	Good	1b. The programme partners for Outcome 1 and Outcome 2 should Within the current Programme, further ...		The Pacific Partnership agrees with this recommendation and values the strength of a regional approach that is tailored at the country level, bringing all components of this comprehensive programme to support national efforts to prevent and respond to VAWG. The MTE documented the additional value and the Programme Team fully agrees. For the remainder of the programme, the Pacific Partnership team aims to bring additional coherence at the national level through Action wide coordination meetings, inclusive of PIFS and SPC components	Partially Accepted	Ending violence against women (SPs before 2018)	Partnership	Internal coordination and communication	Effectiveness
External Evaluation of the Pacific Partnership to End Violence Against Women and Girls Programme (Pacific Partnership)	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2021	Good	2. The programme partners should increase the efforts of translating the Programme’s strong attribut...		The Theory of Change for the Pacific Partnership Programme is based on the global Flagship Programme for the Elimination of Ending VAWG of UN Women – and as a result, it encompasses a comprehensive Prevention of VAWG programme, with strategies of engagement with CSOs and government, focused capacity building, supporting Pacific thought leadership. Translating the ToC in its entirety at the country level is depended upon donor investments in the programme, resources available, and political will – for example, the Social Citizenship Education programme is demand driven.	Accepted	Ending violence against women (SPs before 2018)	Operational activities	National ownership	Effectiveness
External Evaluation of the Pacific Partnership to End Violence Against Women and Girls Programme (Pacific Partnership)	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2021	Good	3. The programme donors that are considering investing additional funds in the Pacific Partnership (...		The Pacific Partnership agrees with this approach and the design of the successor programme will ensure that as additional investors come into the programme, there will be a ‘whole of’ approach to the ToC, ensuring to the greatest degree possible, geographic and thematic earmarking is avoided.	Accepted	Ending violence against women (SPs before 2018)	Organizational efficiency	Resource mobilization	Efficiency, Sustainability
External Evaluation of the Pacific Partnership to End Violence Against Women and Girls Programme (Pacific Partnership)	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2021	Good	4. The programme partners should strengthen their efforts for inclusion. While the evaluation acknow...		The recommendation is accepted particularly on the increased efforts. UNW would like to highlight that the current ToC and M&E did not have specific targets for inclusion and this may have weakened the attention at the output level. However, at activity level, efforts have been made to ensure inclusion in all major policy and institutional interventions (such as shelter standards development, national action plan to prevent VAWG, national service delivery systems (i.e. the SDPs) as well as key regional guidance).	Accepted	Ending violence against women (SPs before 2018)	Engaging men and boys, Faith based	Alignment with strategy, Promoting inclusiveness/Leaving no one behind	Relevance, Human Rights, Gender equality
External Evaluation of the Pacific Partnership to End Violence Against Women and Girls Programme (Pacific Partnership)	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2021	Good	6a. The programme partners should review and revise the process and format of performance monitoring...		This recommendation is accepted noting that the M&E framework has been revised two times and approved at PSC. However, a more often review of it is needed as an adaptive approach to an adaptive programme	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Alignment with strategy, Evidence, Data and statistics	Relevance
External Evaluation of the Pacific Partnership to End Violence Against Women and Girls Programme (Pacific Partnership)	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2021	Good	6b. The programme partners should review and revise the process and format of performance monitoring...		The recommendation is accepted and partially implemented already. The M&E has generic indicators that have specific targets by country. However, some due to different institutional set up in different countries, some of them need a separate definition. Example: SAFENET only exist in Kiribati and Solomon Islands, and indicators on referrals are available only from this source. For other countries, the programme uses proxy indicators from Crisis Centers calculating referral to that service provider only as one of the most demanded so far.	Partially Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Alignment with strategy, Evidence, Data and statistics	Relevance
External Evaluation of the Pacific Partnership to End Violence Against Women and Girls Programme (Pacific Partnership)	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2021	Good	6c, The programme partners should review and revise the process and format of performance monitoring...		This recommendation is accepted and implemented already. All additional agreements are contributing to the same ToC and have same indicators, with new targets for new countries.	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Alignment with strategy, Evidence, Data and statistics	Relevance
External Evaluation of the Pacific Partnership to End Violence Against Women and Girls Programme (Pacific Partnership)	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2021	Good	6d. The programme partners should review and revise the process and format of performance monitoring...		The recommendation is accepted with agreement that indicators and targets need to be reviewed to better reflect the results, and where small number exist, identify additional indicators to show absolute results vs. percentage.	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Alignment with strategy, Evidence, Data and statistics	Effectiveness, Relevance
External Evaluation of the Pacific Partnership to End Violence Against Women and Girls Programme (Pacific Partnership)	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2021	Good	7. The programme partners should jointly review the implementation and budget execution rates under ...		The recommendation is partially accepted. Programme is constantly adjusting the AWP as needs arise (and endorsed by SPC) but within Outcomes only. Co-Delegation agreement does not allow re-budgeting across outcomes, unless an amendment is signed.	Partially Accepted	Ending violence against women (SPs before 2018)	Operational activities, Organizational efficiency	Resource mobilization	Efficiency
External Evaluation of the Pacific Partnership to End Violence Against Women and Girls Programme (Pacific Partnership)	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2021	Good	8. The programme partners and the principal programme donors should build on the achievements of the...		This recommendation is accepted and directed for future initiatives (not current programme)	Accepted	Ending violence against women (SPs before 2018)	Partnership	Oversight/governance	Sustainability, Impact
External Evaluation of the Pacific Partnership to End Violence Against Women and Girls Programme (Pacific Partnership)	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2021	Good	9. The programme partners and donors should, in consultation with other programmes supporting the go...		This recommendation is accepted and directed for future initiatives (not current programme). Current programme is also working with these sectors at highest level with Government and CSO.	Accepted	Ending violence against women (SPs before 2018)	Partnership	National ownership, Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
External Evaluation of the Pacific Partnership to End Violence Against Women and Girls Programme (Pacific Partnership)	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2021	Good	10. In the future, the Pacific Partnership should develop a strongly branded media footprint with a ...		This recommendation is accepted and directed for future initiatives (not current programme).	Accepted	Ending violence against women (SPs before 2018)	Not applicable	Advocacy, Internal coordination and communication	Effectiveness
External Evaluation of the Pacific Partnership to End Violence Against Women and Girls Programme (Pacific Partnership)	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2021	Good	5. The programme partners, in consultation with donors, should fully integrate the additional financ...		There has been three additional agreements signed with Government of Australia and New Zealand to fund Outcome 2 of the programme, and all funding the same ToC . While UN Women has specific M&E for each donor agreement, we accept that those need to be better reflected in the results indicators in the overall M&E framework, and in particular Vanuatu programme.	Partially Accepted	Ending violence against women (SPs before 2018)	Organizational efficiency	Alignment with strategy, Oversight/governance	Efficiency, Relevance
Midterm Review (MTR) of the Women in Leadership in Samoa (WILS) Project	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2021	Not Rated	Review and update the Project PMF to accurately reflect the extent of the work carried out by WILS	Project PMF updating	Some activities funded by the WILS project such as support to the GLOW Conference, International Women’s Day Poem Competition, VLDI for men and boys were not reflected in the PMF. The research on Leadership Pathways for Women in Samoa is not adequately reflected in the PMF. It is important to note that each activity the project invests in must be reported upon and included in its PMF for accountability.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Culture of results/RBM	Evidence, Data and statistics	Effectiveness
Midterm Review (MTR) of the Women in Leadership in Samoa (WILS) Project	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2021	Not Rated	Enhance contextualization of the VLDI training to better suit the village context and deliver the le...		The lessons learned from the VLDI follow-up and the MTR proves that holding the trainings at the village level and engaging the village councils, women’s committees, church ministers and their wives, and youth will support positive results. The engagement and mobilization of support from community leaders and youth shall be extended to all other programmes supported by the WILS project such as the GLOW Conference, Directors Programme etc. In this regard, the village leaders and everyone involved will take ownership of the VLDI programme and Break Through Initiatives (BTIs) and will commit to its results and sustainability. In contrast to the district model that was used before whereby 3 or 4 participants were selected from each village to participate, it was hard for them to get the buy-in of the village leaders to support their BTIs. Hence why some BTIs were never actioned. Therefore, the inclusion of village and youth leaders including women will ensure success and sustainability.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership	National ownership	Effectiveness
Midterm Review (MTR) of the Women in Leadership in Samoa (WILS) Project	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2021	Not Rated	Revise the TOT concept to recognize informal approaches taken by the trainees & develop a series of ...		During the MTR, it was identified that the TOT concept did not work and in order for one to master the VLDI training manual content, there should be multiple refresher trainings on the TOT concept/VLDI manual in order for the trainees to become effective trainers. Future trainings should be done as trainings with the understanding that key potential trainers will be selected for a TOT afterwards. Therefore, the UNDP and UN Women agree with this recommendation and the WILS project should look into accreditation of the VLDI model by the Samoa Qualifications Authority. The UNDP and UN Women also agree with the need to develop a series of short-term models to incorporate basic project management inclusive of reporting and monitoring, proposal writing, resource mobilization and financial literacy. The UNDP and UN Women disagree with partnering up with other organizations delivering similar trainings because it might lead to delays in delivery and increased costs to the project. These additional topics can be incorporated as part of the VLDI training TOR and can be implemented by the VLDI trainer to save costs.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Not applicable	Capacity development, National ownership	Sustainability
Midterm Review (MTR) of the Women in Leadership in Samoa (WILS) Project	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2021	Not Rated	Set up a forum for the Trainers to get together for a debriefing and sharing of experiences and less...		The UNDP and UN Women note the importance of having daily de-briefings with the individual VLDI trainers however it is also important to set up a forum for all the trainers to get together to share challenges, experiences and lessons learned and learn from each other. Through these discussions, any challenges will be addressed, lessons learned will be adopted and the quality of the programmes/trainings will continuously be strengthened.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Organizational efficiency	Capacity development, South-South cooperation	Efficiency
Midterm Review (MTR) of the Women in Leadership in Samoa (WILS) Project	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2021	Not Rated	PMU to continue with their hands-on approach to supporting the activities and that current arrangeme...		PMU handles most of the coordination and logistics for activities and the hands-on approach and presence in supporting project activities was acknowledged by the Individual Contractors (IC) and Implementing Partners. Visibility is important in this regard, as the IC will finish after his/her contract leaving the PMU to continue engagement and monitoring of the activities. Therefore, Project presence also allows for relationship building with the participants for follow up and sustainability purposes. The PMU presence will give the staff the opportunity to monitor the deliverables of the IC and IP and also to take own notes for report verification. In addition, staff will have the time to clearly outline the roles of the UNDP/UN Women and programme participants to avoid confusion and wrong expectations.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Internal coordination and communication	Efficiency
Midterm Review (MTR) of the Women in Leadership in Samoa (WILS) Project	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2021	Not Rated	UNDP / UN Women to carry out regular monitoring activities throughout implementation & track and doc...		It is important to conduct regular monitoring of activities to ensure quality assurance, compliance with signed contracts and approved training guidelines/manuals and most importantly for sustainability. The project had a lot of success stories in 2019 and 2020 which were not known by the public, IPs and donor. It is important to ensure each success story is documented and disseminated not only for public information but also as evidence of the worthy investment by the donor.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Culture of results/RBM	Internal coordination and communication	Impact
Midterm Review (MTR) of the Women in Leadership in Samoa (WILS) Project	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2021	Not Rated	Develop an exit strategy to ensure continuity of initiatives and sustainability of results		The WILS ProDoc did not have an exit strategy for the project. However, it is crucial that an exit strategy is in place to ensure continuity of initiative and sustainability of results.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Not applicable	Oversight/governance, Internal coordination and communication	Sustainability
Midterm Review (MTR) of the Women in Leadership in Samoa (WILS) Project	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2021	Not Rated	Extend the project up to 2026, maintain the overall project strategy but refocus project activities/...		Even though the WILS project commenced in 2018, much of the implementation including the Training and Support Programme for female candidates was only developed and approved towards the end of 2019 leaving the project only 14 months from candidates registration due date to implement the trainings for female candidates. The UNDP and UN Women feel that this is inadequate time given the need to mobilize potential female candidates and ensuring that they meet all the electoral requirements for candidate registration. The UNDP and UN Women agree that the achievement of the outcomes for the WILS project Phase I is beyond the three years of the project and that Phase I would pave the way for concrete results. The UNDP and UN Women also agree that in order to achieve intended outcomes for women’s leadership especially at the political level, a project extension should be considered for up to 2026 general elections to ensure female candidates are supported from now up to the next general elections.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Not applicable	Oversight/governance	Sustainability, Impact
MID-TERM EVALUATION Making Every Woman and Girl Count in Ethiopia: Supporting the Monitoring and Implementation of the SDGs through better Production and Use of Gender Statistics	Programme Evaluation	East and Southern Africa	Ethiopia	2021	Very Good	RECOMMENDATION 1 (FOR UN WOMEN):	Continue emphasis on relevance. UN Women should continue to articulate the relevance and importance of the MEWGC programme for Ethiopia and the relevance and importance of a better framework for gender statistics, strengthened collection of gender statistics, and better use of gender statistics remains of vital importance for meeting national goals as well as UN targets.	UN Women emphasizes the importance and relevance of the MEWGC Programme in Ethiopia in ensuring the production of regular, quality, and comparable gender statistics that support the implementation, monitoring and reporting of national and global gender equality and women’s empowerment commitments including the Ten Years Development Plan and the Sustainable Development Goals (SDGs). UN Women is closely working with national partners including the Central Statistics Agency (CSA) and the Planning and Development Commission (PDC) which are relevant offices, on the implementation of the MEWGC Programme as a whole. Furthermore, UN Women intends to technically support the establishment of an Inter-agency Committee on Gender Statistics, that will be led by the CSA, to coordinate and follow-up on gender statistics efforts in the country. To ensure a strengthened collection of gender statistics and a better use of gender data, a systematic approach is required to address the root causes that are hampering the regular production, analysis and use of gender statistics. One of such gaps was identified in the national assessment conducted by UN Women demonstrating that there is a lack of adequate policy frameworks that guide the production of gender statistics in the country. The CSA is currently reviewing the Statistical Act of Ethiopia, Central Statistics Authority Establishment Proclamation no. 442/2005, which gives an entry point for the inclusion of gender statistics as one of the components. The revision of the National Statistical Act also needs to be followed by supporting directives and guidelines to ensure its implementation is gender responsive. Thus, UN Women’s efforts in addressing the existing policy gap in administration of gender statistics is recognized and acknowledged by diverse partners including the PDC and CSA.	Partially Accepted	Governance and planning (SPs before 2018)	Organizational efficiency	Knowledge management	Relevance
MID-TERM EVALUATION Making Every Woman and Girl Count in Ethiopia: Supporting the Monitoring and Implementation of the SDGs through better Production and Use of Gender Statistics	Programme Evaluation	East and Southern Africa	Ethiopia	2021	Very Good	RECOMMENDATION 2 (FOR UN WOMEN):	Review and finalize the results framework. UN Women should consider engaging its staff and partners to review and finalize the results framework from the programme document (ProDoc), setting the agreed targets where they are missing, revising the targets based on learned experience and delays due to the COVID-19 situation, and changing or ratifying the revised indicators as appropriate. UN Women should also engage with the implementing partners (Ips) on how the partners can together not only collect and report on the data but also use these measurements for programme management. This step should also support relevance, efficiency, impact, sustainability, and ownership, inclusiveness, and participation of MEWGC. Detailed suggestions of potential indicator changes for UN Women for consideration are included as Annex 6.	UN Women understands the challenge and the set back the programme implementation has faced due to delays caused by the COVID-19 pandemic and limited partner’s capacity. Thus, reviewing the set targets in light of changing circumstances may be relevant, however, the agreed indicators remain valid as evidenced by the assessment conducted on the Mainstreaming of Gender in the National Statistical System together with the CSA. Thus, UN Women is working towards setting up a baseline for the missing indicators and collaborating with partners to report on these indicators on a regular basis. This effort is ongoing and in line with the adoption of relevant and contextualized SDG gender indicators for Ethiopia by government sectors, conducted under the leadership of the PDC.	Partially Accepted	Not applicable	Culture of results/RBM	Capacity development	Effectiveness
MID-TERM EVALUATION Making Every Woman and Girl Count in Ethiopia: Supporting the Monitoring and Implementation of the SDGs through better Production and Use of Gender Statistics	Programme Evaluation	East and Southern Africa	Ethiopia	2021	Very Good	RECOMMENDATION 3 (FOR UN WOMEN):	Continue to second staff. UN Women should continue to second staff to IPs and should work closely with IP staff to build their capacity in the M&E and reporting to facilitate high-quality, timely reporting from IPs to UN Women and its donors. MEWGC should increase the capacity of the PDC by filling the gap in staffing capacity that may be created as a result of UN Women secondee’s end of contract and the concurrent resignation of the gender director at PDC.	Cognizant of the existing capacity gaps within the implementing partners, UN Women has seconded technical experts to the CSA and PDC to support not only the implementation of the MEWGC programme but also to strengthen the capacity of gender directorates and staff members of the respective organizations through the provision of hands-on trainings. For instance, in 2019, UN Women provided two rounds of trainings to CSA senior officials and statisticians with a focus on gender, gender mainstreaming and gender statistics that reached more than 100 CSA staff both at the federal and regional level. The technical support provided through its secondee staff and the capacity building trainings has been much appreciated by the CSA senior officials and experts. However, regarding the PDC, there have been challenges in relation to the implementation of the MEWGC programme, that could not be addressed merely by seconding a staff. The Gender Mainstreaming Directorate has been vacant with no intention of replacement which has made the work of the secondee staff challenging with regards to administrative issues. Therefore, the PDC should assign a gender director to provide a leadership role on gender related activities within the Commission. UN Women’s continuous dialogue and negotiation with the PDC senior management and its’ strategic advice has resulted in the appointment of the Gender Directorate Director to the Commission who has recently left her role. Hence, UN Women will continue its engagement with the PDC to ensure the vacant positions are occupied with qualified personnel. Depending on the needs of the Directorate, UN Women may recruit a secondee staff to support the PDC. Additionally, based on the positive and impactful experience with CSA, UN Women will continue its technical support to the CSA by seconding a qualified expert to assist the Gender Directorate and CSA’s work.	Partially Accepted	Governance and planning (SPs before 2018)	Partnership, Normative Support	Capacity development, National ownership	Sustainability, Human Rights, Gender equality
MID-TERM EVALUATION Making Every Woman and Girl Count in Ethiopia: Supporting the Monitoring and Implementation of the SDGs through better Production and Use of Gender Statistics	Programme Evaluation	East and Southern Africa	Ethiopia	2021	Very Good	RECOMMENDATION 4 (FOR UN WOMEN):	Engage more stakeholders. UN Women should consider involving more stakeholders such as Policy Research Institute and Job Creation Agency to the list of programme implementors as their contribution for policy advocacy, analysis and employment data generation respectively is an added value to the programme implementation.	The MEWGC has selected the CSA, PDC and Ministry of Women Children and Youth (MoWCY) as key government implementing partners because of their mandates in statistics administration, the SDG implementation and gender mainstreaming, respectively. Furthermore, the programme has been engaging with other sector ministries such as Ministry of Education (MoE), Ministry of Agriculture (MoA), and Ministry of Health (MoH) in its key interventions. While engaging with a broad spectrum of stakeholders has been identified as a mitigating measure to the challenge posed due to the limited capacity of the selected IPs, involving more partners at implementing partner level will disperse the efforts and may affect the possibility of leveraging the gained partnerships. However, UN Women intends to broaden its partnerships through the programme interventions. One of such programme interventions is the on-going review of the Routine Existing Data Collection Tools and Survey Manuals from a gender perspective, underway through the financial and technical support of UN Women to CSA,which requires the engagement of all government sectors and a wide range of institutions including in follow-up trainings. UN Women will engage with recommended institutions to ensure the proper utilization of Standard Basic Data Collection Tools and Manuals to be produced through the revision exercise	Partially Accepted	Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Partnership	National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy, Evidence, Data and statistics	Sustainability, Impact, Gender equality, Not applicable
MID-TERM EVALUATION Making Every Woman and Girl Count in Ethiopia: Supporting the Monitoring and Implementation of the SDGs through better Production and Use of Gender Statistics	Programme Evaluation	East and Southern Africa	Ethiopia	2021	Very Good	RECOMMENDATION 5 (FOR UN WOMEN):	Consider more engagement with CSOs. UN Women should consider re-engaging with CSO partners given the significant role women’s organizations have in research and advocacy, monitoring and accountability of international normative frameworks. The MEWGC programme should reconsider re-engaging with women-led NGOs to advance the implementation of the programme outcomes, particularly the outcome 3. UN Women has started a 2 year’s project with CSOs on citizen’s generated data under the leadership of the International Institute for Rural Reconstruction (IIRR) which is an international agency which will work with a number of CSOs working on gender data and GEWE.	One of the key components of the MEWGC Programme in Ethiopia is the engagement with CSOs. UN Women has been working with the Network of Ethiopian Women’s Association (NEWA), Ethiopian Women Lawyer’s Association (EWLA) and Women Can Do It (WCDI) to popularize the SDGs and to enhance their implementation that ran until end of 2019. In 2020, UN Women started a pilot project on the Citizen Generated Data (CGD) with the International Institute for Rural Reconstruction (IIRR) that runs until November 2021. UN Women, as an organization that works for women and girls and the advancement of gender equality, understands the significance of working with women-led CSOs. Therefore, under the pilot project on the CGD, the interventions focus on women-led CSOs and CSOs that work on gender issues. These interventions include capacity building trainings on the CGD and user-producer dialogue platforms on gender statistics. UN Women will ensure that women-led CSOs and CSOs that work on gender issues fully participation in and benefit from the full scale from the project. Furthermore, UN Women is supporting the development of a Guideline on the Production, Analysis and Use of Citizen Generated Data to monitor and report on the SDGs. The adaptation of the Guideline is expected to guide and improve the practice within CSOs including women-led organizations in supporting the production, analysis and use of gender statistics and the CGD.	Partially Accepted	Leadership and political participation (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Partnership, Normative Support	Capacity development, National ownership, Advocacy, Knowledge management, Evidence, Data and statistics	Sustainability, Impact, Gender equality, Not applicable
MID-TERM EVALUATION Making Every Woman and Girl Count in Ethiopia: Supporting the Monitoring and Implementation of the SDGs through better Production and Use of Gender Statistics	Programme Evaluation	East and Southern Africa	Ethiopia	2021	Very Good	RECOMMENDATION 6 (FOR UN WOMEN):	Maintain a focus on the production of gender statistics. Since the existence and availability of gender statistics are prerequisites for use in policy planning, advocacy, and monitoring and evaluation, MEWGC should continue to focus on the production and analysis of gender statistics.	UN Women will continue its work in supporting and ensuring the production of gender statistics in Ethiopia. UN Women has started initiatives towards the regular production of gender statistics including the production of the Gender Asset Gap Survey, the conduct of Time Use Survey and an assessment on Unpaid Care Work. These important efforts will ensure the maintenance of the focus on gender statistics both within IPs and UN Women. Furthermore, UN Women will advocate for the inclusion of gender statistics initiatives in the third National Strategy for the Development of Statistics which is at the drafting stage at the moment. The inclusion of key activities on the production of gender statistics in the Strategy will guide the work of the CSA in the next five years and will create accountability within the CSA to ensure the regular production of gender data.	Partially Accepted	Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	Normative Support, Culture of results/RBM, Organizational efficiency, Climate change	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Evidence, Data and statistics	Effectiveness, Sustainability, Gender equality
MID-TERM EVALUATION Making Every Woman and Girl Count in Ethiopia: Supporting the Monitoring and Implementation of the SDGs through better Production and Use of Gender Statistics	Programme Evaluation	East and Southern Africa	Ethiopia	2021	Very Good	RECOMMENDATION 7 (FOR UN WOMEN):	Support a functioning NGIS. To ensure the full functionality of the National Gender Information System (NGIS), MEWGC should continue to provide capacity building to sustain the programme on data analysis, interpretation, and generation of gender statistics. UN Women should consolidate the efforts to provide the necessary training to make the system fully functional and functioning.	UN Women has been supporting the Ministry of Women, Children and Youth to set up a National Gender Information System (NGIS). The support provided includes capacity building trainings, purchase of necessary equipment and the support in developing the indicators that will be used to collect data for the system. Currently, the plan is to link the regional Bureaus to the Information System to have a more centralised and comprehensive system connecting all regions and city administrations. For this purpose, UN Women intends to continue its support to the MoWCY to cascade the Management Information System (MIS) and to ensure the proper functioning of the NGIS. A major component of the cascading approach is focused on building the capacity of staff/ experts from regional Bureaus on the management of the NGIS. Experts/staff at the federal level have been already trained on the use of NGIS, therefore the focus will be on supporting trainings to regional experts. UN Women will collaborate with MoWCY to provide the trainings as the internal expertise is there in MoWCY.	Partially Accepted	Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Operational activities, Culture of results/RBM	Capacity development, National ownership, Evidence, Data and statistics	Effectiveness, Sustainability, Impact, Not applicable
MID-TERM EVALUATION Making Every Woman and Girl Count in Ethiopia: Supporting the Monitoring and Implementation of the SDGs through better Production and Use of Gender Statistics	Programme Evaluation	East and Southern Africa	Ethiopia	2021	Very Good	RECOMMENDATION 9 (FOR UN WOMEN):	Enhance Inter-IP coordination. The evaluation found that inter-IP coordination and linkages of the MWGC programme are loose. The linkage between the MoWCY and CSA has also been found weak affecting some aspects of the implementation. Therefore, UN Women should consider supporting the establishment of a regular coordination and review platform -perhaps bi-monthly - to facilitate a regular exchange of views among IPs and UN Women, provide inputs to the programme implementation, review and monitor the progress.	UN Women understands that attaining the goal of making gender statistics available, accessible, analysed, and used to inform policy making, advocacy and accountability for delivering on the GEWE commitments requires the collaboration of all actors involved at various level in the implementation of the MEWGC programme. The role each of the key partners play in the implantation of the programme is quite distinct, yet complimentary to one another. The CSA, as the national statistical office, principally coordinates and leads the production of gender statistics. The PDC is mandated with monitoring and reporting on the implementation of global and national development plans. And the MoWCY is the mandated gender machinery that leads and coordinates gender equality and women’s empowerment efforts in the country. Thus, strengthening the inter-IP coordination among all IPs will be crucial to avoid duplication of efforts and to capitalize on the comparative advantage and collaborative results. Hence, UN Women has been in discussion with CSA to establish an Inter-agency Committee on Gender Statistics, that will be led by the CSA, to coordinate and follow-up on the gender statistics efforts in the country. While the establishment of such agency will strengthen the overall coordination in gender statistics, as well as, among IPs, the MEWGC programme will also need an internal coordination mechanism that will exclusively address issues related to the MEWGC programme. Based on this, one of the key components of the MEWGC programme is to conduct the joint M&E activities with the IPs that will help setting up the platform to coordinate and collaborate. Such joint events have not yet taken place as planned in the past implementation period and UN Women intends to undertake such joint M&E activities for future implementation.	Accepted	Governance and planning (SPs before 2018)	UN Coordination, Partnership, Organizational efficiency	National ownership, Advocacy, Knowledge management	Effectiveness, Relevance, Gender equality, Not applicable
MID-TERM EVALUATION Making Every Woman and Girl Count in Ethiopia: Supporting the Monitoring and Implementation of the SDGs through better Production and Use of Gender Statistics	Programme Evaluation	East and Southern Africa	Ethiopia	2021	Very Good	RECOMMENDATION 10 (FOR UN WOMEN):	Expand gender awareness training and engagement with IP leaders. UN Women should expand the gender trainings provided to the IPs to address gender resistance issues and enhance ownership.	The assessment on the mainstreaming of gender in the national statistical system (NSS) identified a resistance to gender issues as one of the key institutional challenges to produce gender statistics, as well as overall mainstreaming in the NSS. Therefore, UN Women has been providing training to the CSA senior officials on key gender concepts such as gender mainstreaming and gender responsive budgeting for statistics. UN Women plans to expand such capacity building trainings on gender, gender mainstreaming, gender responsive budgeting for statistics and gender statistics to all its IPs with a focus on those that do not have a gender-focused mandate. This includes the CSA, the PDC and the IIRR.	Partially Accepted	Leadership and participation in governance systems (SP 2018-2021)	Culture of results/RBM	Capacity development, National ownership	Effectiveness, Sustainability
MID-TERM EVALUATION Making Every Woman and Girl Count in Ethiopia: Supporting the Monitoring and Implementation of the SDGs through better Production and Use of Gender Statistics	Programme Evaluation	East and Southern Africa	Ethiopia	2021	Very Good	RECOMMENDATION 10 (FOR UN WOMEN):	Expand gender awareness training and engagement with IP leaders. UN Women should expand the gender trainings provided to the IPs to address gender resistance issues and enhance ownership.	The assessment on the mainstreaming of gender in the national statistical system (NSS) identified a resistance to gender issues as one of the key institutional challenges to produce gender statistics, as well as overall mainstreaming in the NSS. Therefore, UN Women has been providing training to the CSA senior officials on key gender concepts such as gender mainstreaming and gender responsive budgeting for statistics. UN Women plans to expand such capacity building trainings on gender, gender mainstreaming, gender responsive budgeting for statistics and gender statistics to all its IPs with a focus on those that do not have a gender-focused mandate. This includes the CSA, the PDC and the IIRR.	Partially Accepted	Global norms and standards (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Culture of results/RBM	Capacity development	Sustainability, Impact, Gender equality
MID-TERM EVALUATION Making Every Woman and Girl Count in Ethiopia: Supporting the Monitoring and Implementation of the SDGs through better Production and Use of Gender Statistics	Programme Evaluation	East and Southern Africa	Ethiopia	2021	Very Good	RECOMMENDATION 11 (FOR UN WOMEN):	Increase harmonization and alignment. Ensure the programme activities of the MWGC programme are further aligned and harmonized with the IPs strategic documents and plans of actions to enhance the IPs’ ownership of the programme. UN Women should also seize the opportunity of the National Strategy for the Development of Statistics (NSDS) III development which is currently is underway, to provide strategic support to the gender directorate to ensure gender issues are integrated and addressed. Alignment of the MWGC programme should also be done to the new NSDS III	The MEWGC programme has been developed in alignment to the global and national GEWE commitments and development frameworks including the Beijing Platform for Action (BPfA), Sustainable Development Goals and Growth and Transformation Plan II. The BPfA calls for the collection and dissemination of quantitative and qualitative data on women and men to support the implementation of the action plans in the declaration. The SDGs also demand the availability of quality, accessible, timely and reliable disaggregated data for the measurement of progress and to ensure no one is left behind. The GTP II also emphasises the need for data to monitor and evaluate the progress on its implementation. The programme is also in line with the National Statistical Development Strategy II (2015/16-2019/20) Strategic Theme 2 on Data Development, sub-theme 2.6 on Gender Mainstreaming and Development of Statistics. Based on the above, therefore, UN Women emphasises the aligning the programme to national priorities and needs, as well as global frameworks. Additionally, UN Women is providing support to the CSA in the development of the NSDS III to ensure that priorities on gender statistics under the MEWGC and NSDS III mirror one another. Where the MEWGC is extended beyond its current time frame, it will continue this alignment with the NSDS III and the Ten Years Development Plan.	Partially Accepted	Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	Normative Support, Organizational efficiency	National ownership, Evidence, Data and statistics	Sustainability, Impact
MID-TERM EVALUATION Making Every Woman and Girl Count in Ethiopia: Supporting the Monitoring and Implementation of the SDGs through better Production and Use of Gender Statistics	Programme Evaluation	East and Southern Africa	Ethiopia	2021	Very Good	RECOMMENDATION 12 (FOR UN WOMEN):	Jointly develop an exit strategy. UN Women and IPs should jointly plan and develop an exit strategy to be agreed upon with its IPs that clarifies how the programme will end or transform at the end of the programme cycle or once the programme outcomes have been achieved.	UN Women duly notes the importance of an exit strategy at the end of the programme cycle to ensure the sustainability of the gained results and achievements under the programme. Thus, it will undertake the development of an exit strategy with its IPs	Accepted	Not applicable	Culture of results/RBM	Oversight/governance	Effectiveness, Human Rights
MID-TERM EVALUATION Making Every Woman and Girl Count in Ethiopia: Supporting the Monitoring and Implementation of the SDGs through better Production and Use of Gender Statistics	Programme Evaluation	East and Southern Africa	Ethiopia	2021	Very Good	RECOMMENDATION 13 (FOR UN WOMEN):	Be explicit about GE and HR in programme implementation. UN Women’s core business is ensuring gender equality and women’s rights are understood and addressed as human rights issues to continue to raise attention on GE and HR with partners, UN Women Ethiopia should continue to explicitly refer to GE and HR in the development and implementation of programming to encourage the understanding and use of the concepts by partners; this continued attention to the goals and ways of operating has the potential to support further progress towards GE and HR in Ethiopia through partner adoption of this orientation – that GEWE are fundamental HR issues.	The main goal of the MEWGC programme is to make gender statistics available, accessible, analysed, and used to inform policy making, advocacy and accountability for delivering on gender equality and women’s empowerment commitments and has gender equality and the rights of women at its core. The programme has been developed giving due emphasis to gender equality and the rights of women where the key GEWE commitments have been referenced and used for the development of the programme. This includes the Federal Democratic Republic of Ethiopia (FDRE) Constitution, the CEDAW, the BPfA, the National Action Plan on Gender Equality, and the Women Development and Change Strategy and Package. In addition, the MEWGC programme is developed in the alignment to the SDG goals with leave no one behind principle, which speaks to the principle of GE & HR. Thus, UN Women will continue translating this emphasis given to normative frameworks to the implementation of the programme and adopting gender-responsive approach to implementation. To ensure the focus on gender equality and women’s empowerment, UN Women has been supporting its IP’s gender mainstreaming efforts where gender directorates of the IPs have been provided technical support to undertake their roles and responsibilities. UN Women is the entity adheres to the principles of GE & HR and therefore facilitates effective mainstreaming of gender at all levels.	Partially Accepted	Global norms and standards (SPs before 2018)	Normative Support	Alignment with strategy	Effectiveness, Impact, Human Rights, Gender equality
Evaluation of the UN Women Multi-Country Office for the Caribbean	Country-level Evaluation	Americas and the Caribbean	Multi-Country Office for the Caribbean (Barbados)	2023	Very Good	UN Women should articulate a clear approach to enhance internal coherence between the Caribbean MCO ...	The ability to strengthen linkages between the Caribbean MCO and ACRO	The MSDCF and SN processes should and does now ensure increased alignment between ACRO and MCO Caribbean internal coherence. Additional efforts can be made from the MCO and ACRO	Accepted	Governance and planning (SPs before 2018)	UN Coordination, Operational activities, Organizational efficiency	Alignment with strategy	Effectiveness, Efficiency, Relevance, Impact
Evaluation of the UN Women Multi-Country Office for the Caribbean	Country-level Evaluation	Americas and the Caribbean	Multi-Country Office for the Caribbean (Barbados)	2023	Very Good	Build on UN Women’s ample social norms experience in the Caribbean to further facilitate a shift in ...	The ability of the MCO to enhance its existing normative work as well as experience in the Region, simultaneously building on its comparative advantage in the area of Climate Change and Disaster Risk Reduction/Resilience to realize results at the country level.	The MCO Caribbean SN speaks specifically to using Communications to integrate knowledge on social norms to support shift in behaviours. MCO Caribbean also commits to upscaling climate change work. MCO Caribbean is one of the first UN Women Offices globally to align the CC and DRR work to WEE as a programmatic approach. This builds on the organization's comparative advantage as the foundation to access CC and DRR funding, without duplicating efforts of other UN agencies. The MCO has hired senior staff with expertise on CC and DRR to move the programme forward and has been in discussions with HQ and the RO regarding new programme funding.	Accepted	Global norms and standards (SPs before 2018)	Partnership, Normative Support, Climate change	Alignment with strategy, Advocacy, Knowledge management	Impact, Gender equality
Evaluation of the UN Women Multi-Country Office for the Caribbean	Country-level Evaluation	Americas and the Caribbean	Multi-Country Office for the Caribbean (Barbados)	2023	Very Good	Enhance the UN Women Caribbean MCO's monitoring, reporting and evaluation capacities both internally...	UN Women’s approaches for programmatic integration showed strong results across the Caribbean MCO portfolio, in particularly data and statistics. These positive results would be enhanced through more concerted monitoring and evaluation efforts.	The MCO Caribbean SN has been trying to secure the funds to recruit an M&E Officer for some time. The argument could be made that M&E is essential to the functioning of an office and as such this should be included in Core and/or IB funding. Given the recent success the MCO has had in fundraising we have been able to recruit two M&E Analysts.	Accepted	Governance and planning (SPs before 2018)	Partnership, Operational activities, Culture of results/RBM	Capacity development, Internal coordination and communication, Evidence, Data and statistics	Effectiveness, Efficiency, Relevance, Impact
Evaluation of the UN Women Multi-Country Office for the Caribbean	Country-level Evaluation	Americas and the Caribbean	Multi-Country Office for the Caribbean (Barbados)	2023	Very Good	Enhance capacity building and knowledge management to support long-term work and sustainability.	This recommendation stems from the evaluation findings which stated that the MCO Caribbean office was able to mainstream capacity development approaches to enhance the sustainability of its work especially with NGMs, in a manner that was cross-cutting. Organizational constraints however affected capacity development among CSO partners and therefore it is being proposed that a more inclusive lens would drive increased sustainability of results.	The MCO Caribbean SN developed comprehensive programme of support for NGMs and CSOs. The Spotlight Initiative created an opportunity for the Ops Team and Programme team to collaborate on a programme of support for CSOs. An assessment was also completed of NGM needs to inform continued comprehensive support.	Accepted	Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Partnership, Normative Support, Operational activities, Culture of results/RBM	Alignment with strategy, Capacity development, Internal coordination and communication, Resource mobilization	Effectiveness, Sustainability, Impact
Promoting Productive Employment and Decent Work for Women in Egypt, Jordan and Palestine: Joint Programme, International Labour Organization (ILO) and UN Entity for Gender Equality and the Empowerment of Women (UN Women)	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)		Not Rated	The Joint Programme should consolidate its portfolio of interventions by prioritizing what has work...		Based on the MTE results, the JP hired a learning consultant to review all the JP interventions, and consult with the JP team, partners, and counterparts to identify and prioritize the most successful interventions to be scaled up and replicated in the future. Based on that the learning consultant is developing a learning document highlighting the most successful interventions, challenges and lessons learned. The document will inform the remaining implementation period of the JP and will also be disseminated across partner during the JP Strategic Coordination Committee and National Steering Committees, as well as the final learning event, highlighting the programme's prioritized work. Notwithstanding that the MTE was finalized in January 2023, less than a year before the end of the programme, there is not enough time for a thorough re-alignment of the workplan of the final year. However, amendments are done to the extent possible. Responding to the last part of the recommendation, it is also important to note that it was agreed by management of both agencies and the donor, that another phase won't be sought.	Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Oversight/governance	Relevance
Corporate Evaluation of UN Women’s UN System Coordination and Broader Convening Role In Ending Violence Against Women	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2021	Very Good	UN-Women should reaffirm its coordination mandate for results in key thematic areas, i.e., not merel...		UN-Women accepts this recommendation. This evaluation is very timely as UN-Women is currently developing its new Strategic Plan with a theory of change (TOC) and theory of action (TOA), and will develop key indicators under the SP Integrated Results and Resources Framework (IRRF) to track this effort and related results. It will continue to pay close attention to its triple mandate, drawing in part on the findings of the Corporate Evaluation of the Effectiveness and Efficiency Assessment of UN-Women Flagship Programme Initiatives and Thematic Priorities of the Strategic Plan 2018-2021. UN-Women continues to leverage its UN system coordination role and promote comprehensive and joint approaches on EVAW through strategic partnerships, for example through its leadership of an interagency working group on EVAW; as well as the development, support to and monitoring of the implementation of the UN system-wide mobilization of stakeholders in support of the Secretary-General’s call on ‘Peace in the Homes’ during Covid-19. As it continues to work with interagency partners on COVID-19 response and recovery, the following two actions are in line with this recommendation.	Accepted	Ending violence against women (SPs before 2018)	UN Coordination	Not applicable	Effectiveness
Corporate Evaluation of UN Women’s UN System Coordination and Broader Convening Role In Ending Violence Against Women	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2021	Very Good	UN-Women should clearly articulate the value proposition of coordination to accelerate EVAW outcomes...		UN-Women takes note of this recommendation. UN-Women has already led significant inter-agency efforts that resulted in a strengthened shared understanding of and integrated UN system-wide approach to VAW, including through the ground-breaking and first ever Essential Services Package and the UN VAW Prevention Framework. UN-Women, in leading the development of key global inter-agency processes and frameworks, including through the Spotlight Initiative, work on prevention, Essential Services and Safe Cities and Safe Public Spaces, included coordination for EVAW results and convening of multi-stakeholder partners, as a key requirement for driving change and in support of its normative and operational work. This also demonstrates the importance of mainstreaming coordination within adopted EVAW frameworks. In addition, UN-Women manages on behalf of the UN system the interagency UN Trust Fund to End Violence against Women, where more than 20 UN organs and bodies take an active part in designing strategic direction of the fund and in strategic allocation of the resources through a grant selection process. UN-Women is currently working to articulate the value proposition of coordination to accelerate EVAW outcomes, including in the formulation of the new Strategic Plan, where it will move forward with a clear framework on ‘coordination for EVAW results.’	Partially Accepted	Ending violence against women (SPs before 2018)	UN Coordination	Alignment with strategy	Effectiveness, Efficiency
Corporate Evaluation of UN Women’s UN System Coordination and Broader Convening Role In Ending Violence Against Women	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2021	Very Good	UN-Women should appropriately recognize and reflect coordination and convening functions in the UN-W...		UN-Women accepts this recommendation. UN coordination is an important building block of the work of UN-Women and the forthcoming SP. As part of the next steps towards creating UN-Women 2.0, the next SP aims to fully integrate UN-Women’s triple mandate as part of its programming and better capture how its UN coordination mandate supports the delivery of development results across thematic areas and funding gaps. In the context of their next SPs, UNDP, UNICEF, UNPFA and UN-Women are aiming to further strengthen their joint work in pursuit of strategic and coherent results that are both harmonized and standardized. UN-Women is also seeking to deepen its collaboration with other UN entities across the UN system.	Accepted	Ending violence against women (SPs before 2018)	UN Coordination, Partnership	Alignment with strategy	Effectiveness, Efficiency
Corporate Evaluation of UN Women’s UN System Coordination and Broader Convening Role In Ending Violence Against Women	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2021	Very Good	UN-Women should lead and strengthen inter-agency mechanisms for coordinated actions in the thematic ...		UN-Women is a strong partner in UN Joint Programming modalities (e.g., Spotlight Initiative, Joint Programme on VAW Data, UN Joint Programme on Essential Services) where the joint management of programming with strategic partners which are common to multiple UN entities, as well as established relationships, offer an opportunity to scale-up these partnerships. This is an area that UN-Women will work to strengthen at the global and country levels, including where UN-Women leads/chairs donor gender thematic groups. UN-Women’s capacity to coordinate also partially rests on other Entities ‘accepting’ its coordination role. This requires not only the Executive Office of the Secretary-General (EOSG) support and engaging in robust dialogue with other UN agencies, including on the issue of comparative advantage. UN-Women also manages on behalf of the UN system the interagency UN Trust Fund to End Violence against Women in support of civil society-led demand-driven initiatives, where more than 20 UN organs and bodies take an active part in designing strategic direction of the fund and in strategic allocation of the resources through a grant selection process.	Accepted	Ending violence against women (SPs before 2018)	UN Coordination, Partnership	Not applicable	Effectiveness, Efficiency
Corporate Evaluation of UN Women’s UN System Coordination and Broader Convening Role In Ending Violence Against Women	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2021	Very Good	UN-Women should strengthen in-house mechanisms for coordination, to better represent thematic area h...		UN-Women takes note of this recommendation and is already strengthening in-house mechanisms on coordination. For example, coordination takes place in different ways, including at the Executive Leadership Team (ELT), Senior Management Team (SMT), and BRC levels (UN-Women’s Management Framework was promulgated last year), as well as through the Annual Workplan (AWP) planning process and an internal UN-Women taskforce on EVAW with a whole-of-organization approach to the issue. UN-Women also manages the UN Trust Fund on behalf of the UN system, which allows for a synergetic and complementary approach to the EVAW agenda. UN-Women delivers its triple mandate in the field of EVAW through its strong policy and knowledge lead (e.g., through development of guidance such as the UN Prevention and RESPECT framework, the Essential Services Package and Safe Cities and Safe Public Spaces Global of package of tools and Community of Practice), while at the same time supporting demand-driven civil society-led initiatives through the consolidated grant-giving processes of the UN Trust Fund. The operational working level internal coordination within UN-Women units working on EVAW and other thematic areas benefits from a continuous exchange and coordination across the house, including leveraging our respective expertise in areas of ending VAWG to support and inform each other’s work and that of our external partners in this area. UN-Women as the global technical lead on EVAW, consolidates, analyzes and disseminates evidence and learning from the development and implementation of EVAW policies and programmes, including from partnerships with Governments, UN agencies and civil society, and those from UN Trust Fund grantees. Conversely, the UN Trust Fund provides technical support to the development of key policy tools on VAWG prevention and response developed by UN-Women, including gender-responsive policing, and strengthening responses to VAWG and other practice-based learning and knowledge.	Accepted	Ending violence against women (SPs before 2018)	UN Coordination	Capacity development, Internal coordination and communication	Effectiveness, Relevance
Corporate Evaluation of UN Women’s UN System Coordination and Broader Convening Role In Ending Violence Against Women	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2021	Very Good	UN-Women should systematically document and compellingly communicate the impact of coordination to t...		UN-Women accepts and is already implementing this recommendation. For example, UN-Women implements comprehensive approaches to ending VAW in public and private spaces, including through the convening of a wide range of strategic multi-stakeholder partnerships with, inter alia, national and local governments, women’s groups and associations, community leaders, non-governmental organizations (NGOs), the private sector, academia, development partners and the UN, including through joint programming, and at multiple levels. UN-Women has already embarked on joint programmatic work with agencies. Close partnerships with UNFPA, WHO, UNODC, UNDP and other agencies is essential to strong implementation of UN-Women’s work on EVAW across the normative, UN coordination and operational mandate. In addition to thematic sessions held in global multi-stakeholder fora on EVAW, the production of global compendia of practice/and or results reports for flagship Initiatives which illustrate the power of convening and coordination of partners for development results, UN-Women will work with a range of partners (e.g., UN agencies, women and youth organizations, private sector) to continue to diversify its knowledge and visibility products, including good practices and linkages with human interest stories, and explore modalities that can further systematize and communicate the impact of coordination within the UN system.	Accepted	Ending violence against women (SPs before 2018)	UN Coordination	Internal coordination and communication	Effectiveness, Efficiency, Sustainability
Strengthening the Resilience of Syrian Women and Girls and Host Communities programme: EU MADAD Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2021	Very Good	UN Women should continue to play a leading role in the advocacy work to gender mainstream the Syria ...		UN Women plays a fundamental role in coordinating advocacy efforts and in the provision of technical expertise to policy makers, stakeholders and other UN Agencies in key coordination structures at the regional and country levels, including the Regional Refugee Resilience Plan (3RP) structures as well as the Humanitarian Country Teams (HCT). UN Women uses these as entry points to leverage its mandate and support national entities and the humanitarian community better understand and address gender mainstreaming in response plans. For example, a regional needs overview (RNO) has been developed for the first time and included to help set the direction as well as inform the strategic response during the new 3RP planning cycle for 2021-2023 and in light of the COVID pandemic. UN Women has been actively engaged in this process and led an interagency discussion on gender and youth to strengthen the RNO from a gender perspective, inform the planning process, participated in the development of livelihoods and social cohesion sectors sections. In Turkey, thanks to UN Women’s technical expertise and capacity development support during the preparations of the Turkey Chapter of 3RP in the second half of 2021, the document contains robust gender analysis, gender mainstreaming, gender-responsive outcomes, outputs and indicators across all the sectors.	Accepted	Peace and security (SPs before 2018)	Operational activities, Humanitarian action	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Strengthening the Resilience of Syrian Women and Girls and Host Communities programme: EU MADAD Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2021	Very Good	UN Women should continue to work strategically for longer-term international donor commitment to, an...		UN Women’s commitment will continue toward the provision of comprehensive, wide-ranging services in women-only safe spaces and strategic engagement with key donors will continue to take place at country, regional and corporate levels with the objective to secure long-term donor commitment and prioritization of such services. Ownership of host governments is also key for ensuring gender-responsive comprehensive services. One option is to proceed with pooled fund mechanism and as an example, UN Women Jordan’s Oasis model is funded through the generous support of multiple donors through a pooled fund mechanism fully aligned against the Strategic Note and Annual Workplan of UN Women Jordan. The pooled fund modality allows multiple donors to come together and leverage their individual contributions towards the holistic implementation of the Oasis model and joint attribution of all results, while sharing political risks and operational costs and lowering reporting burdens on partners. The pooled fund and rolling acceptance of contributions has also meant that different streams of funding could always be leveraged to ensure as few gaps as possible were encountered during Oases service provision.	Accepted	Peace and security (SPs before 2018)	Operational activities, Humanitarian action	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Strengthening the Resilience of Syrian Women and Girls and Host Communities programme: EU MADAD Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2021	Very Good	Part of UN Women’s strategic drive could be an in-depth comparative investigation of the pros and co...		It should be noted that a full-fledged, in-depth comparative analysis of the two women-only centers models would not feasibly or consistently consider the national contexts, donor interests and governmental positions that informed the way the models were developed in different countries. Nevertheless, UN Women will create opportunities for cross-country learning on women-only centers and models to ensure the centers can evolve be sustained taking into account their unique contexts.	Partially Accepted	Leadership and political participation (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Humanitarian action	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Strengthening the Resilience of Syrian Women and Girls and Host Communities programme: EU MADAD Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2021	Very Good	For programmes with complex objectives such as the Madad programme, UN Women and EUTF (whether fundi...		UN Women has already taken steps to better design, establish and utilize monitoring frameworks for outcome level indicators, as evidenced by the monitoring efforts under other regional resilience focused programmes (namely, LEAP and COVID-19 response programmes). However, monitoring of outcome-level (and subsequently reporting) also requires a corporate investment to prioritise the development of a robust monitoring framework. As for post programme monitoring, this is contingent on funds received from donors which generally do not fund the measurement of longer-term/sustainability of outcomes in resilience programmes. Further, post programme monitoring also requires a corporate investment from core funds.	Partially Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Humanitarian action	Capacity development, Advocacy, Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Strengthening the Resilience of Syrian Women and Girls and Host Communities programme: EU MADAD Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2021	Very Good	UN Women should continue the work to develop and refine the gender-sensitive RIMA with its gender-se...		UN Women initiated the process of refining the methodology and tools under the framework of other resilience programmes, as referred to under Recommendation 5. The tool is being rolled out in 5 countries in the Arab States region in 2021 and tested again using a large set of data. The Gender-Sensitive Resilience Index (GSRI) will also be applied in Turkey under the Refugee Response Programme. UN Women intends to invest in the tool further as it continues to implement similar programmes.	Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Humanitarian action	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Strengthening the Resilience of Syrian Women and Girls and Host Communities programme: EU MADAD Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2021	Very Good	UN Women should develop a robust learning framework for such programmes and facilitate regular struc...		UN Women has structures in place that promote cross country learning and cover wide range of thematic issues and the structure is composed of a communities of practice (CoPs). The CoPs are of central importance for knowledge exchange around plans and best practices. While at regional level in the Arab States region, UN Women has put in place a COVID-19 response CoP structure to cover monthly themes as recommended to strengthen knowledge around these key areas, a corporate investment to prioritise resilience programme learning especially for refugee response.	Partially Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Humanitarian action	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Strengthening the Resilience of Syrian Women and Girls and Host Communities programme: EU MADAD Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2021	Very Good	UN Women should ensure that it has core staff at regional and country level (i.e. M&E, staff) availa...		UN Women agrees that a greater investment in core staffing (including M&E) capacities at regional and country levels is required.	Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Humanitarian action	Capacity development, Promoting inclusiveness/Leaving no one behind, Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Strengthening the Resilience of Syrian Women and Girls and Host Communities programme: EU MADAD Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2021	Very Good	Greater investment of efforts to create sustainable and decent income-generating opportunities acros...		UN Women operates within legislative environments in each of the countries, which can be constraining, especially when it comes to refugees. Long term income generation opportunities are bound by host governments’ laws with limitations placed on obtaining work permits, which can limit refugees’ long-term engagement in the economic space. Structural barriers in the labour market can also limit the number of decent work opportunities for refugees. UN Women will invest in these efforts through public and private partnerships and corporate social responsibility (CSR) programmes within companies. UN Women will also continue to collaborate with other UN agencies working in improving livelihoods opportunities with the objective to create sustainable and decent income generation opportunities.	Partially Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Humanitarian action	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Strengthening the Resilience of Syrian Women and Girls and Host Communities programme: EU MADAD Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2021	Very Good	Continue working on initiatives that support behaviour/attitudinal changes among men and boys and en...		UN Women recognizes that gender equality cannot be achieved without a systematic involvement of men and boys in its programmes. UN Women also acknowledges that gaining support from men, whether in the broader community or family members, is central to achieving women’s economic empowerment in deeply gender-unequal societies. Programmes aimed at promoting women’s rights and empowerment are strengthened when components aimed at men’s behaviour and attitudes are integral to the programme. UN Women will continue in its future programmes to work with men and boys to advance gender equality, women empowerment and end violence against women and to challenge the elimination of harmful gendered practices and stereotypes (aligned to the “Men and Women for Gender Equality” programme under the global Impact area 6: A comprehensive and dynamic set of global norms, policies and standards on gender equality and women’s empowerment).	Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Humanitarian action	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Strengthening the Resilience of Syrian Women and Girls and Host Communities programme: EU MADAD Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2021	Very Good	IRAQ CO-specific: Programming aimed at addressing the barriers women face in reaching economic empow...		UN Women will ensure that all livelihood trainings and cash for work programmes will include childcare support. Women Leadership Institute (WLI) (Kirkuk) for instance now includes childcare support under the LEAP project, following monitoring visits and recommendations to include childcare facilities in their site in Kirkuk. It is worth noting that some UN Women-supported women centers had spaces for childcare support, including Mosul and in Baserma camp, where a room for children that accompanied their mothers was allocated under the supervision of a social worker.	Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Humanitarian action	Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Strengthening the Resilience of Syrian Women and Girls and Host Communities programme: EU MADAD Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2021	Very Good	Consider conducting needs assessments at two stages for livelihoods training programmes: First, at d...		UN Women will ensure to continue to conduct both vulnerability assessment at design stage as well as during implementation to adapt training opportunities to existing skill levels.	Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Humanitarian action	Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Strengthening the Resilience of Syrian Women and Girls and Host Communities programme: EU MADAD Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2021	Very Good	Iraq CO specific- In order to ensure equitable programming and reaching vulnerable women and girls f...		UN Women selected the most vulnerable women beneficiaries in each location and did not base the selection on displacement status. However, UN Women takes note of the comment for future programming. However, the Madad programme mainly focused on refugee’s population as refugee camps within Iraq are in great need of assistance and services.	Partially Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Humanitarian action	Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Strengthening the Resilience of Syrian Women and Girls and Host Communities programme: EU MADAD Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2021	Very Good	Iraq CO Specific- In any further iteration of the programme, UN Women should prioritise the quality ...		UN Women will continue to work with local and national businesses to develop training activities that are relevant to preparing women to take advantage of Iraq’s emerging 21st-century business sector.	Partially Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Humanitarian action	Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Strengthening the Resilience of Syrian Women and Girls and Host Communities programme: EU MADAD Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2021	Very Good	Iraq CO specific-UN Women should strengthen efforts at country level to ensure that the programme de...		UN Women’s Country Representative conducted five meetings with governmental officials (including the Office of the Secretary General of the Council of the Ministers), the EU Ambassador and representatives from civil society organizations (CSOs) with the objective of presenting as well as ensuring the approval and endorsement of the project. UN Women presented the main objectives and expected results of the EU Madad programme to make sure that its impact was in line with governmental and international donors’ priorities and policies on gender equality and women’s empowerment in Iraq.	Partially Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Humanitarian action	Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Strengthening the Resilience of Syrian Women and Girls and Host Communities programme: EU MADAD Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2021	Very Good	Jordan CO- Focus on capacity development and job placement opportunities that are based on local mar...		UN Women is committed to ensuring that the job trainings and placement efforts are linked to the local market needs and the situation and needs of Syrian refugee and vulnerable Jordanian women. UN Women has been doing this through regular local labour market needs assessments and monitoring activities with beneficiaries where data is collected at the baseline, midline and endline. UN Women will continue to support women through relevant job trainings in the second phase of the MADAD programme.	Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Humanitarian action	Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Strengthening the Resilience of Syrian Women and Girls and Host Communities programme: EU MADAD Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2021	Very Good	Provide women with opportunities to start their own businesses and encourage innovative ideas such a...		UN Women undertook a business incubator feasibility study in 2018 to inform programming around micro entrepreneurship. UN Women plans to continue support to women entrepreneurs in the second phase of the MADAD programme through a holistic approach of providing training, mentorship/peer support and linking it to access to financial services (taking forward the guidelines launched in the first phase of the Madad programme).	Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Humanitarian action	Capacity development, Promoting inclusiveness/Leaving no one behind, Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Strengthening the Resilience of Syrian Women and Girls and Host Communities programme: EU MADAD Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2021	Very Good	Continue to apply and advocate for comprehensive and holistic support through the Oasis model, in co...		Ministry of Social Development (MOSD), in partnership with UN Women, is working closely with international partners to strengthen, adapt and scale nationwide the Oasis Model and leverage it as an entry point for community resilience and development by centering women’s economic participation and empowerment as a key driver of Jordan’s recovery and long-term stability and security. Under the ministry’s leadership, UN Women plans to expand to at least five new centers per year, while continuing to address the broader practical and social barriers that hinder women’s economic, social and civic participation and to cultivate the knowledge and skills necessary for their resilience in the COVID-19 era and support the long-term recovery of their families and communities. The Oasis model’s holistic approach to women’s economic and social empowerment and protection – specifically, its graduation approach (from social assistance to income generation), GBV prevention, access to education and skills development and women’s civic participation engagement – parallel the national social protection strategy’s three pillars, and will be a key factor contributing to its successful implementation.	Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Humanitarian action	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Strengthening the Resilience of Syrian Women and Girls and Host Communities programme: EU MADAD Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2021	Very Good	Jordan CO specific- Look into options where virtual support and services can be provided, such as on...		With the onset of the COVID-19 pandemic and lockdowns, UN Women managed to seamlessly shift to online and remote services. This included direct cash assistance via blockchain, remote GBV counselling, dissemination of reliable information and support for remote learning, and training through the Second Chance Education (SCE) virtual skills school. While the shift to online services and learning opportunities, ensured that vulnerable women continued to access services during the pandemic, as the movement restrictions ease, it will be critical for women to be provided on-site support and services. The pandemic has opened avenues for new online opportunities which will allow for further reach and for no delay in services in case of closures. This will be leveraged and strengthened going forward.	Partially Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Humanitarian action	Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Strengthening the Resilience of Syrian Women and Girls and Host Communities programme: EU MADAD Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2021	Very Good	Jordan CO- UN Women should consider extending partnerships with NGOs that go beyond existing ones th...		UN Women makes efforts to reach out to CSOs outside of Amman through its competitive selection processes, its co-leadership of the Localization Task Team of the Humanitarian Partners Forum, and its implementation of projects supported by the Women’s Peace and Humanitarian Fund (WPHF) During the first phase of the Madad programme, few partners were not Amman based, including the Working Women's Association. UN Women will continue to focus on increasing outreach to local CSOs.	Partially Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Humanitarian action	Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Strengthening the Resilience of Syrian Women and Girls and Host Communities programme: EU MADAD Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2021	Very Good	Turkey CO-UN Women should focus on the ‘missing link’ between training and longer-term employment or...		UN Women has already taken steps to reinforce the links between the skills trainings, employment and income generation in its ongoing and new programming. For example, UN Women has closely collaborated with Gaziantep Metropolitan Municipality and Gaziantep Chamber of Industry to facilitate the re-location of a part of the SADA Women's Cooperative to a new incubation center owned by the local authorities, for sustainability purposes. UN Women also supported the SADA Women's Cooperative to receive new donor funding, and manage the funding on its own. Skills trainings to be offered under new progamming will continue to be in line with the needs of the local labour market. They will reinforce the existing skills of women wherever possible, including the provision of language and soft skills. Added value and targeting of specific skills trainings will be carefully considered prior to their launch. However, as stipulated under recommendation no 9 for the whole programme, there are structural barriers also in Turkey regarding women’s participation in the labour market, which affects the extent to which UN Women can commit to ensure long-term employment or income generation following skills development and vocational trainings. It should also be noted that women's economic empowerment is not a stand-alone programme and that it is part and parcel of UN Women Turkey's Refugee Response Programme	Partially Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Humanitarian action	Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Strengthening the Resilience of Syrian Women and Girls and Host Communities programme: EU MADAD Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2021	Very Good	Turkey CO specific- Going forward, it would be highly valuable for UN Women to conduct a careful, fo...		A gradual scaling-down of the model of the SADA Centre would increase the chances of the centre’s sustainability, as well as of the similar structures, both through donor funding and support from the local and national authorities. It should be noted that the COVID-19 pandemic’s evolution will also be a determinant for the re-modeling of women's empowerment hubs such as the SADA Center, where some of the services may continue to be provided online, wherever feasible and required. Ensuring women's participation and leadership in the examination and `re-modeling` of the SADA Center and similar structures is crucial.	Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Humanitarian action	Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Strengthening the Resilience of Syrian Women and Girls and Host Communities programme: EU MADAD Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2021	Very Good	Carefully examine the balance between prioritizing the most at-risk, and broader availability of tra...		It should be noted that training and livelihoods skills opportunities for most-at-risk women not only increases their employability but should also be considered as a process of empowerment. Given the limited availability of women-only safe spaces serving the most-at-risk women, UN Women’s refugee response, including at the SADA Centre, will continue to be inclusive of such women, facing multiple forms of vulnerabilities. UN Women will prioritize the targeting of the training and skills development opportunities, taking into account women's individual needs, backgrounds and pathways, where women with more robust learning or employment backgrounds may be provided with or referred to more advanced trainings.	Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Humanitarian action	Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Strengthening the Resilience of Syrian Women and Girls and Host Communities programme: EU MADAD Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2021	Very Good	Continue to advocate the SADA centre model as best practice		Thanks to the advocacy efforts and positive relationships with its donors built on mutual trust, UN Women secured additional funding for the sustainability of the SADA Center, as well as for the continued operation of the center In Izmir and similar models until April 2021. Further resource mobilization efforts are ongoing.	Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Humanitarian action	Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Strengthening the Resilience of Syrian Women and Girls and Host Communities programme: EU MADAD Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2021	Very Good	Future programming on social cohesion or men’s gender awareness activities should include efforts to...		Future programming in the field of social cohesion and engagement of men and boys will need to be aligned with the national priorities, as well as with the Turkey Chapter of the Refugee and Resilience Plan (3RP). Men’s gender awareness will be mainstreamed into all relevant outputs of programmes in a cross-cutting manner, rather than several stand-alone activities. The limitation for this recommendation is the overall gap in methodological approaches to measure the progress in social cohesion.	Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Humanitarian action	Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Mid-Term Evaluation	Programme Evaluation	Americas and the Caribbean	Chile	2021	Good	Se requiere efectuar ciertos cambios y adecuaciones al programa según las nuevas necesidades que pre...		Recomendación aceptada.	Accepted	Women economic empowerment (SPs before 2018)	Organizational efficiency	Promoting inclusiveness/Leaving no one behind	Relevance
Mid-Term Evaluation	Programme Evaluation	Americas and the Caribbean	Chile	2021	Good	Desarrollar capacitaciones y mentorías por medio de las escuelas; asesorar a las mujeres para los tr...		Recomendación aceptada.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Capacity development	Effectiveness, Efficiency
Mid-Term Evaluation	Programme Evaluation	Americas and the Caribbean	Chile	2021	Good	Procurar una mejor comunicación sobre el origen de recursos del programa entre las beneficiarias y l...		Recomendación aceptada.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities, Culture of results/RBM	Knowledge management, Internal coordination and communication	Effectiveness, Efficiency
Mid-Term Evaluation	Programme Evaluation	Americas and the Caribbean	Chile	2021	Good	Promover alianzas con otras instituciones públicas y privadas para asegurarse de más fuentes de recu...		Recomendación aceptada.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	South-South cooperation	Effectiveness
Addressing Sexual Bribery Experienced by Female Heads of Households, including Military Widows and War Widows in Sri Lanka to Enable Resilience and Sustained Peace	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2020	Very Good	Continue advocacy on the theme of Sexual Bribery and Sexual Exploitation with the Government of Sri ...		Both RUNOs agree with this recommendation and consider it highly relevant for the sustainability of work in relation to building national institutional mechanism for gender equality and women's empowerment.	Accepted	Peace and security (SPs before 2018)	Not applicable	Capacity development	Sustainability
Addressing Sexual Bribery Experienced by Female Heads of Households, including Military Widows and War Widows in Sri Lanka to Enable Resilience and Sustained Peace	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2020	Very Good	Further explore the possibility to work with innovative forms of awareness-raising interventions suc...		The RUNOs are in agreement with this recommendation	Accepted	Peace and security (SPs before 2018)	Not applicable	Capacity development	Effectiveness
Addressing Sexual Bribery Experienced by Female Heads of Households, including Military Widows and War Widows in Sri Lanka to Enable Resilience and Sustained Peace	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2020	Very Good	Further explore the possibility to provide economic empowerment trainings to Female Heads of Househo...		The RUNOs are in agreement with this recommendation	Accepted	Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018)	Not applicable	Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness, Impact
Addressing Sexual Bribery Experienced by Female Heads of Households, including Military Widows and War Widows in Sri Lanka to Enable Resilience and Sustained Peace	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2020	Very Good	Assess capacity of partner CSOs for reporting procedures prior to signing contract and in case it is...		The implementation of this recommendation is subject to donor-specific requirements and conditions. As in the case of this project, the RUNOs were requested by the donor to include a CSO partner in the project proposal (prior to the funding stage), thus providing a limited window to assess the capacity of the CSO partner, due to tight deadlines. Both UN Women and UNDP have internal agency-specific capacity assessment protocols when recruiting partners and service providers, however, when considering donor requirements as noted above, this recommendation can only be accepted with reservations.	Partially Accepted	Not applicable	UN Coordination, Partnership	Internal coordination and communication	Not applicable
Addressing Sexual Bribery Experienced by Female Heads of Households, including Military Widows and War Widows in Sri Lanka to Enable Resilience and Sustained Peace	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2020	Very Good	Review guideline documents available for CSOs with recommendations for reporting.		This recommendation is partially accepted due to internal reporting and audit processes that are put in place to ensure transparency of donor funds. RUNOs are able to review operational processes in line with agency-specific requirements on a case-by-case basis to ensure the best possible outcome for IPs and CSO partners.	Partially Accepted	Not applicable	Partnership, Organizational efficiency	Knowledge management, Internal coordination and communication	Not applicable
Addressing Sexual Bribery Experienced by Female Heads of Households, including Military Widows and War Widows in Sri Lanka to Enable Resilience and Sustained Peace	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2020	Very Good	Guide projects on possible contingency plans in the face of disrupting scenarios. Elaborate continge...		The RUNOs are in agreement with this recommendation	Accepted	Not applicable	Partnership, Organizational efficiency	Not applicable	Efficiency
Addressing Sexual Bribery Experienced by Female Heads of Households, including Military Widows and War Widows in Sri Lanka to Enable Resilience and Sustained Peace	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2020	Very Good	Incorporate special consideration for vulnerable communities in future project design.		The RUNOs are in agreement with this recommendation and will continue to prioritise gender equality, intersectionality and principles of ‘leaving none behind’ when approaching target communities from lagging regions with lesser circumstances.	Accepted	Not applicable	Not applicable	Promoting inclusiveness/Leaving no one behind	Relevance, Impact
Addressing Sexual Bribery Experienced by Female Heads of Households, including Military Widows and War Widows in Sri Lanka to Enable Resilience and Sustained Peace	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2020	Very Good	Include inter-community dialogue for enhancing peacebuilding efforts in future project design.		The RUNOs are in agreement with this recommendation and will continue to prioritise inter-community dialogue aimed at enhancing peacebuilding and social cohesion.	Accepted	Peace and security (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind	Sustainability
An Evaluation of UN Women’s Contribution to the Implementation of Timor-Leste National Action Plan on UNSCR 1325 on Women, Peace and Security (2016-2020)	Programme Evaluation	Asia and the Pacific	Timor Leste	2021	Fair	Continue the essential collaboration with MOI, via DNPCC and the NAP Secretariat by providing techni...		The TL CO agrees with the Recommendation and will engage and seek to support the MOI with the resources available for WPS Programming	Accepted	Peace and security (SPs before 2018)	Partnership	Capacity development, National ownership	Relevance
An Evaluation of UN Women’s Contribution to the Implementation of Timor-Leste National Action Plan on UNSCR 1325 on Women, Peace and Security (2016-2020)	Programme Evaluation	Asia and the Pacific	Timor Leste	2021	Fair	Continue to support DNPCC’s Mediation program, particularly as women mediators are also increasingly...		The TL CO agrees with the Recommendation and will continue to strengthen the capacities of mediators in 2021, while exploring a longer term approach to strengthening gender-responsive community conflict resolution efforts.	Accepted	Peace and security (SPs before 2018)	Partnership, Operational activities, Youth engagement	Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness
An Evaluation of UN Women’s Contribution to the Implementation of Timor-Leste National Action Plan on UNSCR 1325 on Women, Peace and Security (2016-2020)	Programme Evaluation	Asia and the Pacific	Timor Leste	2021	Fair	Strengthen the leadership of the Ministry of Interior (MoI) over the NAP 1325 as a national multi-st...		The TL CO agrees with the Recommendation and will support the MOI to involve a wider range of partners in the NAP 1325 revision.	Accepted	Peace and security (SPs before 2018)	UN Coordination, Partnership, Operational activities	Oversight/governance, Capacity development, National ownership, Advocacy	Relevance
An Evaluation of UN Women’s Contribution to the Implementation of Timor-Leste National Action Plan on UNSCR 1325 on Women, Peace and Security (2016-2020)	Programme Evaluation	Asia and the Pacific	Timor Leste	2021	Fair	Continue to work with national NGOs to advocate for the needs of vulnerable women, particularly to d...		The TL CO agrees with the Recommendation and will continue to seek opportunities to collaborate and fund local CSO partners to expand the leadership and mediation work.	Accepted	Peace and security (SPs before 2018)	Partnership, Operational activities, Youth engagement	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness
An Evaluation of UN Women’s Contribution to the Implementation of Timor-Leste National Action Plan on UNSCR 1325 on Women, Peace and Security (2016-2020)	Programme Evaluation	Asia and the Pacific	Timor Leste	2021	Fair	Consider focusing support on PNTL leadership and the Gender Cabinet, given the success of UN Women’s...		The TL CO partially agrees with the Recommendation and will discuss with the Police Gender Unit the specific support required before determining future support to leadership capacities.	Partially Accepted	Peace and security (SPs before 2018)	Partnership, Organizational efficiency, Engaging men and boys	Capacity development, National ownership	Effectiveness
An Evaluation of UN Women’s Contribution to the Implementation of Timor-Leste National Action Plan on UNSCR 1325 on Women, Peace and Security (2016-2020)	Programme Evaluation	Asia and the Pacific	Timor Leste	2021	Fair	Continue to support the NAP Secretariat to retain WPS specialists and maintain in-house experts pref...		The TL CO agrees with the Recommendation and will pursue continued RM and South-South learning opportunities to strengthen WPS capacities	Accepted	Peace and security (SPs before 2018)	Partnership, Normative Support, Operational activities, Engaging men and boys	Capacity development, Resource mobilization	Effectiveness, Sustainability
An Evaluation of UN Women’s Contribution to the Implementation of Timor-Leste National Action Plan on UNSCR 1325 on Women, Peace and Security (2016-2020)	Programme Evaluation	Asia and the Pacific	Timor Leste	2021	Fair	Increase integration of CEDAW into the second NAP 1325 given the synergy between the two standards t...		The TL CO agrees with the Recommendation and will work to integrate CEDAW Into the next Plan	Accepted	Peace and security (SPs before 2018)	UN Coordination, Normative Support	Oversight/governance, Capacity development, Knowledge management, Evidence, Data and statistics	Human Rights, Gender equality
An Evaluation of UN Women’s Contribution to the Implementation of Timor-Leste National Action Plan on UNSCR 1325 on Women, Peace and Security (2016-2020)	Programme Evaluation	Asia and the Pacific	Timor Leste	2021	Fair	Support SEII and MOI to bring together partners implementing the NAP GBV and NAP 1325 to identify ar...		The TL CO agrees with the Recommendation and will support linkages between the two plans in 2021.	Accepted	Peace and security (SPs before 2018)	UN Coordination, Partnership, Normative Support	Alignment with strategy, National ownership, Knowledge management, Internal coordination and communication	Human Rights, Gender equality
An Evaluation of UN Women’s Contribution to the Implementation of Timor-Leste National Action Plan on UNSCR 1325 on Women, Peace and Security (2016-2020)	Programme Evaluation	Asia and the Pacific	Timor Leste	2021	Fair	Advocate for NAP 1325 leadership and coordination at the highest level in the PM’s Office, noting th...		The TL CO partially agrees with the Recommendation and will be guided by the Government in determining leadership and governance over the next NAP 1325.	Partially Accepted	Peace and security (SPs before 2018)	Partnership, Organizational efficiency	Oversight/governance, National ownership, Internal coordination and communication	Sustainability, Impact
Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Cambodia	2021	Very Good	The RO to articulate a clear vision of UN Women’s footprint or exit strategy in Cambodia in line wit...		The RO accepts this recommendation and notes that implementing the proposed actions will have implications beyond the Cambodia context and may be applicable to other offices in transition.	Accepted	Not applicable	Not applicable	Not applicable	Not applicable
Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Cambodia	2021	Very Good	UN Women Cambodia to establish a strategy for transitioning key normative and coordination roles to ...		The RO and Cambodia team fully accept this recommendation. In 2020 UNW handed over the PSEA working group to UNICEF and the transition of UNTGG to UNFPA/UNDP was completed in Q1 of 2021. Other Key concerns for the transition strategy include ensuring support to the NAPVAW and TWG-GBV as well as support for Cambodian National Council for Women in CEDAW monitoring and reporting and proposed actions are outlined below.	Accepted	Not applicable	UN Coordination, Partnership	Not applicable	Not applicable
Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Cambodia	2021	Very Good	Identify entry points within current programming efforts and those of UN partners (such as the ILO )...		The RO and Cambodia office accepts this recommendation. In the 2021 AWP, we have already identified some opportunities for integration of these efforts into ongoing programmes: We are integrating the youth leadership academy, transformative leadership model, into the work of the empower porgramme as well as using practices developed under this initiative in the participatory photography project under Safe and Fair. We are also working with two young activist groups originally convened by the office to build their capacity to work independently.	Accepted	Not applicable	UN Coordination	Capacity development	Not applicable
Final Evaluation of Sensibilization, communication and social cohesion project	Programme Evaluation	West and Central Africa	Central African Republic	2021	Very Good	Améliorer le ciblage des bénéficiaires des AGR en accordant davantage une priorité aux jeunes non s...	Les jeunes les plus à risque sont mieux pris en compte; • Le risque d’enrôlement des des jeunes désœuvrés par les groupes armés est réduit • Les capacités de compréhension et de participation des jeunes à risque dans les processus de paix et de réconciliation sont améliorées • l’auto emplois des jeunes est renforcé et le chômage endémique réduit	Bien que fortement pertinente, la recommandation doit davantage être alignée avec les bénéficiaires et le ciblage initialement prévus dans le cadre du Projet. Cependant, cette recommandation sera prise en compte dans le ciblage de futurs projets selon pertinence	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Promoting inclusiveness/Leaving no one behind	Efficiency
Final Evaluation of Sensibilization, communication and social cohesion project	Programme Evaluation	West and Central Africa	Central African Republic	2021	Very Good	Assurer l’implication et la participation effective des faitières des organisations de femmes et de ...	• La pertinence des projets est renforcée • L’efficacité de mise en œuvre des projets est renforcée ; • La durabilité des projets est renforcée • La redevabilité des projets est améliorée	Les Ministère en charge du Genre, les organisations faitières ont effectivement été impliquées à tous les niveaux du Projet. Cependant, cela sera renforcé eu égard à l’impact positif que cela peut avoir sur la mise en œuvre du Projet.	Partially Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency
Final Evaluation of Sensibilization, communication and social cohesion project	Programme Evaluation	West and Central Africa	Central African Republic	2021	Very Good	Assurer la réparation et ou le remplacement des ouvrages et matériel défectueux identifies dans le c...	• Le brassage entre les communautés et la cohésion sociale sont renforcées • Le service d’eau potable est pérennisé et la corvée d’eau des femmes réduite • La durabilité des ouvrages hydraulique est renforcée	Cette recommandation a été prise en compte dans le contrat du fournisseur des pompes à eau, avec une période de garantie, ainsi qu’à la mise en plac des comités de gestion des forages qui possèdent un personnel	Accepted	Not applicable	Operational activities	Not applicable	Sustainability
Final Evaluation of Sensibilization, communication and social cohesion project	Programme Evaluation	West and Central Africa	Central African Republic	2021	Very Good	Adapter les mécanismes de pilotage des projets conjoints au contexte de crise et à la pluralité des ...	• Les causes profondes de la stigmatisation des jeunes filles sont connues • La stigmatisation des jeunes filles est réduite	Cette recommandation est pertinente et à prendre en compte dans les prochains projets	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Normative Support	Promoting inclusiveness/Leaving no one behind	Gender equality
Final Evaluation of Sensibilization, communication and social cohesion project	Programme Evaluation	West and Central Africa	Central African Republic	2021	Very Good	Améliorer la visibilité à travers la mise en place d’une stratégie et des mécanismes harmonisés et f...	• Le critère d’inclusion du handicap est pris en compte de façon systématique dans les projets et programmes • Le critère de durabilité environnementale est pris en compte de façon systématique dans les projets et programmes • Des indicateurs SMART et des cibles sont définis	Les stratégies et plans de communication ont été mis en place dans le cadre du projet et partagé à l'ensemble des partenaires de mise en œuvre. Par ailleurs, toutes les supports de communication produits dans le cadre du projet suivaient ces orientations de visibilité, surtout en ce qui concerne la visibilité bailleur, comme l'atteste les photos et autres images de supports de communication du Projet.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Normative Support	Promoting inclusiveness/Leaving no one behind	Human Rights
Final Evaluation of Sensibilization, communication and social cohesion project	Programme Evaluation	West and Central Africa	Central African Republic	2021	Very Good	Conduire systématiquement une étude de base avant ou au démarrage du projet afin de disposer d’indic...	• Les mécanismes de coordination des projets sont opérationnels • Les mécanismes et les outils de suivi sont pertinents et opérationnels • La visibilité des interventions, des partenaires financiers et de mise en œuvre est assurée	Cette recommandation est pertinente et constitue une pratique usuelle à ONU Femmes. Cependant, le chargé suivi évaluation n'était pas en place lors du démarrage du projet, d'où les gaps identifiés en ce qui concerne les données de base.	Accepted	Not applicable	Operational activities, Culture of results/RBM, Organizational efficiency	National ownership	Effectiveness, Efficiency, Sustainability
Final Evaluation of Sensibilization, communication and social cohesion project	Programme Evaluation	West and Central Africa	Central African Republic	2021	Very Good	Capitaliser les acquis et mettre à l’échelle les activités du projet avec un accent particulier sur ...	• Assurer une cohérence et une bonne visibilité du projet conjoint • Eviter les récupérations opérées par certains partenaires qui privilégient de mettre en avant leur seule organisation • Assurer la visibilité des bailleurs de fonds	Cette recommandation a été prise en compte dans les projets qui ont suivi le Projet Communication et les volontaires communautaires ont notamment été mis à profit dans d'autres projets dans leurs localités d'appartenance. Concernant les zones périphériques, la mise à l'échelle des interventions dans ces zones reste fortement tributaire de la sécurité prévalente	Accepted	Not applicable	Operational activities	Knowledge management	Effectiveness, Efficiency
Final Evaluation of Sensibilization, communication and social cohesion project	Programme Evaluation	West and Central Africa	Central African Republic	2021	Very Good	Renforcer et élargir les opportunités d’autonomisation économique des femmes et des jeune	• Disposer d’indicateurs SMART • Améliorer le suivi et l’efficacité de la mise en œuvre	Bien que très pertinente au vu du contexte centrafricain, le rôle quant à la mise en œuvre de cette recommandation va au-delà des acteurs du Projet et dépend du contexte et des acteurs nationaux au premier chef.	Partially Accepted	Not applicable	Operational activities	Capacity development	Efficiency
Final Evaluation of Sensibilization, communication and social cohesion project	Programme Evaluation	West and Central Africa	Central African Republic	2021	Very Good	Développer des initiatives et des approches pour adresser la problématique de la stigmatisation des...	• Un nombre important de partenaires se sont appropriés les résultats, les bonnes pratiques et leçons apprises du projet • Les zones périphériques ont une bonne connaissance de l’APPR • Une masse critique de centrafricains ont une bonne connaissance des mécanismes de paix et opèrent un changement de comportement en faveur de la réconciliation nationale	Cette recommandation est très pertinente dans le contexte centrafricain mais ne concerne pas uniquement le projet, qui n'avait pas pour objectif d'adresser le gap entre les jeunes filles et les femmes.	Accepted	Not applicable	Operational activities	Capacity development	Sustainability
Final Evaluation of Sensibilization, communication and social cohesion project	Programme Evaluation	West and Central Africa	Central African Republic	2021	Very Good	Intégrer systématiquement dans tout projet des stratégies et approches formelles sensibles à tous l...	• Les femmes et les jeunes sont occupés à travers des emplois pérennes • Les activités d’auto emplois des femmes et des jeunes sont pérennises	La recommandation est pertinente et a été prise en compte dans une certaine mesure dans le projet, notamment à travers la prise en compte des personnes vivant avec handicap et le respect des considérations environnementales (dans le cadre des forages par exemple), seulement le reporting systématique de ces mesures doit être renforcé	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Capacity development	Effectiveness, Efficiency, Relevance
Country Portfolio Evaluation	Country-level Evaluation	Europe and Central Asia	Bosnia Herzegovina	2020	Very Good	UN Women BiH CO should underpin the next SN with a clear TOC that leads to a set of cross-thematic a...		It is unfortunate that the previous Strategic Note (SN) for 2015 to 2020 was prepared in 2014, at a time of transition for the Country Office (CO), the CO had to adjust its planned SN at short notice so that rather than cover three countries it only covered Bosnia and Herzegovina, this was also prepared at at time when Theries of Change (TOCs) were not being required as standard. However, since 2016 the flagship programme TOCs has formed a strong basis of programme design, thus a ToC approach and logic was rigorously applied to all programming, if not routinely espoused. Indeed this approach continues to strongly inform programming. The new SN (2021 to 2025) is underpinned by TOCs as appropriate. The new SN clearly articulates the intent to further expand the current practice of leveraging normative and policy through the convening role of UN Women, the importance of partnerships and coordination, use of convening powers has been scaled in recent years through a clear and defined approach to Coordination and Partnerships, supported by Sweden generous funding of a Coordination Associate within the SN. In the approach taken by the office convening powers, knowledge development, products and sharing, relationships and networking are critical elements of GE coordination, structured with four areas of focus. In the revised SN period increased emphasis will be especially placed on support to the Womens Rights movement. The four areas of coordination focus are: a) Support collaboration with and between the three GE institutions, seeking to support their influence. b) Strengthen and empower Civil Society Womens Rights organisations and movement, note-ably supporting their cohesion and influence. c) UN GE Coordination. d) Systematic coordination with the International community to increase their engagement and focus on GE. Over the period from 2015 to 2020 the CO has been through an important process of maturation and growth, two stronger areas of engagement on Eliminating Violence Against Women (EVAW) and Gender Responsive Budgeting (GRB) resulted. In developing the overall CO programme the CO has had to balance staying on course with envisaged theory of change / programmatic areas and being proactive and responsive to changing developmental priorities in the country. Unusually the country does not have a development strategy, the priorities of national and international development partners are highly susceptible to political influence. Significantly the programme has been influenced by the highly fragmented nature of the authorities, UN Women sought to strengthen the three Gender Institutions despite their lack of close collaboration, this has had consequences for cross thematic synergy and advocacy which the evaluation correctly identifies and needs to be addressed. In recent years the CO has made a deliberate shift to increase collaboration with line ministries, for example on GRB with the Ministries of Finance, to ensure exactly the type of cross thematic synergy that is needed. In line with the recommendations focus on cross-thematic synergy, the new SN emphasizes this cross-sector synergy and advocacy. Gender Responsive Governance with its focus on GRB, Gender Equality Facility (GEF) and Women in Leadership, specifically has baked in synergy with the same priority sectors for EU investment being supported by GEF and GRB, also parliamentarians and decision makers bringing focus to these issues. Furthermore, Women's Economic Empowerment (WEE) is a strong focus of the EU priority investment sectors being supported. A conscious shift to support social ministries and EVAW through GRB is underway, however the fragmented nature of jurisdictions between State, Entity and Canton (in FBiH) has made this very difficult, this is a work in progress.	Accepted	Not applicable	Culture of results/RBM	Alignment with strategy	Relevance
Country Portfolio Evaluation	Country-level Evaluation	Europe and Central Asia	Bosnia Herzegovina	2020	Very Good	UN Women BiH CO should develop a sophisticated engagement strategy for its stakeholders that transce...		With the maturation of the office development over recent years, the complexity of needing to support coordination across a wide range of partners, the need for a sophisticated engagement strategy is clear, however a structure approach has been in place since 2017 thus it is Partially Accepted. Since 2017 the office has had a clear approach and practice to Coordination and Partnerships becoming a clearly embedded strategy in 2018 to ensure an engagement strategy with stakeholders that focuses on the normative and collaborative engagement. This approach is articulated clearly in the new Strategic Note and the associated ‘Office Growth and RM Action Plan’. In BiH with the large number and wide range of relationships required to drive GEEW across governments at multiple levels, CSOs, a large international community and large UN presence a sophisticated engagement strategy that has real influence and thrives scaling synergy is essential. To this end the four pronged approach outlined below has steadily increased in sophistication, going well beyond information sharing, today we are seeing more joint collaboration on different initiatives like 16 days campaign, use of thematic meetings to brief in the international community than before. Similarly knowledge products, including technical knowledge products, policy briefs like “Gender In Focus”, and a ‘Normative Roadmap’ are becoming a standard approach to synthesise advice, support online briefs, and for use in lobbying by development partners themselves with decision makers. The CO would posit that use of this sophisticated approach, combined with improved targeted knowledge products, briefs introduced in 2020 in the face of COVID 19, and the beginnings of joint advocacy with partners, illustrate that we are already applying much of the approaches suggested by the ET. We recognize that this was significantly stepped up in 2020, in large part due to the capacity provided by full time Coordination and Communications Associates, thanks to Sweden support to the SN. This certainly this needs to continue and be a regular feature of our effort, UN Women is already referred to as the trusted advisor and thought Leader on GE in the country, this has increased following the teams effective response to COVID-19. The current practice of leveraging normative and policy through the convening role of UN Women, the importance of partnerships and coordination, use of convening powers has been scaled in 2019 and 2020. In the approach taken by the office; convening powers, knowledge development, products and sharing, relationships and networking are critical elements of GE coordination, structured with four areas of focus. a) Support collaboration with and between the three GE institutions, seeking to support their influence. In addition to regular technical engagement we have aimed to organise regular Director to Representative meetings to ensure consistency and alignment on key normative issues, in addition to consistent communication on key issues and joint involvement in some project boards, these meetings ensure a regular relationship and opportunity to discuss concerns, overcome challenges and importantly plan forward looking strategic engagement on normative issues. Maintaining this open discourse even if not as strategic as we would prefer is an important element of maintaining trust and openness in the face of shifting political priorities. b) Strengthen and empower Civil Society Women’s Rights Organisations and movement, note-ably supporting their cohesion and influence. The CO acknowledges its weakness to engage with Civil Society effectively this is a key shortcoming that must be addressed properly by the CO. Whilst Civil Society is fractured, and generally CSOs are highly localized this only points to a need for more effort by the CO, the closing CSAG meeting in November 2020 was very constructive and points to a clear way forward. Based on request, the CO will support the CSOs by providing space and opportunity for them to rebuild the women’s movement that use to function in the country. Unfortunately the CSAG established in 2018 did not provide the strategic guidance, joint advocacy or joined up thinking and approach to supporting GEEW in BiH that was planned. In the closing CSAG meeting (Nov 2020) we organised to reconvene with 20 to 25 CSO leaders to identify a new way forward where UN Women will use its convening powers to provide the space and time for Women’s Rights Organisations to define a way forward together. Create a step change in advocacy and seek to re-establish the women’s rights movement that existed previously before funding collapsed and with it a coherent movement. c) UN GE Coordination. (see recommendation 4) d) Systematic coordination with the International community to increase their engagement and focus on GE. Some years ago the International Working Group on Gender Equality (IWGE) was established with UN Women as chair, to ensure the Gender Machinery was involved fully they joined as co-chair in 2016, this provides the ideal platform for informing, briefing and discussing options and joint approaches. The IWGE includes representatives from all international organisations and bilaterals, making it very large, essentially it became more of an information sharing platform. In 2019 an informal subgroup of IWGE was established consisting of the primary actors on GE with a view to focus on joint initiatives, COVID-19 rather disrupted this process, however we have seen more joint engagement, as a result; the November 2020, 1325 SCR anniversary event was organised jointly by AGE, UN Women, OSCE, EUD, also the new ‘Deputy Chiefs of Mission network’ has taken on board GE thematic issues for joint engagement. The CO has taken a strong stance to cajole, advise and support international organisations and bilaterals to treat GEEW as their strategic priority. If large international actors with huge influence drive the GEEW agenda there is far greater likelihood of success, together we are all much more influential. Major actors who have increased or adjusted their efforts as a result include; in projects and data (World Bank, Switzerland, UK), advocacy, reporting and Human Rights Council (EU and UK Ambassadors, Austria, EU Delegation, Office of High Representative). While supporting the coordination and brokering of collaboration between the government and CSOs, UN Women has to tread carefully. On the one hand supporting sustained national ownership by governments and civil society within a context of limited capacity and possibly conflicting interest, yet avoiding an over-reliance on UN Women support. It is especially important the CO use brokering capacity strategically and sparingly so as to ensure full ownership and accountability of national partners This clear structured approach to Coordination and Partnerships and use of our convening powers ensures that UN Women works well with these four groups of key stakeholders; similarly it enables normative/ policy/ knowledge/ advocacy and communication approaches tools and products to be leveraged across each of the groups more systematically.	Partially Accepted	Not applicable	Partnership	Promoting inclusiveness/Leaving no one behind	Sustainability, Human Rights, Gender equality
Country Portfolio Evaluation	Country-level Evaluation	Europe and Central Asia	Bosnia Herzegovina	2020	Very Good	UN Women BiH should develop an inclusive, consultative and transparent approach to strengthening its...		Whilst UN Women has a close interactive relationship with Civil Society, womens rights organisations and human rights defenders it clearly needs to be more strategic, to quote the director of a CSO that manages a Safe-House “To outsiders it may not look as if we have a partnership between (womens rights) civil society organisations and UN Women, however we are in continuous contact, we work closely together, we have the same interests and work towards the same goals, but I agree we do need a real strategic partnership”. The extensive engagement of Civil Society within programme has inevitably more recently depended on their support and role as implementing partners, previously the relationship focused far more on norm and policy development with government. The CO continues to engage CSOs systematically in Normative processes note-ably supporting shadow reports and engagement in international for a. However, with high level policy generally meeting an acceptable or good standard for the three governments there has been significantly less demand by each government for collaborative policy and normative engagement. Frustratingly the very division of jurisdiction and responsibilities between central State and the two Entity governments has had the impact of both reducing internal government policy deliberations and has reduced BiH representation in international fora, or engagement in global and international initiatives. This has two affects firstly it means that government is significantly under-represented in discussions related to normative processes, it also means there is a lot less debate or processes in the country towards reforming or improving policy or the implementation of policy in practice. The Womens Rights Civil Society Organisations in BiH have seen their engagement and role change very signficantly, 25 years ago they were instrumental in drafting the GE Law and even the GE policy that established the three Gender Institutions in government. Subsequently as the roles of the Gender Institutions at State and Entity level have evolved and government institutions have taken over core responsibilities from civil society, such as social welfare, the respective roles and responsibilities of authorities at different levels and of Civil Society is unclear. For example, CSOs run the eight safe houses in the country, whilst policy to support survivors of violence is owned by entity ministries but they are not responsible for quality of service. Safe-houses are partially funded by Republika Srpska and by canton governments in the Federation of BiH, however there is no quality or service standard, also funding varies dramatically by Canton. Furthermore government bodies have suggested they take over running these services from CSOs but not on what grounds. Thus Womens Rights CSOs have seen a shift in their role from the normative, policy role more to a service delivery role, whilst policy is inconsistent and policy implementation remains weak. The upshot of this evolution is that government does not place a priority on normative nor policy implementation, nor engagement in international fora; Civil Society has significantly less role or influence over normative accountability and policy development. Whilst UN Women has made a concerted effort to engage civil society more systematically in international normative processes and supported shadow reporting efforts by civil society – CEDAW reporting (2014, 2019) Beijing Reporting (2015 and 2020) Istanbul convention (2020) and supported shadow reports. A push is needed to ensure Civil Society has more influence. Establishment of the CSAG in 2018 was designed to support this process however despite best attempts it did not as intended lead to a more inclusive, consultative and transparent approach to strengthening UN Women CO relationship with the civil society, nor support our shared efforts to advance normative and policy transformation. Importantly with the closing CSAG meeting in November 2020 it was also very clear that Civil Society is keen for UN Women to use its convening role to help provide the space and time for Women’s Rights Organisations to reflect and together rebuild once again a genuine women's movement in BiH. The ageing nature of civil society leaders is another concern, the importance of engaging, supporting and nurturing young women's rights and feminist activists is clear. To quote a senior CSO Director “years ago we had a strong women’s rights movement amongst civil society, but when we formed a network and it was funded, we became separate organisations seeking our separate funding”. UN Women has been called to created space and time for the civil society leaders to come together and work to renew their strategic vision and alliances with a view of having stronger influence on shaping and promoting GEWE and human rights agenda in the country. The CO regards the importance of re-establishing a strong vibrant relationship with Civil Society as a top priority. A relationship where UN Women supports Civil Society to influence government, where they play a key role in normative challenges, and notebaly on monitoring and supporting the implementation of policy. Rather than re-establish the CSAG in it current form, the CO will work with Women's Rights Organisations to help them establish the approach they need to ensure that UN Women is supporting the movement and direction that they identify together, naturally we will use our full convening powers and access to decision makers in government and International Community to support the revived civil society Women’s Movement. At this stage it is unclear what form that will take.	Accepted	Not applicable	Partnership	Capacity development, Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Country Portfolio Evaluation	Country-level Evaluation	Europe and Central Asia	Bosnia Herzegovina	2020	Very Good	Through its coordination mandate, UN Women BiH CO, in concert with the Resident Coordinator’s Office...		Since 2015 the CO has had a prominent role on GEWE coordination with the UN Country Team, Under the framework of UNDAF 2015 - 2020, UN Women had a dual role of caretaking the planning and implementation of Results Area on Gender Equality and Empowerment of Women, which covered two out of thirteen UNDAF outcomes, and planning and implementing the Gender Mainstreaming Action Plan, which contained provision for increasing UNCT capacities, commitment and delivery on gender mainstreaming and gender targeted actions. UN Women also coordinated UNCT input on CEDAW Shadow reports, gender perspective in the EU Progress Reports and the Inputs required for the Secretary General's Annual Reports on Women Peace and Security and inputs for the work of Special Rapporteurs on Sexual Violence in Conflict and Violence against Women. Since 2017 UN Women is co-chairing the re-established Gender Theme Group, a forum for the UNCT and outside government and CSO partners to deliberate on wider GEWE issues for the UNCT's advocacy and action. In the coming period the UN Sustainable Development Cooperation Framework (UNSDCF) 2021 - 2025, provides a different scope for the UN coordination on GEWE, the focus is narrowed to 5 (instead of 13) outcomes and planning and implementation is vested with the single working group (PMT, instead of four Results Groups). Out of these 5 there is no specific outcome on Gender Equality. UN Women actively participates in the PMT. The Country Gender Equality Profile (CGEP) was drafted to influence the Common Country Assessment (CCA), and going forward will be adapted to support the UNCT GE position on key thematic areas. The SWAP - Gender Scorecard is being applied consistently to review UNCT planning and orient programming, implementation, resource mobilization and overall accountability for GEWE by the UNCT. Joint GE communications and advocacy efforts center around the International Women's Day and 16 Days of Activism to End Violence against women, but also includes International day of rural women, International Day of women in STEM and ensuring gender perspective in the advocacy efforts on the country specific efforts promoted by the UNCT and Resident Coordinator. Currently the CO has 7 different joint programming initiatives in different levels of development, including three linked as elements of the joint UNCT COVID-19 response offer. The ET findings related to the UNCT are noted and disconcerting. They appear to suggest a lack of common understanding by UNCT members and UN agencies as to the key role of UN Women in relation to key areas such as coordination on Gender Equality. They also reflect the continued challenge by the CO to ensure increased efforts in joint advocacy and joint programming. Whilst we complete concur with the need to better lever our relationships with the RC, with UN partners and better optimize use of our comparative advantage on GE, there is no doubt that we will need to keep trying to find different avenues to advance forward. The need for further clarity on the scope and intent of UN Women mandate on Coordination is especially interesting, not only has the Representative UN Women played a prominent and supportive role on the UNCT, but the current Representative has had one to one sessions with all UNCT members with a standard presentation to brief them on our role and seek their advice on how UN Women can better collaborate and support their efforts. Indeed in 2018 UNICEF and UN Women had a concerted joint effort ahead of the new UNSDCF to place normative priorities at the heart of the UN planning process stressing the need to ensure normative alignment. We acknowledge the need to address this challenge indeed the CO has placed significant effort into supporting joint initiatives with UN partners to illustrate this we refer to CO efforts to promote support joint communications and advocacy in support of the Secretary Generals UNiTE / 16 days campaign. Certainly in 2017, 2018, 2019, 2020, extensive efforts were placed in briefing UNCT and communications group, provide social media packs; generally, we have seen more engagement on the campaign from international development partners than the UN. In 2020 for the first time two UN agencies (UNFPA, UNHCR) firmly engaged in a joint campaign. Despite agreement to move forward on the Common Chapter in 2018 note-ably on 16 days, only UNFPA joined joint efforts 2 years later. Perhaps there is a structural issue within the United Nations. We note the increased engagement of different UN agencies on Gender Equality, also the targeted programme communications efforts of different agencies and the very limited interest in joint programming. It seems likely that there is a specific conflict of interest where-in larger UN Agencies see no need or value to collaborate on Gender Equality, and thus nor to collaborate on Joint Advocacy or Programming that could dilute agency branding or control. We raise this since we can continue to brief and lobby, but it seems unlikely that this will further shift UN agency willingness to embrace UN Women role on GE. The ETs note of the import of targeted initiatives that support international commitments and EU accession is underscored by the CO. Leveraging the role of the Resident Coordinator (RC) as a champion for Gender Equality is a top priority, the incoming (March 2020) RC is very strongly supportive of Gender Equality and is keen to see the entire UN System leveraging and scaling the impact on GEEW Agenda. With this in mind UN Women is taking every advantage to use the three UN priority frameworks for action, ‘Western Balkans Action plan on Peace and Security’, ‘Executive Committee Decision on BiH’ and ‘Secretary General's Political engagement strategy on GBV’. As a result of prolonged transition, conflict risks and as a result of shadow pandemic of increased violence against women, it is recognized the UNCT will need to place increased attention to women's voices and vision involving more women in political and economic decision making and enabling national and local systems for prevention and protection from GBV - these are all natural spaces for UN Women leadership and contribution. The critical importance of EU integration processes for the country and EU accession for Gender Equality has long been recognized by the CO. Since 2015 the CO has been in liaison with the EU to establish the Gender Equality Facility (GEF) project, focused on ensuring that GE is mainstreamed in all aspects of sector focused pre-accession financing provided to the country. The CO lobbied hard with partners and succeeded in ensuring gender equality was placed among the 14 priority areas in the key 2019 EU Opinion paper on BiH candidacy, a huge achievement. It is clear that EU integration will provide a unique source of momentum for GEWE work by the UN and other partners. Initiated with start-up funding from UN Women and Sweden, now EU Delegation funding, the GEF project finally started with earnest in October 2020. GEF will significantly strengthened capacities to support gender institutional mechanisms, EU integration Institutions and line ministries to increase gender perspective in legislation reform, strategic planning and programming of ALL pre-accession funds.	Partially Accepted	Not applicable	UN Coordination	Internal coordination and communication	Impact, Human Rights, Gender equality
Country Portfolio Evaluation	Country-level Evaluation	Europe and Central Asia	Bosnia Herzegovina	2020	Very Good	UN Women BiH CO should build on the momentum created by its leadership and creativity in the Covid-1...		With the advent of the COVID-19 crisis, despite the impact on the team the CO was quick to consider how it could most effectively respond. In the face of government partners unable to work at the offset of the crisis and with the support of Sweden the CO quickly organised itself to re-programme and put in place two waves of a Rapid Gender Assessment. With UNCT COVID-19 Socio-Economic Impact Assessment and Response Offer under development, UN Women’s early action to support safe-houses (EVAW) and rural women and entrepreneurs (WEE), and emergency re-budgeting analysis (GRB), ensured that thanks to the GE Coordination approach (see Recommendation 2) we were able to be amongst the first agencies to brief the international community and government on challenges and needs with the response, including introduction of “Gender in Focus” an new policy brief to bring decision makers up to speed with the situation quickly. As a result of this UN Women was able to add significant value to UNCT COVID-19 Response offer applications to the MPTF, recognition of the added value by the incoming Resident Coordinator, and international community is appreciated. As the ET point the office has been building on this momentum. “Gender in Focus” and associated online technical policy briefs to the international community continue, the next knowledge sharing brief is due in early 2021 focused on a second round of budget analysis, this time focused on advice for improving 2021 budgets. The CO plans for this to be a regular feature of knowledge management efforts. Furthermore, in collaborating with the RC and noting the need to involve women in building-back-better and building-back-equal post COVID-19 is being used to further elevate attention on Women Peace and Security; Women’s Political Participation and role in Decision Making, also stressing the need for an increased focus on Women’s Economic Empowerment. The CO focus on utilizing the existing Coordination and Partnership approach in place to brief stakeholders through the COVID-19 crisis has been very effective at raising awareness as to the outsized impact on women. In the early days this levered improved coordination by international development partners to support safe-houses in the face of the Shadow Pandemic of Violence Against Women, more recently there it has stimulated renewed interest in both advocacy on budgeting and in funding the structural challenges around the economic empowerment of women. Faced with a dearth of valuable gender disaggregated data, the value and importance of the Rapid Gender Assessment is difficult to over-exaggerate. It is clear that the CO needs to overcome the challenge of fragmented stats authorities, minimal systematic administrative data collection and the associated political barriers, to find an effective approach to increase targeted disaggregated data collection through embedding surveys in programmatic interventions. It is important to note that political barriers currently restrict acceptance or publication of the 2013 census data (supported by UNFPA) and prevent implementation of the MICS survey (with UNICEF), a broader improved approach to long term data collection is a real challenge that the UN is yet to resolve.	Accepted	Not applicable	Partnership, Culture of results/RBM	Capacity development, Advocacy, Knowledge management	Effectiveness
Country Portfolio Evaluation	Country-level Evaluation	Europe and Central Asia	Bosnia Herzegovina	2020	Very Good	UN Women BiH CO should explore and prioritize innovative opportunities to reinvigorate stakeholder i...		Over the years UN Women BiH CO has sought to support innovation through its ongoing work, this has become more viable as the CO has expanded its operations, clearly such efforts need to be positively encouraged, promoted, scaled and certainly brought to bare in areas where there is limited impact, attention or interest. It is important to note that innovation comes in many forms (for some examples of recent innovation see below), most recently COVID-19 crisis has led to a lot of innovation. Including dramatic improvement in our ability to conduct online workshops, knowledge sharing and conferences. Also the direct provision of budget analysis to government and international stakeholders to lobby for increased attention to social issues in emergency and new budgets. • Use of the 16 days campaign to initiate a competitive process to spur development of innovate technical solutions to support women survivors of violence (2017) as part of ongoing programming. • Creating a safe space for citizens to meet and get advice from local service providers on a bus plying regular routes, municipality by municipality through the 16 days campaign 2018, an approach replicated by Serbia CO in 2019. • Developing a mentorship network to support young women in ICT and applying the Women's Empowerment Principles to support development of workplace and HR standards in the IT companies, (2019 to 2020) but also to turn business leaders into advocates. • Supporting Roma women networks and mediators to broker the trust between minority women and service providers (2018 to 2020) • Supporting women's CSOs to use behavioral insights in planning and delivering activities in support to prevention of EVAW (2018 to 2019). With the limited interest from donors there has been extensive effort to amplify attention to Women Peace and Security (WPS) and Womens Economic Empowerment (WEE) in particular. On WPS UN Women has conducted confidential research on women's role in supporting or preventing extremism, used for direct lobbying, the research is confidential due to the sensitive nature of findings. Support was provided to the Coordination Board for the implementation of the Action Plan on UNSCR 1325, also to the Ministry of Defense for gender responsive policy making, action planning and budgeting. The CO has presented at international conferences in BiH lead by the UK, Nato and EUD. For WEE this included leading development of a joint programme on economic empowerment of women (with UNDP, ILO and IOM). Also support to the economic empowerment of CRSV survivors through adapted economic empowerment schemes and their integration into existing government programmes. More recently it has ensured support to women owned businesses and analyzed resilience factors that can be addressed through future government intervention and CSO advisory and material support programmes. In a further effort to revive a focus on WPS the CO is supporting a political intiative with the UNCT and RC, in follow up to the Executive Committee decision on BiH (July 2020) to UN Women CO is leading the drafting a roadmap to strengthen WPS in BiH. Designed around building-back-better, building-back-equal post COVID-19, this will include a focus on: women’s role in decision making, especially on economic policy; women's political participation note-ably strengthening the voice of women through networks; also driving a shared focus on Women's Economic Empowerment. The future focus on WPS will center around amplifying women's role in political and economic decision making and women's alliances aimed at promotion of progressive sustainable peace agenda. The work on women's economic empowerment will center around the critical potential of women's entrepreneurship in transforming economic position of individual women and overall participation of women in the economic activity.	Partially Accepted	Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018)	Not applicable	Alignment with strategy	Effectiveness
Country Portfolio Evaluation	Country-level Evaluation	Europe and Central Asia	Bosnia Herzegovina	2020	Very Good	UN Women BiH CO should enhance the knowledge management, monitoring and reporting capacity of its st...		Since 2016 the office has employed a strategy of expanding programmatic reach significantly through engagement of implementing partners within the government and CSOs. This has been combined with the thorough approach to adapting the organizational standard operating procedures and Investing in the organizational capacity building of the Implementing partners. In selected areas the office has also invested significantly in knowledge generation and thought leadership, both to inform own programming and influence involvement of other stakeholders. The office has also strived to improve own capacities to capture progress and Impact and report on changes it has targeted. There is a recognition that further investment and prioritization of results-based reporting and visibility of CO interventions and partnerships is needed. Going forward the CO recognizes the need to invest in knowledge management, monitoring and reporting capacity of both its staff and the partners. The key proposed actions are discussed below and the strategy on each of these important areas is as follows: • Knowledge Management: Knowledge generation, sharing and management has become an increasing element of the CO process in recent years, in part this was planned by mature programmes note-ably in EVAW and GRG publishing findings, evidence, and providing greater outreach to partners, it is noted that the evaluation found this expertise and knowledge is truly appreciated. In 2020 the more active recognition of staff expertise, the publishing of more consumable policy briefs, provision of expertise briefs to government and international community have become a more regular feature. The CO plans to maintain this consistent investment in knowledge generation in key programmatic areas as an underpinning of the evidence-based programming and support to effective partnerships in support to GEWE in the country. A key feature of ongoing knowledge management will also be the regular exchange and ideas generation across the thematic portfolios and providing though leadership in the coordination with the UNCT, government, CSOs and international development partners; • Team building: Since late 2019 the office has undertaken a range of efforts to increase individual accountability, increased ownership by Project Managers and improved communication across the office. Despite the extreme pressure on the team in 2020 with the COVID-19 crisis, we have seen a noticeable improvement in collaboration and cross team support. In continuation of this process the CO plans to facilitate an iterative process to support transformative team leadership to increase the role of team in vision, strategy and building the culture of the office going forward. • Monitoring and Reporting Capacity of the staff and partners: The CO has followed project-based monitoring and reporting as well as corporate standards and requirements for quarterly and annual reporting. The limitations of the current efforts have been recognized as well as the need to invest time and resources in learning and establishing improved practices.	Accepted	Not applicable	Culture of results/RBM, Organizational efficiency	Internal coordination and communication	Efficiency
Country Portfolio Evaluation	Country-level Evaluation	Europe and Central Asia	Bosnia Herzegovina	2020	Very Good	UN Women BiH CO should ensure that a gender-transformative lens is applied to the SN including the i...		The CO acknowledges the need to apply a Gender-transformative lens to the country programme and recognizes that whilst there has been extensive effort to apply a focus on Human Rights/ Leave No-One Behind/ focus on those experiencing social disadvantage, in some areas that this could be strengthened significantly with a more comprehensive approach. The maturation of the office to a fully fledged programming, from 2015 to 2020, with two strong areas of engagement (EVAW and GRB) makes this a viable and an important priority for the office in the coming Strategic Note. We note that with office growth over this period the importance of, and effort required to improve strategic focus on healthy partnerships, coordination with different stakeholders, to navigate the political challenges of governmental structures and engagement; that the need and effort to focus on these priorities should not be underestimated. The CO recognizes that it has been applying the more detailed approach of a gender transformative lens within the more mature EVAW portfolio, noting that whilst it is more complex to weave into other areas of focus such as within the Gender Response Governance portfolio, this early experience provides an opportunity to lever such experience across the programme. The evaluations highlighting this need is appreciated, we note that the need to consciously focus on and ensure Gender transformative change is a challenge for UN Women and gender focused institutions and organisations more broadly. With this in mind the CO acknowledges the need to review and better address transformative change in a structured systemic manner over the SN period leveraging the advantages of different portfolio’s to directly support women and girls experiencing social disadvantage. The CO acknowledges the need to bring on board external expertise to develop a systematic approach to transformative change, in a manner that can be applied across our programmatic, coordination and normative areas of engagement and with development partners. In support to Implementation of the SN 2021 - 2025 the CO plans the following: • To undertake research that will assess, map and make recommendations to meaningfully understand the needs of women in vulnerable groups, with a focus on groups not previously addressed in the SN. This will help raise engagement with partners on this issue, but also improve the CO own efforts to apply a Gender Transformative lens. • To develop an explicit strategy for how the CO will incorporate women in marginalized groups across the portfolio, with measurable expectations, clarifying an approach and tools that can be applied by both UN Women and partners in civil society and government. • To go ahead with planning implementation and monitoring of implementation or application of the approach, identifying a way for partners, especially civil society and government to play a key role in monitoring/ assessing impact and effectiveness of the approach. With the intent that the approach becomes a learning experience for all active parties over time.	Accepted	Not applicable	Not applicable	Alignment with strategy, Promoting inclusiveness/Leaving no one behind, Advocacy, Innovation and technology	Sustainability, Human Rights, Gender equality
Country Portfolio Evaluation for Zimbabwe	Country-level Evaluation	East and Southern Africa	Zimbabwe	2022	Very Good	Recommendation 1: Improve joint support on strengthening the gender machinery in the country. Chall...	UN Women and MWACSMED need to undertake a joint analysis of the requirements to strengthen the gender machinery, including crystallising the gender architecture in the country, which would allow UN Women to be strategic and systematic in its approach to strengthening the gender machinery. There is already traction for this among the donor gender forum and in the extended gender results group, providing a basis for its implementation. Results of this analysis should lead to the development of a multi-year programme for gender machinery strengthening. Such a document can be used to facilitate resource mobilisation for this initiative_	The CO will continue to strengthen the Gender Machinery to promote gender equality and/or improve the status and rights of women. To date UN Women and Ministry of Women Affairs have begun a vast consultative process with stakeholders. The Consultative process will inform key activities towards strengthening the Gender Machinery in the country.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership, Normative Support	Oversight/governance, Advocacy	Relevance, Human Rights, Gender equality
Country Portfolio Evaluation for Zimbabwe	Country-level Evaluation	East and Southern Africa	Zimbabwe	2022	Very Good	Recommendation 2: Strengthen partnership with the MWACSMED by instituting joint work plan reviews Ch...	Undertake joint quarterly and annual review of the joint workplan_	UN Women acknowledges the importance of conducting monitoring and evaluation activities to strengthen its partnership with the MWACSMED. In this regard, the CO will immediately conduct joint review meetings with the MWACSMED.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Partnership, Culture of results/RBM	Alignment with strategy, National ownership	Effectiveness
Country Portfolio Evaluation for Zimbabwe	Country-level Evaluation	East and Southern Africa	Zimbabwe	2022	Very Good	Recommendation 3: UN Women should strengthen communication with stakeholders on its, and strategic a...	UN Women needs to develop and implement a communication plan for stakeholders to ensure there is adequate awareness of its strategic approach, and its role and space in the gender sector.	UN Women will ensure that its role and mandate will be effectively communicated within the country and advocacy efforts will be embedded across all thematic areas and programmes.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Partnership, Culture of results/RBM	Alignment with strategy, National ownership	Effectiveness
Country Portfolio Evaluation for Zimbabwe	Country-level Evaluation	East and Southern Africa	Zimbabwe	2022	Very Good	Recommendation 4: Strengthen the ZCO’s response to humanitarian crises with significant gender conce...	UN Women should include, in its new Strategic Note, intersectionality between humanitarian crises and women’s rights and strategic approaches by UN Women in those circumstances.	Although Humanitarian response was not a focus area in the 2016- 2021 strategic note, the ZCO has provided thought leadership and technical expertise by enabling the gender analyses to inform the Humanitarian Country Team (HCT) Gender Mainstreaming Strategy and the UN Socio-Economic Framework in response to the COVID-19 pandemic. Further, UN Women developed a proposal in 2021 that received funding from the Government of Japan on preventing COVID-19 infection among vulnerable women and girls in Mbire and Guruve Districts. The program aims to contribute towards enhancing access to COVID 19 testing and vaccination services, provision of PPE and improving knowledge and attitudes on COVID 19. 2022-2026 Strategic Note promote an intersectionality perspective in humanitarian coordination to ensure that women and girls are better served by humanitarian response, disaster risk reduction, recovery and resilience mechanisms and processes	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Partnership, Culture of results/RBM	Alignment with strategy, National ownership	Effectiveness
Country Portfolio Evaluation for Zimbabwe	Country-level Evaluation	East and Southern Africa	Zimbabwe	2022	Very Good	Recommendation 5: Strengthening partnerships with CBOs to enhance reach of women (in conjunction wit...	The ZCO needs to do the following: 1) develop an engagement strategy for CBOs in the new strategic note. This should also address the risks associated with supporting start up and small CBOs and structures; and 2) undertake a national mapping of CBOs, possibly jointly with the MWACSMED, to identify CBOs that have the potential for partnership.	Although UN Women Zimbabwe CO made some efforts to engage CBOs through the Spotlight Initiative Programme, the CO is mindful of the financial risks associated with partnering with CBOs and will remain engaging with them as long as they meet requirements under our capacity assessments. Going forward, UN Women will deliberately identify CSOs that have a stronger presence at community level and avoid when necessary, working with the usual suspects that are based in Harare. Further, the CO will commit to expanding its footprint in terms of geographical presence and in terms of the groups we engage with and support.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Partnership, Culture of results/RBM	Alignment with strategy, National ownership	Effectiveness
Country Portfolio Evaluation for Zimbabwe	Country-level Evaluation	East and Southern Africa	Zimbabwe	2022	Very Good	Challenge: The ZCO enhanced its efficiency through outsourcing external expertise such as consultanc...	Capacity development or institutional strengthening is a key feature of UN Women’s strategic approach. The ZCO needs to develop conceptualisation document of its institutional strengthening approach that ensures: 1) clarity on the institutional development objectives; 2) approach to institutional objectives that allows for ownership of the support by recipients; and 3) clarity of the measurement of the institutional support to the recipient as part of performance measurement for the technical support.	The CO will continue to build the capacity of staff and partners to deliver on UN Women's mandate as it is very critical and calls for a total shift on the tendency to recruit consultants to support the CO's work or the work of Partners.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Partnership, Operational activities, Culture of results/RBM	Oversight/governance, National ownership	Effectiveness, Efficiency
Country Portfolio Evaluation for Zimbabwe	Country-level Evaluation	East and Southern Africa	Zimbabwe	2022	Very Good	Recommendation 7: Strengthen partnerships and continuity of initiatives in key institutions Challeng...	UN Women needs to identify key institutions it will support in the new strategic plan building on outstanding actions in the SN 2016-2021. With each of these institutions, the ZCO needs to develop joint long-term plans of how it will support them over the course of the new strategic note. This will allow for more coherent support that supports sustainability.	UN Women will prioritize working with partners with the capacity to make an impact and provide larger and more predictable support to avoid spreading its work thinly and have little to show for our work when aggregated. The CO will also continue engaging key institutions that were supported in the previous Strategic Note 2016-2021 to build on outstanding actions.	Accepted	Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, Operational activities, Culture of results/RBM	Alignment with strategy, Capacity development	Effectiveness, Efficiency, Relevance
Country Portfolio Evaluation for Zimbabwe	Country-level Evaluation	East and Southern Africa	Zimbabwe	2022	Very Good	Recommendation 8: Improve reach of women with disabilities, women in hard-to-reach rural areas and m...	The ZCO, as part of the new strategic note, needs to develop a Leave no One Behind Strategy and how it can reach men to transform power dynamics. This will guide all projects in mainstreaming these dimensions.	UN Women takes note of this recommendation. The principles of Leaving No One Behind (LNOB) and the Human-Rights Based Approach (HRBA)was grounded in the new Strategic Note 2022- 2026 and will guide the programming to ensure targeted beneficiaries are co-creators; and the HRBA focuses the CO’s interventions to support ‘duty-bearers’ to meet their obligations, and ‘rights-holders’ to claim their rights.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Culture of results/RBM, HIV/AIDS	Promoting inclusiveness/Leaving no one behind	Effectiveness, Sustainability, Impact, Human Rights, Gender equality
Economic Empowerment of Women Home Based Workers and Excluded Groups in Pakistan2017-2020	Programme Evaluation	Asia and the Pacific	Pakistan	2020	Very Good	Allocate adequate resources in future for (1) establishing baseline, (2) identifying control groups ...		UN Women is in agreement with the overall recommendations. 1) Adequate allocation of resources is important; concept notes have been developed and the process of sharing them with donors is underway. 2) Establishing baselines at the start of any project has always proved difficult due to lack of data, however efforts with be made to capture sufficient baseline date at the beginning of new projects 3) By hiring relevant expertise increased efforts will be made in future to ensure an annual comparative computation of results against outcome indicators 4) UNW will devise a harmonized Monitoring Framework which will be rolled out for all partners 5) Project budget lines in future will be more focused on reflecting result-oriented outcomes making budget monitoring, tracking and reporting on performance of expected results more efficient 6) UNW will embark on developing alternative strategies promoting the empowerment of women with disabilities through suitable and fitting economic route.	Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Oversight/governance, Promoting inclusiveness/Leaving no one behind	Effectiveness
Economic Empowerment of Women Home Based Workers and Excluded Groups in Pakistan2017-2020	Programme Evaluation	Asia and the Pacific	Pakistan	2020	Very Good	Commission a study to understand and analyse socio-economic impact of HBW, both positive and adverse...		The management is in partial agreement with the recommendation. WEE/SL unit will include the element of community hearings in all future project funding proposals.	Partially Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Capacity development, Knowledge management	Impact
Economic Empowerment of Women Home Based Workers and Excluded Groups in Pakistan2017-2020	Programme Evaluation	Asia and the Pacific	Pakistan	2020	Very Good	Continue nurturing following actions by building on results achieved under this project: i. Strength...		UN Women is in agreement with the overall recommendations. It identifies the need to nurture relations with various stakeholders to increase and strengthen work and activities.	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Culture of results/RBM	Alignment with strategy, Capacity development	Sustainability, Impact
Economic Empowerment of Women Home Based Workers and Excluded Groups in Pakistan2017-2020	Programme Evaluation	Asia and the Pacific	Pakistan	2020	Very Good	Consider provision of TA to government of Sindh to support following actions: i. To sensitise the of...		UN Women finds it critical to engage with the provincial government in Sindh to advance the priorities and actions related to WHBWs. Continued advocacy, planning and support will be required by the respective department.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Capacity development, National ownership	Effectiveness, Impact
Final evaluation of the ProJet: Renforcement de la résiliene sécuritaire, la paix et la cohésion sociale dans les régions de Mopti et Segou	Programme Evaluation	West and Central Africa	Mali	2021	Very Good	1 : Soutenir des processus endogènes gages d’appropriation, de légitimité et de durabilité Priorité...	Ici, l'accent est mis sur la nécessité pour les projets similaires d'impliquer les communautés à la base depuis l’élaboration des actions et stratégies du projet pour assurer une meilleure durabilité et appropriation par les communautés cibles. Cette action améliore considérablement le processus de redevabilité. Une bonne représentativité des différentes couches sociales est l’une des conditions Sine Qua Non pour la bonne réussite des actions du projet et que les populations se sentent concernées. Les femmes et les jeunes étant les plus grandes victimes et acteurs convoités dans une situation de crise conflictuelle, doivent être bien représentés et leurs besoins spécifiques pris en compte pour éviter leur enrôlement dans les groupes armés et mitiger les risques de VBG. Mais des efforts continuels doivent être faits pour impliquer davantage les femmes et les jeunes dans le processus décisionnel. Il faut continuer les IEC et CCC pour améliorer la connaissance sur le PAN 1325, l’Accord pour la paix et assurer une diffusion à large échelle à travers les radios de proximité. Ces actions soutiennent davantage celles du gouvernement et des mécanismes locaux mis en place.	Recommandation validée. En application de cette recommandation, ONU Femmes s’engage à : • Valider le draft de tout nouveau proposal/projet avec les représentants clés, notamment les femmes et les jeunes des communautés concernées. Cela se fera en Atelier virtuel ou mission terrain de validation • Continuer à soutenir la diffusion d’émissions d’information et de sensibilisation sur les radios locales pour faire connaitre le PAN R1325 et l’accord pour la paix : • Introduire dans les nouveaux projets de ONU Femmes couvrant les mêmes localités le volet information et sensibilisation des mécanismes locaux pour la paix et la cohésion sociale pour renforcer leurs connaissances du PAN R1325 et l’accord pour la	Accepted	Peace and security (SPs before 2018)	Operational activities, Youth engagement	Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness, Relevance, Sustainability
Final evaluation of the ProJet: Renforcement de la résiliene sécuritaire, la paix et la cohésion sociale dans les régions de Mopti et Segou	Programme Evaluation	West and Central Africa	Mali	2021	Very Good	2 : Maintenir les initiatives (micro-projets) pour une relance de l’économie et l’absorption du taux...	Les évidences de cette évaluation en lien avec les rapports annuels et trimestriels sont unanimes sur le fait que dans un tel contexte, il ne peut pas avoir de résilience sécuritaire sans passer par une résilience économique. Le taux élevé de chômage dans ces zones avec l’absentéisme des autorités administratives, le manque de revenus des femmes majoritairement commerçantes et le manque d’accès aux services sociaux de base incitaient les jeunes à rejoindre les groupes armés et les femmes à s’adonner à des pratiques qui touchaient à l’intégrité de leur dignité. Les initiatives financées par le projet ont eu un effet important, elles ont contribué à un début de relance économique diversifiant les sources de revenus. Elles ont permis de diversifier également les sources de loisirs pour les jeunes à travers la réhabilitation du stade municipal et la maison des jeunes. Cet environnement crée des occupations et absorbe une partie du chômage et en parallèle brise la chaîne d’alimentation des groupes extrémistes. Elles ont permis de faciliter l’accès des enfants à l’éducation en rénovant les salles de classes non fonctionnelles et d’autres actions choisies par les communautés à la base.	Recommandation validée. Cependant, la mise en œuvre de cette recommandation dépend beaucoup du financement de nouveau projets. ONU Femmes s’engage à introduire dans les nouveaux projets couvrant les mêmes localités, le financement de micro-projets	Partially Accepted	Peace and security (SPs before 2018)	Operational activities	Capacity development	Impact
Final evaluation of the ProJet: Renforcement de la résiliene sécuritaire, la paix et la cohésion sociale dans les régions de Mopti et Segou	Programme Evaluation	West and Central Africa	Mali	2021	Very Good	3 : Meilleure coordination, carte de communication et capitalisation des leçons apprises et partage...	Dans un projet conjoint la coordination est essentielle pour la bonne marche des activités du projet. Une meilleure communication entre les partenaires d’implémentation et les partenaires intervenant dans les différentes zones d’intervention est capitale pour assurer plus d’impact au niveau du terrain et renforcer le rapport coût-efficacité, c’est-à-dire avoir plus d’impact avec moins de ressources. La mise en place de la coordination nationale est un préambule dans ce sens mais il faut que les actions soient plus coordonnées au niveau du terrain pour rendre cette synergie réelle au-delà des discussions au niveau de la coordination régionale et locale. Une carte de communication doit être élaborée pour une circulation plus fluide de l’information tout en respectant la protection des données personnelles. Des efforts doivent être faits pour faire de la communication, la capitalisation et le partage des leçons apprises un outil intégral du processus de gestion. Par exemple, les sessions de restitutions faites sur les chartes locales de paix doivent être documentées et filmées pour assurer une diffusion à large échelle. Ces supports peuvent être un bon outil même pour les communautés pour assurer la restitution au niveau des différentes localités sans une perte et de manipulation de l’information. Ces produits peuvent davantage instaurer la confiance et même servir de support pour interpeller les responsables par rapport aux points de discussions retenues. Les vidéos réalisées sur les missions de suivi et des ateliers de capitalisation doivent être partagées à large échelle à travers les chaines de TV, les réseaux sociaux tels que YouTube et WhatsApp et la réalisation de brochure pour diffuser les grandes leçons apprises du projet comme intituler « la voix vers une paix durable avec les communautés à la base ».	Recommandation validée. ONU Femmes s’engage à : • Discuter et renforcer avec les autres Agences du SNU le cadre de concertation et de capitalisation pour les prochains projets conjoints avec une périodicité claire et consensuelle des rencontres • Négocier et élaborer avec les autres Agences un plan commun de communication des résultats des Projets PBF	Accepted	Peace and security (SPs before 2018)	Partnership, Operational activities, Organizational efficiency	Knowledge management, Internal coordination and communication	Effectiveness, Efficiency, Sustainability
Final evaluation of the ProJet: Renforcement de la résiliene sécuritaire, la paix et la cohésion sociale dans les régions de Mopti et Segou	Programme Evaluation	West and Central Africa	Mali	2021	Very Good	4 : Soutien de l’Etat pour un retour des FDS et des autorités administratives - Priorité 1	Le retour des FDS et des autorités administratives pour la sécurisation des citoyens et de leurs biens, le respect des droits de l’homme et un Etat de droit est plus que nécessaire pour la stabilisation dans les différentes zones d’intervention. Les citoyens ont besoin de certains documents administratifs qui leur sont souvent difficilement accessibles, ce qui porte atteinte à leur citoyenneté. La non-présence des instances de justice conduit à des règlements de compte personnel la plupart des temps non justes et source de conflits. La justice est rendue souvent par les groupes armés ou les milices d’autodéfense. Ces pratiques doivent cesser avec un accompagnement du gouvernement et de ses partenaires pour une présence effective des FDS et des autorités administratives fonctionnelles pour une stabilité durable.	Recommandation pertinente. Cependant du point de vue de ONU Femmes, il s’agit ici d’hypothèses qui doivent être réunies pour favoriser la bonne exécution des projets. ONU Femmes ne peut pas mettre en œuvre cette recommandation.	Rejected	Peace and security (SPs before 2018)	Partnership, Operational activities	Oversight/governance, Capacity development	Impact
Final evaluation of the ProJet: Renforcement de la résiliene sécuritaire, la paix et la cohésion sociale dans les régions de Mopti et Segou	Programme Evaluation	West and Central Africa	Mali	2021	Very Good	5 : Elargir les zones d’intervention et la durée du projet - Priorité 2	Le projet IRF 218 prévu pour une durée de 18 mois en tant que projet pilote était trop limite par rapport aux ambitions du projet et le contexte volatile dans lequel il intervenait. Pour mener à bien les activités du projet en passant par les stratégies de mitigation qui doivent être mis en place par les partenaires dans un environnement d’incertitude, il faut une plus grande durée pour non seulement mener les activités mais aussi consolider les acquis du projet avec des stratégies de pérennisation plus durables avec un impact à long terme vers une paix durable. Il faut noter qu’un processus de changement de comportement prend du temps surtout dans un contexte de crise ouverte où il faut une phase d’acceptation, de pardon et de vivre ensemble. De nombreuses requêtes ont été formulées par les communautés, les autorités locales et administratives d’élargir les zones d’intervention du projet aux autres communes des deux (02) cercles. Si on voit l’évolution des conflits du Nord vers le centre, cette action s’avère nécessaire pour assurer une prévention. Bien que le ciblage des zones ait été bien fait quand on fait référence aux données géospatiales en lien avec les événements conflictuels mais il s’avère aussi que ces communes ont enregistré des cas moindres que les communes sélectionnées. Mais si des actions ne sont pas entreprises pour renforcer leurs résiliences dans un contexte sécuritaire, les communes couvertes risquent de retomber dans une situation plus fragile. À l’avenir, pour de tels projets, il serait judicieux d’avoir un mécanisme de financement moins restrictif (temps et budget), tel que le mécanisme de financement du relèvement pour la consolidation de la paix (PRF), qui peut financer des projets de 36 mois sans plafond limite spécifique.	Recommandation pertinente. Cependant, cette question est liée aux modalités spécifiques des projets PBF. ONU Femmes ne peut pas mettre en œuvre cette recommandation.	Rejected	Peace and security (SPs before 2018)	Partnership, Organizational efficiency	Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Sustainability
Final evaluation of the ProJet: Renforcement de la résiliene sécuritaire, la paix et la cohésion sociale dans les régions de Mopti et Segou	Programme Evaluation	West and Central Africa	Mali	2021	Very Good	6 : Elaborer un narratif de la théorie de changement et en faire une conception schématique et un sy...	La théorie de changement est un outil clé de pilotage. Elle explique clairement la vision du projet de comment le changement sensé va se passer. Donc par conséquent, elle doit être décrite de manière claire dans un narratif avec l’implication des différentes parties prenantes pour une meilleure compréhension et orientation des actions vers sa réalisation. Pour faciliter sa compréhension davantage et assurer son utilisation au niveau des communautés à la base et des autres partenaires, une schématisation de cette ToC est nécessaire dans un contexte similaire. L’évolution du contexte socio-politique, culturel, sécuritaire, environnemental et économique des interventions similaires nécessite une révision de la ToC pour tester les différentes hypothèses et s’assurer de leur pertinence. Il sera nécessaire de faire cet exercice tous les 06 mois pour adapter les interventions au contexte en impliquant les différentes parties prenantes. Pour les projets similaires, c’est-à-dire des projets conjoints, il est nécessaire de mettre en place un système de S&E uniforme dont une agence sera le lead. Cette approche permet d’avoir une compréhension commune des indicateurs et de comment les mesurer par les différentes parties prenantes. Bien que les partenaires aient différents produits à leur charge mais ils concurrent à l’atteinte des mêmes résultats. D’où la nécessité d’uniformiser les différents outils de collecte en lien avec les indicateurs et les besoins d’information identifiés par les différents partenaires comme tel a été le cas avec les canevas de rapportage. Mais le système doit être flexible pour être en mesure de s’adapter à l’évolution du contexte et des besoins d’information. Cette option permettra une meilleure implication des différentes parties prenantes du projet en lien avec les principes de la GAR. Elle contribuera également à la prise en compte des leçons apprises et bonnes pratiques. Le système doit inclure également, l’aspect contrôle de la qualité de données de manière annuelle conduit par les chargés de S&E de l’agence en charge de ce volet. Cette approche permet d’avoir une vue plus large au-delà des missions de suivi ponctuelles. Un autre point important est l’implication des communautés à la base dans la collecte des données les concernant. Le cadre de résultats et le tableau de suivi des indicateurs de performances doivent être partie intégrante du plan de S&E. Donc un plan de S&E doit être rédigé dès la conception du projet dans le cas contraire les trois (03) premiers mois qui suivent le démarrage du projet.	Recommandation validée. Cependant, chaque projet de ONU Femmes comporte une théorie de changement claire et schématisée et dans chaque rapport sur le projet, un examen de la théorie de changement est fait pour vérifier si est toujours valide. Dans le cadre des projets PBF, ONU Femmes s’engage à : • Négocier avec les partenaires dans le cadre de chaque projet conjoint, la mise en place d’un groupe M&E de suivi évaluation dudit projet. • Discuter et mettre en place avec les autres partenaires du projet conjoint, un système conjoint de S&E	Partially Accepted	Peace and security (SPs before 2018)	Culture of results/RBM, Organizational efficiency	Capacity development, Promoting inclusiveness/Leaving no one behind, Knowledge management, Evidence, Data and statistics	Effectiveness, Sustainability
Mid-Term Eval of "Accès des femmes aux moyens de production pour une agriculture résiliente face au changement climatique"	Programme Evaluation	West and Central Africa	Mali	2022	Good	Recommandation 1 : Améliorer le niveau d’alphabétisation des femmes pour une meilleure orientation v...	Il s'agit de soutenir l'alphabétisation des femmes entrepreuneurs afin de faciliter leur apprentissage.	ONU Femmes s’engage à se concerter avec les ONG et les autres partenaires techniques et financiers pour l’intégration des femmes bénéficiaires dans la mise en œuvre de projets/programmes d’alphabétisation et d’apprentissages	Accepted	Women economic empowerment (SPs before 2018)	Climate change, Agriculture	Capacity development	Relevance
Mid-Term Eval of "Accès des femmes aux moyens de production pour une agriculture résiliente face au changement climatique"	Programme Evaluation	West and Central Africa	Mali	2022	Good	Maintenir l’approche intégrée pour une meilleure autonomisation des femmes. Basée sur la conclusion ...	Il s'agit de maintenir et renforcer l'utilisation intégrée de differentes approches d'appui, notamment l’accès aux moyens de production, l'accès aux systèmes de financement et l'acès aux marchés.	ONU Femmes s’engage à maintenir l’approche intégrée qu'elle pratique déjà. Quant au plaidoyers auprès du gouvernement pour l’instauration de la sécurité dans les zones d’intervention, il faut signaler que c’est tout le pays qui est plongé dans une grande insécurité. Le plaidoyer de ONU Femme à ce niveau se fait de façon globale, ensemble avec le reste du SNU et l’EHP .	Partially Accepted	Women economic empowerment (SPs before 2018)	Climate change, Agriculture	Capacity development, Innovation and technology	Impact
Mid-Term Eval of "Accès des femmes aux moyens de production pour une agriculture résiliente face au changement climatique"	Programme Evaluation	West and Central Africa	Mali	2022	Good	Connecter les femmes à d’autres canaux d’information pour un accès facile aux technologies et techni...	Il s'agit d'une part de soutenir les femmes en améliorant leur connaissance sur les nouvelles pratiques agricoles respectueuses de l’environnement et d'autre part de faciliter l’accès des femmes aux sources de financement. La plupart des actions relatives à l'accès aux technologies et technique agricole adaptées aux enjeux du changement climatique et à l'accès aux financements sont déjà réalisées ou sont en cours de réalisation. Le processus d’apprentissage et de redevabilité des femmes face aux changements climatiques est en cours. Plusieurs espaces collectifs d’apprentissage pratique ont été mis en place pour renforcer les capacités des bénéficiaires notamment sur les pratiques agricoles durables y compris les techniques de compostage et de production de pesticide naturel. Par ailleurs, des visites d’échanges ont été réalisées pour connecter les femmes aux informations sur les pratiques agricoles modernes et durables. Le partenariat avec la BNDA a été mis en œuvre et facilite l’accès de plusieurs groupements au financement pour accroitre leur capacité de production. En plus, le programme a directement mis à disposition de certains groupements des moyens de production et de commercialisation. Une analyse de la solidité de la théorie du changement est réalisée chaque année et est rapportée dans le rapport bailleur. L’identification des bénéficiaires est systématique tout comme les groupements et parcelles qui sont géoréférencés. ONU Femmes s’engage à faire le plaidoyer pour la prise en compte dans le prochain programme de l’informatisation de l’ensemble du processus de suivi, depuis la collecte de données sur le terrain avec l’utilisation de tablette et la mise en place d’une base de données alimenté à temps réel ;	La recommandation sera mise en oeuvre, notamment Pour faciliter l’accès des femmes aux sources de financement. ONU Femmes s’engage aussi à faire le plaidoyer pour la prise en compte dans le prochain programme de l’informatisation de l’ensemble du processus de suivi, depuis la collecte de données sur le terrain avec l’utilisation de tablette et la mise en place d’une base de données alimenté à temps réel	Partially Accepted	Women economic empowerment (SPs before 2018)	Climate change, Agriculture	Capacity development	Effectiveness
Mid-Term Eval of "Accès des femmes aux moyens de production pour une agriculture résiliente face au changement climatique"	Programme Evaluation	West and Central Africa	Mali	2022	Good	Renforcer le mécanisme de coordination entre les différentes parties prenantes, élaborer des contrat...	Il s'agit de renforcer le fonctionnement des instances de coordination du programme, singulièrement le comité de pilotage. ONU Femmes s'engage à mettre cette recommandation en oeuvre mêmes si plusieurs activités pertinantes à cet effet sont déjà réalisées ou sont en cours. Ainsi, chaque année, les parties prenantes sont invités à une rencontre d’échange sur les résultats et les nouveaux défis du programme. Cela s’ajoute aux rencontres trimestrielles organisées au niveau des ONG, partenaires d’exécution afin de trouver les solutions aux défis identifiés et partager les acquis. Par ailleurs les nouvelles procédures d’ONU Femmes prévoient des contrats pluriannuels avec les partenaires et la flexibilité de ONU Femmes a déjà permis d’ajuster les budgets en fonction des nouvelles donnes concernant la réalisation des infrastructures. Par ailleurs plusieurs sessions de formation ont été réalisées sur le terrain, notamment avec AGETIC sur les TIC pour accroitre les capacités des bénéficiaires. Des matériels informatiques et des espaces Buy From Women ont été installés pour pérenniser les actions d’accès aux TIC. Des relais communautaires ont été formés sur les TIC et dotés de téléphones androïde pour continuer à accompagner les bénéficiaires, même après la fin du programme. Des vidéos formatives ont été conçues et diffusées auprès des bénéficiaires afin de pérenniser les acquis.	Recommandation pertinente, que ONU Femmes mettra en oeuvre dans ces differents aspects. Déjà les nouvelles procédures de ONU Femmes prévoient des contrats pluriannuels avec les partenaires	Partially Accepted	Women economic empowerment (SPs before 2018)	Organizational efficiency	Oversight/governance, Capacity development, Internal coordination and communication	Efficiency
Mid-Term Eval of "Accès des femmes aux moyens de production pour une agriculture résiliente face au changement climatique"	Programme Evaluation	West and Central Africa	Mali	2022	Good	Assurer une meilleure diffusion des bonnes pratiques agricoles, une bonne représentativité des femme...	Il s'agit d'assurer une large diffusion au près des communautés des nouvelles pratiques agricoles et assurer que les chartes de gouvernance agricole soient sensible au genre.	La recommandation sera mise en oeuvre à travers des actions pertinentes incluant les hommes, déjà présents dans les groupements accompagnés par le programme Agriculture	Accepted	Women economic empowerment (SPs before 2018)	Climate change, Agriculture, Engaging men and boys	Capacity development, Advocacy	Sustainability, Human Rights, Gender equality
Evaluation du projet: "Appui à la mise en oeuvre de la Résolution 1325 à travers le relèvement économique des femmes affectées par le conflit et la protection de leur droit".	Programme Evaluation	West and Central Africa	Mali	2021	Very Good	Dans la phase d’élaboration des projets ou au démarrage, veiller à développer un système de S&E opér...	Préparation et Planification Opérationelle du suivi de projet	En application de cette recommandation, ONU Femmes s’engage à : • Réaliser un plan de suivi-évaluation permettant de suivre l’évolution des indicateurs du cadre logique, avec la définition et le mode de calcul précis pour chaque indicateur, lors de l’élaboration ou du démarrage de chaque nouveau projet/programme. Cela existe déjà pour les projets en cours. Il y aura cependant une revue et la systématisation. • Partager le plan de suivi-évaluation de chaque nouveau projet/programme aux différentes parties prenantes du projet. • Mettre à jour régulièrement le plan de suivi-évaluation de chaque nouveau projet/programme.	Accepted	Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018)	Culture of results/RBM	Promoting inclusiveness/Leaving no one behind, Evidence, Data and statistics	Relevance
Evaluation du projet: "Appui à la mise en oeuvre de la Résolution 1325 à travers le relèvement économique des femmes affectées par le conflit et la protection de leur droit".	Programme Evaluation	West and Central Africa	Mali	2021	Very Good	Renforcer à travers des interventions futures l’appui aux 52 coopératives mises en place pour s’assu...	Continuer l'appui aux 52 coopératives mises en place pour assurer leur autonomisation économique	La mise en œuvre de cette recommandation dépend beaucoup du financement de nouveau projets. ONU Femmes s’engage à : • Introduire un financement pour renforcer les 52 coopératives mises en place dans le cadre du Programme d’Appui à la R1325 (2018-2020) et garantir les investissements. • Appuyer les 52 coopératives à s’ouvrir sur les marchés régionaux, nationaux et africains.	Accepted	Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018)	Operational activities, Humanitarian action	Capacity development, National ownership	Sustainability, Impact, Gender equality
Evaluation du projet: "Appui à la mise en oeuvre de la Résolution 1325 à travers le relèvement économique des femmes affectées par le conflit et la protection de leur droit".	Programme Evaluation	West and Central Africa	Mali	2021	Very Good	Poursuivre à travers des interventions futures les actions de sensibilisation garantissant le respec...	Poursuite de la sensibilisation pour le respect des droits fondamentaux des femmes affectées par le conflit	la mise en œuvre de cette recommandation dépend beaucoup du financement de nouveaux projets. ONU Femmes s’engage à : • Introduire un financement pour garantir le respect des droits des femmes affectées par le conflit et ainsi augmenter le nombre de comités de veille, de cases de la paix, de plateformes multifonctionnelles, et renforcer les capacités des femmes leaders.	Partially Accepted	Peace and security (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Normative Support, Humanitarian action	Advocacy, Resource mobilization	Sustainability, Human Rights, Gender equality
Final evaluation of "Access of women to production means for agriculture resilient to climate change"	Programme Evaluation	West and Central Africa	Mali	2022	Not Rated	Recommandation 1 (conclusions 2 et 5) (priorité 1) : Répliquer le programme et l’étendre à d’autres ...	Le nombre total des bénéficiaires du programme s’élève à 26 543 contre 25 000 attendus. La superficie totale acquise est 349,82 ha dont 263,72 ha totalement sécurisés. Le service local de la promotion de la femme, de l’enfant et de la famille, et les veuves n’ont pas été totalement pris en compte lors de la mise en œuvre du programme. Ceux-ci expriment le besoin d’être pris en compte lors des interventions futures. Ce programme futur permettrait un renforcement durable des avantages liés à l’égalité des sexes et à l’autonomisation des femmes.	• Continuer les actions de mobilisation de ressources pour répliquer le projet • Prendre plus en compte les veuves dans les ciblages futures en intégrant ceci dans les outils de collecte de données sur les bénéficiaires • Impliquer les services rattachés au MPFEF en les invitant aux actions de programmes et les associer aux missions de suivi	Accepted	Women economic empowerment (SPs before 2018)	UN Coordination, Climate change, Agriculture	Capacity development	Relevance
Final evaluation of "Access of women to production means for agriculture resilient to climate change"	Programme Evaluation	West and Central Africa	Mali	2022	Not Rated	Recommandation 2 (conclusion 5) (priorité 1) : Encourager l’État, y compris les collectivités locale...	L’intervention de l’État et des collectivités locales reste encore limitée au regard des bénéfices qu’apporte le projet. Pour assurer la pérennisation des acquis, l’État et ses structures décentralisées devraient assurer la relève une fois le projet terminé.	ONU Femmes, s’engage à appuyer les collectivités locales à intégrer les besoins spécifiques des femmes dans les PDESEC afin de renforcer les acquis déjà obtenus sur le projet.	Accepted	Women economic empowerment (SPs before 2018)	UN Coordination, Partnership, Climate change, Agriculture	Capacity development	Relevance
Final evaluation of "Access of women to production means for agriculture resilient to climate change"	Programme Evaluation	West and Central Africa	Mali	2022	Not Rated	Recommandation 3 (conclusion 4) (priorité 2) : Connecter les femmes à d’autres canaux d’information ...	ONU Femmes s’engage à : Renforcer sa collaboration avec Orange Mali pour favoriser l’accès des femmes aux informations sur les marchés, les techniques culturales et la prévision pluviométrique grâce aux SMS ou par appel téléphonique. Les responsables des plateformes « Senekela » et « Sandji » seront invités à venir faire des présentations lors des formations sur la plateforme Buy From Women et le marketing digital. Renforcer la collaboration avec la FAO pour continuer les formations des femmes sur les technologies et techniques agricoles adaptées aux enjeux du changement climatique.		Accepted	Women economic empowerment (SPs before 2018)	UN Coordination, Climate change, Agriculture	Capacity development	Relevance
Corporate Evaluation of UN Women's Support to National Action Plans on Women, Peace and Security	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2020	Very Good	UN-Women’s NAP support should connect with and scale up a wider range of global normative frameworks...		UN-Women accepts this recommendation. This recommendation is particularly relevant given UN-Women’s whole-of-government approach to NAPs and women, peace and security more broadly. UN-Women’s work on preventing conflicts, as well as managing and ending conflicts and sustaining peace is reflected in its support to NAPs and ongoing work to strongly integrate humanitarian action, climate change, economic development, education, health, among other thematic areas, in WPS interventions. UN-Women guidance on support to NAPs at headquarters, regional and national level will actively promote engagement with relevant UN agencies and regional organizations to create stronger linkages to a wider range of normative frameworks to inform and define NAP priorities and specific actions for implementation. Noting that NAPs are national documents, UN-Women will also integrate a wider range of normative frameworks at national level, as relevant. The mapping of relevant frameworks will be mostly effective applied on a case-by-case basis that considers the specificities of each NAP and the corresponding national and regional context.	Accepted	Peace and security (SPs before 2018)	Normative Support	Alignment with strategy	Relevance
Corporate Evaluation of UN Women's Support to National Action Plans on Women, Peace and Security	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2020	Very Good	UN-Women should strengthen the synergy between its normative, coordination and operational roles in...		UN-Women accepts this recommendation. UN-Women’s work on NAPs is integrally linked to UN Women’s unique mandate and role in women, peace and security, including servicing the Security Council on WPS, as well as coordinating the UN on women, peace and security and providing operational support at country level. UN-Women’s work is guided by the unique political, social and economic realities of any given country and the Entity’s available human and financial resources resulting in a wide range of NAP outcomes and impacts. UN-Women welcomes the reconstructed theory of change for NAP development and implementation outlined in this evaluation, which provides a useful framework for developing an integrated approach to NAP support in a systematic manner and which harnesses the strength of the UN system to deliver on WPS priorities. UN-Women will update current WPS Guidelines for National Implementation to provide guidance and good practice examples on leveraging UN-Women’s triple mandate while providing support to NAPs and regional action plans.	Accepted	Peace and security (SPs before 2018)	UN Coordination, Normative Support, Operational activities	Alignment with strategy	Relevance
Corporate Evaluation of UN Women's Support to National Action Plans on Women, Peace and Security	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2020	Very Good	UN-Women should devise a strategy to harmonize its external coordination efforts, with a focus on st...		UN-Women accepts this recommendation. In its external and internal coordination role on NAPs, UN-Women currently spearheads cross-level knowledge sharing to tackle NAP challenges and to facilitate replication of good practices in different contexts. The annual report of the UN Secretary-General on WPS provides global analysis and recommendations on NAP development and implementation, as does the newly instituted UN-Women Peace and Security annual report. Both reports draw heavily from UN Women’s NAP work at national level with governments and civil society actors, as well as global forums such as the WPS Focal Points Network, for which UN Women serves as Secretariat. At headquarters, UN-Women has hosted Entity-wide webinars to address specific issues such as NAP financing, coordination, monitoring and evaluation. UN-Women will expand avenues for increased knowledge sharing at the regional level that feeds into national and global discourse and analysis. UN-Women will also devise a strategy to enable more systematic reporting and knowledge-sharing from COs and ROs on NAP support and impact of NAPs. UN-Women’s support to NAP implementation is inter-linked with its broader support to WPS. To mobilize funding for NAP implementation, UN-Women will need to work more closely and systematically with focal points of other thematic areas to identify funding priorities and to avoid overlap. This process will also require engagement with and assessment of the relevant government’s priorities for NAP implementation and opportunities for joint fundraising and management. UN-Women’s commitment to the principle of leaving no one behind (LNOB) strongly informs the Entity’s support to NAPs. As the evaluation notes, UN-Women, through its NAP work, has been effective in bringing together diverse stakeholders to agree on a common WPS agenda. While noting the leading role of government actors in determining who engages in national policy processes, UN-Women will continue to strongly advocate for a wide inclusion of stakeholders in NAP processes and to strengthen engagement with relevant UN agencies.	Accepted	Peace and security (SPs before 2018)	UN Coordination	Alignment with strategy	Relevance
Corporate Evaluation of UN Women's Support to National Action Plans on Women, Peace and Security	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2020	Very Good	UN-Women should continue to expand its current strategies to support WPS NAP development. It should ...		UN-Women accepts this recommendation. In the absence of consistent funding, UN-Women has focused resources on supporting Member States to develop their NAPs and providing technical support to operationalize the coordination, planning, resource mobilization, reporting and monitoring and evaluation of plans. The evaluation notes that the level of UN-Women’s human and financial investment on NAPs has led to the desired results. Noting that Member States have primary responsibility to develop and implement NAPs and that lack of financing and funding remains an impediment to NAP impact, UN-Women’s targeted and increased support to NAP development and implementation will contribute to and build on the Entity’s existing WPS work on conflict prevention, participation, protection, and relief and recovery. UN-Women will further expand on the embedded ToC outlined in the evaluation to assess UN Women’s added value to NAP implementation in different contexts and the feasibility of a standardized approach.	Accepted	Peace and security (SPs before 2018)	Operational activities	Alignment with strategy	Effectiveness
Corporate Evaluation of UN Women's Support to National Action Plans on Women, Peace and Security	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2020	Very Good	UN-Women should strengthen its understanding of how to support transformational shifts in gender equ...		UN-Women accepts this recommendation. UN-Women will draw from its Strategic Plan 2022-2025 and ToC to inform its interventions to advance human rights and gender equality in different types of conflict contexts. This recommendation also reflects UN-Women’s ongoing work, as captured in the annual reports of the Secretary-General on WPS, which outline WPS priorities and recommendations that can have transformational impact on communities. Furthermore, as part of the Generation Equality Forum, UN-Women is developing a global Compact on women, peace and security and humanitarian action to identify key actions that can yield the greatest impact in conflict and crisis contexts. UN-Women will benefit from more strategic analysis on how change can be meaningfully monitored and assessed in different conflict contexts as a result of specific interventions.	Accepted	Peace and security (SPs before 2018)	UN Coordination, Normative Support, Operational activities	Capacity development, Promoting inclusiveness/Leaving no one behind, Evidence, Data and statistics	Effectiveness, Human Rights, Gender equality
Corporate Evaluation of UN Women's Support to National Action Plans on Women, Peace and Security	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2020	Very Good	WPSHA management should enhance its internal reporting systems related to tracking financial resourc...		UN-Women accepts this recommendation. Current reporting on NAPs at country and regional level is context-specific and varies with the different reporting requirements of donors. More systematic reporting on NAP support and progress made throughout the year will enable UN-Women to better harness its internal knowledge capital to inform the Entity’s NAP and WPS programming and interventions. A broader discussion and guidance on financial coding of NAP interventions in the RMS will enhance tracking. Consolidating and ensuring effective dissemination of this knowledge to inform UN-Women’s work requires additional human resources and long-term financial investment. UN-Women’s specialists at headquarters can also be engaged to share their policy and programmatic expertise to inform different aspects of a given NAP.	Accepted	Peace and security (SPs before 2018)	Organizational efficiency	Knowledge management, Internal coordination and communication	Efficiency
Corporate Evaluation of UN Women's Support to National Action Plans on Women, Peace and Security	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2020	Very Good	UN-Women should expand the range of actors and processes that it engages with on WPS NAPs to broaden...		UN-Women accepts this recommendation. One of UN-Women’s most recognized approaches to NAP support is the ability to build broad based ownership of the process among diverse stakeholders. UN-Women, in consultation and collaboration with government and civil society actors, will expand its work to engage more actors from different sectors in its NAP work. Demonstrating the relevance of NAPs to non-traditional partners is critical for sustaining peace. UN-Women notes that more NAP partners necessitate more coordination and increased capacity and financial resources for governments to effectively manage the process. A decentralized approach through localization provides an avenue for a more efficient and impactful process, while recognizing that this does not eliminate the need for a comprehensive whole-of-government approach. UN-Women will systematize its analysis of NAPs to identify how UN-Women’s existing strategies and interventions can be linked to the Entity’s support to NAPs.	Accepted	Peace and security (SPs before 2018)	UN Coordination, Normative Support, Operational activities	National ownership, Promoting inclusiveness/Leaving no one behind	Sustainability
Corporate Evaluation of UN Women's Support to National Action Plans on Women, Peace and Security	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2020	Very Good	UN-Women should address the immediate need to integrate WPS principles into COVID-19 responses, as w...		UN-Women accepts this recommendation. Women, peace and security principles, which include women’s meaningful leadership and participation, protection from and accountability for sexual and gender-based violence, securing women’s economic livelihood, among others, are reflected in the Entity’s and the UN system’s response to COVID-19. UN-Women, since the onset of the pandemic, has strongly advocated at global, national and regional forums for the continued relevance and implementation of the WPS agenda, particularly during a time when financial resources are stretched. Strengthened analysis and data, which applies to conflict and crisis contexts, is needed to better inform how NAPs can be structured to more effectively address conflict and humanitarian emergencies.	Accepted	Peace and security (SPs before 2018)	Operational activities	Alignment with strategy	Gender equality
End of Project Evaluation for the KOIKA Project	Programme Evaluation	East and Southern Africa	Malawi	2021	Good	UNW should leverage its comparative advantage in promoting gender equality and women economic empowe...		Recommendation is Accepted. Promoting gender equality and women economic empowerment and lobbying for more support towards Climate Resilient Agriculture (CRA) targeting women and girls across the country is part of ongoing work.	Accepted	Women economic empowerment (SPs before 2018)	Normative Support	Advocacy	Efficiency
End of Project Evaluation for the KOIKA Project	Programme Evaluation	East and Southern Africa	Malawi	2021	Good	Since the findings for the evaluation showed that CRA through greenhouses had been introduced at thr...		Rejected, the Country office does not have resources in the 2022/2023 BWP to construct additional Green houses	Rejected	Women economic empowerment (SPs before 2018)	Climate change	Innovation and technology	Effectiveness
End of Project Evaluation for the KOIKA Project	Programme Evaluation	East and Southern Africa	Malawi	2021	Good	UNW should consider implementing the other one IR on BuyfromWomen that was not implemented IR Areas...		Rejected, the Country office does not have resources in the 2022/2023 BWP to carry out this activity	Rejected	Women economic empowerment (SPs before 2018)	Agriculture	Innovation and technology	Effectiveness
End of Project Evaluation for the KOIKA Project	Programme Evaluation	East and Southern Africa	Malawi	2021	Good	To reduce finance and procurement risks during project design and implementation, UNW should conside...		Partially accepted, training on Financial management only to be done for schemes in Lilongwe and Mzimba north only while capitalizing on synergies with other existing project.	Partially Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Capacity development	Effectiveness
End of Project Evaluation for the KOIKA Project	Programme Evaluation	East and Southern Africa	Malawi	2021	Good	UNW should consider supporting the FOs that they move towards value addition and that more trainings...		Partially accepted, training on Household Approaches and on Value addition to be done for schemes in Lilongwe and Mzimba north only while capitalizing on synergies with another existing project, namely ASWAp-Sp II	Partially Accepted	Women economic empowerment (SPs before 2018)	Agriculture	Capacity development	Effectiveness
End of Project Evaluation for the KOIKA Project	Programme Evaluation	East and Southern Africa	Malawi	2021	Good	UNW should support the Lead Farmers who were trained in 2019/2020 in the capacity building modules o...		Supporting the Lead Farmers on gender (the household approach), business management and marketing is part of on going work	Partially Accepted	Women economic empowerment (SPs before 2018)	Agriculture	Capacity development, Knowledge management	Effectiveness, Sustainability
End of Project Evaluation for the KOIKA Project	Programme Evaluation	East and Southern Africa	Malawi	2021	Good	UNW should support the schemes to become cooperatives and consider providing the K8 million-kwacha c...		Rejected. This recommendation is not feasible due to limited resources and it's not sustainable. Under AGCOM arrangement, farmers are supposed to contribute the money or provide a matching grant in kind.	Rejected	Women economic empowerment (SPs before 2018)	Not applicable	Capacity development	Effectiveness, Efficiency
End of Project Evaluation for the KOIKA Project	Programme Evaluation	East and Southern Africa	Malawi	2021	Good	UNW should support the FOs to identify similar projects with the districts or beyond for lesson lear...		Rejected, this is outside the scope of the project	Rejected	Women economic empowerment (SPs before 2018)	Agriculture	Knowledge management	Effectiveness, Efficiency, Sustainability
End of Project Evaluation for the KOIKA Project	Programme Evaluation	East and Southern Africa	Malawi	2021	Good	UNW should, while focusing on promoting and empowering women, not leave men out of the support the O...		Accepted, this is something that is already being done by UNWOMEN	Accepted	Women economic empowerment (SPs before 2018)	Engaging men and boys	Promoting inclusiveness/Leaving no one behind	Effectiveness
End of Project Evaluation for the KOIKA Project	Programme Evaluation	East and Southern Africa	Malawi	2021	Good	The design of irrigation systems should ensure that enough water resources are found during the inst...		Rejected, limited resources hence not included in the 2022/2023 BWP	Rejected	Women economic empowerment (SPs before 2018)	Climate change	Not applicable	Effectiveness, Efficiency
End of Project Evaluation for the KOIKA Project	Programme Evaluation	East and Southern Africa	Malawi	2021	Good	During the design of similar projects, there would be a need to study the cultural sensitivities of ...		Rejected, at the beginning of each intervention, UNW conducts detailed analysis of the problems and how these can be addressed	Rejected	Women economic empowerment (SPs before 2018)	Not applicable	Alignment with strategy	Effectiveness
End of Project Evaluation for the KOIKA Project	Programme Evaluation	East and Southern Africa	Malawi	2021	Good	During the design of the projects, the involvement of district and EPA staff should be encouraged. F...		Rejected District and Frontline extension staff were involved during the construction of the green houses by Thanthwe farms.	Rejected	Women economic empowerment (SPs before 2018)	Not applicable	Capacity development	Effectiveness
End of Project Evaluation for the KOIKA Project	Programme Evaluation	East and Southern Africa	Malawi	2021	Good	Future programming should ensure that adequate funding to allocated to Monitoring and Evaluation so ...		Rejected, as this is already done, allocation of funding is done for evaluation of project at the inception of a project.	Rejected	Not applicable	Culture of results/RBM	Knowledge management	Effectiveness
End of Project Evaluation for the KOIKA Project	Programme Evaluation	East and Southern Africa	Malawi	2021	Good	UNW should support exchange visits between the schemes, Thanthwe farms and even to schemes beyond th...		Partially accepted. Exchange visits are part of UNW Work	Partially Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM, Organizational efficiency	Knowledge management, South-South cooperation	Effectiveness
End of project evaluation for the Women Empowerment Programme	Programme Evaluation	East and Southern Africa	Malawi	2021	Very Good	Programming should continue aligning both national and international normative instruments as part o...		The country office already aligns interventions to normative frameworks and uses period national reports that provide evidence on what or where to focus programming on. The Country Office also conducts detailed needs assessments or situational analyses prior to designing of programmes or projects.	Partially Accepted	Global norms and standards (SPs before 2018)	Normative Support	Alignment with strategy	Relevance
End of project evaluation for the Women Empowerment Programme	Programme Evaluation	East and Southern Africa	Malawi	2021	Very Good	Further programme interventions should build on the gains made under the current programme; especial...		The Country Office will focus on interventions aimed at strengthening gender accountability mechanisms and following up on commitments made by governments in the WEP Programme and Generation Equality Campaign. These are included in the Biennial workplan	Accepted	Global norms and standards (SPs before 2018)	Normative Support	Alignment with strategy	Effectiveness
End of project evaluation for the Women Empowerment Programme	Programme Evaluation	East and Southern Africa	Malawi	2021	Very Good	Further, there is need for sustained efforts on the support provided to help women assume leadership...		The Electoral cycle support project will include interventions that support women aspirants in between the elections period - throughout the electoral cycle	Accepted	Leadership and political participation (SPs before 2018)	Normative Support	Promoting inclusiveness/Leaving no one behind	Effectiveness
End of project evaluation for the Women Empowerment Programme	Programme Evaluation	East and Southern Africa	Malawi	2021	Very Good	Continue lobbying and advocating for inclusive financial capital services; beyond the financial incl...	This work is already planned in the 2022/2023 BWP as part of lobbying for financial inclusion strategy. The strategy has an implementation plan	UN will continue lobbying for financial inclusion services with a focus on women through lobbying the Malawi Government and the financial institutions.	Partially Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Advocacy	Effectiveness
End of project evaluation for the Women Empowerment Programme	Programme Evaluation	East and Southern Africa	Malawi	2021	Very Good	Develop more partnerships with the private sector when it comes to women economic empowerment interv...		The ASWAp-SP II project-Additional financing component has an activity on working with h the Private sector, especially linking farmers to markets.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Innovation and technology	Effectiveness
End of project evaluation for the Women Empowerment Programme	Programme Evaluation	East and Southern Africa	Malawi	2021	Very Good	Future programming should continue championing innovation in eliminating violence against women and ...		CO will intensify engaging chiefs and male champions while enhancing the capacity of local structures in eliminating violence against women and girls.	Accepted	Women economic empowerment (SPs before 2018)	Engaging men and boys	Promoting inclusiveness/Leaving no one behind	Effectiveness
End of project evaluation for the Women Empowerment Programme	Programme Evaluation	East and Southern Africa	Malawi	2021	Very Good	Further programme interventions should build on the gains made under the current programme; especial...		The Country Office will focus on intervention aimed at strengthening gender accountability mechanisms and following up on commitments made by governments in the WEP Programme and Generation Equality Campaign	Accepted	Global norms and standards (SPs before 2018)	Normative Support	Oversight/governance	Effectiveness
End of project evaluation for the Women Empowerment Programme	Programme Evaluation	East and Southern Africa	Malawi	2021	Very Good	Continue investing in capacity building for UN Women Staff, CSOs partners and Government stakeholder...		Through the BWP, the Country office will implement capacity for UN Women Staff, CSOs partners and Government stakeholders in gender project management, results-based management and monitoring and reporting	Accepted	Not applicable	Culture of results/RBM	Capacity development	Efficiency
End of project evaluation for the Women Empowerment Programme	Programme Evaluation	East and Southern Africa	Malawi	2021	Very Good	Continue ensuring programming is aligned to UN Women global strategic plan, UNDAF; as well as alignm...		The Country will develop a new Strategic Note in 2022/23 which will be aligned to the new UN Women Strategic Plan and the UNDAF	Accepted	Not applicable	Organizational efficiency	Alignment with strategy	Not applicable
End of project evaluation for the Women Empowerment Programme	Programme Evaluation	East and Southern Africa	Malawi	2021	Very Good	For the benefits of the programme to be sustained; future programmes should isolate best practices (...		Recommendation noted. Future programmes will isolate best practices (taking into account UN Women Malawi comparative advantage) for continuation. Strengthening accountability mechanisms will continue. Pushing for inclusion market and financial opportunities for women groups should continue, and work through partners on the same. Programming on elimination of violence should also continue, building on innovations made such as engagement of traditional structures, male champions, and working with children and young people in schools	Accepted	Not applicable	Operational activities	Promoting inclusiveness/Leaving no one behind	Gender equality
End of project evaluation for the Women Empowerment Programme	Programme Evaluation	East and Southern Africa	Malawi	2021	Very Good	Proper exist strategies should be put in place for such programmes. Well thought-through exit strate...		All new programmes for UNW and partner projects should include a component on exit strategy as part of the proposal	Accepted	Not applicable	Culture of results/RBM	Not applicable	Sustainability
End of project evaluation for the Women Empowerment Programme	Programme Evaluation	East and Southern Africa	Malawi	2021	Very Good	Programming of this nature should establish and build-in robust mechanisms for beneficiary participa...		Beneficiaries already provide input into programming during the design, mid-term evaluation and end term evaluations	Rejected	Not applicable	Not applicable	Promoting inclusiveness/Leaving no one behind	Human Rights
Country Programme Evaluation in preparation for developing a new Strategic Note	Country-level Evaluation	East and Southern Africa	Malawi	2022	Good	Recommendation 1: 1. Optimize use of existing coordination platforms and scale up alternative avenue...	Optimize use of existing coordination platforms and scale up alternative avenues, such as virtual platforms to enhance information sharing and program focus by multi-sectoral partners. The MOGCDSW, CO, local councils and gender coordination networks should review the available coordination platforms, their membership, frequency of meetings, their suitability for information sharing and identify measures to strengthen them as key vehicles for sustained cross-learning and program focus.	The Country Office appreciates the need for improved coordination to enhance collaboration and information sharing through a multisectoral approach, among others. The Country office is already engaging and ensuring existing structures and platforms are functional. This includes the National Gender Machinery structures such as the National Gender Sector Working Group, Thematic Technical Working groups and those aligned to the National Development agenda under the Malawi Vision 2063 namely Pillar Enabler Coordination groups. The Country Office will further enhance its role and visibility as a coordinating agency on gender among the UNCT. The CO will further advance on this recommendation.	Accepted	Not applicable	UN Coordination	Internal coordination and communication	Effectiveness, Efficiency, Relevance
Country Programme Evaluation in preparation for developing a new Strategic Note	Country-level Evaluation	East and Southern Africa	Malawi	2022	Good	Recommendation 2: The CO, in collaboration with MOGCDSW and NGOGCN should intensify targeted advocac...	The country office does not have resources to support intensification of targeted advocacy and lobbying for expedited political and administrative approvals	The country will continue its resource mobilization efforts while working together with like-minded institutions and stakeholders, including the UNCT, in supporting the Malawi Government to implement reforms in Laws and Policies	Accepted	Global norms and standards (SPs before 2018)	Normative Support	Capacity development, Promoting inclusiveness/Leaving no one behind	Impact
Country Programme Evaluation in preparation for developing a new Strategic Note	Country-level Evaluation	East and Southern Africa	Malawi	2022	Good	The CO should facilitate technical capacity building of Department for Human Resources Management De...		It is not the mandate of DHRMD to implement programs on women empowerment and development in leadership positions as is being recommended. CO does not build the capacity of Government Agencies in resource mobilization, technical skills development, and proposal development.	Rejected	Not applicable	Operational activities	Capacity development	Not applicable
Country Programme Evaluation in preparation for developing a new Strategic Note	Country-level Evaluation	East and Southern Africa	Malawi	2022	Good	Recommendation 4: 4. The CO should support the process to popularize and disseminate newly approved ...		The Country Office has been working with MoGCDSW, MoLGRD and NLGFC and the existing working relationship offers a good entry point for further engagements. Also, existing platforms for coordination are looking at issues of financing in relation to achieving strategic milestone in the Malawi Vision 2063. This is an ideal recommendation to ensure financing is gender responsive and contributes to achievement of Gender Equality in Malawi	Accepted	Global norms and standards (SPs before 2018)	Normative Support	Advocacy	Effectiveness, Relevance
Country Programme Evaluation in preparation for developing a new Strategic Note	Country-level Evaluation	East and Southern Africa	Malawi	2022	Good	Recommendation 5: 5. The CO and MOGCDSW should continue partnering with NSO to build capacity of MDA...		The CO is already continuing its partnership with NSO and Ministry of Gender in engaging other Government ministries, departments and agencies including CSO on Gender Statistics. Following the assessment of the national statistical systems, a proposal was developed and efforts to mobilize resources is ongoing to ensure interventions are implemented to ensure generation, dissemination, and utilization of gender statistics.	Accepted	Governance and planning (SPs before 2018)	Partnership	Capacity development	Effectiveness, Relevance, Impact
Country Programme Evaluation in preparation for developing a new Strategic Note	Country-level Evaluation	East and Southern Africa	Malawi	2022	Good	The CO should jointly work with FAO and the Agriculture Sector Technical Working Group, ensure that ...		CO takes this recommendation wholly and will ensure it provides the necessary reports and review consolidated reports to ensure it incorporates best practices and key achievements gained through UN Women’s implementation	Accepted	Women economic empowerment (SPs before 2018)	Climate change, Agriculture	Capacity development, National ownership, Innovation and technology	Relevance, Sustainability, Impact
Country Programme Evaluation in preparation for developing a new Strategic Note	Country-level Evaluation	East and Southern Africa	Malawi	2022	Good	Recommendation 7 The MOGCDSW, in collaboration with the CO, should undertake a comprehensive evaluat...		The CO will collaborate with the global SI end evaluation to undertake a comprehensive evaluation of the impact of interventions focusing on GEWE related cultural norms and practices in consultation with MOGCDSW	Accepted	Not applicable	Not applicable	Knowledge management, Evidence, Data and statistics	Impact
Country Programme Evaluation in preparation for developing a new Strategic Note	Country-level Evaluation	East and Southern Africa	Malawi	2022	Good	Recommendation 8: The CO should review its staff requirements in the context of the envisaged portfo...	The CO should review its staff requirements in the context of the envisaged portfolio, and establish a database of pre-qualified consultants, to shorten the recruitment process	Accepted CO envisages system changes (Moving from ATLAS to Quantum) that will already consider delays and provide a mechanism for enabling timely recruitments. As such CO will adapt accordingly to fit within system timeframes once such systems changes are affected	Accepted	Not applicable	Not applicable	Not applicable	Not applicable
Country Programme Evaluation in preparation for developing a new Strategic Note	Country-level Evaluation	East and Southern Africa	Malawi	2022	Good	Recommendation 9: The CO should review the Resource mobilization strategy in alignment with that of ...		This is critical and in line with this recommendation the CO has already planned to review and finalize and implement a Resource Mobilization Strategy.	Accepted	Not applicable	UN Coordination, Partnership, Normative Support, Organizational efficiency	Resource mobilization	Effectiveness, Efficiency, Relevance, Sustainability
Country Programme Evaluation in preparation for developing a new Strategic Note	Country-level Evaluation	East and Southern Africa	Malawi	2022	Good	Recommendation 10: The CO, in collaboration with the Government of Malawi, should review the impleme...		There is already agreed funding arrangement between the WB and Government of Malawi until the program period ,hence ,UN Women relies on the same to access funds which has to be through Ministry of Agriculture	Rejected	Women economic empowerment (SPs before 2018)	Climate change, Agriculture	Resource mobilization	Not applicable
Country Programme Evaluation in preparation for developing a new Strategic Note	Country-level Evaluation	East and Southern Africa	Malawi	2022	Good	The CO should strengthen the RBM system as a continuous learning opportunity until RBM is institutio...		The CO will ensure that RBM capacity efforts are systematically planned, institutionalize utilization or update increased through periodic reviews and refreshers. The country office has conducted RBM training for staff and partners and as a result the quality of reports has improved compared to reports from past years	Accepted	Not applicable	Culture of results/RBM	Capacity development, Knowledge management	Not applicable
Country Programme Evaluation in preparation for developing a new Strategic Note	Country-level Evaluation	East and Southern Africa	Malawi	2022	Good	The CO needs to maintain and strengthen its focus on capacity building of existing institutions and ...		CO agrees with the recommendation and undertakes to provide technical support and advisory wherever applicable to ensure strategic capacity building that will sustain gender mainstreaming, coordination, implementation, and monitoring is consistent. For choice of partners, focus on mandate and footprint at district level will be maintained.	Accepted	Global norms and standards (SPs before 2018)	Culture of results/RBM, Organizational efficiency	Capacity development	Gender equality
Country Programme Evaluation in preparation for developing a new Strategic Note	Country-level Evaluation	East and Southern Africa	Malawi	2022	Good	The CO needs to strategize on funding modalities, so that numerous short-term projects are avoided a...		CO agrees with the recommendation and is moving in the direction so more strategic and systematic engagement of few relevant partners that can deliver . In addition, the CO need to diversify its donor base to non-traditional ones and strengthen existing partnership	Accepted	Not applicable	Not applicable	Resource mobilization	Impact, Gender equality
Country Programme Evaluation in preparation for developing a new Strategic Note	Country-level Evaluation	East and Southern Africa	Malawi	2022	Good	There is a need to develop and implement a more robust strategy to disseminate and popularize legal ...		Country Office will incorporate this in its new SN under its coordination role, to disseminate and popularize legal and policy instruments	Accepted	Global norms and standards (SPs before 2018)	Normative Support	Oversight/governance, Advocacy	Effectiveness, Relevance, Impact, Gender equality
Country Programme Evaluation in preparation for developing a new Strategic Note	Country-level Evaluation	East and Southern Africa	Malawi	2022	Good	The CO should enhance documentation of success stories that are impacting on gender and social dynam...		This is a critical endeavour and CO will continue its efforts in that direction	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM	Knowledge management, South-South cooperation, Resource mobilization	Impact, Human Rights
Country Programme Evaluation in preparation for developing a new Strategic Note	Country-level Evaluation	East and Southern Africa	Malawi	2022	Good	The CO, in collaboration with UNCT partners, should strive to streamline and consolidate the project...		In line with its coordination mandate on Gender equality, CO will strengthen its efforts within and through UNCT especially at this critical time a new Cooperation Framework is being developed. Additionally, at CO programming level, CO will maintain robust partner selection processes including capacity assessments (due diligence) to select few and best suited partners with requisite technical capacity to implement result-oriented projects	Accepted	Not applicable	UN Coordination	Alignment with strategy	Effectiveness, Efficiency
Country Portfolio Evaluation + Audit - Viet Nam	Country-level Evaluation	Asia and the Pacific	Vietnam	2021	Very Good	ROAP and CO management, in consultation with Change Management in headquarters, to define a vision f...		Vietnam Country Office (VCO) accepts this recommendation. Defining a vision for the CO’s sustainability and footprint in the next 5 years (2022-2026) should be considered a corporate process that will include a close involvement of the RO, a very detailed alignment with the new Viet Nam UNSDCF being designed in 2021, and the particular conditions and priorities of Viet Nam as a Lower Middle Income Country (LMIC) with very clear ambitions for economic recovery and growth in the post-covid-19 era, in alignment with international commitments made (including SDGS and CEDAW).	Accepted	Not applicable	Operational activities, Organizational efficiency	Oversight/governance	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Gender equality
Country Portfolio Evaluation + Audit - Viet Nam	Country-level Evaluation	Asia and the Pacific	Vietnam	2021	Very Good	The CO should prioritize the thematic areas and activities underneath with a view to building a cohe...		VCO accepts the recommendations. The parallel development of a UNSDCF and the UN Women corporate strategic plan offers the unique opportunity for the development of a strengthened strategic note that accomplishes better our triple mandate for improved relevance, impact and cost effectiveness for the achievement of GE/WE in Viet Nam.	Accepted	Not applicable	Organizational efficiency	Oversight/governance	Effectiveness, Relevance, Sustainability, Impact, Gender equality
Country Portfolio Evaluation + Audit - Viet Nam	Country-level Evaluation	Asia and the Pacific	Vietnam	2021	Very Good	Building on the existing plans of the UN system and development partners for strengthening synergies...		VCO accepts the recommendation. Through its works UN Women Viet Nam has demonstrated to prioritize the LNOB principle and the most vulnerable groups of women (i.e. ethnic minority, rural, with disability or HIV, etc.) or the LGBTQI community in all our work. Yet, for the greater impact, we acknowledge the need to strengthen the ME and RBM aspect of our work with these groups.	Accepted	Not applicable, Leadership and participation in governance systems (SP 2018-2021)	Partnership, Normative Support, Culture of results/RBM, Organizational efficiency, Faith based	Oversight/governance, Capacity development, Promoting inclusiveness/Leaving no one behind, Internal coordination and communication	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Gender equality
Country Portfolio Evaluation + Audit - Viet Nam	Country-level Evaluation	Asia and the Pacific	Vietnam	2021	Very Good	In line with UN reform, under the Resident Coordinator’s overall guidance, the CO to • Leverage its ...		VCO partially accepts the recommendation. There is room to refine the coordination function on gender by UN Women Viet Nam to make it more strategic and interconnected between the different spaces where UN Women leaders in this role. Regarding the upcoming UNSDCF, the outcomes have already been negotiated and agreed with the government and there is no room for a gender only outcome. However, UN Women Vietnam is advocating for a separate gender output and indicators. By 31 Oct, UN Women completed Recommendation 4: Develop a Country Office coordination strategy and success indicators that are regularly measured. The VCO Coordination Strategy addresses 2 layers of coordination to advance GEWE: within the UN System and with external stakeholders. Moreover, it adds a third objective/key area of action that is to strengthen the capacity and effectiveness of UN Women Viet Nam’s coordination efforts, including by tracking VCO resources (financial and HR) dedicated to coordination and value added/strategic results delivered thanks to it, in order to increase UN Women’s credibility and visibility. The staff that took the charge of this work: Ms Vu Phuong Ly, Programme Specialist of Viet Nam CO, with the support of Ms. Kim Lan, Programme Manager on WEE, and the country representative, who dedicated a lot of time after working hours to complete this task. The Strategy received the technical input and was cleared by Ms. Hulda Otieno, Coordination Specialist at the Regional Office for APAC.	Partially Accepted	Not applicable	UN Coordination, Normative Support, Operational activities, Faith based	Alignment with strategy, Capacity development, Promoting inclusiveness/Leaving no one behind, Internal coordination and communication, Innovation and technology, Evidence, Data and statistics, Resource mobilization	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality
Country Portfolio Evaluation + Audit - Viet Nam	Country-level Evaluation	Asia and the Pacific	Vietnam	2021	Very Good	The CO should establish an integrated strategic partnership and capacity building approach based on ...		VCO accepts the recommendation. Establishment of strategic partnerships across its works (avoiding the tendency to a siloed project approach) Recommendation 5: The Country Office should establish an integrated strategic partnership and capacity building approach was completed. The Capacity Building Strategy is currently under development. An International Consultant has been hired and is currently in the document review stage. By December 2022 we expect to have the document review and outline of the strategy and methodology for data collection finalized. We are requesting an extension until February 2023 to undertake the necessary consultations with Stakeholders and develop a strong and implementable Capacity Building Strategy to accompany the VCO SN 2022-2023.	Accepted	Not applicable	UN Coordination, Partnership, Normative Support, Operational activities, Culture of results/RBM, Organizational efficiency, Faith based	Alignment with strategy, Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Evidence, Data and statistics, Resource mobilization	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Gender equality
Country Portfolio Evaluation + Audit - Viet Nam	Country-level Evaluation	Asia and the Pacific	Vietnam	2021	Very Good	The CO should strengthen its RBM practices, and identification, prioritization and control of key ri...		This recommendation is partially accepted by the VCO. Although VCO recognizes the need to strengthen its RBM practices reinforce its evidence-based and result based programming, the feasibility of the proposed recommendations depends on the availability of resources in the medium term. Therefore, this recommendation needs to be reassessed in the process of development of the SN. By Nov 2022, VCO nearly completed the recommendation 6 on the integrated M&R framework for VCO that combines and links the outputs and indicators from (1) Viet Nam One UN Country framework, (2) UN Women SN 2022-2026, (3) Country/regional Programme/project; and (4) Partner agreements. This is responding to the Recommendation 6 of the Country Portfolio evaluation.	Partially Accepted	Not applicable	Operational activities, Culture of results/RBM, Organizational efficiency, Faith based	Alignment with strategy, Capacity development, Knowledge management, Evidence, Data and statistics	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Gender equality
Country Portfolio Evaluation + Audit - Viet Nam	Country-level Evaluation	Asia and the Pacific	Vietnam	2021	Very Good	The CO should strengthen its risk management and controls in key operational areas to ensure cost-ef...		VCO accepts the recommendation and will seek to improve risk management and controls to improve the overall competitiveness, transparency and fairness of SSA recruitments, efficiency/effectiveness of procurement and of field travel and networking. Recommendation 7 Strengthening Risk management practices was completed in Oct 2022. The VCO team developed a database of consultants and partners that have engaged with UN Women Viet Nam in the recent years. The database includes an assessment of performance and information on strengths/weakness to be taken into consideration for future engagements. The VCO will also seek to map new/additional available resources (individuals/organizations) in Viet Nam, to expand its pool of partnerships in the different areas of our work. In the sharepoint link that VCO developed, there are two types of databases: 1) one with 65 individual past and potential consultants: and 2) one with CSOs orgs and networks that could serve as implementing or strategic partners for VCO in the future. Also, in attachment there is an introductory document to both Databases and the process to collect the information. Note that these are living documents to be updated at least once a year.	Accepted	Not applicable	Operational activities	Oversight/governance	Effectiveness, Efficiency, Sustainability
Evaluation of Joint Program financed by the PBF: “Peacebuilding and protection of girls, boys, adolescents and young people in the Colombia-Ecuador cross-border area, affected by violence and armed conflict“	Organizational Performance Evaluation	Americas and the Caribbean	Ecuador	2021	Good	Dada la presencia en el mediano y largo plazo de todas las agencias en las áreas de intervención del...		Desde ONU Mujeres Ecuador se trabajará en acciones de sostenibilidad con actores clave y población beneficiaria en la zona de frontera norte.	Accepted	Peace and security (SPs before 2018)	Partnership, Humanitarian action	Not applicable	Sustainability
Evaluation of Joint Program financed by the PBF: “Peacebuilding and protection of girls, boys, adolescents and young people in the Colombia-Ecuador cross-border area, affected by violence and armed conflict“	Organizational Performance Evaluation	Americas and the Caribbean	Ecuador	2021	Good	Prever actuaciones específicas de incidencia e influencia política a nivel nacional para promover ca...		Generar acciones de incidencia que promuevan el compromiso político y su integración a nivel programático para el cumplimiento de los derechos de las mujeres y la reducción del riesgo de violencia	Accepted	Peace and security (SPs before 2018), Ending violence against women (SPs before 2018)	Humanitarian action, Engaging men and boys	Advocacy	Human Rights
Evaluation of Joint Program financed by the PBF: “Peacebuilding and protection of girls, boys, adolescents and young people in the Colombia-Ecuador cross-border area, affected by violence and armed conflict“	Organizational Performance Evaluation	Americas and the Caribbean	Ecuador	2021	Good	Considerar la inclusión de actividades que promuevan el ocio, el juego y el tiempo libre de los niño...		Es necesario generar conocimiento y promover estándares de atención a mujeres en espacios de acogida para que se garantice su seguridad dentro de ellos.	Accepted	Peace and security (SPs before 2018)	Partnership, Humanitarian action	Knowledge management	Human Rights
Evaluation of Joint Program financed by the PBF: “Peacebuilding and protection of girls, boys, adolescents and young people in the Colombia-Ecuador cross-border area, affected by violence and armed conflict“	Organizational Performance Evaluation	Americas and the Caribbean	Ecuador	2021	Good	Fortalecer el trabajo en red y promover espacios de articulación y convergencia entre los distintos ...		Es necesario la generación de espacios de convergencia. Para esto se cuenta con la capacidad técnica pero no con recursos para generar estos espacios.	Partially Accepted	Peace and security (SPs before 2018)	Partnership	Advocacy	Sustainability
Evaluation of Joint Program financed by the PBF: “Peacebuilding and protection of girls, boys, adolescents and young people in the Colombia-Ecuador cross-border area, affected by violence and armed conflict“	Organizational Performance Evaluation	Americas and the Caribbean	Ecuador	2021	Good	Diseñar y planificar el Proyecto considerando los tiempos de las elecciones municipales y el cambio ...		No hay segunda fase del proyecto.	Rejected	Peace and security (SPs before 2018)	UN Coordination	Not applicable	Not applicable
Evaluation of Joint Program financed by the PBF: “Peacebuilding and protection of girls, boys, adolescents and young people in the Colombia-Ecuador cross-border area, affected by violence and armed conflict“	Organizational Performance Evaluation	Americas and the Caribbean	Ecuador	2021	Good	Es importante que las agencias estén involucradas en el diseño y la planificación de futuros proyect...		Generar diálogo con otras agencias para movilizar recursos que permitan iniciar una segunda fase del proyecto	Accepted	Not applicable	UN Coordination	Resource mobilization	Not applicable
Evaluation of Joint Program financed by the PBF: “Peacebuilding and protection of girls, boys, adolescents and young people in the Colombia-Ecuador cross-border area, affected by violence and armed conflict“	Organizational Performance Evaluation	Americas and the Caribbean	Ecuador	2021	Good	Promover procesos de fortalecimiento de capacidades orientados a la replicabilidad a través de la fo...		Acciones vinculadas al proyecto Caminando que se encuentra aún en ejecución.	Accepted	Peace and security (SPs before 2018)	Partnership, Humanitarian action	Knowledge management	Sustainability
Evaluation of Joint Program financed by the PBF: “Peacebuilding and protection of girls, boys, adolescents and young people in the Colombia-Ecuador cross-border area, affected by violence and armed conflict“	Organizational Performance Evaluation	Americas and the Caribbean	Ecuador	2021	Good	Promover el uso y la disponibilidad de los recursos de formación online y el acceso a repositorios d...		Es necesario socializar y compartir los productos elaborados en el marco del proyecto Comunidades Protectoras dentro de proyectos relacionados como el proyecto Caminando que e implementa en zona de frontera y tiene un trabajo importante de capacitación y formación a funcionarios públicos en diversos temas con enfoque en movilidad humana.	Accepted	Peace and security (SPs before 2018)	Humanitarian action	Knowledge management	Sustainability
Evaluation of Joint Program financed by the PBF: “Peacebuilding and protection of girls, boys, adolescents and young people in the Colombia-Ecuador cross-border area, affected by violence and armed conflict“	Organizational Performance Evaluation	Americas and the Caribbean	Ecuador	2021	Good	Diseñar y poner en marcha un mecanismo de enlace binacional en lugar de un dispositivo de coordinaci...		No aplicable ya que no se cuenta con una segunda fase del proyecto.	Rejected	Peace and security (SPs before 2018)	UN Coordination	Not applicable	Sustainability
Proyecto mejoramiento de la calidad de vida y empoderamiento de las mujeres del norte amazónico	Programme Evaluation	Americas and the Caribbean	Bolivia	2020	Fair	El empoderamiento económico de las mujeres debe continuar como prioridad en el trabajo de ONU Mujere...	Es recomendable que ONU Mujeres en Bolivia continúe realizando esfuerzos para implementar iniciativas dirigidas al empoderamiento económico de las mujeres por su alta incidencia favorable para el ejercicio de los derechos de las mujeres. El presente Proyecto puede servir como un modelo de intervención en el ámbito productivo por la integralidad de factores que determinaron el éxito de la implementación.	LA OFICINA DE PAÍS COINCIDE CON ESTA RECOMEDACION Y PRIORIZA EL DESARROLLO DE PROPUESTAS EN EL ÀREA DE EMPODERAMIENTO ECONOMICO CON MUJERES EMPRENDEDORAS, ESPECIALMENTE EN UN CONTEXTO DE PANDEMIA QUE HA TENIDO IMPLICACIONES DETERMINANTES SOBRE LA ECONOMÍA DE LAS MUJERES.	Accepted	Women economic empowerment (SPs before 2018)	Organizational efficiency	Capacity development	Efficiency
Proyecto mejoramiento de la calidad de vida y empoderamiento de las mujeres del norte amazónico	Programme Evaluation	Americas and the Caribbean	Bolivia	2020	Fair	Mantener el enfoque integral de intervención en WEE.	Este enfoque ha garantizado la eficacia de la intervención al haber contemplado los principales factores asociados al éxito de un pequeño emprendimiento que se ha tenido como valor agregado y factor de éxito la inclusión del enfoque de equidad de género en su estrategia.	EL ENFOQUE QUE SE IMPLEMENTE EN EN LOS PROYECTOS DEL AREA WEE DEBEN INCLUIR EL ENFOQUE INTEGRAL	Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Capacity development	Efficiency
Proyecto mejoramiento de la calidad de vida y empoderamiento de las mujeres del norte amazónico	Programme Evaluation	Americas and the Caribbean	Bolivia	2020	Fair	Fortalecer los procesos de desarrollo de capacidades individuales para mujeres que viven en regiones...	Las necesidades y demandas de información, conocimiento y desarrollo de habilidades personales y técnicas por parte de las mujeres de la región, de las mujeres de bajos ingresos, indígenas y campesinas, son altas pues, en general, como se pudo verificar en la evaluación, son segmentos de la población que no tienen muchas oportunidades para acceder a este tipo de apoyo en regiones donde es costoso operar por las distancias, la accesibilidad y el aislamiento con respecto al eje central del país.	EL ABORDAJE DEL DESARROLLO DE CAPACIDADES INDIVIDUALES Y COLECTIVAS DEBE SER PRIORIZADO EN REGIONES Y POBLACIONES QUE PRESENTAN POCAS OPORTUNIDADES POR SU DISTANCIAMIENTO DEL CENTRO NEURÁLGICO DEL PAIS.	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM, Organizational efficiency	Capacity development	Effectiveness, Efficiency, Sustainability, Impact, Gender equality
Proyecto mejoramiento de la calidad de vida y empoderamiento de las mujeres del norte amazónico	Programme Evaluation	Americas and the Caribbean	Bolivia	2020	Fair	Realizar el fortalecimiento y acompañamiento a la implementación del Modelo de Gestión Empresarial I...	El Modelo ha mostrado sus potencialidades para aportar a la equidad de género y la erradicación de la violencia hacia las mujeres en el ámbito laboral, por lo que es preciso sistematizar y replicar esta experiencia para su uso en otras empresas e instituciones públicas y privadas en el país.	SE DEBE DAR CONTINUIDAD A LA IMPLEMENTACIÓN DEL MODELO DE GESTIÓN EN EMPRESAS PÚBLICAS Y MOVILIZAR RECURSOS PARA ELLO	Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, Operational activities, Organizational efficiency	Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality
Proyecto mejoramiento de la calidad de vida y empoderamiento de las mujeres del norte amazónico	Programme Evaluation	Americas and the Caribbean	Bolivia	2020	Fair	Incluir de manera explícita la corresponsabilidad y la articulación con el sector público	Es importante buscar alianzas y complementariedades, así como también fortalecer la articulación y la cooperación entre los actores involucrados. Este fortalecimiento y búsqueda de alianzas debería de darse a todos los niveles, tanto central, como departamental y municipal.	EN ADELANTE, SERA IMPORTANTE PODER FIRMAR CONVENIOS/ACUERDOS CON EL GOBIERNO EN LOS NIVELES SUBNACIONALES PARA ASEGURAR SU CORREPONSABILIDAD EN LAS INTERVENCIONES TANTO A NIVEL DE RECURSOS FINANCIEROS	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Alignment with strategy, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality
Proyecto mejoramiento de la calidad de vida y empoderamiento de las mujeres del norte amazónico	Programme Evaluation	Americas and the Caribbean	Bolivia	2020	Fair	Mantener y difundir las condiciones de acceso utilizadas por el Proyecto como una estrategia que fac...	Las condiciones de acceso de los emprendimientos de mujeres para participar en el Proyecto que fijó un aporte de contraparte porcentual menor y la posibilidad de que este aporte pueda ser contabilizado en materiales locales y mano de obra muestran la flexibilidad necesaria para llegar a mujeres de menos ingresos y en mayor situación de vulnerabilidad.	CONSIDERAR CRITERIOS DE ELEBIGIBILIDAD ADECUADOS A CADA CONTEXTO DE LAS MUJERES DEBE SER UNA ESTRATEGIA A REPLICARSE EN TODOS LOS PROYECTOS EN LOS QUE EXISTAN TRANSFERENCIAS DE ACTIVOS PRODUCTIVOS	Accepted	Women economic empowerment (SPs before 2018)	Operational activities, Organizational efficiency	Alignment with strategy, Oversight/governance, Advocacy	Effectiveness, Gender equality
Proyecto mejoramiento de la calidad de vida y empoderamiento de las mujeres del norte amazónico	Programme Evaluation	Americas and the Caribbean	Bolivia	2020	Fair	Retroalimentar las políticas nacionales impositivas que limitan la formalización de los emprendimien...	De esta manera, el Proyecto habrá aportado al análisis nacional de factores como el impositivo que limitan la formalización de pequeños emprendimientos. Para esto se propone socializar con el mdpyep las opiniones de las mujeres de los emprendimientos sobre cómo las políticas impositivas obstaculizan el avance de dichas iniciativas.	ACUMULAR Y DIFUNDIR EVIDENCIA SOBRE CÓMO EL SISTEMA IMPOSITIVO ACTUAL GENERA LIMITACIONES A PEQUEÑOS EMPRENDIMIENTOS EN MANOS DE MUJERES DEBE CONVERTIRSE EN UNA LÍNEA DE INVESTIGACIÓN PARA LA CO	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Culture of results/RBM	Capacity development, Advocacy	Effectiveness, Efficiency, Gender equality
Proyecto mejoramiento de la calidad de vida y empoderamiento de las mujeres del norte amazónico	Programme Evaluation	Americas and the Caribbean	Bolivia	2020	Fair	Contar con mecanismos oportunos para proporcionar información financiera a las contrapartes nacional...	Contar con mecanismos oportunos para proporcionar información financiera a las contrapartes nacionales que solicitan periódicamente esta información como involucrados en la co-ejecución del Proyecto.	ESTA ES UNA RECOMENDACIÓN QUE REQUIERE UN ANÁLISIS Y PROCESO DE CONSULTA MÁS PROFUNDO A NIVEL DE LA REPRESENTACIÓN Y DEL ÁREA FINANCIERA DE LA CO	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Organizational efficiency	Advocacy	Gender equality
Proyecto mejoramiento de la calidad de vida y empoderamiento de las mujeres del norte amazónico	Programme Evaluation	Americas and the Caribbean	Bolivia	2020	Fair	Sistematizar y difundir el Proyecto como una intervención integral pertinente y exitosa para las muj...	En los próximos años, las políticas públicas se centrarán en la reactivación económica para la generación de ingresos y empleo, para asegurar la participación de las mujeres es importante que se desarrollen intervenciones de apoyo a las mujeres emprendedoras con una mirada integral que incorpore, además, la prestación de servicios del cuidado de sus hijas/os menores de 6 años, bajo distintas modalidades como la de servicios móviles.	EL MODELO DESARROLLADO EN LA INTERVENCIÓN DEBE SER SISTEMATIZADO PARA ESCALAMIENTO Y RÉPLICA	Accepted	Women economic empowerment (SPs before 2018)	Organizational efficiency	Knowledge management	Relevance, Gender equality
Proyecto mejoramiento de la calidad de vida y empoderamiento de las mujeres del norte amazónico	Programme Evaluation	Americas and the Caribbean	Bolivia	2020	Fair	Contribuir al fortalecimiento de políticas de fomento a emprendimientos de mujeres.	Las políticas de fomento a emprendimientos de mujeres deberían estar orientadas a mejorar el acceso a créditos blandos para mejorar los activos productivos, considerando para ello las capacidades que tienen las mujeres para garantizar contrapartes.	ESTA RECOMENDACIÓN DEBERÍA SER INCORPORADA EN EL NUEVO PLAN NACIONAL DE DESARROLLO	Accepted	Women economic empowerment (SPs before 2018)	Normative Support	Oversight/governance, National ownership, Advocacy	Gender equality
Proyecto mejoramiento de la calidad de vida y empoderamiento de las mujeres del norte amazónico	Programme Evaluation	Americas and the Caribbean	Bolivia	2020	Fair	Asegurar la presencia de las mujeres en espacios de comercialización y ruedas de negocios como parte...	La presencia de las mujeres en ferias nacionales, departamentales y locales y ruedas de negocios ha demostrado su valor agregado pues fortalece su visión de mercado y sus capacidades de negociación.	LA ORIENTACIÓN HACIA LA SOSTENIBILIDAD DE MERCADOS DEBE SER PARTE INTEGRAL DE TODAS LAS INTERVENCIONES DE LA CO EN EL AREA WEE CON MUJERES EMPRENDEDORAS Y LA ESTRATEGIA DE PARTICIPACIÓN EN FERIAS Y RUEDAS DE NEGOCIOS DEBE SER LA CONSTANTE.	Accepted	Women economic empowerment (SPs before 2018)	UN Coordination, Partnership, Culture of results/RBM	Alignment with strategy, Oversight/governance, Promoting inclusiveness/Leaving no one behind, Advocacy	Gender equality
Proyecto mejoramiento de la calidad de vida y empoderamiento de las mujeres del norte amazónico	Programme Evaluation	Americas and the Caribbean	Bolivia	2020	Fair	Contribuir a la flexibilización de las normas impositivas para las mujeres	Buscar caminos para que los emprendimientos de mujeres puedan comercializar de manera directa con las entidades públicas – caso alimentación complementaria escolar -, para evitar la intermediación y obligaciones tributarias altas.	ESTA RECOMENDACIÓN NECESITA DE INCIDENCIA EFECTIVA E INMEDIATA A NIVEL DE LAS COMPRAS ESTATALES QUE LA CO PODRIA INICIAR EN COORDINACIÓN CON OTRAS INSTANCIAS DE LA COOPERACION	Accepted	Women economic empowerment (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Partnership, Normative Support	Oversight/governance, Capacity development	Gender equality
Proyecto mejoramiento de la calidad de vida y empoderamiento de las mujeres del norte amazónico	Programme Evaluation	Americas and the Caribbean	Bolivia	2020	Fair	Realizar los esfuerzos para dar continuidad a la iniciativa con una segunda fase.	Una segunda fase permitirá: a) consolidar los 12 emprendimientos de la primera Fase, b) fortalecer el funcionamiento del Modelo de gestión empresarial inclusivo con enfoque de género, c) desarrollar acciones sistemáticas de fortalecimiento de capacidades de los GAM y GAD en el empoderamiento de las mujeres, d) ampliar el proyecto a nuevos emprendimientos de mujeres o con amplia participación de mujeres en otros municipios de la región amazónica, e) sistematizar la experiencia para su difusión e incidencia en las políticas públicas.	LA CO HA BUSCADO LA POSIBLIDAD DE UNA SEGUNDA FASE DEL PROYECTO DE AMAZONIA, LAMENTABLEMENTE EL CONTEXTO COVID NO HA PERMITIDO LOS RECURSOS SUFICIENTES DEL MISMO DONANTE. NO OBSTANTE, EL REPLICAMIENTO DEL PROYECTO ES FACTIBLE GRACIAS A UNA DONACIÓN DE OTRO DONANTE SOBRE LA BASE DEL MODELO DE INTERVENCIÓN DEL ESTE PROYECTO	Accepted	Women economic empowerment (SPs before 2018)	Operational activities, Not applicable	Not applicable	Gender equality
Proyecto mejoramiento de la calidad de vida y empoderamiento de las mujeres del norte amazónico	Programme Evaluation	Americas and the Caribbean	Bolivia	2020	Fair	Otorgar más tiempo y recursos al proceso de planificación	Es importante contar con una planificación sólida que guíe el accionar de los Proyectos por lo que se recomienda otorgar mayores esfuerzos al mismo.	LAS PROPUESTAS DE PROYECTOS Y LOS PROYECTOS A IMPLEMENTARSE EN EL TEMA DE WEE CON MUJERES EMPRENDEDORAS DE ÁREAS PERI URBANAS Y RURALES DEBEN CONSIDERAR MAYOR TIEMPO DE IMPLEMENTACIÓN PARA LOGRAR LOS RESULTADOS PREVISTOS Y ALCANZAR EL IMPACTO DESEADO	Accepted	Peace and security (SPs before 2018)	Culture of results/RBM	Capacity development	Impact, Gender equality
“Mujeres y Políticas Municipales a favor de la igualdad y erradicación de la violencia”	Programme Evaluation	Americas and the Caribbean	El Salvador	2020	Good	Coordinar de manera permanente la colaboración técnica entre el País Vasco y El Salvador, potenciand...	Se observa la necesidad de mantener la sostenibilidad de un espacio de dialogo plural para la igualdad de género en el ámbito municipal, por lo que se recomienda coordinar de manera permanente la colaboración técnica entre el País Vasco y El Salvador, potenciando especialmente aquellas experiencias exitosas para la construcción de agendas municipales que promueven la igualdad sustantiva.	La oficina de país realizará acciones de seguimiento con País Vasco la para garantizar la colaboración técnica.	Accepted	Ending violence against women (SPs before 2018)	Not applicable	Alignment with strategy, National ownership, Advocacy	Gender equality
“Mujeres y Políticas Municipales a favor de la igualdad y erradicación de la violencia”	Programme Evaluation	Americas and the Caribbean	El Salvador	2020	Good	Identifica y promover experiencias concretas de mujeres de la población sujeto o mujeres de base pa...	En el Intercambio de Experiencias no se incluyeron ponencias de lideresas locales, por lo que se sugiere que en futuros procesos de planificación de intercambios de experiencias se identifiquen y promuevan experiencias concretas de mujeres de la población sujeto o mujeres de base para profundizar en el impacto de la intervención del proyecto y al mismo tiempo fortalecen estos liderazgos.	La oficina de país planificará la inclusión de mujeres lideresas de base en los intercambios de experiencias que se realicen a partir del próximo año.	Accepted	Ending violence against women (SPs before 2018)	Not applicable	Capacity development, National ownership, Knowledge management	Gender equality
“Mujeres y Políticas Municipales a favor de la igualdad y erradicación de la violencia”	Programme Evaluation	Americas and the Caribbean	El Salvador	2020	Good	Incluir en futuros proyectos que ONU Mujeres formule, este sea un componente importante, incluyéndol...	Se observó como uno de los hallazgos, el no incluir el componente de interculturalidad desde la planificación del proyecto hasta su ejecución; por lo que se recomienda que en futuros proyectos que ONU Mujeres formule, este sea un componente importante, incluyéndolo como eje transversal con acciones específicas.	Actualmente la oficina de ONU Mujeres en El Salvador tiene como política la inclusión del componente de interculturalidad en la planificación de proyectos, sin embargo, se hará énfasis en la inclusión de este componente en futuros proyectos.	Partially Accepted	Ending violence against women (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind, Advocacy	Gender equality
“Mujeres y Políticas Municipales a favor de la igualdad y erradicación de la violencia”	Programme Evaluation	Americas and the Caribbean	El Salvador	2020	Good	Generar espacios de articulación entre las organizaciones socias del proyecto y con otros actores co...	Se observó que las organizaciones socias del proyecto tienen coordinación y sinergias con ONU Mujeres, no así entre ellas. Para futuras acciones se recomienda generar espacios de articulación entre las organizaciones socias del proyecto y con otros actores como la empresa privada en cada municipio, que puedan aportar en la igualdad de género en el marco del cumplimiento de la Agenda de Desarrollo Sostenible 2030, puesto que si bien se identifican avances significativos para la participación efectiva de las mujeres en el espacio público, aún persisten limitantes relacionados a los mandatos, estereotipos y roles de género especialmente en cuanto a la autoestima, trabajo reproductivo y de cuido, autonomía económica, entre otros.	La oficina de país considerará en futuros proyectos, la generación de espacios de articulación entre las organizaciones socias del proyecto y con otros actores como la empresa privada en cada municipio.	Accepted	Ending violence against women (SPs before 2018)	Not applicable	Not applicable	Not applicable
“Mujeres y Políticas Municipales a favor de la igualdad y erradicación de la violencia”	Programme Evaluation	Americas and the Caribbean	El Salvador	2020	Good	Se identifica que es necesario fortalecer acciones específicas orientadas a motivar la participación...	Se identifica que es necesario fortalecer acciones específicas orientadas a motivar la participación inclusiva en todos los resultados del proyecto, por lo que se recomienda en futuros proyectos, la incorporación a los espacios organizativos del sector de mujeres jóvenes, mujeres con discapacidad y/o pertenecientes a población LGBTI, esto en función de consolidar procesos formativos inclusivos desde un análisis interseccional que apuesten a incluir en la agenda municipal y nacional las necesidades de las mujeres en condición de vulnerabilidad.	La oficina de país priorizará la inclusión de la participación de población de mujeres jóvenes, mujeres con discapacidad y/o pertenecientes a la población LGBTI en los futuros proyectos.	Partially Accepted	Ending violence against women (SPs before 2018)	Normative Support	Promoting inclusiveness/Leaving no one behind	Gender equality
“Mujeres y Políticas Municipales a favor de la igualdad y erradicación de la violencia”	Programme Evaluation	Americas and the Caribbean	El Salvador	2020	Good	La herramienta de planificación y gestión municipal para la transversalización de la igualdad de gén...	La herramienta de planificación y gestión municipal para la transversalización de la igualdad de género fue elaborada con éxito de manera participativa, sin embargo, no se garantiza su implementación en el ámbito nacional, por lo que se recomienda que se dé seguimiento institucional a través del área de Participación Política de ONU Mujeres hasta su ejecución.	La oficina de país elaborará un plan de implementación de la a herramienta de planificación y gestión municipal para la transversalización de la igualdad de género, junto con ISDEM.	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Capacity development	Sustainability
“Mujeres y Políticas Municipales a favor de la igualdad y erradicación de la violencia”	Programme Evaluation	Americas and the Caribbean	El Salvador	2020	Good	No se observa medición del efecto de los procesos de capacitación dirigidas a las mujeres políticas,...	No se observa medición del efecto de los procesos de capacitación dirigidas a las mujeres políticas, por lo que se recomienda que en futuros procesos de formación sean integrados a la planificación del proyecto.	La oficina de país coordinará con ANDRYSAS para elaborar una metodología que evalúe los efectos de las capacitaciones en las mujeres políticas y que sea incluida como un mecanismo de medición en futuros proyectos.	Accepted	Ending violence against women (SPs before 2018)	Operational activities	Oversight/governance	Gender equality
“Mujeres y Políticas Municipales a favor de la igualdad y erradicación de la violencia”	Programme Evaluation	Americas and the Caribbean	El Salvador	2020	Good	Los impactos del COVID-19 en la vida de las mujeres podrían generar dificultades en el seguimiento d...	Los impactos del COVID-19 en la vida de las mujeres podrían generar dificultades en el seguimiento de las redes de mujeres creadas en el marco del proyecto, por lo que se recomienda que ONU Mujeres trabaje una estrategia de seguimiento de estas, con el propósito de contribuir a la sostenibilidad de las redes formadas.	La oficina de país coordinará con organizaciones de sociedad civil el seguimiento organizativo de las redes locales creadas en el marco del proyecto.	Partially Accepted	Ending violence against women (SPs before 2018)	Normative Support, Not applicable	Capacity development, Promoting inclusiveness/Leaving no one behind	Sustainability
Final Evaluation of Women’s Economic Empowerment in the South Caucasus Project (WEESC)	Regional Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Ensure that implementing partners, key stakeholders and a representative sample of women beneficiari...		Extensive stakeholder consultations, thematic bilateral meetings and several studies carried out during the inception and the first main phase project, as well as the final external evaluation, have provided the foundation for the updates and revisions to the interventions proposed for the second phase of the project. Further consultations with the stakeholders and focus groups with women beneficiaries are planned prior to drafting of the Terms of Reference for the implementing partners.	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Culture of results/RBM	National ownership	Relevance, Sustainability
Final Evaluation of Women’s Economic Empowerment in the South Caucasus Project (WEESC)	Regional Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Refresh the inception analysis to look more closely at the factors that facilitate and limit women’s...		The studies that are being completed by the end of the first main phase provide the analysis of the above stated problems and will be taken in consideration during the implementation of phase II.	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Culture of results/RBM	Knowledge management	Relevance, Human Rights
Final Evaluation of Women’s Economic Empowerment in the South Caucasus Project (WEESC)	Regional Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Obtain a clear understanding of market potential or growth prospects for a wide range of economic ac...		The information and knowledge gathered in the scope of the First main phase along with the findings of the evaluation provided important insights into the existing economic situation in the project regions, serving as the initial building blocks when drafting the Phase II of the WEESC project. At the same time, the implementing partners have been able to provide UN Women with substantial knowledge and information on the project regions also with respect to their economic/ growth potential. As a result, UN Women was already able to take these into consideration in the process of designing the Phase II. Eventually, the economic analysis of the project regions as one of the evaluation recommendations will be conducted in the early stages of the implementation along with the needs assessment of the already targeted as well as potential beneficiary women in project target regions. Together, these will provide important inputs in the design of the small business and vocational education grants.	Accepted	Women economic empowerment (SPs before 2018)	Organizational efficiency	National ownership, Knowledge management	Effectiveness, Relevance
Final Evaluation of Women’s Economic Empowerment in the South Caucasus Project (WEESC)	Regional Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Align Phase Two with new UNSDCFs for three countries (2021-2025) along with their commitments under ...		The WEESC phase II is in full compliance with the UNSDCFs of the three countries. The recommendations of the UN Human rights treaty monitoring bodies will be addressed / incorporated in the advocacy and capacity development interventions as relevant and cooperation with the UN agencies strengthened.	Accepted	Global norms and standards (SPs before 2018)	UN Coordination	Oversight/governance, Promoting inclusiveness/Leaving no one behind	Impact, Human Rights
Final Evaluation of Women’s Economic Empowerment in the South Caucasus Project (WEESC)	Regional Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Strengthen the regional dimension of WEESC based on the comparative advantage of UN Women and UNDP i...		Due to COVID-19 related restrictions, the regional activities initially planned for Phase I (in-person cross-border exchanges, etc.) were not implemented in their full scope. At the same time, knowledge sharing in the framework of online conferences and platforms proved to be a viable solution and alternative to the initially foreseen in-person exchanges for all three countries. In the Phase II, a combination of in-person exchanges and online knowledge sharing will be applied to ensure wide-enough outreach as well as effective learning outcomes for the beneficiaries.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Knowledge management	Sustainability, Impact
Final Evaluation of Women’s Economic Empowerment in the South Caucasus Project (WEESC)	Regional Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Enhance the involvement of local governments and private enterprises at the grassroots level, with t...		Enhancing formal employment opportunities of the beneficiary women has been one of the priorities in drafting of the project activities for the Phase II. With this aim, the project will focus on creating stronger interlinkages between the grassroots work in the rural areas and the work with the private sector. In the scope of Phase II, relevant private companies – i.e. WEPs signatories – will be actively linked to the beneficiary women as potential employees or suppliers of goods/services. Volunteering and job-shadowing will be one of the supported modalities for women’s entry into the formal employment. At the same time, in the framework of the educational grants, internships with local employers will continue being supported in the Phase Two. Potential employment opportunities will also be addressed in dialogue with the local authorities.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Capacity development, National ownership	Sustainability
Final Evaluation of Women’s Economic Empowerment in the South Caucasus Project (WEESC)	Regional Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Develop further partnerships to facilitate awareness on gendered norms, and collaboration with marke...		One of the main ambitions of the first phase under Outcome 1 was to empower women and their agency withing their communities. This work has been facilitated in the scope of the self-help groups (SHGs) as well as under the GRB component. Most women reported higher confidence in their personal lives as well as within their communities in general. This work will continue under Outcome 1 as SHGs will continue serving as important safe space spaces for sharing information and growing awareness on gendered and harmful social norms. Change of social and cultural norms is a step-by step process and the Phase II will organically build upon the results achieved in the scope of the first phase. Additionally, reconciliation of work, family and private life will also strongly resonate in the work with the private sector, bringing attention to flexible work arrangements and flexible care modalities as necessary alternatives in the company practices.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Capacity development, National ownership	Effectiveness, Sustainability
Final Evaluation of Women’s Economic Empowerment in the South Caucasus Project (WEESC)	Regional Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Demonstrate some form of “graduation” to break the cycle of grant dependence in order to continue to...		Small business grants and vocational education grants serve as important entry points for the women beneficiaries, facilitating their entry into the value chains and their economic activities in general. For many of them, these grants helped successfully launch their businesses and they can now rely on their profit to continue and sustain their economic activities. In other cases, further support is needed to scale up the existing businesses. To continue to support and sustain these small businesses aside from small grants under WEESC, a range of options will be explored in the Phase Two, e.g. through partnership with Rural Development Agency (in Georgia) or exploring other available and relevant options in the project regions.	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM	Capacity development, National ownership	Sustainability
Final Evaluation of Women’s Economic Empowerment in the South Caucasus Project (WEESC)	Regional Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Demonstrate some form of “graduation” to break the cycle of grant dependence in order to continue to...		Small business grants and vocational education grants serve as important entry points for the women beneficiaries, facilitating their entry into the value chains and their economic activities in general. For many of them, these grants helped successfully launch their businesses and they can now rely on their profit to continue and sustain their economic activities. In other cases, further support is needed to scale up the existing businesses. To continue to support and sustain these small businesses aside from small grants under WEESC, a range of options will be explored in the Phase Two, e.g. through partnership with Rural Development Agency (in Georgia) or exploring other available and relevant options in the project regions.	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM	Capacity development, National ownership	Sustainability
Final Evaluation of Women’s Economic Empowerment in the South Caucasus Project (WEESC)	Regional Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Adjust the training program to be more learner-centric and better aligned with the needs, current le...		Information gathered in the scope of the first phase as well as through the evaluation of the first phase provided important and comprehensive inputs into drafting of the Phase II. Planned needs assessment of the existing and potential beneficiaries in all three project countries will provide further insights into the training-related expectations of the women beneficiaries. As substantial changes due to COVID-19 have been introduced already in the scope of Phase I, digital solutions have been piloted across all three countries. This work will be further strengthened in the scope of the Phase II, ensuring that all women have the ability and access to the training content. In cases of most disadvantaged women with lack of internet access, communal use of the tools and devices will be supported (through WRCs and SHGs).	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM, Agriculture	Capacity development	Effectiveness
Final Evaluation of Women’s Economic Empowerment in the South Caucasus Project (WEESC)	Regional Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Develop systems to ensure closer monitoring of training to assess relevance, effectiveness and effic...		Following the changes introduced to the trainings format due to COVID-19 starting in March 2020, return to in-person trainings is expected to a large extent in the Phase II. The findings of the evaluation also confirmed that women beneficiaries prefer the in-person trainings to the online modality, although this will also largely depend on the epidemiological situation in the target regions at any given time. At the same time, the online modality proved to be very useful in terms of ensuring greater outreach and access to resources and knowledge to perhaps more women than initially foreseen, also cross-border-wise. Blended approaches will therefore be the preferred modality to build upon the good practice and ensure flexibility. Online trainings are also easier to access for monitoring purposes. However, a more systematic monitoring system will be explored and applied to assess relevance, effectiveness and efficiency of the learning and to allow for corrections/ further fine-tune if needed as soon as possible.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Capacity development	Effectiveness, Efficiency
Final Evaluation of Women’s Economic Empowerment in the South Caucasus Project (WEESC)	Regional Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Strengthen the M&E framework for Phase II by harmonizing the tracking system of enhanced performance...		Complexity of the project operations in three countries necessitates establishment of a user-friendly M&E framework, compliant with capacities of local partners and harmonized across three countries, which was clearly showcased by the project evaluation. In the WEESC Phase II this issue will be addressed by establishment of user-friendly cross-country M&E system in close coordination with project partners. The development of the system will apply participatory approach and will involve specialists with M&E functions for each partner in all three countries, who will subsequently represent users of the system. The system will be piloted in the first project quarter to enable incorporation of lessons learned during the piloting and to introduce improvement in order to ensure further smooth operation through the project lifetime. Even though during the WEESC Phase I Partner Progress Reports provided qualitative evidence on project performance, introduction of qualitative, gender-sensitive indicators in Phase II will enable to capture richer insights and more in-depth information on project beneficiaries, their success as well as challenges faced, which will used for improvement of planned interventions on the activity level. Thus, WEESC LogFrame for the second Phase will enable to capture qualitative dimensions of project progress through several newly introduced qualitative indicators.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities, Culture of results/RBM	Oversight/governance, Knowledge management	Effectiveness
Final Evaluation of Women’s Economic Empowerment in the South Caucasus Project (WEESC)	Regional Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Strengthen the program TOC and interventions to reflect linkage between Outcome 1 and Outcomes 2 and...		In line with the Phase II ToC, the project foresees a transformative change through a holistic approach, enabling linked interventions at all three levels: grass-roots, policies and legislation, and institutions. In fact, these linkages will be further strengthened in the scope of Phase Two following the evaluation recommendations. The project, therefore, provides a holistic and sustainable approach for the achievement of the project’s goal/impact through consistent dialogue and the participation of women – rights holders – so that relevant institutions, policies, legislation and services respond to their needs and demands and enable women with strengthened capacities to empower themselves economically.	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM	Oversight/governance, Knowledge management	Effectiveness, Sustainability, Impact
Final Evaluation of Women’s Economic Empowerment in the South Caucasus Project (WEESC)	Regional Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Improve the use of the M&E data for decision making purposes, not only for reporting purposes. The p...		During the first phase of the project M&E data was extensively used for project monitoring purposes through quarterly reporting system. Building on this experience in the second phase of the project the use of M&E data will go beyond monitoring and more emphasis will be put on continuous learning to comply with the MEL (Monitoring, Evaluation and Learning) approach. This will imply application of more flexible approach in planning and adjustment of project interventions (e.g. particular activities) based on previously identified lessons learned. This will enable to see more clearly the behavioral change driven by the project and will shed more light in terms of sustainability of project results.	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM	Oversight/governance, Knowledge management	Effectiveness, Impact
Final Evaluation of Women’s Economic Empowerment in the South Caucasus Project (WEESC)	Regional Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Enhance transparency and accountability for the use of resources (financial, human and material). Ac...		Financial reporting for UN Women and the partners are enshrined in UN Women’s organizational procedures and agreed with the donors at the corporate level. The CO is not capable to amend these processes and procedures, but can certainly inquire with relevant units in the HQ how further may one enhance transparency and accountability for the use of resources.	Partially Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Oversight/governance	Efficiency
Final Evaluation of Women’s Economic Empowerment in the South Caucasus Project (WEESC)	Regional Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Position UN Women & UNDP should act as a role model for other project stakeholders as it relates to ...		Leave no one behind (LNOB) principle that UN is using extensively already assumes careful tracking and monitoring of beneficiaries outreached through intersectional programmatic interventions and will be upheld also in the WEESC II phase.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Oversight/governance	Effectiveness
Final Evaluation of Women’s Economic Empowerment in the South Caucasus Project (WEESC)	Regional Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Enhance the demand-driven aspect of the training provided to women to improve their business and the...		Economic analysis of the regions in combination with the results of the need assessment of the existing and potential beneficiaries in all three project countries planned for the early stages of the Phase One will provide important insights into the employment-related opportunities and challenges in the project regions. These will help further identify relevant sectors and options in the region with respect to employment, hence applying more demand-driven approach. Additionally, strengthened work with the private sector under Outcome 1 will allow for more linkages with the grassroots work in the upcoming phase (such as engaging the beneficiary women as suppliers or even employees through internships, volunteering, job-shadowing etc.).	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Capacity development	Effectiveness
Final Evaluation of Women’s Economic Empowerment in the South Caucasus Project (WEESC)	Regional Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Develop pilot activities to demonstrate a shared incentive for the private sector to adopt policies ...		In Georgia, the work with the private sector has been accelerated in the scope of implementation of the JAWE project and will continue in its second phase. In Armenia and Azerbaijan, the WEPs component is not as advanced yet, however, important partnerships and linkages have been established in the scope of the Phase One and this work will be further enhanced in both countries. Opportunities to pilot initiatives demonstrating the benefits of WEPs will be further explored in the scope of the next phase. At the same time, strong emphasis will be placed on establishing links and partnerships wish local companies and employers to also facilitate employment options and inclusion of the self-employed women and smallholder farmers in the value chains.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	National ownership	Effectiveness, Sustainability
Final Evaluation of Women’s Economic Empowerment in the South Caucasus Project (WEESC)	Regional Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Develop a specific WEESC Phase II COVID-19 Action Plan, including priority activities and resource a...		The project will develop the action plan with the focus on policy initiatives. Tracking the Covid and gender response is part of UN Women’s country office efforts.	Accepted	Women economic empowerment (SPs before 2018)	Organizational efficiency, Humanitarian action	Oversight/governance	Relevance
Final Evaluation of Women’s Economic Empowerment in the South Caucasus Project (WEESC)	Regional Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Country-specific recommendation Georgia: 1. Capitalize on the achievements and results of Phase One ...		Phase One has generated evidence and data that form the foundation for engaging in significant policymaking and legislating work for WEE in Phase Two, thus, this recommendation will be upheld with high diligence and persistence.	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Normative Support	Capacity development, National ownership	Effectiveness, Efficiency, Relevance, Gender equality
Final Evaluation of Women’s Economic Empowerment in the South Caucasus Project (WEESC)	Regional Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Country-specific recommendation Georgia: 2. Accelerate work with municipal decision-makers to raise ...		In order to strengthen women’s voice, agency and participation, the project will further improve the skills and capacities of socially mobilized rural women in the target regions to engage in local planning and budgeting processes (GRB discussions).	Accepted	Women economic empowerment (SPs before 2018)	UN Coordination, Partnership, Normative Support	Capacity development, National ownership	Relevance, Sustainability, Gender equality
Final Evaluation of Women’s Economic Empowerment in the South Caucasus Project (WEESC)	Regional Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Country-specific recommendation Armenia: 1. To strengthen the linkages between the grassroots, law a...		The activities relating to the work with the local municipalities (e.g. advocacy, GRB) will build upon the results, accomplishments and partnerships established under Phase One. The project will also create dialogue platforms between relevant representatives of local and central governments and mobilized women’s groups around issues relevant for women’s economic empowerment locally (in their communities) as well as nationally. Important linkages will be established and gender will be further mainstreamed into the work with the local municipalities through establishment of gender focal points within the municipality structures or through allocating resources in the form of community development grants.	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Normative Support	Capacity development, National ownership	Effectiveness, Sustainability, Gender equality
Final Evaluation of Women’s Economic Empowerment in the South Caucasus Project (WEESC)	Regional Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Country-specific recommendation Armenia: 2. Encourage local government to embrace e-governance, espe...		UN Women and UNDP will promote digital solutions across various platforms/ outlets with the aim to enhance transparency around GE and WEE. As per development of the radio/ TV program to reach rural populations with messages around GE and WEE, this will be further explored in partnership with UNDP Armenia and other partners on the ground.	Accepted	Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018)	Partnership, Operational activities	Capacity development, National ownership, Knowledge management	Effectiveness, Sustainability
Final Evaluation of Women’s Economic Empowerment in the South Caucasus Project (WEESC)	Regional Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Country-specific recommendation Armenia: 3. Raise the awareness of local leaders, private sector com...		Building upon the results of Phase One, the project will continue using social mobilization to engage rural women, as well as other community members in the target regions. Local leaders are always informed about the project activities taking place in the municipalities and they will be further approached in relation to awareness raising activities planned in the scope of Phase Two. In regards to the private sector, the current WEPs signees have shown interest and motivation to learn but also to participate in public events, sharing messages around the issues of GE and WEE. These activities will be enhanced in the Phase Two as the number of WEPs signees and engaged private sector companies will grow and national WEPs networks will be strengthened.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Capacity development, Advocacy	Effectiveness, Gender equality
Final Evaluation of Women’s Economic Empowerment in the South Caucasus Project (WEESC)	Regional Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Country-specific recommendation Azerbaijan: 1. During Phase Two, explore the integration of Outcomes...		In order to follow up to this recommendation, UN Women Georgia CO and UNDP Azerbaijan will consult relevant government partners during the design stage of WEESC II Phase to assess their interest and commitment thus, enabling environment, for deployment of approaches related to Outcome 2 and 3 also in Azerbaijan.	Partially Accepted	Women economic empowerment (SPs before 2018)	Partnership, Culture of results/RBM	Capacity development, National ownership	Relevance, Sustainability
Final Evaluation of Women’s Economic Empowerment in the South Caucasus Project (WEESC)	Regional Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Country-specific recommendation Azerbaijan: 2. Prioritize support to the Azerbaijani WRCs to build b...		Ensuring the sustainability of WRCs will be at the forefront of the project implementation in Azerbaijan. The transformation of WRCs into independent NGOs is one way of ensuring the sustainability that was considered by UN Women; however, the evaluation report has suggested testing out models such as “common pots” and “contribution of a portion SME profit into the centers” that will be further explored during the second phase of the project.	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Organizational efficiency	Capacity development, National ownership	Sustainability
Final Evaluation of Women’s Economic Empowerment in the South Caucasus Project (WEESC)	Regional Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Country-specific recommendation Azerbaijan: 3. Capitalize on the achievements and results of Phase O...		Key partnerships with the State Committee for Family, Women and Children Affairs (SCFWCA) and the Executive Committees of Baku-Khazar, Gusar and Sabirabad regions will be enhanced and strengthened in the scope of Phase Two. The mentioned partners will continue to ensure national ownership of the project, facilitate access to the project’s target areas and coordinate certain activities with other government entities. Additionally, linkages between the WEPs work and WRCs will be strengthened in the scope of Phase Two.	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Normative Support	Capacity development, National ownership	Sustainability
Corporate evaluation of UN Women’s Flagship Programme Initiatives (FPIs) and the Thematic Priorities (TPs) of the Strategic Plan (SP) 2018–2021	Organizational Performance Evaluation	Global	Independent Evaluation Service (IES)	2020	Very Good	UN Women should explicitly state thematic programme focus, field delivery footprint and reaffirm “se...		UN Women accepts this recommendation with the understanding, as noted above, that the term “second generation FPIs” might not ultimately be used. The nature and title of programming modalities will be defined in the context of the development of the next SP 2022-2025, as such modalities are key means of implementation for the SP. UN Women strongly agrees that its levels of revenue and programmatic footprint continue to necessitate effective programming instruments and modalities to deliver scalable impacts and enhance operational efficiencies, and that the lessons from implementing FPIs should be used to design such programming instruments. The aspect of alignment between programme development and resource mobilization is an important one. Resource mobilization planning in line with the vision of the UN funding compact is a key element for the implementation of this recommendation. As previously announced, UN Women is, for example, developing a thematic funding approach to ensure better alignment and more flexible funding for programme results. UN Women also takes note of the recommendation to reduce FPIs to a more pragmatic number and will endeavour to do so in the context of its SP development. This will be determined through the ongoing process of developing the SP and its thematic areas. UN Women fully agrees on the importance of clear theories of change and theories of action to ensure programming impact and effectiveness, as well as measuring and reporting high-quality results. The corporate theory of change under development aims at further sharpening programmatic focus, identifying cross-cutting areas and ensure standardization of the Accepted programming with focus on impact and effectiveness for delivering high-quality results at scale. Under the Strategic Plan Task Team on Impact and Programmatic Focus, an Impact and Results Coordination Hub is in place in the Programme, Policy and Intergovernmental Support Division (PPID) for the articulation of development results and programmatic focus in the next Strategic Plan, with Project Teams for each of the identified programmatic areas. These teams also have a focus on resource mobilization and capacity-building to achieve results.	Accepted	Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Organizational efficiency	Alignment with strategy	Effectiveness
Corporate evaluation of UN Women’s Flagship Programme Initiatives (FPIs) and the Thematic Priorities (TPs) of the Strategic Plan (SP) 2018–2021	Organizational Performance Evaluation	Global	Independent Evaluation Service (IES)	2020	Very Good	UN Women senior leadership should drive accountability for implementation of agreed corporate progra...		Management Response: UN Women accepts this recommendation and agrees that PPID plays the lead, in close consultation with Regional Offices, in driving accountability for implementation of corporate programmatic approaches. SPRED, DMA and SPD support these management arrangements through their respective functions of planning, operational support, processes and resource mobilization. The roles and responsibilities will be clearly defined through a Responsibility Assignment Matrix (RACI framework) to clearly document and align respective roles and responsibilities. In addition, UN Women fully agrees with the recommendation to strengthen management arrangements, including the use of effective matrix management elements, particularly between HQ and field offices, to enhance programme delivery, knowledge management and results accountability for programmes. Matrix arrangements should fully leverage and better connect policy expertise at headquarters and regional level. These aspects are a focus of the change management process and among the next steps towards creating UN Women 2.0. In addition, UN Women is undertaking a complete end-to-end re-write of its Project and Programme Life Cycle (PPLC) processes through implementing recommendations from existing gap analyses, evaluations, audits, through application of International best practices, specifically, the Portfolio, Programme & Project Management Maturity (P3M3) model. This process will be key in enhancing programmatic approaches and business processes. UN Women suggests that this recommendation be considered in conjunction with recommendation 5.	Accepted	Not applicable	Organizational efficiency	Alignment with strategy	Effectiveness
Corporate evaluation of UN Women’s Flagship Programme Initiatives (FPIs) and the Thematic Priorities (TPs) of the Strategic Plan (SP) 2018–2021	Organizational Performance Evaluation	Global	Independent Evaluation Service (IES)	2020	Very Good	UN Women should clearly define how it will leverage its UN coordination mandate and UN reform to amp...		UN Women accepts this recommendation. UN coordination and the partnership approach are key building blocks of the work of UN Women and the next SP. A lesson learnt from FPIs implementation is that there is greater scope to fully leverage partnerships, as originally intended. The next SP aims to fully integrate UN Women’s triple mandate as part of its programming and establish UN Women as the key knowledge and thematic programme leader on GEWE. As part of this process UN Women aims to refine how its UN coordination mandate supports the delivery of development results. There is a need for further clarification on how UN Women’s coordination role is also operationalized through its development results. Additionally, UN Women will continue to support greater system-wide accountability for gender equality and enhance gender mainstreaming in the UN System. This will be done inter alia through planned Strategic Coordination Dialogues with other UN entities that aim to expand our partnerships and joint work, both at corporate/HQ, regional and field levels to advance common gender equality goals across a range of areas. The first Strategic Coordination Dialogue took place with UNHCR in October 2020 with joint work already underway at the country and regional levels. UN Women has already embarked on joint programmatic work with UNICEF, UNDP, and UNFPA, as well as several other UN entities. Close partnership with DPO, DPPA and PBSO is essential to strong implementation of UN Women’s work on women, peace and security across the normative, UN coordination and operational mandate. In December 2020, Accepted UN-Women together with UNDP, UNICEF, UNFPA and UNOPS hosted the first Executive Board joint briefing on the development of their next Strategic Plans, followed by the first- ever online joint consultations. In the context of their next SPs, UNDP, UNICEF, UNPFA and UN-Women are aiming to further strengthen their joint work in pursuit of strategic and coherent results that are harmonized and standardized. UN-Women also seeks to deepen its collaboration with other UN entities across the system.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Partnership	Alignment with strategy, Oversight/governance	Effectiveness, Efficiency, Relevance
Corporate evaluation of UN Women’s Flagship Programme Initiatives (FPIs) and the Thematic Priorities (TPs) of the Strategic Plan (SP) 2018–2021	Organizational Performance Evaluation	Global	Independent Evaluation Service (IES)	2020	Very Good	Develop global, regional and country “second generation” FPI modalities for each of the planned GEWE...		UN Women agrees with the recommendation to ensure clarity on programming modalities, roles and responsibilities between the global, regional and country levels, clear accountability and good internal coordination. As previously indicated, UN Women fully agrees on the importance of clear theories of change and theories of action to ensure programming impact and effectiveness, as well as Accepted measuring and reporting high-quality results. UN Women is currently developing a corporate theory of change as well as thematic theories of change and theories of action, which directly respond to this recommendation which will form the basis of the substantive thematic areas of work in the next Strategic Plan. These theories of change/action also aim to incorporate all elements of UN Women’s triple mandate in an integrated manner. UN Women also agrees that country Strategic Notes could be structured around new programming modalities taking into consideration local context and drawing squarely on United Nations Sustainable Development Cooperation Framework (UNSDCF) priorities. As noted earlier, this may not necessarily take the form of “second generation FPIs” and will be determined as part of the development of the next SP and its section on means of implementation. Nevertheless, UN Women is fully committed to the realization of replicable and scalable results across regions to demonstrate the extent of its impact at a global scale. While UN Women agrees with the need to enhance internal coherence and coordination for programmatic delivery, this may not necessarily take the form of a “Programme Coordination Unit”, as suggested by the evaluation. However, UN Women recognizes the need to review roles and responsibilities of PPID and its constituent programme-related units (PSMU and PAPDU) as part of current change management efforts. The vision for ‘UN Women 2.0’ is firmly anchored in the new Strategic Plan (2022-2025) and explicitly affirms the twin goals of creating a networked and matrixed organization. The SP Theories of change and Theories of Action and the related programming instruments will define the substantive focus, whereas the matrix structure will clarify accountabilities at country, regional and global levels and enhance knowledge sharing across the organization.	Accepted	Not applicable	Organizational efficiency	Internal coordination and communication	Efficiency
Corporate evaluation of UN Women’s Flagship Programme Initiatives (FPIs) and the Thematic Priorities (TPs) of the Strategic Plan (SP) 2018–2021	Organizational Performance Evaluation	Global	Independent Evaluation Service (IES)	2020	Very Good	UN Women should establish clear responsibilities and accountability framework for each planned GEWE ...		UN Women agrees with the recommendation and would like to reiterate the importance of the theories of change and theories of action for the substantive focus of the SP and, on this basis, the related accountability framework. UN Women agrees with the need to strengthen thematic coherence, quality assurance, resource mobilization and donor engagement, planning and allocation, monitoring of results and reporting, and knowledge management and communications. This will be done through standardization of processes and products to ensure consistent quality across the organization. This will require global thematic leads to be part of a matrixed and networked organization, where roles and responsibilities are clearly defined and global thematic leads drive programme design implementation, ensure cross-regional fertilization and undertake monitoring of the thematic portfolios. The accountability framework will include existing tools and internal management structures and will define the responsibilities between PPID, SPRED, Regional Offices and other HQ Divisions/ units, as relevant. Existing mechanisms such as the COAT, DMA Management Report and relevant sections of the Quarterly Business Review will be utilized. In the context of existing monitoring and reporting mechanisms, the Business Review Committee (BRC) will receive updates on the implementation of the accountability matrix and provide recommendations to address potential areas of underperformance, in line with the mandate of the BRC.	Accepted	Not applicable	Organizational efficiency	Alignment with strategy, Oversight/governance	Efficiency
Corporate evaluation of UN Women’s Flagship Programme Initiatives (FPIs) and the Thematic Priorities (TPs) of the Strategic Plan (SP) 2018–2021	Organizational Performance Evaluation	Global	Independent Evaluation Service (IES)	2020	Very Good	UN Women should implement a full integration of its strategic planning, budgeting, results monitorin...		Management Response: UN Women accepts this recommendation. However, the project is currently in an early stage and ultimately the extent of integration in the ERP will depend on technological capabilities and resources. The newly established Strategy, Planning, Resources and Effectiveness Division already functionally integrates strategic planning, budgeting, results monitoring and risk management. The new ERP (#NextGenERP) will play a key role in effecting this integration in UN Women’s implementation modalities and systems. With a new modern system, #NextGenERP, UN Women will be able to revisit and redefine many of the business processes which are related strategic planning, budgeting, results monitoring and financial management. This provides UN Women with an opportunity to modernize its business processes, improve efficiency and provide an operational foundation for UN Women 2.0. In addition, the new ERP should also reflect the revisions made in the review of the end-to-end Project and Programme Life Cycle. The new ERP system, #NextGenERP, will be rolled out in phases based on functionality. The Accepted majority of the core ERP functionalities is planned for early 2022. The initial intention is to provide a fully integrated end-to-end system. However, the project is still in the evaluation phase and the scope of this new ERP for planning and results management has not been finalized. The evaluation will determine if all the planning and results management requirements can be accommodated in the #NextGenERP project, which are UN specific business processes and generally not available in off-the- shelf NextGenERP platform.	Accepted	Not applicable	Operational activities, Culture of results/RBM	Alignment with strategy, Oversight/governance	Efficiency
Evaluation of Advancing Women’s Leadership Empowerment and Resilience in Uganda’s Refugee Response (LEAP)	Programme Evaluation	East and Southern Africa	Uganda	2021	Good	UN Women should ensure that the Result Framework is regularly updated as a part of the program livin...	In order to improve on monitoring Programme performance progress, UN Women should ensure that the Result Framework is regularly updated since it is a living reference point. If a result is not tracked progressively (either because of no performance indicator or no data collected), it would be a good M&E practice to either drop or revise the result and indicator for ease of continuous monitoring.	Quarterly performance results review sessions will be conducted to ensure program implementation capture results and indicators tracking.	Accepted	Peace and security (SPs before 2018)	Culture of results/RBM	Promoting inclusiveness/Leaving no one behind	Efficiency
Evaluation of Advancing Women’s Leadership Empowerment and Resilience in Uganda’s Refugee Response (LEAP)	Programme Evaluation	East and Southern Africa	Uganda	2021	Good	Engage financial institutions to create a digital system that links VSLAs to banks in order to fully...	The evaluation recommends that UN Women should engage financial institutions to create a digital system that links VSLAs to banks in order to fully maximize VSLA profits.	Financial inclusion for women including use of digitalization platforms has been included in the new strategic note thus all WEE related programs will embed financial inclusion and digitalization as area of intervention.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Capacity development	Sustainability
Evaluation of Advancing Women’s Leadership Empowerment and Resilience in Uganda’s Refugee Response (LEAP)	Programme Evaluation	East and Southern Africa	Uganda	2021	Good	Establish one-stop center for IPs to enhance skilling and other related auxiliary services	Implementing Partners should have one stop centers/hubs for skilling, distribution of services, support for cash for work enterprises, enhance access to markets and ease access to government services for refugee and host communities to registration services and holistically support start-ups.	Scale up on on-going initiatives that are aimed at developing skilling hubs.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Promoting inclusiveness/Leaving no one behind	Sustainability, Impact, Gender equality
Evaluation of Advancing Women’s Leadership Empowerment and Resilience in Uganda’s Refugee Response (LEAP)	Programme Evaluation	East and Southern Africa	Uganda	2021	Good	Scale up current success of LEAP I	It is recommended that the scope of the Programme should be extended to the entire district including non-hosting communities to be at the same level with the refugees and host communities in terms of empowerment.	Negotiations are on-going with the existing and other donors to ensure	Accepted	Peace and security (SPs before 2018)	Partnership	Alignment with strategy	Sustainability, Impact
Country Portfolio Evaluation	Country-level Evaluation	East and Southern Africa	Uganda	2020	Very Good	Organizational – recommended decisions about organizational capabilities and structures	Bridge the thematic Units for more synergy between them, strengthen the fundraising coordination, reinforce finance management and operations; promote digitalization processes; negotiate core funding with transactional partners and donors and long-term partnerships	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.	Partially Accepted	Not applicable	Partnership, Normative Support, Organizational efficiency	Oversight/governance	Effectiveness, Efficiency
Country Portfolio Evaluation	Country-level Evaluation	East and Southern Africa	Uganda	2020	Very Good	Programme design - recommended decisions about what thematic areas to focus on.	Through the RCO, GEWE coordination through highest office; the office of the prime minister with a functional multi-cluster technical working group, and leverage key ministries to broaden program reach.	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	Partially Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Culture of results/RBM, Humanitarian action, Climate change	Alignment with strategy, Promoting inclusiveness/Leaving no one behind, Evidence, Data and statistics	Sustainability, Impact, Human Rights, Gender equality
Country Portfolio Evaluation	Country-level Evaluation	East and Southern Africa	Uganda	2020	Very Good	Programme design – recommended decisions about the technical approach.	Through the RCO, GEWE coordination through highest office; the office of the prime minister with a functional multi-cluster technical working group, and leverage key ministries to broaden program reach.	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.	Rejected	Global norms and standards (SPs before 2018)	Normative Support	National ownership, Promoting inclusiveness/Leaving no one behind	Sustainability, Human Rights, Gender equality
Country Portfolio Evaluation	Country-level Evaluation	East and Southern Africa	Uganda	2020	Very Good	Partnership – recommended decisions about UN Women’s strategic partnerships	Diversify funders and build capacities of partner CSOs.	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.	Accepted	Governance and planning (SPs before 2018)	Partnership	Capacity development	Sustainability, Gender equality
Country Portfolio Evaluation	Country-level Evaluation	East and Southern Africa	Uganda	2020	Very Good	Normative – recommended decisions about national implementation of human rights norms and standards	Create structures to enable the implementation of a UN wide Social Behavior Change Strategy, resource and roll it out through CSOs, to address cultural and religious beliefs and practices on GEWE advancement; reflect as well the issue in the fundamental assumptions of the UN WOMEN ToC	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.	Partially Accepted	Ending violence against women (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Partnership, Humanitarian action	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind	Sustainability, Human Rights
Country Portfolio Evaluation	Country-level Evaluation	East and Southern Africa	Uganda	2020	Very Good	Normative – recommended decisions about national participation in intergovernmental normative proces...	GoU should be lobbied to raise the funding level for the Social Development Sector.	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	Accepted	Global norms and standards (SPs before 2018)	UN Coordination, Normative Support, Culture of results/RBM	National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy	Relevance, Sustainability, Impact, Gender equality
Promotion de la participation politique et leadership dans la consolidation de la paix	Programme Evaluation	West and Central Africa	Central African Republic	2020	Good	Arrimer des priorités des phases 2 et 3, et tout autre projet en cours d’élaboration/exécution aux p...		Recommandation en cours, les projets s'arriment aux priorités dans le pays et la collaboration est continue entre le gouvernement et les partenaires ; les consultations entre acteurs sont continues et les partenariats sont mobilisés pour faire face aux défis dans le pays	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Capacity development	Effectiveness, Efficiency, Relevance, Sustainability, Gender equality
Promotion de la participation politique et leadership dans la consolidation de la paix	Programme Evaluation	West and Central Africa	Central African Republic	2020	Good	Renforcer davantage l’autonomisation des femmes avec les activités de diversification des revenus de...		Une phase de financement du fond de la consolidation de la paix , en cours , se focalisera sur la mise en ouvre des AGR de diverses formes et aidera à développer des associations villageoises d’épargne et de crédit en vue de contribuer à l'amélioration des revenus communautaires.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Capacity development	Effectiveness, Relevance, Gender equality
Promotion de la participation politique et leadership dans la consolidation de la paix	Programme Evaluation	West and Central Africa	Central African Republic	2020	Good	Capitaliser les acquis du projet et envisager la possibilité de duplication dans d’autres zones du p...		La duplication est envisagée mais les conditions sécuritaires , dans certaines zones non couvertes par ce type de projet, sont très instables et ne permettent pour l'instant de s'y déployer	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Capacity development	Relevance, Sustainability, Gender equality
Promotion de la participation politique et leadership dans la consolidation de la paix	Programme Evaluation	West and Central Africa	Central African Republic	2020	Good	Renforcer le mécanisme de coordination et de suivi et évaluation avec un plan de suivi et évaluation		Pour faciliter les activités de suivi et évaluation des projets et améliorer la culture de la GAR ; un spécialiste de en Suivi et Évaluation a été engagé par la Coordination de programme depuis décembre 2019.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Culture of results/RBM	Knowledge management	Sustainability, Gender equality
Promotion de la participation politique et leadership dans la consolidation de la paix	Programme Evaluation	West and Central Africa	Central African Republic	2020	Good	Suivi régulier des organisations de femmes leaders formées pour une forte implication dans les échéa...		Suivi régulier des organisations de femmes leaders formées pour une forte implication dans les échéances électorales (présidentielle, législatives et municipales) prévues en décembre 2020	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Capacity development	Sustainability, Gender equality
Promotion de la participation politique et leadership dans la consolidation de la paix	Programme Evaluation	West and Central Africa	Central African Republic	2020	Good	Intégrer systématiquement les programmes d’alphabétisation dans les activités de formation pour cont...		Pris en compte dans un projet de développement de l'agriculture de résilience face au changement climatique en cours	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Capacity development	Sustainability, Gender equality
EVALUACIÓN DE IMPACTO DEL PROGRAMA: “QUITO CIUDAD SEGURA PARA LAS MUJERES Y LAS NIÑAS”	Programme Evaluation	Americas and the Caribbean	Ecuador	2020	Fair	Fortalecer las capacidades del Observatorio Metropolitano de Seguridad Ciudadana para la vinculación...		El OMSC es una instancia fundamental para la generación de datos en materia de seguridad para la toma de decisiones al interior del Municipio. Con el cambio del gobierno local en 2019 no hemos tenido acercamiento a las nuevas autoridades en esta instancia debido que estábamos negociando con el Patronato Municipal San Jose la continuidad del programa en otros ámbitos. Con la emergencia sanitaria este acercamiento tendrá que ser paulatino dadas las prioridades establecidas por el gobierno local.	Accepted	Ending violence against women (SPs before 2018)	Urban agenda (safe cities and safe public spaces)	Capacity development	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality
EVALUACIÓN DE IMPACTO DEL PROGRAMA: “QUITO CIUDAD SEGURA PARA LAS MUJERES Y LAS NIÑAS”	Programme Evaluation	Americas and the Caribbean	Ecuador	2020	Fair	Se recomienda fortalecer la integración de las organizaciones de la sociedad civil, en especial aque...		Para esta recomendación se ha generado un primer proceso de conformación de Comité de Usuarias para el seguimiento de la implementación de la Ley Orgánica Integral para prevenir y erradicar la violencia contra las mujeres. Dado que se trabajo con el Consejo Cantonal de Derechos del Distrito Metropolitano de Quito y con las organizaciones sociales que aglutina esta instancia, se estableció allí la necesidad de hacer seguimiento a las políticas locales de erradicación de la violencia por parte de sociedad civil. Estas organizaciones están trabajando en la definición de las prioridades para hacer un seguimiento técnico que aporte a la política pública.	Accepted	Ending violence against women (SPs before 2018)	Urban agenda (safe cities and safe public spaces)	Advocacy	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality
EVALUACIÓN DE IMPACTO DEL PROGRAMA: “QUITO CIUDAD SEGURA PARA LAS MUJERES Y LAS NIÑAS”	Programme Evaluation	Americas and the Caribbean	Ecuador	2020	Fair	Desarrollar iniciativas orientadas a la investigación sobre las causas estructurales y culturales qu...		Varias investigaciones se han realizado en el marco del programa, en especial por parte de estudiantes de distintas carreras, pero también se han actualizado investigaciones con fondos de otras multilaterales para contar con informacion actualizada, y que han permitido complementar las acciones del sistema de transporte de pasajeros de Quito. Los estudios realizados con el financiamiento del Banco Mundial dirigidas al metro de Quito han sido compartidos con ONU Mujeres y el programa para retroalimentar su contenido y las acciones emprendidas en este marco.	Accepted	Ending violence against women (SPs before 2018)	Urban agenda (safe cities and safe public spaces)	Advocacy, Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality
EVALUACIÓN DE IMPACTO DEL PROGRAMA: “QUITO CIUDAD SEGURA PARA LAS MUJERES Y LAS NIÑAS”	Programme Evaluation	Americas and the Caribbean	Ecuador	2020	Fair	Con el apoyo de ONU Mujeres, fortalecer las acciones de presentación e intercambio de experiencias e...		Varias presentaciones de socialización de la propuesta de Quito han sido realizadas. Desde que se cuenta con una nueva administración se ha realizado una presentación en Washington para el Gender Transport Lab del Bid, y desde el Programa ciudades seguras de ONU Mujeres se ha compartido los aprendizajes en el encuentro regional del Uruguay y en el encuentro Global de Rabat, Marruecos. Además, se ha compartido la experiencia del Transporte con la Oficina de ONU Mujeres en El Salvador.	Accepted	Ending violence against women (SPs before 2018)	Urban agenda (safe cities and safe public spaces)	Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality
EVALUACIÓN DE IMPACTO DEL PROGRAMA: “QUITO CIUDAD SEGURA PARA LAS MUJERES Y LAS NIÑAS”	Programme Evaluation	Americas and the Caribbean	Ecuador	2020	Fair	Fortalecer la opinión y participación ciudadana a favor de la erradicación del acoso y violencia sex...		Es necesario generar nuevo material de difusión que permita establecer informacion a la opinión publica. Esto se estaba realizando con el metro de Quito que debía iniciar sus operaciones en Octubre de 2020 pero que con la pandemia del Corona Virus se ha visto truncada.	Accepted	Ending violence against women (SPs before 2018)	Urban agenda (safe cities and safe public spaces)	Advocacy	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality
EVALUACIÓN DE IMPACTO DEL PROGRAMA: “QUITO CIUDAD SEGURA PARA LAS MUJERES Y LAS NIÑAS”	Programme Evaluation	Americas and the Caribbean	Ecuador	2020	Fair	Integrar al liderazgo municipal, instituciones y colectivos ciudadanos que trabajan a favor de los d...		Una acción se encontraba planificada en este sentido que era el traspasar la metodología de trabajo con mercados para que el municipio lo replique en los mercados de Quito. La pandemia del COVID – 19 frenó esta actividad que estaba ya acordada, se espera retomar cuando las medidas de prevención de contagio se encuentren más abiertas.	Accepted	Ending violence against women (SPs before 2018)	Urban agenda (safe cities and safe public spaces)	Advocacy	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality
EVALUACIÓN DE IMPACTO DEL PROGRAMA: “QUITO CIUDAD SEGURA PARA LAS MUJERES Y LAS NIÑAS”	Programme Evaluation	Americas and the Caribbean	Ecuador	2020	Fair	Desarrollar estrategias de involucramiento interinstitucional, incluyendo a las diferentes instancia...		Es necesario presentar nuevamente los resultados del programa en un foro amplio en el cual se pueda discutir sobre lo alcanzado y los retos. Se considera importante planificar una acción de este tipo en noviembre de 2020 para conmemorar los 10 años el programa de ciudades seguras.	Accepted	Ending violence against women (SPs before 2018)	Urban agenda (safe cities and safe public spaces)	Advocacy	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality
EVALUACIÓN DE IMPACTO DEL PROGRAMA: “QUITO CIUDAD SEGURA PARA LAS MUJERES Y LAS NIÑAS”	Programme Evaluation	Americas and the Caribbean	Ecuador	2020	Fair	Ampliar la cobertura del Programa y sus acciones, de acuerdo, a estrategias de priorización, tomando...		Una acción se encontraba planificada en este sentido que era el traspasar la metodología de trabajo con mercados para que el municipio lo replique en los mercados de Quito. La pandemia del COVID – 19 frenó esta actividad que estaba ya acordada, se espera retomar cuando las medidas de prevención de contagio se encuentren más abiertas.	Accepted	Ending violence against women (SPs before 2018)	Urban agenda (safe cities and safe public spaces)	Advocacy	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality
Ending Child Marriage Project in Malawi and Zambia	Programme Evaluation	East and Southern Africa	Malawi	2021	Good	Evaluation recommendation 10: Future similar projects may need to be designed as multi-year initiat...		Management Response: We reject this recommendation because the project was built as a pilot and then we would consider the next process based on the pilot.	Rejected	Ending violence against women (SPs before 2018)	Not applicable	Not applicable	Not applicable
Ending Child Marriage Project in Malawi and Zambia	Programme Evaluation	East and Southern Africa	Malawi	2021	Good	Evaluation recommendation 1: There is need to target the families from where the girls are coming wi...	There is need to target the families from where the girls are coming with a package of interventions. The package could include parenting skills, means of a livelihood, and direct cash transfers for vulnerable households. This would assist in addressing the underlying cause of the problem, which is poverty. (Based on Finding 17; Conclusion ix).	Management Response: The main objective of the programme was to ensure that girls in Child marriage have the opportunity to go to school and an opportunity for a better life. There was never an intention to give the families a package therefore we reject this recommendation. The lesson learnt is that we should extend support to their families. We take this into account should we have a second phase of the programme.	Rejected	Ending violence against women (SPs before 2018)	Operational activities, Youth engagement	Capacity development	Effectiveness
Ending Child Marriage Project in Malawi and Zambia	Programme Evaluation	East and Southern Africa	Malawi	2021	Good	Evaluation recommendation 2: Consider extending the education support to male learners as well. This...	Evaluation recommendation 2: Consider extending the education support to male learners as well. This recommendation resonates well with UN principle of “Leave No One Behind”. (Based on Finding 13; Conclusion vii).	Management Response: We rejected this recommendation because the project had a clear, specific target group from the onset, which was girl child marriage survivors.	Rejected	Ending violence against women (SPs before 2018)	Youth engagement	Capacity development	Effectiveness
Ending Child Marriage Project in Malawi and Zambia	Programme Evaluation	East and Southern Africa	Malawi	2021	Good	Evaluation recommendation 3: There is need to promote community awareness of interventions at the st...	Evaluation recommendation 3: There is need to promote community awareness of interventions at the start of the project that target girls only to minimize negative and unintended effects. The awareness should provide adequate information on why the intervention is targeting girls only (Based on Finding 13; Conclusion vii).	Management Response: This is a reasonable recommendation which we can be linked to other projects to ensure community awareness at the start of every project intervention.	Accepted	Ending violence against women (SPs before 2018)	Operational activities, Youth engagement, Engaging men and boys	Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Efficiency
Ending Child Marriage Project in Malawi and Zambia	Programme Evaluation	East and Southern Africa	Malawi	2021	Good	Evaluation recommendation 4: Consider extending support to educational facilities from where the be...	Evaluation recommendation 4: Consider extending support to educational facilities from where the beneficiaries are learning. Provision of textbooks and other teaching materials in schools where these are lacking would be essential to ensure that investments made in the girls yield the desired results. (Based on Finding 17; Conclusion ix).	Management Response: Currently the UN Women Regional Office and Malawi CO do not have projects that are extending support to educational facilities. There is none in the pipeline either. We take note in future should we develop another project but its not feasible for now. Currently there are no clear plans for a next phase.	Rejected	Ending violence against women (SPs before 2018)	Operational activities	Capacity development	Effectiveness, Efficiency, Relevance
Ending Child Marriage Project in Malawi and Zambia	Programme Evaluation	East and Southern Africa	Malawi	2021	Good	Evaluation recommendation 5: Allocate more resources for liaison work with the AU Commission to max...	Evaluation recommendation 5: Allocate more resources for liaison work with the AU Commission to maximize impact. This would enable UN Women to target more advocacy platforms, such as SADC Summit, etc. (Based on Finding 13; Conclusion iv).	Management Response: This was a one year pilot project and we have lessons, and currently no time timetable for phase II of project. The Liaison office continues to work with AU on a number of areas.	Rejected	Ending violence against women (SPs before 2018)	UN Coordination	Internal coordination and communication	Efficiency
Ending Child Marriage Project in Malawi and Zambia	Programme Evaluation	East and Southern Africa	Malawi	2021	Good	Evaluation recommendation 6: There is need for senior leadership level collaboration during impleme...	Evaluation recommendation 6: There is need for senior leadership level collaboration during implementation of liaison work with the AUC. (Based on Finding 13; Conclusion iv).	Management Response: There is need for clear coordination and work method applicable for all the offices involved. The IBSA project would benefit from more interaction with senior leadership not just at the onset of the project, but during the life of the project. We agree with this recommendation that there is need for management involvement. Currently, there are no definite plans for a new proposal	Partially Accepted	Ending violence against women (SPs before 2018)	UN Coordination	Internal coordination and communication	Effectiveness, Efficiency
Ending Child Marriage Project in Malawi and Zambia	Programme Evaluation	East and Southern Africa	Malawi	2021	Good	Evaluation recommendation 7: Promote vocational skills training to child marriage survivors, especi...	Evaluation recommendation 7: Promote vocational skills training to child marriage survivors, especially for those that are not able to return to school because of their age and the low class that they last attended. (Based on Finding 17; Conclusion ix).	Management Response: Recommendation rejected. Life and business skills manuals were developed and utilized during the project implementation. Training was also done using these life skills manuals for the child marriage survivors.	Rejected	Ending violence against women (SPs before 2018)	Operational activities, Youth engagement	Capacity development	Effectiveness, Efficiency, Relevance
Ending Child Marriage Project in Malawi and Zambia	Programme Evaluation	East and Southern Africa	Malawi	2021	Good	Evaluation recommendation 8: There is need to ensure that there is a forum for implementing partner...	Evaluation recommendation 8: There is need to ensure that there is a forum for implementing partners to share lessons and undertake joint planning and reviews. This would further promote South-South learning (Based on Finding 20; Conclusion x).	Management Response: There were plans during the life of the project to actually have exchange visits as part of South-South learning which could not happen because of COVID. We therefore held an onlline Consultative review meeting on 25th September 2020 whereby there was exchange and learning between Zambia, Malawi and Ethiopia Liasion office.	Accepted	Ending violence against women (SPs before 2018)	Partnership, Youth engagement, Engaging men and boys	Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management	Sustainability
Ending Child Marriage Project in Malawi and Zambia	Programme Evaluation	East and Southern Africa	Malawi	2021	Good	Evaluation recommendation 9: Programme design should put in place strict risk management strategie...	Evaluation recommendation 9: Programme design should put in place strict risk management strategies to minimize the disruption of project activities due to global pandemics, such as the ongoing COVID-19 (Based on Finding 13; Conclusion ii, iii, and iv).	Management Response: The project would have benefited from a risk management strategy. This is being implemented in the various projects that we undertake going forward.	Accepted	Not applicable	Not applicable	Not applicable	Impact
Strategic Note Evaluation	Country-level Evaluation	Americas and the Caribbean	Ecuador	2023	Very Good	Reforzar la definición y la participación de los grupos prioritarios de titulares de derechos median...		La Nota Estratégica 2019-2022 priorizó los siguientes grupos de mujeres como foco de sus intervenciones: (i) mujeres indígenas, afro ecuatorianas y montuvias: (ii) mujeres y niñas rurales, especialmente aquellas viviendo en la frontera norte y en áreas de mayor riesgo frente a los efectos del cambio climático; (iii) niñas que hayan enfrentado uniones tempranas embarazo adolescente; (iv) mujeres y niñas en situación de desplazamiento o en búsqueda de asilo, con mayor riesgo a la trata y tráfico de personas, en las zonas de frontera y particularmente en frontera norte; (v) Mujeres sobrevivientes de violencia. En respuesta a esta priorización, durante el periodo evaluado la Oficina de ONU Mujeres Ecuador implementó 6 proyectos non core focalizando las poblaciones arriba mencionadas. Entre ellos se destacan: el proyecto Inter agencial financiado por el Peace Building Fund y coordinador por ONU Mujeres para fortalecer los mecanismos de protección para mujeres y niñas en riesgo frente a la trata y tráfico; los proyectos financiados por la Oficina de Población Refugio y Migración del Departamento de Estado de Estados Unidos en respuesta a la emergencia por la migración de población venezolana; el Proyecto de transversalización de género en el Programa Proamazonía con la implementación de la Escuela de lideresas Indígenas Antisuyu Warmikuna y el diagnóstico de las mujeres amazónicas. Además, con fondos core, ONU Mujeres apoyó la elaboración de las Agendas de Mujeres Indígenas, de las Mujeres Rurales y de las Mujeres Afroecuatorianas. En tal sentido, la Oficina de ONU Mujeres Ecuador acepta esta recomendación con miras a fortalecer aún más la participación de estos grupos prioritarios en el diseño e implementación de sus intervenciones, así como en los espacios de diálogo institucional.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, Operational activities, Youth engagement	National ownership, Promoting inclusiveness/Leaving no one behind	Effectiveness, Impact, Human Rights
Strategic Note Evaluation	Country-level Evaluation	Americas and the Caribbean	Ecuador	2023	Very Good	Adoptar un enfoque estratégico en el modelo de trabajo y la expansión territorial para encuadrar las...		La Nota Estratégica 2019 – 2022 realizó un primer ejercicio de priorización territorial, acentuando intervenciones desde diferentes proyectos y fondos principalmente en frontera norte. Tomando en cuenta el contexto de movilidad humana, se mantiene la priorización territorial en frontera norte y se amplía a frontera sur debido a los flujos migratorios. Por otro lado, debido a la problemática de conflictividad social e inseguridad, el Sistema Naciones Unidas en su conjunto ha priorizado ciertos territorios para la implementación de acciones conjuntas. En este sentido, se acepta la recomendación, resaltando la importancia de contar con una estrategia territorial que articule programática y administrativamente los focos de intervenciones de ONU Mujeres, así como la movilización de recursos.	Accepted	Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, Organizational efficiency	Oversight/governance, Internal coordination and communication	Efficiency, Sustainability, Impact
Strategic Note Evaluation	Country-level Evaluation	Americas and the Caribbean	Ecuador	2023	Very Good	Impulsar estratégicamente la movilización de fondos para establecer las bases de una programación a ...		La Oficina de ONU Mujeres Ecuador cuenta con una Estrategia de Movilización de Recursos para el periodo 2022 – 2026 con un plan de acción. La estrategia resalta la necesidad de buscar financiamientos plurianuales que aseguren la sostenibilidad de las intervenciones de ONU Mujeres. En este sentido, en la Nota Estratégica 2023-2026 se ha definido un pipeline y las áreas prioritarias de movilización de recursos. A estos esfuerzos se debe sumar el fortalecimiento de capacidades de la oficina en identificación y negociación de oportunidades de financiamiento. Se acepta esta recomendación, destacando además su importancia estratégica para el trabajo que realiza ONU Mujeres en Ecuador.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Partnership, Normative Support	Internal coordination and communication, Resource mobilization	Efficiency, Sustainability
Strategic Note Evaluation	Country-level Evaluation	Americas and the Caribbean	Ecuador	2023	Very Good	Mejorar los mecanismos, las prácticas y procesos de planificación, la comunicación, y el monitoreo y...		La Oficina de ONU Mujeres Ecuador ha ido mejorando paulatinamente sus capacidades en Gestión Basada en Resultados, esfuerzos que se evidencian en la calidad de sus productos de planificación, los mecanismos de monitoreo empleados y la evaluación de la Nota Estratégica. Es necesario continuar avanzando en esta área, por lo que se acepta esta recomendación y se definen acciones concretas para mejorar los procesos estratégicos de la Oficina.	Accepted	Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Culture of results/RBM, Organizational efficiency	Oversight/governance, Internal coordination and communication, Evidence, Data and statistics	Effectiveness, Relevance, Sustainability, Impact
Strategic Note Evaluation	Country-level Evaluation	Americas and the Caribbean	Ecuador	2023	Very Good	Profundizar el fortalecimiento de capacidades, tanto internas como de los socios estratégicos e impl...		La Oficina de ONU Mujeres Ecuador cuenta con una Estrategia de Gestión de Conocimiento 2022 – 2026 en la que se definen los públicos y principales acciones a realizar. Con el fin de avanzar con los resultados planteados en la Estrategia, ONU Mujeres, acepta la recomendación, poniendo énfasis en profundizar los espacios de fortalecimiento de capacidades con socios estratégicos e implementadores.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Partnership	Oversight/governance, Capacity development, Knowledge management	Sustainability, Impact
Strategic Note Evaluation	Country-level Evaluation	Americas and the Caribbean	Ecuador	2023	Very Good	Consolidar y ampliar la relación con los socios estratégicos e implementadores actuales, y considera...		El nuevo Plan Estratégico de ONU Mujeres promueve ampliar los socios y alianzas con organizaciones diversas para avanzar hacia la igualdad de género y derechos de las mujeres. En el caso de Ecuador, esta diversificación se ve necesaria a nivel estratégico y operativo para ampliar y escalar las intervenciones en el país y sus resultados. Así, se acepta esta recomendación identificando acciones a distintos niveles y con diversos actores.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Partnership, Normative Support	Advocacy, Internal coordination and communication, Not applicable	Effectiveness, Relevance, Sustainability, Gender equality
Femmes, Arbres de Paix : Pionnières de la gouvernance locale inclusive en République Centrafricaines (RCA)	Country-level Evaluation	West and Central Africa	Central African Republic	2021	Good	Intégrer les volets d’autonomisation des femmes avec les activités de diversification des revenus de...	Les prochains prochains projets devraient plus intégrés avec des activités génératrices de revenus diverses pour les communautés cibles en vue de renforcer l'autonomisation économiques des femmes.	La recommandation a été prise en compte dans la planification de 2021 du Bureau. Les prochaines interventions pour la promotion de la participation politique des femmes devront intégrer des volets d'éducation et d'autonomisation économique à base communautaire en vue de doter le femmes de capacités et les rendre plus autonomes économiquement. Des sessions d'éducations civiques ont débuté depuis le dernier trimestre 2020; elles seront renforcées au cours des prochaines années.	Accepted	Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018)	Operational activities	Oversight/governance, Capacity development, Knowledge management	Efficiency, Relevance, Gender equality
Femmes, Arbres de Paix : Pionnières de la gouvernance locale inclusive en République Centrafricaines (RCA)	Country-level Evaluation	West and Central Africa	Central African Republic	2021	Good	Intégrer systématiquement les programmes d’alphabétisation dans les activités de formation pour cont...	Il s'agira de développer des programmes d'alphabétisation pour rehausser le niveau d'alphabétisation des femmes.	Cette recommandation rejoint la précédente cependant elle fait un focus sur l'alphabétisation. Le programme de Centrafrique en a fait une priorité pour les prochaines années; un focus sera fait sur la promotion de l'alphabétisation des adultes en particulier l'alphabétisation fonctionnelle.	Accepted	Women economic empowerment (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Capacity development	Relevance, Human Rights, Gender equality
Femmes, Arbres de Paix : Pionnières de la gouvernance locale inclusive en République Centrafricaines (RCA)	Country-level Evaluation	West and Central Africa	Central African Republic	2021	Good	Capitaliser les acquis du projet et envisager la possibilité de duplication dans d’autres préfecture...	La vulgarisation des textes et législations devra se faire à l'échelle à travers l'usage des langues locales. l'implication des communautés locales notamment les relais communautaires est fort utile.	L'utilisation des volontaires communautaires est une bonne pratique, le programme continuera de renforcer son appui dans ce domaine. Les langues locales sont importantes pour la diffusion de messages sur le droits des femmes et leurs participations politiques ; les changements socioculturels ne peuvent s'opérer qu'en prenant en compte ces mécanismes locaux existants , le Bureau travaille dans ce sens.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Normative Support, Operational activities	Capacity development, National ownership	Efficiency, Relevance, Sustainability, Impact
Femmes, Arbres de Paix : Pionnières de la gouvernance locale inclusive en République Centrafricaines (RCA)	Country-level Evaluation	West and Central Africa	Central African Republic	2021	Good	Prévoir les Suivi post-formations des organisations de femmes leaders formées pour une forte prépara...	Il s'agira de suivre les actions réalisées pour une meilleure appropriation locale et une durabilité des interventions	Des ateliers bilans ont été initiés pour obtenir un feedback des acteurs clés sur certains processus de renforcements de capacités. Des activités d'apprentissages des réalisations programmatiques seront aussi organisées pour évaluer l'impact des interventions sur les populations cibles.	Accepted	Governance and planning (SPs before 2018)	Operational activities	Capacity development, National ownership	Efficiency, Sustainability, Impact
End-term evaluation of UN Women/UNDP/UNICEF/UNFPA and UNHCR Joint Programme Against Sexual and Gender Based Violence and Harmful Traditional Practices in Liberia (SGBV JP).	Programme Evaluation	West and Central Africa	Liberia	2021	Good	DESIGN: 1.1 ET acknowledged that code of conduct was signed by the implementing partners and urgent...	This is recommended as the Evaluation Team (ET) observed and reported isolated cases in which a few social workers and GBV Taskforce members had alarming behavior making light jokes of SGBV issues, especially rape which they perceive as a common occurrence in communities. It is recommended that the signed Code Of Conduct should be followed and monitored.	Follow-up has been made on the issue reported and feedback provided. UN women is working with the Ministry of Gender Children and Social protection MoGCSP and other pillar leads to ensure that code of ethics is adhered to by all service providers.	Partially Accepted	Ending violence against women (SPs before 2018)	UN Coordination, Partnership, Operational activities, Engaging men and boys	Oversight/governance, Capacity development, National ownership, Advocacy	Effectiveness, Gender equality
End-term evaluation of UN Women/UNDP/UNICEF/UNFPA and UNHCR Joint Programme Against Sexual and Gender Based Violence and Harmful Traditional Practices in Liberia (SGBV JP).	Programme Evaluation	West and Central Africa	Liberia	2021	Good	Design: 1.2 Some GoL representatives did not feel actively involved at the design stage even if LOA ...		Partially accepted and initiated. GoL has been engaged at all levels of the project beginning from its inception to phasing out. There were gaps created during the transition from one government to the next which involved the change of technical staff and inadequate handover for continuity. The Partner UN Agencies and the Program Management Unit of the Joint Program were able to work with the respective Ministers and focal persons from the line ministries to bring them up to speed with the operations of the joint program and their roles and responsibilities as Steering and Technical Committee Members. UN Women and all partners will continue to ensure smooth collaboration and full engagement with government at all levels of developmental processes	Partially Accepted	Ending violence against women (SPs before 2018)	Organizational efficiency, Humanitarian action, Engaging men and boys	Oversight/governance, Capacity development	Effectiveness, Sustainability
End-term evaluation of UN Women/UNDP/UNICEF/UNFPA and UNHCR Joint Programme Against Sexual and Gender Based Violence and Harmful Traditional Practices in Liberia (SGBV JP).	Programme Evaluation	West and Central Africa	Liberia	2021	Good	1.3. Ensure that at the design stage of future programmes, addressing SGBV / HTPs inclusive interven...		UN Women will ensure the budget allocation for HTPs and SGBV survivors in its future programmes under EVAWG pillar, and will also ensure accountability through an effective M&E frameworks.	Accepted	Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Partnership, Culture of results/RBM	Oversight/governance, Evidence, Data and statistics	Effectiveness, Efficiency
End-term evaluation of UN Women/UNDP/UNICEF/UNFPA and UNHCR Joint Programme Against Sexual and Gender Based Violence and Harmful Traditional Practices in Liberia (SGBV JP).	Programme Evaluation	West and Central Africa	Liberia	2021	Good	Design: 1.5 Ensure that at the design stage of further programming, sustainability plan and exit str...		Planned to be initiated: This is in plan under the Coordination Unit of the EU-UN Spotlight Initiative; 2nd phase	Partially Accepted	Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Partnership, Engaging men and boys	Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Efficiency, Relevance, Sustainability
End-term evaluation of UN Women/UNDP/UNICEF/UNFPA and UNHCR Joint Programme Against Sexual and Gender Based Violence and Harmful Traditional Practices in Liberia (SGBV JP).	Programme Evaluation	West and Central Africa	Liberia	2021	Good	Design: Conduct review all ongoing interventions addressing GE/SGBV/HTPs in Liberia as well as the o...		Initiated: An assessment of the EU-UN Spotlight Initiative programme is being planned from January 10-20 2021	Accepted	Ending violence against women (SPs before 2018)	UN Coordination, Partnership, Operational activities, Culture of results/RBM, Organizational efficiency, HIV/AIDS	National ownership	Sustainability, Impact
End-term evaluation of UN Women/UNDP/UNICEF/UNFPA and UNHCR Joint Programme Against Sexual and Gender Based Violence and Harmful Traditional Practices in Liberia (SGBV JP).	Programme Evaluation	West and Central Africa	Liberia	2021	Good	RELEVANCE: 2.1. The Joint Programme was very good aligned with various instruments on GE/SGBV. Stre...		This planned to be Initiated: Discussions on the with NACCEL are planned to begin 2nd quarter 2021 ahead of the 2nd phase of the Spotlight Initiative	Partially Accepted	Ending violence against women (SPs before 2018)	UN Coordination, Normative Support, Culture of results/RBM	Alignment with strategy	Sustainability
End-term evaluation of UN Women/UNDP/UNICEF/UNFPA and UNHCR Joint Programme Against Sexual and Gender Based Violence and Harmful Traditional Practices in Liberia (SGBV JP).	Programme Evaluation	West and Central Africa	Liberia	2021	Good	Relevance: 2.2. Develop a specific needs assessment of vulnerable groups and SGBV victims and surviv...		Planned: The RUNOs to discuss this prior the second phase of the Spotlight Initiative	Accepted	Ending violence against women (SPs before 2018)	Partnership, Culture of results/RBM	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind	Sustainability, Impact, Gender equality
End-term evaluation of UN Women/UNDP/UNICEF/UNFPA and UNHCR Joint Programme Against Sexual and Gender Based Violence and Harmful Traditional Practices in Liberia (SGBV JP).	Programme Evaluation	West and Central Africa	Liberia	2021	Good	Relevance: 2.3. Conduct a survey of all social workers / GBV taskforce members in the 15 counties a...		Already Initiated partially: UN Women conducted this assessment in the last quarter of 2018. The RUNOs to discuss this prior the second phase of the Spotlight Initiative for the other Counties	Accepted	Ending violence against women (SPs before 2018)	UN Coordination, Normative Support	Oversight/governance, National ownership	Sustainability, Impact, Gender equality
End-term evaluation of UN Women/UNDP/UNICEF/UNFPA and UNHCR Joint Programme Against Sexual and Gender Based Violence and Harmful Traditional Practices in Liberia (SGBV JP).	Programme Evaluation	West and Central Africa	Liberia	2021	Good	Efficiency: 3.1 Conduct a national mapping of all actors addressing SGBV in the country per area (P...		UN Women conducted this assessment in the last quarter of 2018. The RUNOs to discuss this prior the second phase of the Spotlight Initiative for the other Counties	Accepted	Ending violence against women (SPs before 2018)	Normative Support, Culture of results/RBM	Alignment with strategy, Promoting inclusiveness/Leaving no one behind, Evidence, Data and statistics	Effectiveness, Efficiency, Impact, Human Rights
End-term evaluation of UN Women/UNDP/UNICEF/UNFPA and UNHCR Joint Programme Against Sexual and Gender Based Violence and Harmful Traditional Practices in Liberia (SGBV JP).	Programme Evaluation	West and Central Africa	Liberia	2021	Good	Efficiency: 3.2 Assess the knowledge and skills of staff in RBM and take actions to strengthen their...		Already Initiated	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Oversight/governance, Capacity development	Efficiency, Impact
End-term evaluation of UN Women/UNDP/UNICEF/UNFPA and UNHCR Joint Programme Against Sexual and Gender Based Violence and Harmful Traditional Practices in Liberia (SGBV JP).	Programme Evaluation	West and Central Africa	Liberia	2021	Good	Efficiency: 3.4 Ensure enough funds are allocated to M&E and M&E plans developed at the design and p...		Already Initiated: Under the Spotlight Initiative, some agencies have already identified budgets for this purpose Under the Spotlight Initiative, 3 key line Ministry including Finance, Gender and Health are benefiting. In the 2nd phase of the Programme, other line Ministries will be targeted	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Capacity development, Evidence, Data and statistics, Resource mobilization	Effectiveness, Efficiency
End-term evaluation of UN Women/UNDP/UNICEF/UNFPA and UNHCR Joint Programme Against Sexual and Gender Based Violence and Harmful Traditional Practices in Liberia (SGBV JP).	Programme Evaluation	West and Central Africa	Liberia	2021	Good	Efficiency: 3.6 Due to turnover of technical staff in the ministries GoL should take appropriate mea...		Initiative depends on the Government Political will	Partially Accepted	Ending violence against women (SPs before 2018)	Partnership, Operational activities, Culture of results/RBM	Capacity development, Knowledge management, Innovation and technology	Effectiveness, Efficiency, Sustainability, Impact
End-term evaluation of UN Women/UNDP/UNICEF/UNFPA and UNHCR Joint Programme Against Sexual and Gender Based Violence and Harmful Traditional Practices in Liberia (SGBV JP).	Programme Evaluation	West and Central Africa	Liberia	2021	Good	Efficiency: 3.8 Establish GBV taskforce or a committee at district level which will liaise between c...		Initiative planned With funds availability it will be undertaken	Partially Accepted	Ending violence against women (SPs before 2018)	UN Coordination, Partnership	Oversight/governance, Capacity development	Efficiency
End-term evaluation of UN Women/UNDP/UNICEF/UNFPA and UNHCR Joint Programme Against Sexual and Gender Based Violence and Harmful Traditional Practices in Liberia (SGBV JP).	Programme Evaluation	West and Central Africa	Liberia	2021	Good	Sustainability: 5.1. Ensure that sustainability plan and exit strategy plan are developed and effect...		Initiative planned: Under spotlight Initiative, this is planned to be developed ahead of the 2nd phase	Accepted	Ending violence against women (SPs before 2018)	Partnership, Organizational efficiency	Alignment with strategy, Oversight/governance	Effectiveness
End-term evaluation of UN Women/UNDP/UNICEF/UNFPA and UNHCR Joint Programme Against Sexual and Gender Based Violence and Harmful Traditional Practices in Liberia (SGBV JP).	Programme Evaluation	West and Central Africa	Liberia	2021	Good	Sustainability: 5.2 Due to turnover of technical staff in the ministries, ensure that in all capacit...		Initiative ongoing; Under the EU-UN Spotlight Initiative	Accepted	Ending violence against women (SPs before 2018)	Partnership	Oversight/governance, Capacity development	Sustainability
End-term evaluation of UN Women/UNDP/UNICEF/UNFPA and UNHCR Joint Programme Against Sexual and Gender Based Violence and Harmful Traditional Practices in Liberia (SGBV JP).	Programme Evaluation	West and Central Africa	Liberia	2021	Good	4. Effectiveness 4.1 Ensure RBM is effectively applied in programming, budgeting, monitoring and rep...		Already Initiated partially: UN Women conducted this assessment in the last quarter of 2018. The RUNOs to discuss this prior the second phase of the Spotlight Initiative for the other Counties	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Alignment with strategy, Oversight/governance	Effectiveness
End-term evaluation of UN Women/UNDP/UNICEF/UNFPA and UNHCR Joint Programme Against Sexual and Gender Based Violence and Harmful Traditional Practices in Liberia (SGBV JP).	Programme Evaluation	West and Central Africa	Liberia	2021	Good	Effectiveness: 4.2 Take appropriate actions against the reported FGM being secretly practiced on gir...		The NACCEL in collaboration with MIA is engaged in monitoring FGM practitioners. They are also engaged in carrying out arrests and punishing those that practice FGM. With the President’s promise of extending the Executive order for 1 more year and also NACCEL and MIA’s initiative to extend the 7 Count Policy, this will be done	Accepted	Ending violence against women (SPs before 2018)	Engaging men and boys	Advocacy	Effectiveness
End-term evaluation of UN Women/UNDP/UNICEF/UNFPA and UNHCR Joint Programme Against Sexual and Gender Based Violence and Harmful Traditional Practices in Liberia (SGBV JP).	Programme Evaluation	West and Central Africa	Liberia	2021	Good	Effectiveness: 4.4 There is a linkage between support to survivor and Women’s Economic Empowerment i...		Through the spotlight Initiative, FGM practitioners in the 5 spotlight Counties are receiving alternative economic support through empowering them skills on climate smart agriculture, business skills as well literacy skills. This is planned to be extended in other non- spotlight Counties. UNICEF had already begun discussion with the GOL (MGCSP and MOJ), under the child justice and child welfare division on alternative care for abused, abandoned children.	Accepted	Ending violence against women (SPs before 2018)	UN Coordination, Normative Support, Operational activities	Alignment with strategy, Advocacy	Effectiveness
End-term evaluation of UN Women/UNDP/UNICEF/UNFPA and UNHCR Joint Programme Against Sexual and Gender Based Violence and Harmful Traditional Practices in Liberia (SGBV JP).	Programme Evaluation	West and Central Africa	Liberia	2021	Good	Effectiveness: 4.7 SGBV JP provided trainings to health-care providers in the provision of comprehen...		Under the SGBV JP, health and social workers from key referral hospitals in all 15 counties were trained in the clinical management of rape regardless of the presence of One Stop Centers in those counties. This capacitated them to handle SGBV cases at their facilities and/or refer when necessary. These training continue under the Spotlight Initiative and are not limited to only the 5 Spotlight Counties.	Partially Accepted	Ending violence against women (SPs before 2018)	UN Coordination, Partnership, Normative Support	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness
End-term evaluation of UN Women/UNDP/UNICEF/UNFPA and UNHCR Joint Programme Against Sexual and Gender Based Violence and Harmful Traditional Practices in Liberia (SGBV JP).	Programme Evaluation	West and Central Africa	Liberia	2021	Good	Effectiveness: 4.8 Develop a mandatory identification system for every citizen and aliens residing i...		This has been proposed under the National SGBV Road Map for funding and implementation. An additional court has been established in Bong County. However, this recommendation has been proposed under the National SGBV Road Map for funding and implementation.	Partially Accepted	Ending violence against women (SPs before 2018)	UN Coordination, Urban agenda (safe cities and safe public spaces)	Capacity development, Knowledge management	Effectiveness
End-term evaluation of UN Women/UNDP/UNICEF/UNFPA and UNHCR Joint Programme Against Sexual and Gender Based Violence and Harmful Traditional Practices in Liberia (SGBV JP).	Programme Evaluation	West and Central Africa	Liberia	2021	Good	Effectiveness: 4.10 Recruit and train more WACPS, LNP personnel (females especially). Every county s...		Responsible UN agencies are working closely with the Line Government Ministries to ensure a scale up in human capacity as well as institutional strengthening.	Partially Accepted	Ending violence against women (SPs before 2018)	UN Coordination, Partnership, Normative Support, Culture of results/RBM	Alignment with strategy, Oversight/governance, Capacity development	Effectiveness
End-term evaluation of UN Women/UNDP/UNICEF/UNFPA and UNHCR Joint Programme Against Sexual and Gender Based Violence and Harmful Traditional Practices in Liberia (SGBV JP).	Programme Evaluation	West and Central Africa	Liberia	2021	Good	Effectiveness: 4.14 Enhance capacity building of Gender Focal Persons and Senior Government official...		Several training sessions have been held with key stakeholders under the SGBV JP and the Spotlight	Partially Accepted	Ending violence against women (SPs before 2018)	Partnership, Normative Support, Operational activities	Alignment with strategy, Capacity development, Advocacy	Effectiveness
End-term evaluation of UN Women/UNDP/UNICEF/UNFPA and UNHCR Joint Programme Against Sexual and Gender Based Violence and Harmful Traditional Practices in Liberia (SGBV JP).	Programme Evaluation	West and Central Africa	Liberia	2021	Good	Effectiveness: 4.15 Develop appropriate mechanisms aiming at harmonizing the existing gap and confli...		Initiative underway: Through the EU-UN Spotlight Initiative led by OHCHR, Trainings have been conducted under the SGBV JP and currently under the Spotlight Program. Spotlight and Government will expand on the process of expanding the GBV IMS to the counties. Rape Survivors Data base will be established under the current GBV IMS either at the MGCSP of the MoJ.	Accepted	Ending violence against women (SPs before 2018)	UN Coordination, Partnership, Normative Support, Organizational efficiency	Oversight/governance, Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management	Effectiveness
End-term evaluation of UN Women/UNDP/UNICEF/UNFPA and UNHCR Joint Programme Against Sexual and Gender Based Violence and Harmful Traditional Practices in Liberia (SGBV JP).	Programme Evaluation	West and Central Africa	Liberia	2021	Good	Effectiveness: 4.18 Enhance community-based organizations advocating on SGBV / FGM / Early and Chil...		Advocacy events are supported by the RUNOs, Government and CSOs Through the EU-UN Spotlight Initiative, a communication for development strategy is being developed and will be disseminated with such key messaging inclusive of visuals	Accepted	Ending violence against women (SPs before 2018)	UN Coordination, Partnership, Organizational efficiency	Alignment with strategy, Oversight/governance, Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management, Resource mobilization	Effectiveness
End-term evaluation of UN Women/UNDP/UNICEF/UNFPA and UNHCR Joint Programme Against Sexual and Gender Based Violence and Harmful Traditional Practices in Liberia (SGBV JP).	Programme Evaluation	West and Central Africa	Liberia	2021	Good	Effectiveness: 4.19 Raise a national campaign in all the 15 counties and share practical information...		Initiative ongoing through awareness raising and building the capacity of community influencers and CBOs and CSOs under the Spotlight Initiative. As well as under the Spotlight Initiative, Journalists and media practitioners have been capacitated on gender sensitive reporting of all SGBV/HPs cases. In the second phase of the Spotlight, this will be extended to other Counties. Initiative ongoing: Moreover, under the Spotlight initiative, the trained journalists have introduced gender desks and also are networking through social media platforms in the five spotlight Counties. In the second phase of the Spotlight, this will be extended to other Counties	Accepted	Ending violence against women (SPs before 2018)	UN Coordination, Partnership, Normative Support, Operational activities, Organizational efficiency	Alignment with strategy, Capacity development	Effectiveness
End-term evaluation of UN Women/UNDP/UNICEF/UNFPA and UNHCR Joint Programme Against Sexual and Gender Based Violence and Harmful Traditional Practices in Liberia (SGBV JP).	Programme Evaluation	West and Central Africa	Liberia	2021	Good	Effectiveness: 4.23 Ensure that advocacy and communication in the counties / communities includes a ...		Through the EU-UN Spotlight Initiative, a communication for development strategy is being developed and will be disseminated with such key messaging inclusive of visuals	Partially Accepted	Ending violence against women (SPs before 2018)	Partnership	Capacity development	Effectiveness
End-term evaluation of UN Women/UNDP/UNICEF/UNFPA and UNHCR Joint Programme Against Sexual and Gender Based Violence and Harmful Traditional Practices in Liberia (SGBV JP).	Programme Evaluation	West and Central Africa	Liberia	2021	Good	Effectiveness: 4.24 Enhance community-based organizations advocating on SGBV / FGM / Early and Child...		To be conducted with the availability of funds. There is need for strengthening community structures in the meantime that can report hinge against coordination mechanisms at county level.	Accepted	Ending violence against women (SPs before 2018)	UN Coordination, Partnership, Operational activities, Culture of results/RBM, Organizational efficiency	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind	Effectiveness
Programme Conjoint Promotion de la participation politique et leadership de la femme dans la consolidation de la paix en République Centrafricaine	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2020	Not Rated	Arrimer des priorités des phases 2 et 3, et tout autre projet en cours d’élaboration/exécution aux p...		Recommandation en cours, les projets s'arriment aux priorités dans le pays et la collaboration est continue entre le gouvernement et les partenaires ; les consultations entre acteurs sont continues et les partenariats sont mobilisés pour faire face aux défis dans le pays	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership, Normative Support	National ownership	Effectiveness, Efficiency, Sustainability
Programme Conjoint Promotion de la participation politique et leadership de la femme dans la consolidation de la paix en République Centrafricaine	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2020	Not Rated	Renforcer davantage l’autonomisation des femmes avec les activités de diversification des revenus de...	- Le développement continuel des Clubs Dimitra dans d’autres localités ; - Suivant le cas, prévoir des financements rotatifs en nature par exemple, en offrant une couple d’animaux domestiques comme des cabris ; - Mise en place des champs communautaires pour de larges organisations de femmes particulièrement en provinces - Appui à la structuration des organisations à la base	Une phase de financement du fond de la consolidation de la paix , en cours , se focalisera sur la mise en ouvre des AGR de diverses formes et aidera à développer des associations villageoises d’épargne et de crédit en vue de contribuer à l'amélioration des revenus communautaires.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities, Humanitarian action, Agriculture	Capacity development	Effectiveness, Sustainability
Programme Conjoint Promotion de la participation politique et leadership de la femme dans la consolidation de la paix en République Centrafricaine	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2020	Not Rated	Capitaliser les acquis du projet et envisager la possibilité de duplication dans d’autres zones du p...	Mise en place des mécanismes de vulgarisation et de diffusion des textes et législations aussi en langue locale pour sensibiliser davantage les populations Financer la communication de ces textes même en langue locale dans les médias (radios, télévision et presses)	La duplication est envisagée mais les conditions sécuritaires , dans certaines zones non couvertes par ce type de projet, sont très instables et ne permettent pour l'instant de s'y déployer	Accepted	Governance and planning (SPs before 2018)	Operational activities	Capacity development, National ownership	Efficiency, Relevance, Sustainability
Programme Conjoint Promotion de la participation politique et leadership de la femme dans la consolidation de la paix en République Centrafricaine	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2020	Not Rated	Renforcer le mécanisme de coordination et de suivi et évaluation avec un plan de suivi et évaluation	- Avoir un plan de rapportage et de partage des informations/rapports; - Assurer une communication et la production des rapports dans les délais planifiés - Production des procès verbaux des rencontres de coordination (comité de pilotage, etc); - Réduire les delais et lenteurs administratifs dans la gestion des contrats de partenariats avec les partenaires d’exécution.	Pour faciliter les activités de suivi et évaluation des projets et améliorer la culture de la GAR ; un spécialiste de en Suivi et Évaluation a été engagé par la Coordination de programme depuis décembre 2019.	Accepted	Governance and planning (SPs before 2018)	Operational activities, Culture of results/RBM	Capacity development	Efficiency
Programme Conjoint Promotion de la participation politique et leadership de la femme dans la consolidation de la paix en République Centrafricaine	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2020	Not Rated	Suivi régulier des organisations de femmes leaders formées pour une forte implication dans les échéa...	- L‘intensification des activités de sensibilisation à l’endroit des hommes - Implication davantage des masses médias pour plus de communication notamment en langue locale - Formation continue des coaches politiques; - Distribution des modules de formation sous forme numérique aux partenaires et relais locaux pour l’extension sessions de formation à d’autres bénéficiaires dans d’autres localités	En cours dans un projet de sensibilisation sur les Accords de paix	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Humanitarian action	Capacity development, Knowledge management	Effectiveness, Relevance, Sustainability
Programme Conjoint Promotion de la participation politique et leadership de la femme dans la consolidation de la paix en République Centrafricaine	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2020	Not Rated	Intégrer systématiquement les programmes d’alphabétisation dans les activités de formation pour cont...		Pris en compte dans un projet de développement de l'agriculture de résilience face au changement climatique en cours	Accepted	Leadership and political participation (SPs before 2018)	Operational activities	Capacity development, National ownership	Effectiveness, Sustainability, Human Rights, Gender equality
Final evaluation of ‘Raising Awareness of Gender Equality Among Young People’ in Japan	Programme Evaluation	Global	Strategic Partnerships Division	2020	Good	Effective use of new networks for further advocacy of gender equality in Japan: through this project...		UN Women Japan Liaison Office will maintain the network of the stakeholders, including the government, corporates, the youth, and experts, and share the information of not only relevant events and activities but campaigns held or supported by UN Women.	Accepted	Global norms and standards (SPs before 2018)	Partnership, Youth engagement, Engaging men and boys	Capacity development, Advocacy, Resource mobilization	Sustainability
Final evaluation of ‘Raising Awareness of Gender Equality Among Young People’ in Japan	Programme Evaluation	Global	Strategic Partnerships Division	2020	Good	Project management: we recommend that the UN Women JLO, the headquarters, and the regional office co...		When a corporate approaches JLO for proposing a new partnership with UN Women for implementing a project in Japan at an equivalent or larger size of budget to ‘Raising Awareness of Gender Equality Among Young People,’ JLO will review the project plan and lead the internal discussion on the proposal with relevant internal stakeholders, including the HQs and the regional office of Asia and the Pacific, for whether UN Women accept the proposal. JLO is expected to make decisions on proposals for collaboration in Japan (at small budget size and not a partnership). In these cases, JLO consults with other internal stakeholders, only when required or expected to provide additional benefits to the collaboration.	Partially Accepted	Not applicable	Partnership, Culture of results/RBM, Organizational efficiency	Resource mobilization	Efficiency
Final evaluation of ‘Raising Awareness of Gender Equality Among Young People’ in Japan	Programme Evaluation	Global	Strategic Partnerships Division	2020	Good	Raising-awareness of young generation: Shiseido has been making company-wide efforts to build a soci...		JLO confirmed Shiseido would continue including the youth as one of the targets in the Sustainability Strategy and its implementation. UN Women will continue sharing information with the company for exploring the possibilities of collaboration on gender equality and women's empowerment.	Accepted	Not applicable	Youth engagement	Resource mobilization	Relevance
Social Mobilization Programme to end Gender-Based Violence in the Caribbean (2014-2017 and 2018)	Programme Evaluation	Americas and the Caribbean	Multi-Country Office for the Caribbean (Barbados)	2019	Good	The social mobilization theory of change must be clearly articulated both at the level of UN Women a...		UN Women fully accepts this recommendation.	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Capacity development	Relevance
Social Mobilization Programme to end Gender-Based Violence in the Caribbean (2014-2017 and 2018)	Programme Evaluation	Americas and the Caribbean	Multi-Country Office for the Caribbean (Barbados)	2019	Good	Future social mobilization projects aimed at GBV prevention should be anchored in national GBV preve...		UN Women fully accepts this recommendation.	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Promoting inclusiveness/Leaving no one behind	Relevance
Social Mobilization Programme to end Gender-Based Violence in the Caribbean (2014-2017 and 2018)	Programme Evaluation	Americas and the Caribbean	Multi-Country Office for the Caribbean (Barbados)	2019	Good	RBM implementation requires ongoing capacity building and technical support		UN Women fully accepts this recommendation.	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Promoting inclusiveness/Leaving no one behind	Relevance
Social Mobilization Programme to end Gender-Based Violence in the Caribbean (2014-2017 and 2018)	Programme Evaluation	Americas and the Caribbean	Multi-Country Office for the Caribbean (Barbados)	2019	Good	Evaluation of Grant proposals should assess the feasibility of project objectives, likely completion...		UN Women fully accepts this recommendation	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Promoting inclusiveness/Leaving no one behind	Relevance
Social Mobilization Programme to end Gender-Based Violence in the Caribbean (2014-2017 and 2018)	Programme Evaluation	Americas and the Caribbean	Multi-Country Office for the Caribbean (Barbados)	2019	Good	Institutional assessments should be conducted for all implementing partners; Government or civil soc...		UN Women fully accepts this recommendation.	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Promoting inclusiveness/Leaving no one behind	Relevance
Social Mobilization Programme to end Gender-Based Violence in the Caribbean (2014-2017 and 2018)	Programme Evaluation	Americas and the Caribbean	Multi-Country Office for the Caribbean (Barbados)	2019	Good	Adequate support should be provided to build capacity of civil society organizations involved in GBV...		UN Women fully accepts this recommendation	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Promoting inclusiveness/Leaving no one behind	Relevance
Social Mobilization Programme to end Gender-Based Violence in the Caribbean (2014-2017 and 2018)	Programme Evaluation	Americas and the Caribbean	Multi-Country Office for the Caribbean (Barbados)	2019	Good	There should be greater focus by governments and/or donors on establishing support services for GBV ...		UN Women fully accepts this recommendation.	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Promoting inclusiveness/Leaving no one behind	Relevance
Social Mobilization Programme to end Gender-Based Violence in the Caribbean (2014-2017 and 2018)	Programme Evaluation	Americas and the Caribbean	Multi-Country Office for the Caribbean (Barbados)	2019	Good	Violence against women cannot be prevented without the active and direct involvement of men, and the...		UN Women fully accepts this recommendation	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Promoting inclusiveness/Leaving no one behind	Relevance
Social Mobilization Programme to end Gender-Based Violence in the Caribbean (2014-2017 and 2018)	Programme Evaluation	Americas and the Caribbean	Multi-Country Office for the Caribbean (Barbados)	2019	Good	Recognizing how GBV intersects with ethnicity, sexual orientation, disabilities, social mobilization...		UN Women fully accepts this recommendation	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Promoting inclusiveness/Leaving no one behind	Relevance
Social Mobilization Programme to end Gender-Based Violence in the Caribbean (2014-2017 and 2018)	Programme Evaluation	Americas and the Caribbean	Multi-Country Office for the Caribbean (Barbados)	2019	Good	Children and youth also need to be specifically targeted given the potential for influencing behavio...		UN Women fully accepts this recommendation	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Promoting inclusiveness/Leaving no one behind	Relevance
Social Mobilization Programme to end Gender-Based Violence in the Caribbean (2014-2017 and 2018)	Programme Evaluation	Americas and the Caribbean	Multi-Country Office for the Caribbean (Barbados)	2019	Good	GBV prevention strategies must effectively target front line staff including the Police, Health and ...		UN Women fully accepts this recommendation	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Promoting inclusiveness/Leaving no one behind	Relevance
Social Mobilization Programme to end Gender-Based Violence in the Caribbean (2014-2017 and 2018)	Programme Evaluation	Americas and the Caribbean	Multi-Country Office for the Caribbean (Barbados)	2019	Good	Changes in financing arrangements in the middle of project implementation requires the exercise of f...		UN Women partially agrees with this recommendation based on the fact that financing arrangements should not change in the middle of project implementation.	Partially Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Promoting inclusiveness/Leaving no one behind	Relevance
Social Mobilization Programme to end Gender-Based Violence in the Caribbean (2014-2017 and 2018)	Programme Evaluation	Americas and the Caribbean	Multi-Country Office for the Caribbean (Barbados)	2019	Good	Dedicated resources are required to management multi-component projects effectively.		UN Women fully agrees with this recommendation	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Promoting inclusiveness/Leaving no one behind	Relevance
Social Mobilization Programme to end Gender-Based Violence in the Caribbean (2014-2017 and 2018)	Programme Evaluation	Americas and the Caribbean	Multi-Country Office for the Caribbean (Barbados)	2019	Good	EVAWG should be integrated into national disaster management strategies.		UN Women fully agrees with this recommendation	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Promoting inclusiveness/Leaving no one behind	Relevance
Social Mobilization Programme to end Gender-Based Violence in the Caribbean (2014-2017 and 2018)	Programme Evaluation	Americas and the Caribbean	Multi-Country Office for the Caribbean (Barbados)	2019	Good	UN Women MCO should develop an engagement strategy to ensure timely and ongoing communication with p...		UN Women fully agrees with this recommendation.	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Promoting inclusiveness/Leaving no one behind	Relevance
Social Mobilization Programme to end Gender-Based Violence in the Caribbean (2014-2017 and 2018)	Programme Evaluation	Americas and the Caribbean	Multi-Country Office for the Caribbean (Barbados)	2019	Good	Sustainability measures should be built into social mobilization projects at project conceptualizati...		UN Women fully agrees with this recommendation	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Promoting inclusiveness/Leaving no one behind	Relevance
Social Mobilization Programme to end Gender-Based Violence in the Caribbean (2014-2017 and 2018)	Programme Evaluation	Americas and the Caribbean	Multi-Country Office for the Caribbean (Barbados)	2019	Good	There a need for improved documentation of programs and learning forums to share new knowledge, expe...		UN Women fully agrees with this recommendation.	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Promoting inclusiveness/Leaving no one behind	Relevance
Social Mobilization Programme to end Gender-Based Violence in the Caribbean (2014-2017 and 2018)	Programme Evaluation	Americas and the Caribbean	Multi-Country Office for the Caribbean (Barbados)	2019	Good	Foundations curriculum needs to be integrated into the education system		UN Women fully agrees with this recommendation	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Promoting inclusiveness/Leaving no one behind	Relevance
Project final evaluation: Realizing the transformational effect of the Sepur Zarco reparation sentence to break the continuum of conflict and post-conflict related sexual and other forms of violence against women	Programme Evaluation	Americas and the Caribbean	Guatemala	2021	Good	When designing and implementing projects that aim to provide support and sustainability to rural and...		As mentioned in the evaluation report, the inclusion of the Sepur Zarco grandmothers and implementing partners of the project in its management structure was a good and innovative practice that changed the relationship among UN Women, participant UN organizations, and women. The project’s governance structure incorporated implementing partners and associates (beneficiaries) in the Technical Committee and the Project Board, the latest co-presided by Demecia Yat, one of the Sepur Zarco case Grandmothers, representing the implementing partners and women (beneficiaries) involved in the project. Acknowledging the positive impact and contributions of this practice, it has been adopted for other projects of the WPSHA portfolio to continue fostering good practices at the country level on how to incorporate and promote women and associate’s participation in the overall project cycle, including its governance structure.	Accepted	Peace and security (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind	Effectiveness
Project final evaluation: Realizing the transformational effect of the Sepur Zarco reparation sentence to break the continuum of conflict and post-conflict related sexual and other forms of violence against women	Programme Evaluation	Americas and the Caribbean	Guatemala	2021	Good	For projects related to the implementation of transformative reparation measures, it is advisable to...		The project made a significant change creating and enabling environment for transformative reparation, despite the difficult social and political challenges faced at the country level where, after 23 years of the Peace Agreements, institutions created by the peace accords to promote human rights, indigenous and women´s rights have been dismantled and weakened, with serious consequences for gender equality and women’s empowerment. Despite the above, with the project support, Q'eqchi' women's leadership generated profound and irreversible transformations in the status of women, including their role in advancing gender justice and transformative reparation, attitudinal changes and institutional transformations that lead, i.e. to the adoption of the Judiciary's Policy on Transformative Reparation, the establishment of a interinstitutional mechanism to monitor advances in the implementation of the reparation sentence where the Grandmothers are the main actors, the translation of the generated knowledge by the Sepur Zarco Sentece into measurable indicators to regularly evaluate advances in the status of women (situation, condition and position) through the proposed Index on women's access to justice and transformative reparation lead by the MIMPAZ. While actions to strengthen State institutions on transformative reparation measures are part of UN Women’s interventions, additional steps to enhance institutional evidence collection and to measure results will be developed in response to this recommendation.	Rejected	Peace and security (SPs before 2018)	Organizational efficiency	Capacity development	Effectiveness
Project final evaluation: Realizing the transformational effect of the Sepur Zarco reparation sentence to break the continuum of conflict and post-conflict related sexual and other forms of violence against women	Programme Evaluation	Americas and the Caribbean	Guatemala	2021	Good	In projects implemented at the local level: a. When working in different geographic areas, it is re...		Considering the RBM impact approach of the PBF projects, differentiated indicators for different geographic areas and women’s groups cannot be included in logical framework of projects as it will weaken project’s design and dilute results. Exchange processes in the geographical areas of intervention are continuously carried out when implementing projects at the local level, to leverage the diversity of knowledge and enrich their experience with cross-fertilization dialogues; due to the extent of unique Sepur Zarco’s case reparations measures, coordination and dialogue mechanisms were developed at the national and local level to generate a collective sense of reparation and to learn and facilitate the local adoption of practices that lead to improve women’s status. While it is not possible to follow the recommendation as described, the implementation of different M&E methods will be considered for complex projects.	Rejected	Peace and security (SPs before 2018)	Culture of results/RBM	Evidence, Data and statistics	Efficiency
Project final evaluation: Realizing the transformational effect of the Sepur Zarco reparation sentence to break the continuum of conflict and post-conflict related sexual and other forms of violence against women	Programme Evaluation	Americas and the Caribbean	Guatemala	2021	Good	During the process of formulation and approval of the Projects: a. In inter-agency projects, define...		To generate capacities and strengthen the coordination with stakeholders and the governance structure members, the project included exchange processes and dialogue mechanisms at different levels. It is noticed that due to constant personnel changes within UN Agencies, State institutions, and CSO, mitigation actions to strengthen communication and dialogue need to be continually implemented. Accordingly, additional in-depth risk analysis will continue to be developed when formulating theories of change in complex contexts. UN Agencies administrative processes respond to their own finance-administrative and legal frameworks, thus room for the definition of a standardize administrative process for joint programs is limited and the standardization process does fall in to UN Women’s decisions at the country level.	Partially Accepted	Peace and security (SPs before 2018)	UN Coordination, Organizational efficiency	Oversight/governance, Internal coordination and communication	Effectiveness, Efficiency
Project final evaluation: Realizing the transformational effect of the Sepur Zarco reparation sentence to break the continuum of conflict and post-conflict related sexual and other forms of violence against women	Programme Evaluation	Americas and the Caribbean	Guatemala	2021	Good	Regarding governance structure: Clarify the roles between the Project Board and the Technical Commit...		The project had a governance structure based on the standard managerial arrangement for the PBF country portfolio. UNW, as lead agency for the project, added value to these management arrangements by incorporating women civil society organizations and women beneficiaries’ participation in the governance structure of the project and supported their concerted actions to establish their own mechanisms to elect and rotate their leadership for equitable representation. Support was constantly provided to enhance their own coordination, learn from the experience, and potentiate the role of elected representatives in the governance structures. It is noticed that due to constant personnel changes within UN Agencies, State institutions and CSO, mitigation actions to strengthen communication and dialogue need to be implemented.	Partially Accepted	Peace and security (SPs before 2018)	Operational activities	Oversight/governance	Efficiency, Sustainability
Project final evaluation: Realizing the transformational effect of the Sepur Zarco reparation sentence to break the continuum of conflict and post-conflict related sexual and other forms of violence against women	Programme Evaluation	Americas and the Caribbean	Guatemala	2021	Good	It is necessary that a specific monitoring and accompaniment system be implemented for the joint pro...		Recommendation accepted.	Accepted	Peace and security (SPs before 2018)	Culture of results/RBM	Oversight/governance, Evidence, Data and statistics	Efficiency, Sustainability
Evaluation of UN Women's flagship report Progress of the World's Women	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2017	Not Rated	Recommendations to strengthen the relevance and effectiveness of the contents of the Progress report...	R&D team should continue to improve the quality of the Progress reports. Possible steps include: conduct a systematic literature review at the start of every Progress to assess the quality of existing evidence (not just an annotated bibliography), which could be a publishable research product in itself; conduct anonymous, paid peer review of chapters and a sample of the statistics to ensure quality; focus on evidence basis for key claims and practical examples in boxes; put a methodological annex in the back of the book or make it available online, for those who want it; continue to ensure adequate framing and conceptualization—Progress should hold together. R&D team should Identify low-resource ways to deliver the original research and messages that many readers want to see more of, even if it is a matter of just a few statistics; it should also make data downloadable. Moreover, it should choose a set of statistics to refresh each year and launch as an infographic. Finally, UN Women regional and country offices, in coordination with R&D team, should pursue opportunities to translate substantive contents to the regional/national level through the development of regional/national Progress reports. Such reports should be encouraged by senior management and included in strategic planning documents.	The team notes these recommendations in the context of the overall finding of the evaluation that quality of the reports was generally judged to be high. However, we welcome these recommendations for improvement. Although we have not conducted a full literature review on the theme of the 2019-2020 report, focusing on families as such, we produced a detailed concept note for the report, and our research strategy has been to commission papers that scan the literature on some topics, and to conduct our own in-house literature reviews on other topics. For the next report, we will consider commissioning a comprehensive literature review upfront and publishing it as a separate resource. The feasibility of this will depend on selecting a narrower theme (than eg. economic and social rights, or families), but this is something that we want to do anyway, as part of efforts to publish the reports more regularly. We have revised our peer review process to include one anonymous peer reviewer per chapter. As well as peer reviewers for the individual chapters, we selected four people to do a global read of the report and asked them to focus on the key aspects of quality identified in the evaluation. In the 2019-2020 edition of the report, we included a statistical note which included key methodological information on the data elements of the report. We will consider expanding that out to produce a broader methodological annex to the report. We always strive to commission original and innovative research and data analysis and will continue to do so. For the 2019-2020 report, we developed data partnerships with both UN DESA and ILO to generate new statistics on household composition and labour force participation by marital status, which are a rich source of previously unavailable data on families. As with the 2011 report, we made the data annexes available to download as excel spreadsheets. While the statistics we use typically do not get updated as frequently as every year, we have plans to push out the statistics and other elements of the report more effectively after the launch, through blog posts, infographics etc. In addition, the R&D team has launched a new Women Count data portal to provide access to statistics on gender and the SDGs. The hub includes a dashboard with Progress data and features blogs and stories related to the report, giving our readers another way to access and use the report. Based on our experience of working with the LAC region to produce a companion report for the 2015 report, we agree that national/regional reports have a lot of potential for greater outreach and influence of the Progress series. For the 2019-2020 report, there are several country/regional products planned/in progress – in Mexico, Northern Africa, Eastern Europe and Central Asia. We plan to reflect on these products and produce a guidance note for colleagues to support future efforts.	Accepted	Not applicable	Not applicable	Not applicable	Effectiveness
Evaluation of UN Women's flagship report Progress of the World's Women	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2017	Not Rated	Recommendations to strengthen and innovate the communication and outreach strategy of the Progress r...	R&D team should develop a written engagement strategy for UN Women staff in deciding on the theme; consider them as the primary end-users; develop a process for analyzing their most important information needs in their work, rather than asking them to take part in the research itself (which they may not have time or capacity to do). R&D team should identify external target audiences more clearly for each report; start to engage them before the research is finished. Map early on the UN Women staff and other relevant stakeholders who are likely to be potential end-users; invite high profile actors in target groups to be on the Advisory Group; develop a research blog that updates potential end-users on the process: choice of theme; composition of the Advisory Group; selection of background paper topics; striking findings from initial research; problems and challenges; etc. R&D team should identify early on the strikingly original statements the report will make, in order to start building these into an outreach strategy. Senior management should appoint a small team or at least one senior staff member to lead the task of identifying policy windows and target audiences, as well as translating the report in to advocacy actions in the global policy space. R&D team, working with Communications and the team appointed by senior management, should develop a written, medium- to long-term, sustainable outreach strategy that identifies relevant global forums and debates as well as entry points for advocacy and influential people to act as mediators to translate and advocate for Progress ’s messages. This strategy should: ensure early engagement with media, including providing copies of the report and access to the web site well in advance; identify new formats and continued strong engagement with social media; include an agreement that Communications should mine the report on a periodic basis as relevant issues emerge in the news, providing journalists with other opportunities to cite the report throughout the year; and ensure that Communications associates Digital Object Identifiers (DOIs) with all publications in order to enable Altmetrics. R&D team should develop a robust monitoring strategy to track key performance indicators, qualitative information on uptake at the national, regional, and global levels; and content analysis of important citations of the report.	We welcome these recommendations and will endeavor to take them on board. We agree that we need to be more transparent about our approach to choosing themes for the reports. For the 2019-2020 report, we spent considerable time consulting with different internal stakeholders on the theme, both at HQ and the field, presenting a number of options and proposing our preferred theme. In the next cycle, we will consider a more open-ended process in which we survey colleagues for their most pressing information needs. However, we are also keen to retain the innovative, horizon-scanning element of Progress reports, and we note that taking this approach may mean that we end up with a theme that reflects UN Women’s current themes, rather than more cutting edge and emerging issues. We acknowledge the need to develop a long term, strategic, outreach strategy for Progress (beyond the global launch plan), and implemented this recommendation for our flagship report on gender equality and the SDGs, which was launched in early 2018. In terms of engaging end users early, we took steps to do this by announcing the theme of the next Progress report on the International Day of Families on 15 May 2017 and putting out a short animation, and blog posts by Shahra Razavi on why the theme of families posted on the UN Women website. We will also ask the Communications Team to better integrate our flagship reports into their strategies and ask them to take responsibility for periodically mining the reports and making better use of their rich contents. More generally, we agree that we need greater support and buy-in for outreach and advocacy work from other parts of UN Women. As part of our work to position the 2019-2020, we worked with an internal working group made up of colleagues from the Executive Director’s office, the communications team, civil society team, intergovernmental team and regional offices. Senior management were very positive about this approach to getting organization-wide buy-in. We note that the evaluation found that take-up of the 2011 report was greater among those constituencies that were either involved in the research process (eg. field colleagues who were asked to contribute information for boxes etc) or who were on the advisory group (eg. CEDAW committee members). We had already selected the advisory group for the next report before the evaluation was finalized, and in this case, it is made up mainly of leading feminist scholar/activists on different aspects of families. However, we supplemented their expert advice with a number of other steps. We held a series of pre-briefings before the report was launched with key stakeholders, including member state and key civil society stakeholders, which helped to generate buy-in for the report and its findings before the report was launched. The proposal for a research blog is well taken and would help to ensure that Progress stays on our audiences’ radars in between editions, but would require a devoted outreach specialist to ensure quality and sustainability (see below). We have instead launched a Progress News newsletter, which includes highlights and updates on the report, and we also have a new twitter hashtag to highlight the publication of UN Women research papers and briefs, including background papers for the report. We accept and will implement the recommendations on engagement with the traditional and new media, recognizing that some aspects of this approach have been part of the process that we have followed in previous years. We accept the recommendation to develop and implement a robust monitoring plan. We have already taken steps in this regard: we are now able to track downloads of our publications from the UN Women website and related microsites; and we are working on using DOIs on our publications, via a partnership with the UN Publications’ iLibrary. A more expansive monitoring plan is in process, but we will need to be modest in our aims, because we lack staff capacity to implement it on a sustained basis.	Accepted	Not applicable	Not applicable	Not applicable	Impact
Evaluation of UN Women's flagship report Progress of the World's Women	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2017	Not Rated	Recommendations to clarify and improve the positioning of Progress within UN Women	R&D team should develop a new theory of change, based on findings in this evaluation. Senior management should develop a document that clearly explains the role and position of Progress in relation to the strategic goals of the institution, including its normative mandate. This document should include an indication of whether senior management supports Progress continuing to take a distinctive rights-based approach; the extent to which linkages and alignment with Policy, Program, and other relevant units should be expected (or not expected); and it should clearly outline the expected roles and responsibilities for aligning Progress’s messages across the institution. It should identify specifically what level of financial and human resource R&D team requires to adequately perform the functions expected of it. Communications should develop a strategy for a more sustained engagement with the flagship beyond the launch period.	We agree with these recommendations. The R&D team came up with a theory of change for the 2019-2020 Progress, and we note that each report will require a new one tailored to the issues it tackles. We will present the other recommendations to senior management, including the Chief of Staff, the Chief of Communications and Advocacy, as well as the Executive Director’s Senior Communications Advisor.	Accepted	Not applicable	Not applicable	Internal coordination and communication	Sustainability
Evaluation of UN Women's flagship report Progress of the World's Women	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2017	Not Rated	Recommendations to improve resource allocation and efficiency	R&D team and senior management should have a formal, facilitated discussion about the resource commitment needed to improve the outreach and production functions for Progress, alongside its current commitment for a periodic, high quality research publication; they should also reach a formal agreement about the timetable for sign off, production, and launch for each Progress report. R&D team should develop a resource plan (including staff costs) for creating a more dynamic web site, including provisions for updating content with blog posts, interesting new data or research, etc. This plan should be shared with senior management. R&D team should reduce the number of background papers commissioned; it should consider combining resources to commission a smaller number of papers than might deliver the kind of strikingly original research and messages that many readers wish to see more of.	As noted above, we accept the recommendation to have a structured discussion with senior management about Progress. We accept the need to improve the web presence of the report, but have decided it would be more cost effective to link up with the new UN Women data hub. We commissioned fewer background papers for the 2019-2020 edition of the report and will reflect further on the research process for the next edition. We always strive to ensure that background research and data analysis deliver striking and original findings. Equally important is to ensure that those striking findings are communicated effectively, not only in the report itself, but as part of efforts to increase the dissemination of the papers including as part of our discussion paper series.	Accepted	Not applicable	Not applicable	Not applicable	Efficiency
Global Centre of Excellence on Gender Statistics (CEGS) Mid Term Evaluation	Organizational Performance Evaluation	Americas and the Caribbean	Mexico	2021	Very Good	Strengthen an institutional design that allows the CEGS to become a management and knowledge exchang...		UN Women Mexico accepts this recommendation. On February 24th, 2021, UN Women Mexico signed a new Collaboration Agreement with the National Statistical Office of Mexico, INEGI. It included a one-year financial support with an AWP 2021 and a ProDoc with a vision to 2023. It constitutes a step in the elaboration an approval from the Executive Board of a Strategic Plan 2021-2023. During 2021 CEGS must improve its communication with Women Count Programme to be part and aligned to its second phase and to the UN Women Strategic Plan for 2022-2025. An internal review of the CEGS´s Strategic Plan during 2022 and a possible adjustment of it for the following two years (2022-2023) could be necessary. The improvement of CEGS´s busines model, communication and resource mobilization strategies must be improved to accomplish this recommendation. During 2021, CEGS will focus its work on disseminating research done during the last two years and strengthen networks of specialists to exchange experiences, practices, and knowledge using webinars, digital platforms, seminars, among others.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Evidence, Data and statistics	Effectiveness
Global Centre of Excellence on Gender Statistics (CEGS) Mid Term Evaluation	Organizational Performance Evaluation	Americas and the Caribbean	Mexico	2021	Very Good	Define a global positioning and external communication strategy considering the existing opportuniti...		UN Women Mexico accepts the recommendation. An effective communication strategy must be a priority for the successful positioning of the CEGS and its visibility as a global resource for data producers and users. A communication strategy must be strengthened through public relations, printed materials, mass media communication, digital platforms, and events, as the website as a key reference for exchanging best practices and disseminating innovative methodologies on gender statistics. Digital Repository must contribute to the process of knowledge dissemination. It is envisioned that all digital resources should be important tools to improve access to resources on gender statistics to better service the needs of National Statistics Systems, decision makers, academia, private sector, non-governmental organizations, etc.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Knowledge management	Effectiveness
Global Centre of Excellence on Gender Statistics (CEGS) Mid Term Evaluation	Organizational Performance Evaluation	Americas and the Caribbean	Mexico	2021	Very Good	Improve the planning from the revision of the Theory of Change, its results framework, and its Strat...		UN Women Mexico accepts the recommendation. According to the evaluation report, CEGS is considered in an early maturity stage thereby limiting measurement of its impact as foreseen in its Theory of Change (i.e. contribute to bring about a change in the way in which National Statistical Systems produce, use, and disseminate gender statistics at a global level). For its ongoing institutional consolidation, CEGS must work closer to Women Count to align respective Theories of Change and, in this sense, to determine impact.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Culture of results/RBM	Alignment with strategy	Efficiency
Global Centre of Excellence on Gender Statistics (CEGS) Mid Term Evaluation	Organizational Performance Evaluation	Americas and the Caribbean	Mexico	2021	Very Good	Strengthen monitoring and accountability		UN Women Mexico accepts the recommendation. Specific institutional accountability system of CEGS should be enhanced considering UN Women’s rules, regulations, procedures, and internal policies. CEGS must strengthen communication with the operational management and administrative team under the overall guidance of UN Women’s country representative in Mexico and under the technical and programmatic guidance of the Women Count team in Headquarters.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Culture of results/RBM	Oversight/governance	Efficiency
Global Centre of Excellence on Gender Statistics (CEGS) Mid Term Evaluation	Organizational Performance Evaluation	Americas and the Caribbean	Mexico	2021	Very Good	Implement a sustainability and resource mobilization plan		UN Women Mexico accepts the recommendation. A resource mobilization strategy was considered on CEGS´s Strategic Plan 2018-2020. For the first three years of implementation of the CEGS, INEGI was its the main donor, whose financing was considered as a seed fund. Women Count programme with international cooperation funds, supported the First Global Forum on Measuring Unpaid domestic and care work (2018) and the commission of two research on time use surveys methodologies (2019). The mobilization plan for its sustainability in short and long term must be reinforce through A P4 position was suggested to support activities specifically to improve the implementation of a sustainability and resource mobilization plan for the Centre for one year. CEGS received funds from Women Count to cover this position. However, candidates declined the position. According to the evaluation results, this recommendation is crucial to be able to continue consolidating CEGS sustainability.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Organizational efficiency	Capacity development	Sustainability
Moving Forward Equality Final Evaluation	Programme Evaluation	Americas and the Caribbean	Mexico	2021	Good	ENHANCE THE VALUE OF THE PROJECT THROUGH GREATER INTERCONNECTION AND INTEGRITY BETWEEN THE DIFFERENT...		The API mentoring program promoting sorority has been incorporated into the 2021 Plan. The program originally included 20 mentors, each assigned to mentor 4-5 women. The mentoring program during the second phase finished with a total of 55 mentors, accompanying 10 to 15 women each in Oaxaca and Mexico City. It will be continued during the third phase. In the case of pillar 2, as part of the 2021 Plan, UN Women had a greater involvement with Danone to advice on measures to increase the number of women in leadership positions, a parental policy; participated in trainings and talks to their staff, and led an assessment and the development of protocols for sexual harassment in the workplace based on the methodology of the Safe Cities program of UN Women. UN Women had more strategic involvement in pillar 3 by developing a communication strategy to promote equal opportunities for women and men.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Alignment with strategy	Effectiveness
Moving Forward Equality Final Evaluation	Programme Evaluation	Americas and the Caribbean	Mexico	2021	Good	GENERATE AND MANAGE KNOWLEDGE THAT RECOVERS THE EXPERIENCE AND ITS ACHIEVEMENTS, SUPPORTS ITS COMMUN...		From UN Women, in collaboration with CREA, experiences have been systematized; training methodology and success factors such as the formation of cooperatives to promote sorority. Success stories of women entrepreneurs have been and will continue to be documented, as well as success factors and drivers for the formation of cooperatives. By 2021, interventions and training with local governments will be systematized to raise awareness of care policies. Evidence will be generated, in collaboration with Danone on concrete experiences in the private sector, particularly around working with Global Compact companies and the Business Coordinating Council to include more companies. To continue generating evidence on the positive relationship between diversity, inclusion, and its impact on growth; innovation and competitiveness, a second stage of the ‘business case’ carried out in 2020 by UN Women will be carried out, which precisely seeks evidence on the impact of gender equality in business.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Knowledge management	Effectiveness
Moving Forward Equality Final Evaluation	Programme Evaluation	Americas and the Caribbean	Mexico	2021	Good	STRENGTHEN AND EXPAND, IN A PLANNED AND SYSTEMATIC MANNER, STRATEGIC ALLIANCES, PARTICULARLY WITH TH...		In terms of communication, a 2021 strategy for the positioning of UN Women to make visible the results achieved and reach, through Bonafont, new audiences was implemented. The alliances established with the Secretariat of Women of Oaxaca, Secretariat of Women of Mexico City, FONDESO, ICAT were strengthened, which resulted in women entrepreneurs having access to micro credits and scholarships for Google certificates. INMUJERES is a key partner of UN Women, for this project, a key alliance was achieved and the training methodology was transferred to the economic rights team..	Accepted	Women economic empowerment (SPs before 2018)	Partnership	National ownership	Effectiveness
Moving Forward Equality Final Evaluation	Programme Evaluation	Americas and the Caribbean	Mexico	2021	Good	STRENGTHEN THE PROCESSES AND TOOLS OF PLANNING, MONITORING AND EVALUATION, TOWARDS THE GENERATION OF...		The Theory of Change was reviewed based on the findings of the evaluation and the provisions for phase 2. The PRODOC was reviewed and activities and indicators were updated As proposed within the Steering Committee, the Results Framework, particularly for pillar 2 and pillar 3, was strengthened. During2021 and 2022, an exit and replication strategy were prepared and will be implemented during 2023 and 2024.	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM	Capacity development	Effectiveness
Moving Forward Equality Final Evaluation	Programme Evaluation	Americas and the Caribbean	Mexico	2021	Good	BASED ON THE EXPERIENCE, THE CHANGES THAT OCCURRED DURING THE IMPLEMENTATION OF THE PROJECT AND FROM...		The additional content that will now be part of the core proposal for the empowerment of women is being integrated as part of the replicable methodology and to be transferred to INMUJERES. The mental health program (to be implemented from July to December 2021) and the resilience strategy including the socialization of Risk Management Plans with a Gender Approach (July-Dec 2021) will be integrated into the core proposal. Regarding the adaptations to a ‘new normality’ of the COVID-19 pandemic, it has been possible to specify and include within the core methodology, a course on digital skills that precedes the Creating Inclusive Communities modules; Personal Initiative and Undertaking to Advance. On the other hand, the digital and inclusive communities’ module is open to other family members, as well as the mental health and comprehensive risk management program that is open to anyone in the community.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Capacity development	Effectiveness
Moving Forward Equality Final Evaluation	Programme Evaluation	Americas and the Caribbean	Mexico	2021	Good	INCREASE THE TRANSFORMATIVE POTENTIAL OF THE PROJECT FROM A MORE SYSTEMIC APPROACH, WHICH ENHANCES T...		Within the 2021 Plan, the programme carried out transformative actions in the cultural sphere towards promoting positive masculinities in the community through art, cinema and various cultural activities. Cultural relevance and language was considered within these activities. In alliance with Bonafont, a high-impact communication strategy was implemented to raise awareness of the importance of gender equality.	Accepted	Women economic empowerment (SPs before 2018)	Engaging men and boys	Promoting inclusiveness/Leaving no one behind	Effectiveness
Moving Forward Equality Final Evaluation	Programme Evaluation	Americas and the Caribbean	Mexico	2021	Good	INCREASE THE POTENTIAL FOR SUSTAINABILITY, REPLICATION AND APPROPRIATION OF THE MODEL, BETTING ON TH...		The 2022 actions included a critical path to strengthen the three pillars model through alliances with key private sector actors; including alliances to enhance the capacities of UN Women with the expertise of WIN WIN programs in the region that allow the scaling of the model	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Capacity development	Sustainability
Final qualitative evaluation USAID project: End GBV ( OVERCOMING GENDER-BASED VIOLENCE TO ENSURE WOMEN’S FULL ENJOYMENT OF RIGHTS)	Programme Evaluation	Americas and the Caribbean	Colombia	2021	Good	Transversalización de la perspectiva de género en la planificación y presupuestación del sector públ...	Dada la importancia de la planificación y la presupuestación con enfoque de género en el sector público como condición para el avance en el respeto a los derechos humanos de las mujeres, se sugiere acompañar las experiencias de apoyo que realiza ONU Mujeres a entidades públicas nacionales, departamentales y municipales en este campo con una estrategia comunicacional que visibilice los efectos que esta acción tiene en la vida de las mujeres y en particular para la erradicación de la violencia de género.	Como parte de los productos de comunicación elaborados para el informe final del proyecto, se presenta como historia de éxito el trabajo desarrollado para la presupuestación con enfoque de género en Villavicencio, Meta. De esta experiencia también se desarrolló un video en el que se presenta el detalle del proceso desde la perspectiva de los actores involucrados, el cual se encuentra disponible en la página web del DNP. Por esta misma línea de trabajo, con el DNP se han desarrollado criterios para la validación de buenas prácticas y la visibilización de las experiencias de presupuestación con enfoque de género en Cauca. Esto con la finalidad de recopilar la información en la lógica de resultados transformadores. En este sentido para esta recomendación se plantea el seguimiento a la validación de estos criterios y el seguimiento a su inclusión como parte de los elementos necesarios para la visibilización de estas experiencias en el micrositio web del DNP. Adicionalmente, como parte de las acciones de visibilización, se mantendrá actualizado el micrositio de ONU mujeres en la que se presentarán los avances en la materia.	Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind	Not applicable
Final qualitative evaluation USAID project: End GBV ( OVERCOMING GENDER-BASED VIOLENCE TO ENSURE WOMEN’S FULL ENJOYMENT OF RIGHTS)	Programme Evaluation	Americas and the Caribbean	Colombia	2021	Good	Comunicación para la transformación cultural	Incorporar desde el diseño de los proyectos una estrategia comunicacional planificada en la perspectiva de la gestión basada en resultados que acompañe la implementación de los compromisos asumidos haciéndose cargo de promover los cambios culturales que se identifican como obstáculos para cerrar las brechas de género en que se esté trabajando.	Durante el proyecto se desarrollaron campañas de comunicación que buscaban dar visibilidad a las acciones del programa USAID-VBG, sin embargo, no se trabajó en términos del desarrollo de una estrategia comunicacional basada en resultados. Esta situación no es extrapolable a otros programas de la agencia, por lo que esta recomendación se socializará con el equipo técnico del programa y comunicaciones en aras de evitar que la situación descrita se presente en otros proyectos. Así mismo, se plantean pilotos de estrategias de comunicaciones por programa.	Accepted	Ending violence against women (SPs before 2018)	Not applicable	Internal coordination and communication	Sustainability, Impact
Final qualitative evaluation USAID project: End GBV ( OVERCOMING GENDER-BASED VIOLENCE TO ENSURE WOMEN’S FULL ENJOYMENT OF RIGHTS)	Programme Evaluation	Americas and the Caribbean	Colombia	2021	Good	Comunicación para la transformación cultural con audiencias no tradicionales	Continuar con el trabajo dirigido a referentes en la reproducción de estereotipos de género e imaginarios sexistas (medios de comunicación, influencers, líderes de opinión) para que se conviertan en líderes de una cultura igualitaria y no violenta. En este campo, favorecer la visibilización de los mensajes que abogan por una masculina no hegemónica, no violenta y corresponsable. Así mismo, a partir de los aprendizajes obtenidos en el desarrollo de iniciativas del programa SVCM como los premios “de igual a igual”, convocar a actores del campo de la innovación para que apoyen el diseño y adopción de mecanismos que faciliten la coordinación de acciones entre instituciones diversas de una manera expedita y transparente.	El componente de transformación cultural tiene como hoja de ruta la estrategia de Oficina-País de ONU Mujeres Colombia para el posicionamiento de comunicaciones y mensajes clave para la superación de la violencia contra las mujeres y los resultados del levantamiento de línea de base y evaluación de medio término del programa Superando la Violencia contra las Mujeres. Desde el programa, se ha desarrollado un amplio trabajo en esta temática y con el enfoque de trabajo dirigido a líderes de opinión y actores no convencionales. La campaña UNETE da seguimiento al trabajo en la transformación de imaginarios sexistas y la reproducción de estereotipos de género, y es una campaña constituida para la organización y todo el SNU Con estos elementos se dará continuidad a los procesos de comunicación para la transformación cultural y se desarrollarán acciones para ampliar las convocatorias a actores no convencionales.	Accepted	Ending violence against women (SPs before 2018)	Not applicable	Internal coordination and communication, Innovation and technology	Sustainability, Impact
Final qualitative evaluation USAID project: End GBV ( OVERCOMING GENDER-BASED VIOLENCE TO ENSURE WOMEN’S FULL ENJOYMENT OF RIGHTS)	Programme Evaluation	Americas and the Caribbean	Colombia	2021	Good	Gestión de proyectos	Revisar los procedimientos administrativos para proponer su simplificación para facilitar la gestión de los proyectos por parte de los socios implementadores y disminuir los tiempos de tramitación para aprovecharlos en la implementación.	ONU mujeres hacer revisión constante de sus procesos y procedimientos para facilitar el trabajo programático propio y de sus socios implementadores. Así mismo, se ha realizado un esfuerzo importante en la capacitación de socios y OSC para facilitar los procesos. Se dará continuidad a la revisión de rutas y protocolos dentro del marco permitido por los lineamientos del SNU.	Accepted	Ending violence against women (SPs before 2018)	Operational activities, Organizational efficiency	Not applicable	Not applicable
Final qualitative evaluation USAID project: End GBV ( OVERCOMING GENDER-BASED VIOLENCE TO ENSURE WOMEN’S FULL ENJOYMENT OF RIGHTS)	Programme Evaluation	Americas and the Caribbean	Colombia	2021	Good	Ampliar la concursabilidad en las iniciativas de organizaciones de la sociedad civil que ONU Mujeres...	Ampliar la concursabilidad en las iniciativas de organizaciones de la sociedad civil que ONU Mujeres apoya, limitando aquellas de asignación directa para dar oportunidades a organizaciones nuevas o fuera del circuito habitual de la institución. Dependiendo de la naturaleza de los proyectos, puede traducirse en una difusión amplia de las convocatorias que tienen objetivos claros de implementación o establecer fondos concursables si existe un espacio más amplio para acoger propuestas diseñadas por las propias organizaciones.	Dentro del marco definido por el SNU, ONU mujeres procura la ampliación de sus socios implementadores y la ampliación de la participación de diferentes organizaciones en su mecanismo de fondos concursables. Sin embargo, se han identificado riesgos importantes en la ampliación de las convocatorias, por lo cual el alcance de ellas se define en relación al monto y las posibilidades de ejecución dentro del proyecto. Hoy en día la mayoría de los proyectos con OSC se seleccionan de manera competitiva. Las reglas de la organización han ido en esta dirección, aunque en este programa algunos proyectos con OSC se seleccionaron de manera directa. En múltiples ocasiones esta selección directa se sustenta en el hecho que cierta organización es la única que puede implementar el componente programático requerido. (por su especialidad, experiencia, etc.)	Accepted	Ending violence against women (SPs before 2018)	Operational activities	Not applicable	Not applicable
Impact evaluation of the Safe Cities and Safe Public Transport Programme	Country-level Evaluation	Asia and the Pacific	Papua New Guinea	2019	Very Good	Provide additional market management capacity building support to enable market management and secur...		The Safe City and Safe Public Transport Programmes in Port Moresby have ended. Lessons learnt will be taken forward through UN Women efforts in other Provinces however we will continue to maintain and provide technical support to NCDC where appropriate. We are not able to fund any more ongoing capacity building for the stakeholders listed in this recommendation.	Partially Accepted	Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	UN Coordination, Normative Support, Culture of results/RBM, Humanitarian action, Urban agenda (safe cities and safe public spaces), Youth engagement, Engaging men and boys	Alignment with strategy, Oversight/governance, Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality
Impact evaluation of the Safe Cities and Safe Public Transport Programme	Country-level Evaluation	Asia and the Pacific	Papua New Guinea	2019	Very Good	Facilitate a meeting between all stakeholders in NCDC (Urban Safety, Urban Planning, Infrastructure,...		UN Women will take appropriate actions to facilitate engagement of all stakeholders on the findings of this impact evaluation	Accepted	Ending violence against women (SPs before 2018)	Partnership	Oversight/governance, Capacity development, National ownership	Sustainability
Impact evaluation of the Safe Cities and Safe Public Transport Programme	Country-level Evaluation	Asia and the Pacific	Papua New Guinea	2019	Very Good	Revamp vendor capacity building and economic empowerment efforts at Gerehu to lift women’s position ...		If UN Women is successful in mobilizing more resources we will do this otherwise the project has ended and there is no more funding to continue the support to market vendors in Port Moresby.	Partially Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Humanitarian action, Urban agenda (safe cities and safe public spaces)	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy	Human Rights, Gender equality
Impact evaluation of the Safe Cities and Safe Public Transport Programme	Country-level Evaluation	Asia and the Pacific	Papua New Guinea	2019	Very Good	Continue to work flexibly and adaptively with the NCDC to support the replication of the market gove...		If UN Women is successful in mobilizing more resources, we will do this otherwise the project has ended and there is no more funding to continue the support to NCDC.	Partially Accepted	Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, Urban agenda (safe cities and safe public spaces)	Capacity development, National ownership, Advocacy	Sustainability, Gender equality
Impact evaluation of the Safe Cities and Safe Public Transport Programme	Country-level Evaluation	Asia and the Pacific	Papua New Guinea	2019	Very Good	Expand UN Women’s adaptive GHRB partnership and implementation model (see Finding 3) to include capa...		This is noted and has already been reflected in the design of the safe and prosperous districts programme. the lessons learnt from Port Moresby Including the findings of the informal economy audit are integrated Into the scale out in the districts.	Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Urban agenda (safe cities and safe public spaces)	Oversight/governance, Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind	Sustainability, Gender equality
Impact evaluation of the Safe Cities and Safe Public Transport Programme	Country-level Evaluation	Asia and the Pacific	Papua New Guinea	2019	Very Good	Continue Sanap Wantaim campaigning as part of the NCDC’s Active City Programme, with a renewed empha...		Accepted	Accepted	Ending violence against women (SPs before 2018)	Urban agenda (safe cities and safe public spaces), Youth engagement, Engaging men and boys	Advocacy	Human Rights, Gender equality
Impact evaluation of the Safe Cities and Safe Public Transport Programme	Country-level Evaluation	Asia and the Pacific	Papua New Guinea	2019	Very Good	Provide capacity and partnership building support for developing an effective and replicable CRAMS (...		We are not able to continue this work under Safe City project as it has ended. we will continue under the spotlight initative	Accepted	Ending violence against women (SPs before 2018)	Partnership, Urban agenda (safe cities and safe public spaces), Youth engagement, Engaging men and boys	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy	Human Rights, Gender equality
Impact evaluation of the Safe Cities and Safe Public Transport Programme	Country-level Evaluation	Asia and the Pacific	Papua New Guinea	2019	Very Good	Undertake an accelerated effort to engage the public transport partners (incl. RTA, NCDC, RPNGC and ...		The Road Traffic Authority has already established new routes and have implemented recommendation of the gender and transport study. UN Women is also working in Lae on Gender and Transport and the model is being transferred to other provinces	Accepted	Ending violence against women (SPs before 2018)	Partnership, Normative Support, Urban agenda (safe cities and safe public spaces)	Oversight/governance, Capacity development, National ownership, Advocacy, Evidence, Data and statistics	Sustainability, Human Rights, Gender equality
Impact evaluation of the Safe Cities and Safe Public Transport Programme	Country-level Evaluation	Asia and the Pacific	Papua New Guinea	2019	Very Good	Replicate the highly successful gender responsive and VAWG-preventive market infrastructure developm...		This has been replicated in the safe and prosperous districts programme	Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, Urban agenda (safe cities and safe public spaces)	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Impact evaluation of the Safe Cities and Safe Public Transport Programme	Country-level Evaluation	Asia and the Pacific	Papua New Guinea	2019	Very Good	Further trial a Meri bus and one or two regular PMV service networks in parallel to facilitate learn...		This is being implemented in Lae, Morobe Province, through the expansion of the safe public transport program.	Accepted	Ending violence against women (SPs before 2018)	Urban agenda (safe cities and safe public spaces)	Capacity development, Advocacy	Human Rights, Gender equality
Impact evaluation of the Safe Cities and Safe Public Transport Programme	Country-level Evaluation	Asia and the Pacific	Papua New Guinea	2019	Very Good	Use a similar GHRB approach (combining the three strategies: building women’s/girls’ agency; buildin...		This has been replicated in the safe and prosperous districts programme	Accepted	Women economic empowerment (SPs before 2018)	Urban agenda (safe cities and safe public spaces)	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Human Rights, Gender equality
Impact evaluation of the Safe Cities and Safe Public Transport Programme	Country-level Evaluation	Asia and the Pacific	Papua New Guinea	2019	Very Good	Monitor the success of the infrastructure & security model, make timely improvements (where needed) ...		UN Women is continuing the BCC work in Gordons to change behaviour with youths at Grodons Market and market personnel to manage conflicts	Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, Urban agenda (safe cities and safe public spaces)	Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Impact evaluation of the Safe Cities and Safe Public Transport Programme	Country-level Evaluation	Asia and the Pacific	Papua New Guinea	2019	Very Good	Implement and monitor strategies 2 and 3 of the market division strategic plan 2018-2020 to ensure e...		We are not able to continue this work under Safe City project as it has ended	Rejected	Ending violence against women (SPs before 2018)	Partnership, Urban agenda (safe cities and safe public spaces)	Capacity development	Human Rights, Gender equality
Impact evaluation of the Safe Cities and Safe Public Transport Programme	Country-level Evaluation	Asia and the Pacific	Papua New Guinea	2019	Very Good	Implement and monitor strategy 5 of the market division strategic plan 2018-2020 to ensure appropria...		We are not able to continue this work under Safe City project as it has ended.	Rejected	Ending violence against women (SPs before 2018)	Partnership, Urban agenda (safe cities and safe public spaces)	Capacity development	Human Rights, Gender equality
Impact evaluation of the Safe Cities and Safe Public Transport Programme	Country-level Evaluation	Asia and the Pacific	Papua New Guinea	2019	Very Good	Continuously monitor “market inclusiveness” and regularly reassess the ‘checks and balances’ in the ...		City project as it has ended. Lessons learnt will be replicated In the SPD Programme	Partially Accepted	Women economic empowerment (SPs before 2018)	Urban agenda (safe cities and safe public spaces)	Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Impact evaluation of the Safe Cities and Safe Public Transport Programme	Country-level Evaluation	Asia and the Pacific	Papua New Guinea	2019	Very Good	implement and monitor strategies 1-9 of the market division strategic plan 2018-2020 to sustain and ...		We are not able to continue this work under Safe City project as it has ended.	Rejected	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Urban agenda (safe cities and safe public spaces)	Oversight/governance, Capacity development, Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Country Portfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	El Salvador	2020	Very Good	Para el diseño la próxima NE 2022-2026 se sugiere que ONU Mujeres contemple desde la etapa de diseño...		En el desarrollo de la NE 2022-2026, la OP continuará asumiendo el principio de no dejar a nadie atrás y procurará que sus acciones y población beneficiaria incluya a mujeres en todo su ciclo de vida y con especial énfasis en aquellas que sufren diversas formas de discriminación: retornadas, rurales, indígenas, campesinas, con discapacidad, del sector informal, trans y jóvenes.	Partially Accepted	Not applicable	Youth engagement	Promoting inclusiveness/Leaving no one behind	Gender equality
Country Portfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	El Salvador	2020	Very Good	Con el propósito de mejorar el posicionamiento de la Agencia en el país, se sugiere establecer una e...		Con la nueva nota estratégica, se desarrollará: a) una estrategia de gestión del conocimiento que permita: identificar conocimientos y saberes (en la OP, entre los diferentes actores involucrados en la igualdad de género y en la opinión pública); b) una estrategia que movilice demandas y ofertas de conocimientos y saberes; y formular una estrategia de comunicación para incidir en los diferentes niveles de acción. c) Una estrategia de movilización de recursos ajustada al nuevo contexto de la cooperación internacional.	Accepted	Not applicable	Not applicable	Internal coordination and communication	Effectiveness, Efficiency
Country Portfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	El Salvador	2020	Very Good	Con la actual gestión de gobierno, establecer líneas de acción consensuadas con espacios gubernamen...		La oficina país desarrollará una estrategia de trabajo para el desarrollo conjunto de la NS con actores claves de sociedad civil y del Gobierno, para garantizar la apropiación y la inclusión de las prioridades nacionales en la NE.	Accepted	Not applicable	Partnership	Alignment with strategy, National ownership	Human Rights, Gender equality
Country Portfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	El Salvador	2020	Very Good	Se recomienda propiciar e institucionalizar espacios de diálogo entre el gobierno, la sociedad civi...		La recomendación ha sido aceptada. Las asociaciones estratégicas con la sociedad civil son esenciales para avanzar en las iniciativas en áreas prioritarias. La sociedad civil, las organizaciones de mujeres y los movimientos feministas son socios clave para ONU Mujeres, y la colaboración abarca desde su participación en iniciativas conjuntas de promoción, su papel de asesores en el marco del Grupo Asesor de la Sociedad Civil, hasta la implementación de iniciativas dirigidas por la sociedad civil o la figura de los socios de ejecución. ONU Mujeres promoverá mayor articulación con la sociedad civil organizada, movimientos feministas y organizaciones de mujeres a fin de garantizar mayor incidencia política, a partir del fortalecimiento del tejido organizativo; así como su diálogo con las instituciones del gobierno y el sector privado.	Accepted	Not applicable	Partnership	Capacity development	Gender equality
Country Portfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	El Salvador	2020	Very Good	En cuanto a la relación con el SNU en el país, aprovechar la reforma del SNU a fin de procurar una m...		Esta recomendación ha sido aceptada. Debido a la pandemia del COVID-19, el gobierno de El Salvador solicitó al Sistema de Naciones Unidas posponer la elaboración del UNSDCF para el 2021, no obstante, se elaboró el CCA definiendo 4 áreas estratégicas. ONU Mujeres ha participado activamente en el proceso e incorporado una sólida perspectiva de género.	Accepted	Not applicable	UN Coordination	Internal coordination and communication	Not applicable
Country Portfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	El Salvador	2020	Very Good	A fin de establecer una visión compartida por todos los integrantes de la OP, se sugiere incorporar...		Esta recomendación es parcialmente aceptada ya que la Oficina país ya realiza inducción. La Oficina de País garantizará una visión compartida a través de una inducción inicial a las y los nuevos integrantes del personal de la Oficina, que permita les permita conocer y alinear su trabajo a la Nota Estratégica de la Oficina.	Accepted	Not applicable	Culture of results/RBM	Capacity development	Not applicable
Country Portfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	El Salvador	2020	Very Good	En relación con la gestión programática de la OP, se recomienda fortalecer el enfoque territorial d...		Recomendación parcialmente aceptada. La Oficina de País garantizará el cumplimiento de las regulaciones, políticas e instrucciones financieras y fortalecerá al equipo garantizando capacitaciones continuas para obtener una ejecución eficiente, cumpliendo los estándares de ONU Mujeres. También se utilizarán todas las capacitaciones virtuales existentes. Al mismo tiempo, la OP optimizará la gestión de la información y la comunicación a través de la gestión de conocimiento y comunicaciones.	Accepted	Not applicable	Culture of results/RBM	Knowledge management	Effectiveness, Efficiency
Country Portfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	El Salvador	2020	Very Good	Continuar invirtiendo en productos de conocimiento de alta calidad y la sistematización de las lecc...		Recomendación aceptada. Para la OP es importante seguir invirtiendo en productos de conocimiento de alta calidad y la sistematización de las lecciones aprendidas programáticas; seguir fortaleciendo las acciones de gestión de conocimiento, mediante la difusión de sus resultados para reforzar la estrategia de posicionamiento institucional. Asimismo, dinamizar el uso de las redes sociales como estrategia comunicacional, junto con otros medios visuales y escritos para dar a conocer el trabajo realizado por ONU Mujeres el país.	Accepted	Not applicable	Operational activities	Alignment with strategy	Not applicable
Country Portfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	El Salvador	2020	Very Good	Adecuar la estrategia de movilización de recursos en función de los lineamientos de la NE; contrata...		Recomendación parcialmente aceptada. La relevancia de la agenda para la igualdad y el empoderamiento de las mujeres como compromiso global en la Agenda 2030 abre oportunidades para la gestión de recursos, construir alianzas, priorizar acciones para reducir brechas críticas de desigualdad. La asociación entre ONU Mujeres, el sector privado y la academia se está fortaleciendo. El contacto iniciado con empresa privada a través de la promoción de los WEP y el pacto global abre espacios para la movilización de recursos.	Accepted	Not applicable	Not applicable	Resource mobilization	Not applicable
Country Portfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	El Salvador	2020	Very Good	En cuanto a la evaluación de la cartera de programas y proyectos de la Oficina de ELS, se propone l...		Recomendación parcialmente aceptada. La contribución de ONU Mujeres se evidencia en las actividades y los outputs de la Nota Estratégica, que contribuyen directamente a los indicadores macro (outcome e impactos). No obstante, la OP incorporará indicadores específicos que nos permitan cuantificar los avances en áreas no incluidas anteriormente.	Accepted	Not applicable	Culture of results/RBM	Evidence, Data and statistics	Not applicable
PNG Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Papua New Guinea	2020	Good	During 2020, UN Women should undertake key analyses that will help UN Women prioritize efforts by co...		1. UN Women PNGCO has taken steps to evaluate and assess its current projects to determine its successes and challenges and areas for improvement. Under Impact 3: Ending Violence Against Women and Girls, the PNGCO has completed an end of project Evaluation for the Safe City and Safe Public Transport Programmes, to determine successes, challenges and opportunities for scaling out and up. A number of project evaluations are planned for 2020 and 2021 for projects in the Highlands and Bougainville to enable learning and improvement. 2. It has taken PNGCO a while to raise funds to respond to some pillars such as the efforts in the Highlands during the earthquake response. In the Highlands, UN Women is jointly implementing peace building interventions with other UN agencies and there are plans to scale up these efforts. It is not an option to scale back. The need is great in the Highlands as women and girls are more disadvantaged and vulnerable within the humanitarian and conflict context. 3. The PNGCO is planning to change its project delivery approach this year working through Implementing Partners, particularly for the larger projects such as the Spotlight Initiative and the Safe and Prosperous Districts Programmes.	Partially Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Normative Support, Operational activities, Culture of results/RBM, HIV/AIDS, Humanitarian action, Urban agenda (safe cities and safe public spaces), Youth engagement, Engaging men and boys	Alignment with strategy, Oversight/governance, Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management, Internal coordination and communication, Evidence, Data and statistics	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality
PNG Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Papua New Guinea	2020	Good	During 2020, the CO should work with partners to develop a long-term strategy and action plan that o...		The management partially accepts this recommendation and will work towards re profiling current staff role to fill in the gaps identified	Partially Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Partnership, Normative Support, Operational activities, Culture of results/RBM, Organizational efficiency, HIV/AIDS, Humanitarian action, Urban agenda (safe cities and safe public spaces), Youth engagement, Engaging men and boys	Alignment with strategy, Oversight/governance, Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management, Internal coordination and communication, Innovation and technology, Evidence, Data and statistics	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality
PNG Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Papua New Guinea	2020	Good	In advance of the new United National Sustainable Development Cooperation Framework (UNSDCF), and re...		That is a gap we have recognized and will be addressing through Improvements in staff capacity and reprofiling of current coordinators role to coordinate better and enable collaboration between UN Agencies as well as with external stakeholders.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Partnership, Normative Support, Operational activities, Culture of results/RBM, Organizational efficiency, HIV/AIDS, Humanitarian action, Urban agenda (safe cities and safe public spaces), Youth engagement, Engaging men and boys	Alignment with strategy, Oversight/governance, Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management, Internal coordination and communication, South-South cooperation, Innovation and technology, Evidence, Data and statistics, Resource mobilization	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality
PNG Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Papua New Guinea	2020	Good	The CO should strengthen its RBM and risk management to ensure more effective programme management, ...		We will not be able to get funding partners to Invest more in RBM capacity	Partially Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Partnership, Normative Support, Operational activities, Culture of results/RBM, Organizational efficiency, HIV/AIDS, Humanitarian action, Urban agenda (safe cities and safe public spaces), Youth engagement, Engaging men and boys	Alignment with strategy, Oversight/governance, Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management, Internal coordination and communication, South-South cooperation, Innovation and technology, Evidence, Data and statistics, Resource mobilization	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality
Mozambique CPE 2017-2021	Programme Evaluation	East and Southern Africa	Mozambique	2021	Very Good	Conduct functional analysis of the CO	Conduct a functional analysis of the Office, Consolidate the staffing structure through deployment of a Deputy Country Representative and fulfilling any further position/need discovered by the functional analysis; Enhance the status of the core staff; Create sharing platforms for the Implementing Partners, for experiences exchanges and mutual learning;	The CO had identifies the need to reinforce its capacity at senior management and other levels and this need has been considered during development of the new SN 2022-2026 by suggesting an organogram that responds to the current needs of the office. And that fits per purpose	Accepted	Not applicable	Operational activities	Capacity development	Efficiency
Mozambique CPE 2017-2021	Programme Evaluation	East and Southern Africa	Mozambique	2021	Very Good	More Focus on WPPL	More focus on political and strategic participation for women leadership at national level (promoting national female champions); more focus on elderly women, especially those isolated and with disabilities; scale up the interventions for wider impacting	WPPL has been one of the co interventions, besides the fact that no specific outcome area exists in the current SN. The co has contributed to it through inclusion of AWLN in all the co interventions and is planning to strengthen capacities of women elected. Furthermore, women’s leadership cross-cuts all thematic areas and is mainstreamed in all interventions. Due to upcoming elections WPPL will be integrated as part of the next SN interventions. The co will also continue to focus more on AWLN and elderly women, including them as part of target beneficiaries as this is already part of registration of beneficiaries' form.	Accepted	Leadership and political participation (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Not applicable	Promoting inclusiveness/Leaving no one behind	Efficiency
Mozambique CPE 2017-2021	Programme Evaluation	East and Southern Africa	Mozambique	2021	Very Good	Reach disadvantage and isolated women and girls	Penetrate more into remote areas for better access to disadvantaged isolated women and girls; Revise accordingly the theory of change, when any new content is added to the programme along the way.	the CO will continue fundraising resources to be able to penetrate in remote areas in order to target the most vulnerable women and girls, especially during the inception phase of projects. However, the co will not consider adjustment of the toc as this is copied from the CF and the co no longer create its specific ToC.	Partially Accepted	Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Organizational efficiency	Promoting inclusiveness/Leaving no one behind	Human Rights
Mozambique CPE 2017-2021	Programme Evaluation	East and Southern Africa	Mozambique	2021	Very Good	Partnership with Private Sector	Open more the partnerships to the private sector actors; Go beyond the gender machinery and reach more the socioeconomic sectors where women and girls day to day life is taking place.	The CO has started fundraising initiatives with the private sector and this is one of the CO focuses on RM in the next SN.	Accepted	Ending violence against women (SPs before 2018)	Partnership	Not applicable	Gender equality
Mozambique CPE 2017-2021	Programme Evaluation	East and Southern Africa	Mozambique	2021	Very Good	Advocate for GEWE funding	Advocate for Increased GEWE national institutional ownership through stronger public funding of the social sector	In the current SN GRB was part of the CO interventions, and one achievement was the production of the GRB manual to be used by government officials. Training on GRB will continue to be considered in the upcoming SN/AWPs.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Normative Support	Resource mobilization	Effectiveness
Mozambique CPE 2017-2021	Programme Evaluation	East and Southern Africa	Mozambique	2021	Very Good	Strengthen national capacity building on international GEWE norms	Strengthen national capacity building on international GEWE norms; advocate for the domestication of international GEWE standards; Support national reporting on international commitments; Support national participation to international gender agenda events.	the CO has been providing support to the government on reporting on international commitments, including support to participation. In 2020 this support was interrupted due to covid-19, and when the pandemic situation allows the co will continue.	Accepted	Global norms and standards (SPs before 2018)	Normative Support	Alignment with strategy	Gender equality
WPS MTE	Thematic Evaluation	East and Southern Africa	Mozambique	2021	Not Rated	Effectiveness	Support the consolidation of WPS modules within Military and Police academies, as well as negotiating a mechanism within MGCAS to ensure that when personnel is changed, institutional memory and training on WPS is provided to the new officials. If possible additional training should be provided in the districts were there has been a recent change in personnel.	UN Women has been working with key academies to develop WPS training modules to be incorporated in the military and police academies. UN Women is advocating for these specifically developed WPS modules to be incorporated within the national existing circular as a sustainability measure and to reduce the potential loss of knowledge associate with personnel rotation (as all new recruits would undergo the WPS training). Within this strategy, the responsibility would be under the respective sectors, Police and Defence, and not MGCAS to adopt and ensure the consistent conduct of the training recruits. MGCAS, as also reflected in the National Action Plan on Women, Peace and Security, is expected to monitor the implementation of the of the WPS interventions, including trainings. This monitoring activity is also reflected in the UN Women and MGCAS annual work plan for 2021. However, given the rapidly changing context—the rapidly unfolding conflict in Northern Mozambique and the rapidly increasing militarized response—UN Women has been facing greater resistance in the incorporation and prioritization of WPS agenda in the security and defence sector. In regard to the additional training to district and provincial government institutions, this activity was planned to be implemented in 2019 and 2020. The respective funds allocated to this activity have already been exhausted. However, a WPS training is being specifically developed for women and women´s organizations, UN Women management team will analysis the possibility of opening an exception and inviting district government personnel to participate in the virtual component of the training.	Partially Accepted	Peace and security (SPs before 2018)	Not applicable	Knowledge management	Effectiveness
WPS MTE	Thematic Evaluation	East and Southern Africa	Mozambique	2021	Not Rated	Efectiveness	More time should be allowed for future monitoring visits from MGCAS. Within these visits, DPGCAS members from other districts could be included to facilitate learning by doing, lesson sharing and integrating the viewpoint of those also involved in the provision of service delivery.	UN Women agrees that MGCAS (including the provincial and district representations) plays a key role in the monitoring of the implementation of the project as well as the National Action Plan on Women, Peace and Security. As result, UN Women has made it a priority area in the 2021 Annual Work Plan with MGCAS. In 2020 and 2021 monitoring field visits were impacted by the COVID-19.	Accepted	Peace and security (SPs before 2018)	Culture of results/RBM	National ownership	Effectiveness
WPS MTE	Thematic Evaluation	East and Southern Africa	Mozambique	2021	Not Rated	Efectiveness	The monitoring visits could include representatives from external parties, for example members of the academic institutions, former alumni from long courses and/or CSO representatives. This has the potential to increase independence in the findings and evaluate learning gaps for future trainings.	Although it is a good recommendation to have a more vast monitoring group. This recommendation goes beyond the scope of the project design. It was not planned or budgeted for monitoring missions/visits to include representatives from externa parties. Given this reality, it would be very difficult to accommodate this recommendation due to budgetary constraints. However, the country office can consider this in next projects/programmes to be designed.	Rejected	Peace and security (SPs before 2018)	Culture of results/RBM	Oversight/governance	Effectiveness
WPS MTE	Thematic Evaluation	East and Southern Africa	Mozambique	2021	Not Rated	Capacity Building	Any future capacity building should ensure the consolidation of a database of alumni, and agreement to implement pre and post trainings surveys (at least two post-training surveys). Job-rotation frequency can be measured using this surveys, to better plan future capacity building programmes.	UN Women has been implementing this monitoring strategy. UN Women, and its responsible partners, have developed a database with key information of all the beneficiaries per activity. In addition, all implemented partners are strongly encouraged to conduct pre and post tests to all training activities.	Accepted	Peace and security (SPs before 2018)	Organizational efficiency	Capacity development	Effectiveness
WPS MTE	Thematic Evaluation	East and Southern Africa	Mozambique	2021	Not Rated	Monitoring	Consolidate a database of former alumni to allow post-training surveys and interviews to be implemented before or during the final evaluation. As UJC or UEM have a strong relationship with MINT and MDN, they could be commissioned to start the process immediately, so this is ready before the end of the project or the commissioning of a new evaluation.	UN Women has initiated to work with all its responsible partners to consolidate a database of all alumni. There is no need to commission a new entity to do this compilation, but rather UN Women will work with all current and existing responsible partners of the project to finalize this compilation.	Partially Accepted	Peace and security (SPs before 2018)	Culture of results/RBM	Oversight/governance	Effectiveness
WPS MTE	Thematic Evaluation	East and Southern Africa	Mozambique	2021	Not Rated	Monitoring	Agree with Ministry of National Defence (MDN) a strategy to monitoring and evaluate training results within the institution. Given the insight and access that the Joaquim Chissano University (UJC) has within MDN, this can be planned and negotiated through the university.	UN Women agrees that there is a need to monitor the impact of the trainings on the defence sector in Mozambique. As a result, UN Women has designed a second phase of the partnership with UJC that includes a design of WPS module of defence training academies as well as a training of trainers on the same. This will be followed with a strong monitoring mechanism.	Accepted	Peace and security (SPs before 2018)	Culture of results/RBM	National ownership	Effectiveness
WPS MTE	Thematic Evaluation	East and Southern Africa	Mozambique	2021	Not Rated	Monitoring	All delivery partners from outcome 2, should check their delivery plans against the baseline study, and produce a short update about the ways in which their delivery plans are consistent with the baseline, and what adaptations are needed or have been done.	All responsible partners report on quarterly (or in some cases monthly) basis on the implementing of the project. During this reporting, they always reflect on the delivery compared to the baseline data of the project.	Partially Accepted	Peace and security (SPs before 2018)	Culture of results/RBM	Capacity development	Effectiveness
WPS MTE	Thematic Evaluation	East and Southern Africa	Mozambique	2021	Not Rated	Efficiency	Request local partners of output 2.1. to determine possible sources of duplication with other projects implemented in the area and to assess and mitigate possible misperceptions about funding distribution.	UN Women has analyzed the possibility of duplication of efforts between the WPS project with other existing projects. There is little to no chance of this occurring in most districts in which the project is being implemented as UN Women has no other project being implemented in the same location. The only exception was the districts affected by cyclone IDAI in Sofala. In this case, UN Women worked directly with the specific responsible partner to clearly distinguish and report separately the different interventions of each project to mitigate the risk of double reporting. In regards to the funding distribution, the funding distribution was done according to the level of impact of conflict in the respective districts. All the decisions with regard to the funding distribution followed by several consultations and discussions with the Ministry of Gender, Children and Social Action. As well as the Government of the Kingdom of Norway in regards to the IDAI recovery support.	Accepted	Peace and security (SPs before 2018)	Operational activities	Not applicable	Efficiency
WPS MTE	Thematic Evaluation	East and Southern Africa	Mozambique	2021	Not Rated	Additional Funds	If additional funding is available, additional Solidarity Camps should be given a priority. Clearer guidance needs to be provided by UN Women for the presentation of transportation and food invoices in future Solidarity Camps.	UN Women agrees that if we have a second phase of the project, the support to women´s organizations, including through the solidarity camps, should be prioritized. UN Women will pay special attention to provide clear guidance to partners about UN Women´s terms and procedures prior to engaging with them. However, UN Women cannot compromise its terms and procedures to better accommodate the demands of its partners (which in many cases this is challenge that is presented). In next similar projects, the CO will ensure that clarifies its procedures to avoid misinterpretation.	Rejected	Peace and security (SPs before 2018)	Not applicable	South-South cooperation	Efficiency
WPS MTE	Thematic Evaluation	East and Southern Africa	Mozambique	2021	Not Rated	Additional funds	Identify and implement new mechanisms to measure behavioural change as a result of the #HeForShe campaigns. This could be done through online surveys but will be better implemented with new monitoring visits from the HOPEM teams.	When designing new projects or if additional funds are allocated to the existing project, UN Women will review the monitoring mechanisms for measuring behavioural change as result of the engaging men and boys as active agents in the promotion of the empowerment of women and gender equality. The HeForShe campaign ended in 2018, but methodologies of engaging men and boys is still being used. UN Women will also employ the lessons learnt and good practices adopted on the implementation of the Spotlight Initiative (as the project specifically has a thematic of engagement of men and boys in the elimination of gender-based violence in Mozambique). For example, under the Spotlight Initiative, UN Women has been bringing community leaders for capacity building, reflections sessions; boys regularly meeting together as boys to discuss about harmful/positive masculinities, e.g.: “Quinta da Malta.” UN Women will also adopt the good practice of conduct multi-sectorial monitoring visits. However, UN Women has not been working with HOPEM since 2014 so it might not directly engage with HOPEM teams in the monitoring visits but will consider having different civil society and women-led organizations in which we work regularly with to be part of the monitoring visits.	Not applicable	Ending violence against women (SPs before 2018)	Engaging men and boys	Advocacy	Efficiency
WPS MTE	Thematic Evaluation	East and Southern Africa	Mozambique	2021	Not Rated	Additional Funds	Given lack of progress on output 3.1., three recommendations were provided by women organisations, which could be considered both for future programmes or for additional advocacy work in this project. • Publicly lobbying to increase women's participation in peacebuilding and DDR processes at the provincial level, through UN Women offices and other Spotlight Initiative partners. • Help locate all female combatants, women in support roles and dependents (of combatants) and refer them to development assistance programs. • Adequately inform women about the eligibility criteria, goals and benefits of DDR programs.	UN Women agrees that there is a need for greater advocacy and the development of specific interventions that seek to increase women’s participation in DDR processes. However, the programme design did not foresee interventions in DDR. The expectation of developing specific standalone interventions focused on DDR within the current WPS programme are not realistic. UN Women has been and will continue to try to mobilize resources to promote for women participate in and benefit from the DDR processes in Mozambique. Nevertheless, UN Women has partially accepted and tried to the recommendation into the scope of the existing programme. UN Women as specific activity focused on the building the capacity of women and women´s organizations in conflict prevention, mediation and resolution. Within this capacity building training, a specific module on DDR will be developed; the module will contain key information about the ins and outs of DDR processes as well as the critical role of women and women´s organizations in DDR processes.	Partially Accepted	Peace and security (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind	Efficiency
WPS MTE	Thematic Evaluation	East and Southern Africa	Mozambique	2021	Not Rated	Monitoring	A new attempt to increase the value for money of the post-graduate GRÓ-GEST can be trial in the last months of implementation by promote a new online or in-person encounter between all the alumni and request them to explore joint mechanisms in which one of their postgraduate projects (or new ones) can be supported. Some ideas mentioned during data collection include: o Supporting the development of WPS modules to be implemented within Police and Military Academy; o Being part of monitoring visits to beneficiary district areas with the specific aim of evaluating the results of the training provided and learning gaps; and o Development research, pilots and proposals regarding mechanisms in which women participation in peacebuilding, DDR and reconciliation forums can be expanded.	UN Women agrees that it is important to foster the development of follow up actions within the respective institutions of the Alumni. In Q1 and Q2 of 2020, UN Women initiated several attempts to receive information and follow up with the alumni. This initiative faced several challenges as the alumni were not also the most responsive or collaborative. In Q3 of 2020, UN Women worked with UJC to invite all the alumni to partake in the development of the academic course on WPS. As recommended, the same approach can be undertaken with the WPS modules for the security and defence academies. Moreover, we can schedule a virtual meeting with the alumni to create room for updates and exchange between the alumni. However, the recommendation for the alumni to be part of monitoring visits has budgetary implications as that would require the physical dislocation to the project districts. Due to financial constraints, it would not be possible to integrate the alumni into the monitoring visits. Furthermore, in future projects and interventions, UN Women will explore how to integrate the alumni in the research and designing of proposals of interventions related to WPS.	Partially Accepted	Not applicable	Not applicable	Promoting inclusiveness/Leaving no one behind	Effectiveness
WPS MTE	Thematic Evaluation	East and Southern Africa	Mozambique	2021	Not Rated	Update Log Frame	Update logframe to include additional activities and updated target numbers within output indicators, and change outcome indicators in accordance with recommendations provided in finding 9.	No additional activities were created and adopted since the approved project proposal. There were some budget alterations that were conducted within the scope of the project funded by the Government of the Kingdom of Norway. All of these alterations were previously discussed and agree with the Government of the Kingdom of Norway. However, this relocation of funds did not create new additional activities but rather increased the geographic scope of the existing activities. For example, funds were relocated two already existing activities that seek to support the socioeconomic recovery and improve the quality of services provide to survivors of violence. In this sense, the agreed indicators are will relevant to the project and in some cases UN Women has already surpassed the targets of the project. However, it is not a common practice to change the logframe due to surpassing of the initially envisioned targets.	Rejected	Not applicable	Culture of results/RBM	Evidence, Data and statistics	Relevance
WPS MTE	Thematic Evaluation	East and Southern Africa	Mozambique	2021	Not Rated	Sustainability	Prepare a sustainability plan for all output and outcomes. Local partners can guide the initial phases of delivery of this plan. But this might require additional visits from donors or UN Women teams to the participating districts, to discuss/present sustainability plans and set realistic expectations from the districts. As part of the sustainability plan, UN Women could lobby MGCAS, MDN and MINT to keep supporting dissemination, career training programmes and implementation of the NAP1325, and report in what has agreed.	UN Women plans on developing an existing plan for the Women, Peace and Security project. Several consultations with key stakeholders, including the responsible partners, will be conducted in the phase of developing the exist plan. The recommendation for lobbying the continued support from Government entities to continue to support the implementation of the National Action Plan on Women, Peace and Security will be an integral part of the exist strategy. However, due to the limitation of funds and lack of provision of additional funds, it might not be possible to plan additional visits from UN Women and Donor teams.	Partially Accepted	Peace and security (SPs before 2018)	Not applicable	Resource mobilization	Sustainability
WPS MTE	Thematic Evaluation	East and Southern Africa	Mozambique	2021	Not Rated	Sustainability	• Future projects could focus on supporting district level plans, particularly the development of mobile brigades or building of safe spaces for survivors of SGBV. • Future projects could support cross-learning workshops or at least online discussions between members of the Integrated Multisectoral Mechanism from all 14 participating districts. These encounters could be used to evaluate specific learning gaps and allow exchange of experiences. • Future projects should prepare better for the risk of low access and insight to ministries in Mozambique, particularly after national elections. International and local partners recommended that future projects leave some unspent or flexible funding to respond to new government priorities.	UN Women will continue its efforts to mobilize resources to promote a Mozambique in which all women and girls live a life free from all forms of violence. The recommendations have been well noted and align well with some the mandate and prioritise of UN Women. However, whether or not UN Women will be able to positively respond to the specificities of the recommendations will depend on the availability of resources.	Partially Accepted	Governance and planning (SPs before 2018)	Partnership	Capacity development, Promoting inclusiveness/Leaving no one behind, Knowledge management	Sustainability
Country Porfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	Guatemala	2019	Very Good	Marcos normativos: en relación a la labor de apoyo al “ciclo de reporte”, se recomienda que ONU Muje...	Recomendaciones a la oficina relativas a la labor en el ciclo de reporte de los marcos normativos a nivel global.	ONU Mujeres continuará apoyando los esfuerzos del Estado de Guatemala, así como a las organizaciones de sociedad civil en la elaboración de los informes especializados.	Accepted	Global norms and standards (SPs before 2018)	Partnership, Normative Support	Alignment with strategy, Capacity development, National ownership, Evidence, Data and statistics	Effectiveness
Country Porfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	Guatemala	2019	Very Good	En consideración de los nuevos lineamientos para la planeación estratégica, la transversalización de...	Recomendaciones a la oficina relativas a su mandato de coordinación.	En el proceso de elaboración del nuevo UNSDCF, ONU Mujeres continuará trabajando para incorporar el enfoque de género como principio programático en todos los Outcomes. Hasta la fecha, se ha logrado posicionar un efecto específico sobre violencia contra las mujeres, niñas y adolescentes; y existen estrategias específicas para impulsar la igualdad de género en todos los resultados del UNSDCF. La creación de un gender-compact al igual que la disponibilidad de un piso mínimo de inversión para el avance de los derechos de las mujeres, niñas y adolescentes es una estrategia que no depende en exclusiva de ONU Mujeres. La Oficina estará impulsando esta estrategia en todos los espacios que sean relevantes para alcanzarla.	Partially Accepted	Not applicable	UN Coordination, Partnership, Normative Support, Organizational efficiency	Not applicable	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality
Country Porfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	Guatemala	2019	Very Good	ONU Mujeres y sus agencias hermanas deberían tomar en cuenta las principales lecciones aprendidas y ...	Recomendación sobre Programas Conjuntos	En el diseño de nuevos Programas Conjuntos, ONU Mujeres propondrá el establecimiento de unidades de gestión en los programas, fortalecimiento de los comités técnicos locales, diseño de estrategias de entrada y salida y la armonización de procesos de adquisiciones.	Accepted	Not applicable	UN Coordination, Partnership, Operational activities, Culture of results/RBM, Organizational efficiency	Capacity development, Internal coordination and communication, Innovation and technology	Effectiveness, Efficiency, Sustainability, Impact
Country Porfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	Guatemala	2019	Very Good	Incrementar eficiencia operativa	A pesar de los esfuerzos y los avances, un cuello de botella clave para la institución es el volumen de operaciones. ONU Mujeres debería incrementar su capacidad de ejecución de proyectos y programas. La figura de asistente de programa puede ayudar a lubricar el mecanismo de seguimiento y ejecución. Se necesita mejorar el uso de planes de adquisiciones, así como la toma de decisiones en la priorización de procesos de adquisiciones. Un elemento clave es mejorar su capacidad de planeación a nivel de proyectos/programas. ONU Mujeres debería persistir en ejercicios relativos a planes de implementación y adquisiciones conjuntos, que permitan identificar la posibilidad de contratos de mayor envergadura. Tres mecanismos pueden usarse de forma más eficiente: LTA, Institutional contracts y PCA multi proyecto con contratos de mediano plazo, para justificar los costos transaccionales de su seguimiento.	En el mes de enero de cada año, se realizará el Plan de Adquisiciones de la Oficina, el cual será revisado trimestralmente entre Representación, las áreas programáticas y operaciones. Este plan identificará procesos de adquisiciones y contrataciones conjuntos que permitan empaquetar los procesos de manera que se puedan reducir las transacciones y costes de operaciones. Adicionalmente, la oficina continuará fortaleciendo el uso del Centro de Servicios para la gestión de las transacciones de operaciones.	Accepted	Not applicable	Operational activities, Culture of results/RBM, Organizational efficiency	Not applicable	Effectiveness, Efficiency
Country Porfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	Guatemala	2019	Very Good	ONU Mujeres, durante los últimos años ha ajustado su organigrama, intentando maximizar los recursos ...	Recomendación relativa al organigrama de la oficina	Se hará una revisión profunda del organigrama de la oficina.	Accepted	Not applicable	Organizational efficiency	Not applicable	Efficiency
Country Porfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	Guatemala	2019	Very Good	Se recomienda: i) nombrar y formar una persona encargada de supervisar de manera exclusiva la funció...	Recomendación sobre la función de planificación, monitoreo y evaluación de la oficina.	En el marco de la nueva Nota Estratégica se abordarán las recomendaciones relativas a la función de planificación, monitoreo y evaluación de la oficina.	Partially Accepted	Not applicable	Operational activities	Not applicable	Effectiveness, Efficiency
Country Porfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	Guatemala	2019	Very Good	Se recomienda a la oficina centralizar la función de gestión de conocimiento en un área trasversal d...	Recomendación relativa a la gestión del conocimiento	El Oficial de Comunicaciones será el punto focal para la gestión del conocimiento.	Accepted	Not applicable	Organizational efficiency	Knowledge management	Effectiveness, Efficiency
Country Porfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	Guatemala	2019	Very Good	Mejorar la gestión de recursos humanos con una política de retención del personal calificado.	Gestión de Recursos Humanos	La oficina está implementando mejoras en los procesos de inducción de nuevo personal, en línea con standard operation procedures.	Accepted	Not applicable	Organizational efficiency	Internal coordination and communication	Effectiveness, Efficiency
Country Porfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	Guatemala	2019	Very Good	ONU Mujeres debería adoptar enfoques que involucren autoridades nacionales y locales para el diseño ...	Recomendación sobre el desarrollo de una Estrategia Nacional de Cuidados	En la próxima Nota Estratégica, se incluirá el desarrollo de una Estrategia Nacional de Cuidados. Asimismo, se incluirá el abordaje integral de los cuidados y cambios culturales hacia masculinidades positivas, democráticas y corresponsables como estrategias en el nuevo Marco de Cooperación.	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Engaging men and boys	Alignment with strategy, National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management	Relevance, Sustainability, Impact, Human Rights, Gender equality
Country Porfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	Guatemala	2019	Very Good	Los proyectos locales y nacionales reflejan una dificultad similar: garantizar la permanencia de cap...	Recomendación sobre institucionalizar capacidades y garantizar sostenibilidad	Como parte de la planificación de los programas, diseñar una estrategia de salida que sea acordada por todas las partes.	Accepted	Not applicable	Culture of results/RBM, Organizational efficiency	Capacity development, National ownership, Knowledge management	Sustainability
Country Porfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	Guatemala	2019	Very Good	Se recomienda a la oficina pensar en una estrategia de mediano plazo para la promoción de masculinid...	Recomendación sobre lo estratégico de trabajar en la promoción de masculinidades positivas.	Se incorporará tanto en el nuevo UNSDCF como en la nueva Nota Estratégica de ONU Mujeres, acciones catalizadoras específicas dirigidas a la promoción de masculinidades positivas y transformadoras.	Accepted	Not applicable	Youth engagement, Engaging men and boys	Not applicable	Impact, Human Rights, Gender equality
Regional Programme Win Win: Gender Equality Means Good Business	Programme Evaluation	Americas and the Caribbean	Brazil	2021	Good	In the following potential phase, or any new future initiative, implement a design that is strategic...		The recommendation was accepted.	Accepted	Women economic empowerment (SPs before 2018)	Organizational efficiency	Internal coordination and communication	Efficiency
Regional Programme Win Win: Gender Equality Means Good Business	Programme Evaluation	Americas and the Caribbean	Brazil	2021	Good	Strengthen involvement and partnerships with the public sector with a clear public-private sector ap...		The recommendation was accepted.	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Operational activities	National ownership	Sustainability, Gender equality
Regional Programme Win Win: Gender Equality Means Good Business	Programme Evaluation	Americas and the Caribbean	Brazil	2021	Good	Strengthen LAC-EU women networking, knowledge exchange and expanded commercial relations.		The recommendation was accepted.	Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Knowledge management	Sustainability
Regional Programme Win Win: Gender Equality Means Good Business	Programme Evaluation	Americas and the Caribbean	Brazil	2021	Good	Given that the report shows that data was generally lacking on impact, continue generating evidence ...		The recommendation was accepted.	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM	Advocacy, Knowledge management, Evidence, Data and statistics	Impact, Gender equality
Regional Programme Win Win: Gender Equality Means Good Business	Programme Evaluation	Americas and the Caribbean	Brazil	2021	Good	Further target hard, male- dominated sectors and actors with a specific and clear strategy to promot...		The recommendation was accepted.	Accepted	Women economic empowerment (SPs before 2018)	Engaging men and boys	Advocacy	Effectiveness, Gender equality
Regional Programme Win Win: Gender Equality Means Good Business	Programme Evaluation	Americas and the Caribbean	Brazil	2021	Good	Further target hard, male- dominated sectors and actors with a specific and clear strategy to promot...		The recommendation was accepted.	Accepted	Women economic empowerment (SPs before 2018)	Engaging men and boys	Advocacy	Effectiveness, Gender equality
Regional Programme Win Win: Gender Equality Means Good Business	Programme Evaluation	Americas and the Caribbean	Brazil	2021	Good	Invest in innovative, inclusive business and partnership models that bring new paradigms and respond...		The recommendation was accepted.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Innovation and technology	Relevance
Regional Programme Win Win: Gender Equality Means Good Business	Programme Evaluation	Americas and the Caribbean	Brazil	2021	Good	Build on the strengthened Management Unit, the enhanced co-ordination, the lessons learned towards a...		The recommendation was accepted.	Accepted	Women economic empowerment (SPs before 2018)	UN Coordination	Oversight/governance	Efficiency
Regional Programme Win Win: Gender Equality Means Good Business	Programme Evaluation	Americas and the Caribbean	Brazil	2021	Good	Invest in innovative, inclusive business and partnership models that bring new paradigms and respond...		The recommendation was accepted.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Innovation and technology	Relevance
Regional Programme Win Win: Gender Equality Means Good Business	Programme Evaluation	Americas and the Caribbean	Brazil	2020	Very Good	Conduct a joint, “quick” strategy exercise to examine the Programme logical pathways (an abridged th...	This exercise is suggested to ensure a clear, shared understanding of Programme outcomes, change pathways, and expectations among all key partners. This should be the basis for refocusing efforts and making practical decisions about what the Programme can and should accomplish in its remaining year. All ILO and UN Women Programme implementation personnel as well as key EU stakeholders and ILO and UN Women decision-makers relevant to the Programme should participate in this exercise which, ideally, should be carried out with the assistance of an outside facilitator. If necessary, some elements of this process could be facilitated online, via written exchanges followed up by web meetings. During this exercise, the logic connecting Programme activities, outputs, outcomes, and impact should be carefully examined, with due attention to relevant risks and assumptions as described in this report; Programme achievements to date; and available human and financial resources and time constraints. If changes in the LogFrame seem warranted, these should be made. Use the findings, conclusions, lessons, and recommendations from this midterm evaluation as a reference point for this exercise.	The recommendation was accepted. Joint UNW-ILO planning exercises were undertaken for 2020 (in January 2020) and 2021 (in December 2020). Programme´s theory of Change and Annual Work Plans (AWPs) of all implementing partners were presented and discussed in such meetings, in light of the findings and recommendations of the MTE, the COVID-19 outbreak and the LogFrame status and financial delivery, so as to ensure timely achievement of programme results as per Donor´s agreement.	Accepted	Not applicable	Not applicable	Alignment with strategy	Not applicable
Regional Programme Win Win: Gender Equality Means Good Business	Programme Evaluation	Americas and the Caribbean	Brazil	2020	Very Good	In the Programme’s final year, seek to consolidate results achieved, narrowing rather than broadenin...		The recommendation was accepted. Win-Win Knowledge Management (KM) Regional specialist was hired to support the implementation of a KM and a sustainability strategies (which include the development or strengthening of online hubs and a Community of Practice - CoP, capacity development packages, networks and communities of practice, etc.), as well as support knowledge sharing among implementing partners and across programme countries. These are needed to ensure valued programme contributions and ground a legacy/sustainable exit strategy, as identified by the MTE (e.g.: in capacity-building, development and dissemination of tools, partnerships, promoting dialogue and knowledge exchange), are systematized and continue beyond programme implementation. The KM and sustainability strategies are being supported by results-oriented communications, which is contributing to the already increasing programme visibility.	Accepted	Not applicable	Partnership, Culture of results/RBM	Capacity development, Promoting inclusiveness/Leaving no one behind, Internal coordination and communication	Sustainability
Regional Programme Win Win: Gender Equality Means Good Business	Programme Evaluation	Americas and the Caribbean	Brazil	2020	Very Good	Depending on whether such action is aligned with the results of the exercise described in Recommenda...		The recommendation was accepted. Programme activities already valued by stakeholders, such as trainings, high-level events, networking mechanisms and commercial missions, are being improved and intensified (adapted to the COVID-19 travel restrictions), through active enlisting of partners and experts and through stepped-up efforts, in order to strengthen linkages between EU and LAC women-led businesses and entrepreneurs. Communications materials are also being developed to support these efforts, especially by communicating the value of involvement in the programme, which has the potential of attracting new partners and is already increasing UN Women and ILO’s profile as valued partners for the private sector.	Accepted	Women economic empowerment (SPs before 2018)	UN Coordination	Not applicable	Impact
Regional Programme Win Win: Gender Equality Means Good Business	Programme Evaluation	Americas and the Caribbean	Brazil	2020	Very Good	In alignment with the results of the exercise described in Recommendation 1, top level programme rep...		The recommendation was accepted. Efforts on Outcome 3 were carefully assessed and reoriented. Building upon this, key stakeholders (including potential investors and women beneficiaries) are being involved, partnerships are being formalized to advance the initiative and provide sustainability, a set of impact indicators with a gender perspective is being developed and a proposal for a future implementation of the originally envisioned innovative finance mechanism will be developed.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Innovation and technology	Gender equality
Regional Programme Win Win: Gender Equality Means Good Business	Programme Evaluation	Americas and the Caribbean	Brazil	2020	Very Good	Over the remaining Programme period, consolidate and promote Win-Win’s function as a convenor, and p...		The recommendation was accepted. Internal and external communications were revamped (contributing to increasing the programme´s visibility and to bringing implementing partners closer to each other), knowledge management activities are being undertaken (including the improvement and potential integration of websites to disseminate programme knowledge), and a sustainability strategy is being developed.	Accepted	Women economic empowerment (SPs before 2018)	UN Coordination	Internal coordination and communication	Sustainability
Regional Programme Win Win: Gender Equality Means Good Business	Programme Evaluation	Americas and the Caribbean	Brazil	2020	Very Good	Identify critical bottlenecks in contracting and other administrative procedures in UN Women and see...	Broad recommendations about improving UNW administrative procedures would require an organizational analysis beyond the scope of this evaluation. However, findings clearly show that these issues have undermined Programme effectiveness. Moreover, given that a number of other recommendations rely on contracting outside expertise to move outcomes forward, taking steps to prevent costly delays in this area is critical. A targeted assessment of upcoming Programme needs in these areas and how they can be met most efficiently is suggested. Notably, hiring for the full-time Regional Communications Specialist and full-time Regional Finance Associate and to fill any continued vacancies in the EU-approved staffing complement should be completed urgently to ensure the Programme has the human resources required as it moves into its crucial final year.	The recommendation was accepted. In response, the programme’s core regional team was restructured and expanded, which was made possible by a programme-requested budget revision approved by the EU. This restructuring was perceived as necessary given the labor-intensive outreach, networking, and partnership-building involved in the Programme.	Accepted	Not applicable	Operational activities	Not applicable	Effectiveness, Efficiency
Regional Programme Win Win: Gender Equality Means Good Business	Programme Evaluation	Americas and the Caribbean	Brazil	2020	Very Good	Across all Programme outcomes, seek opportunities for greater integration of ILO and UN Women work t...		The recommendation was accepted. Integration between implementing partners ILO and UN Women is being sought through regular remote meetings, communications efforts, and through joint work regarding events, annual planning and WEPs-related activities, among others.	Accepted	Not applicable	UN Coordination	Internal coordination and communication	Sustainability
Regional Programme Win Win: Gender Equality Means Good Business	Programme Evaluation	Americas and the Caribbean	Brazil	2020	Very Good	Within Outcome 2, and aligned with the results of the exercise described in Recommendation 1, focus ...		The recommendation was accepted. Building on the outstanding progress in the number of companies committed to WEPs, more effort is being put into technical assistance and high-quality webinars and trainings to help signatories put principles into practice and into reaching wider audiences, including efforts to diversify outreach to also include men, to attract non-traditional Win-Win partners, to reach small and medium enterprises with useful tools as well as big companies, and to consolidate and widely disseminate best practices and trainings.	Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Capacity development	Gender equality
Regional Programme Win Win: Gender Equality Means Good Business	Programme Evaluation	Americas and the Caribbean	Brazil	2020	Very Good	Consider options for adapting M&E processes for a more streamlined and user-friendly approach that a...	In the final year of the Programme, needs associated with the EU PIMS should take second place to the potential of monitoring data to feed Programme learning and facilitate both regional coordination and more information-sharing across programme countries. The current monthly reporting format, which is one of the main monitoring tools, is a valuable means of gathering detailed narrative information that may be useful in preparing annual reports and has the value of highlighting to country and regional personnel the specific indicators relevant to their agreed work plans. However, it is time-consuming for the Programme team to complete and difficult for the Regional Coordinator to make use of. Consider a Performance Measurement Framework-style monitoring spreadsheet capable of aggregating all quantitative indicator data, shared via Googledocs so that all team members have quick access to information about progress across the Programme. This could be hyperlinked to brief narrative reports, or comment fields could be integrated for adding key qualitative information. It is important that any modified approach should replace, and not add to, existing processes.	The recommendation was accepted. In response, the Monthly Report structure was revised and changed to a Quarterly Report and the indicators matrix was revamped into a more user friendly-format and regularly updated and shared with the implementing staff.	Accepted	Not applicable	Culture of results/RBM, Organizational efficiency	Evidence, Data and statistics	Efficiency
ACCES AUX SERVICES JUDICIAIRES POUR DES FEMMES ET DES ENFANTS VICTIMES DE LA TRAITE DES ETRES HUMAINS AU MAROC II	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2020	Fair	Lancer une phase III du projet en vue d’accompagner l’application de la loi relative à la lutte cont...		Une troisième phase du projet ne sera pas lancée dans l’immédiat. Toutefois, des efforts de mobilisation de fonds en lien avec la thématique de la traite sont poursuivis par le bureau d’ONU Femmes Maroc. Dans ce cadre, un partenariat financier a été conclu avec le « Bureau de la Démocratie, Droits de l’Homme et du Travail du Département d’Etat américain » pour la mise en œuvre du projet visant la lutte contre le mariage forcé.	Partially Accepted	Ending violence against women (SPs before 2018)	Partnership, Normative Support	Capacity development, National ownership, Advocacy, Knowledge management, Resource mobilization	Sustainability, Impact, Human Rights, Gender equality
ACCES AUX SERVICES JUDICIAIRES POUR DES FEMMES ET DES ENFANTS VICTIMES DE LA TRAITE DES ETRES HUMAINS AU MAROC II	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2020	Fair	Continuer les formations et élargir les bénéficiaires		Renforcer les compétences des acteurs chargés de l’application de la loi et d’autres acteurs concernés par la lutte contre la traite des êtres humains au niveau local et national	Accepted	Ending violence against women (SPs before 2018)	Partnership, Culture of results/RBM	Capacity development, Advocacy, Knowledge management	Effectiveness, Efficiency, Sustainability, Human Rights, Gender equality
ACCES AUX SERVICES JUDICIAIRES POUR DES FEMMES ET DES ENFANTS VICTIMES DE LA TRAITE DES ETRES HUMAINS AU MAROC II	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2020	Fair	Continuer le renforcement des capacités du Ministère Public en appuyant la production de données et ...		Production de statistiques et rapports d’activités des sections de la justice de la famille	Accepted	Ending violence against women (SPs before 2018)	Partnership	Capacity development, Knowledge management, Evidence, Data and statistics	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
ACCES AUX SERVICES JUDICIAIRES POUR DES FEMMES ET DES ENFANTS VICTIMES DE LA TRAITE DES ETRES HUMAINS AU MAROC II	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2020	Fair	Opérationnaliser les rencontres du réseau des magistrats points focaux et des experts			Not applicable	Ending violence against women (SPs before 2018)	Not applicable	National ownership, Advocacy, South-South cooperation	Sustainability, Impact, Human Rights, Gender equality
ACCES AUX SERVICES JUDICIAIRES POUR DES FEMMES ET DES ENFANTS VICTIMES DE LA TRAITE DES ETRES HUMAINS AU MAROC II	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2020	Fair	Appuyer les mécanismes de coordination		Appuyer la coordination entre les acteurs concernés (Ministère Public, Ministère de l’éducation, Ministère de la santé et organisations de la société civile) sur la lutte contre le mariage précoce et forcé.	Accepted	Ending violence against women (SPs before 2018)	Partnership	Not applicable	Sustainability, Impact, Human Rights, Gender equality
ACCES AUX SERVICES JUDICIAIRES POUR DES FEMMES ET DES ENFANTS VICTIMES DE LA TRAITE DES ETRES HUMAINS AU MAROC II	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2020	Fair	Sensibiliser le grand public sur le phénomène de la traite et la loi 27-14		Poursuivre la dissémination des outils de communication (capsules vidéo, documentaire) développés dans le cadre du projet « Accès aux services judiciaires pour les femmes et enfants victimes de la traite humaine au Maroc – Phase II »	Accepted	Ending violence against women (SPs before 2018)	Partnership, Youth engagement, Engaging men and boys	National ownership, Advocacy, Knowledge management, Innovation and technology	Sustainability, Impact, Human Rights, Gender equality
Appui à l’autonomisation économique des femmes à travers la promotion de la chaine de valeur agro écologique pour une meilleure résilience au changement climatique »	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2019	Good	Reproduire l’approche du projet dont les activités ont été conçu et planifié en partant des besoins ...		Continuer à impliquer les différentes parties prenantes clés dès la phase de planification à travers l’application de l’approche participative qui permet de recueillir les besoins et recommandations des parties concernées, notamment les bénéficiaires des projets.	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM	Promoting inclusiveness/Leaving no one behind	Efficiency
Appui à l’autonomisation économique des femmes à travers la promotion de la chaine de valeur agro écologique pour une meilleure résilience au changement climatique »	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2019	Good	Renforcer le partenariat local pour la pérennisation des acquis du projet et la mobilisation de moye...		Maintenir le partenariat de collaboration technique, conclu en 2018, entre ONU Femmes et le Centre d'études et recherches du Crédit agricole du Maroc afin de : (i) Garantir une rentabilité optimale sur 10 ans des deux coopératives bénéficiaires (Al Amal et Tudert) accompagnées par ONU Femmes ; (ii) Faciliter l’inclusion financière des femmes membres des deux coopératives accompagnées par ONU Femmes; (iii) Etendre la collaboration avec des instituts de recherche en agriculture / agroécologie durable. Maintenir également le partenariat tripartite, conclu en 2019, entre ONU femmes, la Direction régionale des eaux et forêts d’Essaouira et la coopérative de Tudert (Essaouira), pour permettre aux femmes agricultrices de la coopérative de Tudert de bénéficier d’une autorisation leur permettant d’exploiter un hectare de plantes médicinales et aromatiques dans le domaine forestier.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Capacity development, Resource mobilization	Sustainability, Impact
Appui à l’autonomisation économique des femmes à travers la promotion de la chaine de valeur agro écologique pour une meilleure résilience au changement climatique »	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2019	Good	Promouvoir la capitalisation sur l’existant en ciblant des projets qui ont déjà un ancrage local et ...		Continuer à capitaliser sur les acquis des projets/programmes mis en œuvre, notamment en explorant les possibilités de mener des phases II et/ou III des projets pilotes.	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Culture of results/RBM, Organizational efficiency	Promoting inclusiveness/Leaving no one behind	Efficiency, Sustainability, Impact, Human Rights, Gender equality
Appui à l’autonomisation économique des femmes à travers la promotion de la chaine de valeur agro écologique pour une meilleure résilience au changement climatique »	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2019	Good	Continuer à adopter le mode de gouvernance qui réunit le secteur privé le secteur public et une agen...		Poursuivre la collaboration étroite avec le secteur privé afin de le sensibiliser à son rôle dans la promotion de l’égalité des sexes et l’autonomisation des femmes et des ODD connexes. Les entreprises seront encouragées à rejoindre l'initiative mondiale des Principes d'autonomisation des femmes (WEP). Les outils WEP, tels que l'analyse des écarts entre les sexes, les achats sensibles au genre et les cours en ligne sur les WEP seront utilisés pour soutenir les entreprises dans leurs efforts d'autonomisation des femmes.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Advocacy, Resource mobilization	Efficiency, Sustainability, Impact, Gender equality
Supporting Syrian Women’s Engagement in the Syrian Political Process – Building a Homegrown Constituency for Peace Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2019	Good	A. Increase the number of consultations and linkages with grassroots actors inside and outside Syria...		UN Women will continue to broaden its efforts beyond the WAB by creating partnerships and linkages with civil society working inside and outside Syria (including young women and other ‘underrepresented groups’ in the political process). Consultations to test the relevance of WAB dialogue topics, as recommended in the evaluation, will not be pursued given the political and conflict sensitivities of holding consultation processes in the current Syrian context (alongside security implications for women activists at the grassroots level). Further, WAB dialogue topics are directly linked to bolstering technical capacity vis-à-vis discussion topics in the political process. Instead, UN Women will work through partners working inside Syria to identify priorities and policy options relevant to the political process that could be shuttled to the WAB via UN Women. UN Women commissioned research will also seek to capture the everyday gendered realities of the Syrian conflict. This research will help inform the policy-advocacy approach of the WAB to ensure it is rooted in contextual analysis. UN Women will also seek discreet opportunities to test programmatic assumptions and priorities with leading Syrian women, where possible, during WAB meetings and in meetings with partners.	Partially Accepted	Peace and security (SPs before 2018)	Partnership	Capacity development, Promoting inclusiveness/Leaving no one behind	Efficiency, Sustainability
Final evaluation of the programme “Gender Equality in Political Leadership and Participation in Turkey”.	Programme Evaluation	Europe and Central Asia	Turkey	2021	Very Good	When designing and implementing projects to promote women’s empowerment and political participation,...		UN Women’s country programme in Turkey for the upcoming four-year period is defined in its new Strategic Note (SN) that articulates the strategy of UN Women in pursuing the entity’s mandate to promote gender equality and women’s empowerment. The new SN 2022-2025 is aligned both time-wise and content-wise, to the UN-Turkey Sustainable Development Cooperation Framework (UNSDCF) for 2021-2025 and the new UN Women global Strategic Plan (SP) (2022-2025). The SN seeks to address the country’s main development and women’s empowerment-related priorities including women’s political participation, as articulated in the 11th National Development Plan (2018-2023) and the Women’s Empowerment Strategy (2018-2023), and key challenges and gaps identified in the realization of Turkey’s commitments under the Sustainable Development Goals (SDGs), the Beijing Declaration and Platform for Action, as well as The Convention on the Elimination of All Forms of Discrimination against Women (CEDAW) and other international treaties. The SN is informed by consultations with different national and international stakeholders, including Government institutions, local authorities, civil society organizations, women’s rights advocates, private sector organizations, UN agencies, Embassies, and development partners. It is rooted in a human-rights based approach, with focus on leaving no one behind (LNOB). Considering the country context and UN Women’s strategic positioning for promoting women’s empowerment and political participation as elaborated in the new SN, UN Women plays a facilitator role for policy dialogue between government, political parties and civil society which is highly appreciated by the stakeholders. To enhance its capacity for strategic policy dialogue with the government, the CO has undertaken or plans to undertake a number of steps: secure additional in-house legal advisory expertise to support the CO in its provision of policy advice; continue the practice of tailoring global products to the Turkey context (i.e. manual for women political candidates; methodology for violence against women in politics (VAWP research), engage in long-term strategic partnership with CSOs and networks active in the field; develop and follow a structured advocacy plan for promoting the use of temporary special measures in view of the upcoming elections in 2023-2024.	Accepted	Leadership and political participation (SPs before 2018)	Not applicable	Advocacy	Efficiency
Final evaluation of the programme “Gender Equality in Political Leadership and Participation in Turkey”.	Programme Evaluation	Europe and Central Asia	Turkey	2021	Very Good	UN Women Turkey should continue to focus on the political party code and the election code in its wo...		The CO agrees that revision of the above national frameworks is key to systematic changes in women’s political participation, and will continue its advocacy efforts for possible amendments. An analysis of pertinent international and national legislation, national policies, strategies, frameworks and other related documents has been carried out in 2021. Gaps in the Constitution, political parties law and election laws have been identified as the first step to overcome issues around women’s political participation through legislative framework. Based on the analysis and the recommendations on the way forward, UN Women will support the development of legal and regulatory amendments and will advocate with decision-makers for their adoption, in collaboration and consultation with civil society.	Accepted	Leadership and political participation (SPs before 2018)	Not applicable	Oversight/governance, Advocacy	Relevance
Final evaluation of the programme “Gender Equality in Political Leadership and Participation in Turkey”.	Programme Evaluation	Europe and Central Asia	Turkey	2021	Very Good	UN Women Turkey needs to consider the limitations presented in this evaluation in terms of learning ...		In the area of women’s political participation (WPP) and leadership, UN Women Turkey has been implementing projects since 2011. Numerous challenges were faced during the implementation of the project, which generated lessons learnt that have been taken into account, along with the limitations presented in this evaluation, in the design and implementation of the new follow-up project “Advancing gender equality and women’s leadership in political and business life” and the new SN 2022-2025 that will guide future programming. In the new project and SN, the outcomes and delivery approaches have been determined in line with the strategic goals set in UNSDCF and UN Women global Strategic Plan however the project specific targets were set considering the achievability criteria as per the recommendation.	Accepted	Leadership and political participation (SPs before 2018)	Culture of results/RBM	Internal coordination and communication	Effectiveness
Final evaluation of the programme “Gender Equality in Political Leadership and Participation in Turkey”.	Programme Evaluation	Europe and Central Asia	Turkey	2021	Very Good	UN Women should use the project’s implementation experience to reflect on developing and expanding i...		UN Women has used its prior implementation experience in the design of the new 3-year action started by mid-2021 titled “Advancing gender equality and women’s leadership in political and business life” (Women Lead) that focuses on both political and economic decision-making and increases the scope of partnerships and approaches to achieve the intended outcomes. Under this project, the CO is also increasing the staffing capabilities in the office.	Accepted	Leadership and political participation (SPs before 2018)	Partnership, Culture of results/RBM	Advocacy	Impact
Final evaluation of the programme “Gender Equality in Political Leadership and Participation in Turkey”.	Programme Evaluation	Europe and Central Asia	Turkey	2021	Very Good	UN Women Turkey should strategically leverage the privileged trust developed with key national Turki...		The evaluated project has paved the way for the development and implementation of another project of UN Women Turkey Office namely “Gender Responsive Planning and Budgeting in Turkey” that was initiated in December 2020. Beneficiary of the Project is Ministry of Family, Labour and Social Services, and co-beneficiary is the Presidency of Strategy and Budget (PSB). It is being implemented at central level in selected Line Ministries and in four selected pilot municipalities (Kocaeli Metropolitan Municipality, Eskişehir Metropolitan Municipality, Gaziantep Metropolitan Municipality, Edirne Municipality) where also complementarity is ensured with the newly developed Women Lead project. The Women Lead project prioritizes local level work, where more entry points have been identified in the previous phase and based on this evaluation. One of the project’s objective is: a cadre of interested, diverse and capable women to run for political office at local level will be established and gender sensitive governance at the local level will be strengthened in line with the recommendation.	Accepted	Leadership and political participation (SPs before 2018)	Partnership	Advocacy	Sustainability
Final Evaluation of WEE Gaza Project	Programme Evaluation	East and Southern Africa	Mozambique	2020	Fair	UNW project should focus on areas where it has demonstrated comparative advantage.	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.	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.	Partially Accepted	Women economic empowerment (SPs before 2018)	Organizational efficiency	Capacity development	Relevance
Final Evaluation of WEE Gaza Project	Programme Evaluation	East and Southern Africa	Mozambique	2020	Fair	UNW project design should include specific baselines	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.	UN Women agrees with this recommendation. Specific actions have been put in place to continually improve its staff capacity on RBM.	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM	Evidence, Data and statistics	Relevance
Final Evaluation of WEE Gaza Project	Programme Evaluation	East and Southern Africa	Mozambique	2020	Fair	Assessment of partners	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.	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.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Capacity development	Relevance
Final Evaluation of WEE Gaza Project	Programme Evaluation	East and Southern Africa	Mozambique	2020	Fair	Refine project logical framework	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.	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.	Accepted	Women economic empowerment (SPs before 2018)	Climate change	Not applicable	Relevance
Final Evaluation of WEE Gaza Project	Programme Evaluation	East and Southern Africa	Mozambique	2020	Fair	Include specific baselines and targets	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.	UN Women’s agrees with the recommendation.	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM	Knowledge management	Relevance
Final Evaluation of WEE Gaza Project	Programme Evaluation	East and Southern Africa	Mozambique	2020	Fair	Develop a capacity development strategy	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.	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.	Accepted	Women economic empowerment (SPs before 2018)	Organizational efficiency	Capacity development	Relevance
Final Evaluation of WEE Gaza Project	Programme Evaluation	East and Southern Africa	Mozambique	2020	Fair	Conduct an equity and gender analysis	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.	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.	Rejected	Women economic empowerment (SPs before 2018)	Not applicable	Alignment with strategy	Relevance
Final Evaluation of WEE Gaza Project	Programme Evaluation	East and Southern Africa	Mozambique	2020	Fair	Put in place a feedback mechanism	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.	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.	Partially Accepted	Women economic empowerment (SPs before 2018)	Not applicable	National ownership	Relevance
Final Evaluation of WEE Gaza Project	Programme Evaluation	East and Southern Africa	Mozambique	2020	Fair	UNW systems for monitoring and evaluation and for accounting need to be significantly overhauled in ...	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.	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.	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM	Knowledge management	Effectiveness
Final Evaluation of WEE Gaza Project	Programme Evaluation	East and Southern Africa	Mozambique	2020	Fair	Improve reporting format and content	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.	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.”	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM	Capacity development	Effectiveness, Efficiency
Final Evaluation of WEE Gaza Project	Programme Evaluation	East and Southern Africa	Mozambique	2020	Fair	Guidance from HQ to CO planning, designing and implementaion of pilot projects.	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.	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.	Accepted	Women economic empowerment (SPs before 2018)	Organizational efficiency	Capacity development	Effectiveness, Efficiency
Final Evaluation of WEE Gaza Project	Programme Evaluation	East and Southern Africa	Mozambique	2020	Fair	Permanent presence in the field	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.	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.	Accepted	Women economic empowerment (SPs before 2018)	Organizational efficiency	Capacity development	Effectiveness, Efficiency
Final Evaluation of WEE Gaza Project	Programme Evaluation	East and Southern Africa	Mozambique	2020	Fair	Document systematically and thoroughly training activities as well as to produce specific summarized...	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.	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.	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM	Capacity development	Effectiveness, Relevance
Final Evaluation of WEE Gaza Project	Programme Evaluation	East and Southern Africa	Mozambique	2020	Fair	Evaluation should not be considered as just a mandatory project component. Evaluation should be cons...	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.	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.	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM	Not applicable	Effectiveness, Relevance
Final Evaluation of WEE Gaza Project	Programme Evaluation	East and Southern Africa	Mozambique	2020	Fair	Sustainability of the expected project results should be considered during the project design phase ...	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).	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.	Accepted	Women economic empowerment (SPs before 2018)	Organizational efficiency	National ownership	Sustainability
Final Evaluation of WEE Gaza Project	Programme Evaluation	East and Southern Africa	Mozambique	2020	Fair	It is not enough to train partner staff to generate impact. In order to strengthen its approach to c...	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.	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.	Partially Accepted	Women economic empowerment (SPs before 2018)	Organizational efficiency	Capacity development	Impact
COUNTRY PORTFOLIO EVALUATION	Country-level Evaluation	West and Central Africa	Nigeria	2020	Very Good	Intensify engagement in the lead up to key strategic events in 2020, such as “A Year of Action” and ...		The CO agrees with the recommendation to intensify the engagement in the country’s strategic orientation frameworks to ensure they are influenced by international gender equality commitments. For this purpose, UN Women CO Nigeria embarked on implementing a number of actions for addressing this recommendation from different thematic areas of intervention. Under the WPS thematic area, UN Women continued to provide support to the Government of Nigeria for the implementation of the UNSCR 1325 recommendations, the review of the Nigeria’s 2nd NAP, and preparatio of the 3rd NAP in the context of emerging issues including COVID-19 and post pandemic recovery, climate security and security sector reforms. In humanitarian action, the CO has conducted a joint Rapid Gender Analysis to identify the gender impact of COVID-19 on the conflict-affected population during the active period of the COVID-19. The CO is also working with humanitarian architectures in the Northeast, Including UN agencies, International Non-Governmental organizations, National, and regional governments, and the civil society organizations to ensure that COVID-19 response is gender-responsive. The CO will also continue to work with the Northeast humanitarian community to develop joint gender analysis/assessment of post-COVID-19 pandemic recovery. Beyond the analysis and assessment, from 2021 onward, the CO will identify strategic partnerships and develop a joint programme with a focus on supporting women’s economic empowerment to overcome the impact of COVID-19, and amplify women voices and leadership in the recovery process.	Accepted	Global norms and standards (SPs before 2018)	UN Coordination	Oversight/governance	Gender equality
COUNTRY PORTFOLIO EVALUATION	Country-level Evaluation	West and Central Africa	Nigeria	2020	Very Good	Develop a coherent business case and agenda to better formalize the revitalized partnership with the...		The CO has accepted the recommendation for sustaining and strengthening partnerships with relevant government ministries, especially the Federal Ministry of Women Affairs and state parastatals. The recent restructuring of the Federal Ministry of Women Affairs requires coherent strategic partnership relations with UN Women for GEWE policy and programmatic actions. UN Women has initiated this partnership. Furthermore, UN Women is currently strengthening its partnership with other MDAs, Legislature, Judiciary and Security agencies at both national and state levels.	Accepted	Governance and planning (SPs before 2018)	Normative Support	Oversight/governance	Effectiveness
COUNTRY PORTFOLIO EVALUATION	Country-level Evaluation	West and Central Africa	Nigeria	2020	Very Good	Ensure continuity of UN Women’s leadership of the Gender Technical Group (GTG) and other gender coor...		The CO agrees with the recommendation to to ensure UN Women’s continuous leadership of the GTG and other coordination mechanisms within the UN System, and effective monitoring of implementation of the UNCT’s work on GE and gender mainstreaming. UN Women will therefore continue to provide a quality leadership to the work of the GTG and ensure effectively supports the UNCT and RC in the area of gender equality , and promotes accountability of the UN system in Nigeria on GEWE commitments. As part of the effoet, UN Women will collaborate with other UN partners, international and national organizations to identify complementarities to develop joint strategic work, using IASC gender accountability framework as a starting point. Currently, UN Women has sought to amplify its strategic impact through developing a Gender in Humanitarian Action framework for the Northeast, seconding a staff member to support the GiHA component through expert deployments. Through GenCap deployment, UN Women established a Gender Technical Team in the Northeast to play a strategic role in advocating for and supporting gender integration in the humanitarian response and will focus on effective engagement of sector members in driving GiHA in Northeast response. In addition, the CO will enhance leadership in providing technical advice and support to the Operating Humanitarian Country Team, (OHCT) Inter Sector Working Group (ISWG) and humanitarian sectors in the Northeast. The CO office will also make targeted efforts toward utilizing, Regional, HACRO and HQ level expertise on GiHA through guidance and technical supports. In 2019, the CO in close collaboration with other UN agencies, mobilized and provided technical support to women-led organizations to established into women civil society networks in Yobe and Borno states. UN Women is coordinating the conduct of a Gender Scorecard Assessment of the UNCT in Nigeria.	Accepted	Global norms and standards (SPs before 2018)	Normative Support	Capacity development	Effectiveness
COUNTRY PORTFOLIO EVALUATION	Country-level Evaluation	West and Central Africa	Nigeria	2020	Very Good	In consultation with regional and headquarters Human Resources, organize an HR-mapping exercise and ...		The CO acknowledges the recommendation and has embarked on strengthening HR structures in support to programmes and operations for increased efficiency. Capacity building actions have also started in different areas to address related gaps.	Accepted	Not applicable	Not applicable	Not applicable	Efficiency
COUNTRY PORTFOLIO EVALUATION	Country-level Evaluation	West and Central Africa	Nigeria	2020	Very Good	Rethink the strategy towards achieving inclusive political participation in the 2023 election.		UN Women agrees with the recommendation and feels the need to advance the outcomes on lessons learned from previous elections to influence increased women’s participation in the 2023 general elections. The CO is progressively working on addressing barriers faced by women for effectively engaging in elections, especially at the level of political parties.	Accepted	Leadership and political participation (SPs before 2018)	Normative Support	Capacity development	Effectiveness
COUNTRY PORTFOLIO EVALUATION	Country-level Evaluation	West and Central Africa	Nigeria	2020	Very Good	Enhance proactive planning/sequencing and business processes to ensure greater efficiency.		The CO agrees with the recommendation to enhance pro-active planning/sequencing and business processes to ensure greater efficiency. However, some aspects of this recommendation are not fully realistic especially the recruitment of staff ahead of project signing. Efforts are being made to ensure a prompt availability of resources from the beginning of a new project/programme.	Accepted	Not applicable	Not applicable	Oversight/governance	Efficiency
COUNTRY PORTFOLIO EVALUATION	Country-level Evaluation	West and Central Africa	Nigeria	2020	Very Good	Enhance monitoring and Results-Based Management (RBM) capabilities to demonstrate impact		UN Women accepted the recommendation to enhance monitoring and RBM capabilities for greater impact. Efforts are ongoing for learning from previous surveys, studies and research conducted within different thematic areas. The CO is also strengthening its monitoring and evaluation efforts and using lessons learnt for advocacy and knowledge on GEWE issues. Under the WPS Programme, baseline and mid-term evaluation reports were disseminated to partners for guidance in improving ongoing similar interventions. Moreover, Programme partners are being provided with technical support and capacity building trainings on Project Management and Monitoring from an RBM approach, including in humanitarian programming.	Accepted	Not applicable	Culture of results/RBM	Evidence, Data and statistics	Effectiveness
Improving Women Participation as Peace building Ambassadors	Programme Evaluation	West and Central Africa	Sierra Leone	2019	Good	Joint programme planning and implementing of the UN PBF Project by UN Women, UNESCO and UNDP were ex...		The recommendation has been accepted by all three RUNOs (UN Women, UNDP and UNESCO). All three agencies have embarked on resource mobilization so as to sustain the gains made by the completed project. Project proposals have been submitted to the Government of Germany, the Peacebuilding Fund and other potential donors. However whilst we await donor support, RUNOS will provide technical support to IPs who have received donor funding from for women’s political participation and male engagement to ensure that gains made by the project are sustainable. UN Women and UNDP are currently working with Parliament through the Female Parliamentary Caucus to ensure the Affirmative Action Bill which among other things call for a minimum 30% quota for women in decision making is tabled for discussion and enactment in Parliament before the 2023 elections	Accepted	Peace and security (SPs before 2018)	UN Coordination, Partnership, Normative Support	Oversight/governance	Effectiveness
Improving Women Participation as Peace building Ambassadors	Programme Evaluation	West and Central Africa	Sierra Leone	2019	Good	RUNOs should build internal capacity to continue take the WPP and WPS agenda to a new level. Apart ...		The RUNOs have accepted this recommendation and have started engaging national security mechanisms such as the Office National Security on issues of women, peace and security. Capacity Building :WPS staff will identify training needs and allocate funding for staff to strengthen their capacity in WPS planning and implementation of UNSCR 1325	Accepted	Peace and security (SPs before 2018)	Operational activities	Capacity development	Efficiency
Improving Women Participation as Peace building Ambassadors	Programme Evaluation	West and Central Africa	Sierra Leone	2019	Good	RUNOs while using the principle of Delivering As One, should sharpen and bring to bear their distinc...		The RUNOs accept this recommendation and have agreed that going forward for a more comprehensive joint response to WPS and WPP • UN Women lead in the implementation of the SILNAP II, the Revised Sexual Offences Act 2019 and the popularization of the Affirmative Action bill in 2020. • UNDP through its existing technical support to Ministry of Justice, Parliament, EMBs , women’s groups and Civil Society will lead on the development and adherence of the legal framework for the development of the affirmative action bill is achieved . • UNESCO Will continue leading on the use media engagement and use of ICT to consolidate peace in communities and the Nation as a whole.	Accepted	Peace and security (SPs before 2018)	UN Coordination, Culture of results/RBM	Alignment with strategy, Oversight/governance, Promoting inclusiveness/Leaving no one behind	Effectiveness, Impact
Improving Women Participation as Peace building Ambassadors	Programme Evaluation	West and Central Africa	Sierra Leone	2019	Good	Considering the extensive work that the RUNOs have put in bringing the peace consolidation thus far,...		This recommendation is accepted. RUNOs have agreed that • UN women will provide technical support to IPs for engagement on WPP as well as Violence Against Women in Politics • UNESCO will continue to engage Ips to sustain the gains made by the project in area of engagement with the media • UNDP through its Conflict Prevention Programme (CPM) will continue to work with Ips especially Women’s Organizations and Government Institutions like Office of National Security (ONS) to continue engagement in peace consolidation. UNDP’s work with the Female Parliamentary Caucus will also support mentoring and coaching of young women and girls while establishing platforms for experience sharing exercises between female councilors and female parliamentarians	Accepted	Peace and security (SPs before 2018)	UN Coordination, Partnership	National ownership, Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency
Improving Women Participation as Peace building Ambassadors	Programme Evaluation	West and Central Africa	Sierra Leone	2019	Good	All UN Agencies working on the peace consolidation in Sierra Leone need to build more coordinated an...		This recommendation has been accepted. RUNOs have decide to Create a working group through the Gender Theme Group to continue discussions, share resource, coordinate and strengthen staff capacity on WPP and WPS .	Accepted	Peace and security (SPs before 2018)	Organizational efficiency	Capacity development	Effectiveness, Relevance, Sustainability
Improving Women Participation as Peace building Ambassadors	Programme Evaluation	West and Central Africa	Sierra Leone	2019	Good	Collaboration between the UN Women, UNESCO and UNDP in the just ended Project was a good start. Desp...		This recommendation is partially accepted as not all UN Agencies with the mandate on gender equality & empowerment of women, girls and youth have the mandate of WPP and WPS. Intensify awareness raising on the promotion and protection of women and girls’ rights.	Partially Accepted	Peace and security (SPs before 2018)	UN Coordination, Organizational efficiency	Internal coordination and communication	Effectiveness, Efficiency, Impact
Improving Women Participation as Peace building Ambassadors	Programme Evaluation	West and Central Africa	Sierra Leone	2019	Good	There is need for additional funding to strengthen involvement of national and community women in el...		This recommendation has been accepted . RUNOS will continue to develop proposals to raise funds and show case best practices of the project and raise funds to address issues of WPS and WPP.	Accepted	Peace and security (SPs before 2018)	Not applicable	Resource mobilization	Sustainability
Improving Women Participation as Peace building Ambassadors	Programme Evaluation	West and Central Africa	Sierra Leone	2019	Good	UN Women should build internal technical capacity to continue to lead other UN Agencies and developm...		This will be challenging for UN Women to continue leading because of the announcement of office closure	Accepted	Peace and security (SPs before 2018)	Organizational efficiency	Oversight/governance	Effectiveness, Relevance
Evaluation of the SN 2018-2020	Country-level Evaluation	West and Central Africa	Cameroon	2021	Good	Reconsidérer son approche de partenariat de manière à développer de nouvelles dynamiques collaborati...		La recommandation 1 est acceptée, et son application sera plus aisée eu égard à : - la nouvelle procédure de sélection des partenaires qui fixe des modalités de sélection pour un développement des dynamiques collaboratives plus pertinentes avec les partenaires(Appel à Manifestation d'Intérêts -cartographie- ; Appel à Proposition…); - le nouveau plan d'accompagnement du gouvernement camerounais par les organisations de la société civile consacre la notion de Coopération au détriment de l'Assistance promu jusque-là. la Note Stratégique UNWOMEN se veut complètement contributive à cet Accord Cadre de Coopération. Ces consultations rehausseront le caractère stratégique des accords qui seront signés, par la prise en compte des recommandations pertinentes. Ainsi donc, la traduction opérationnelle de ces orientations stratégiques commencera par le rétablissement du mécanisme de consultation régulière de la société civile à travers la redynamisation du Groupe Consultatif de la Société Civile (GCSC).	Accepted	Governance and planning (SPs before 2018)	Partnership	Oversight/governance	Not applicable
Evaluation of the SN 2018-2020	Country-level Evaluation	West and Central Africa	Cameroon	2021	Good	Renforcer la dimension normative de son action a. En saisissant les opportunités qu’offre l’élaborat...		Les quatre (04) axes de la Résolution 1325 avaient été prise en compte dans l'élaboration du Plan d'Action National 1325, et donc les préoccupations autrefois exprimées y étaient reflétées. Toutefois, un travail d'alignement des activités à ces axes était nécessaire, d'où la révision des documents normatifs débutée en 2020.	Partially Accepted	Peace and security (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Partnership, Normative Support	Alignment with strategy, Oversight/governance	Sustainability
Evaluation of the SN 2018-2020	Country-level Evaluation	West and Central Africa	Cameroon	2021	Good	Augmenter la part budgétaire qui revient aux domaines thématiques relatifs au Leadership et la Parti...		Des efforts de mobilisation de ressources sont faites dans ce sens. Un focus sera tout aussi fait dans le cadre de l'élaboration de la Stratégie de Mobilisation des Ressources de la Note Stratégique 2022-2025.	Accepted	Ending violence against women (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Organizational efficiency	Alignment with strategy, Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Efficiency, Gender equality
Evaluation of the SN 2018-2020	Country-level Evaluation	West and Central Africa	Cameroon	2021	Good	Appuyer la participation des organisations féministes au Collectif des Organisations de la Société C...		Une plate-forme de dialogue existe déjà au niveau du Ministère des Finances appelée « Comité BSG ». A travers le projet MPTF SDG Trust Fund, nous travaillons déjà en partenariat avec le Ministère des Finances pour relancer ce comité et soutenir son fonctionnement	Accepted	Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018)	Partnership, Operational activities	Alignment with strategy, Oversight/governance, Promoting inclusiveness/Leaving no one behind	Effectiveness, Sustainability, Gender equality
Evaluation of the SN 2018-2020	Country-level Evaluation	West and Central Africa	Cameroon	2021	Good	Intègrer au sein de la Nouvelle Note Stratégique les étapes nécessaires à l’expansion des initiative...		Le UNSDCF étant finalisé, et une fois le Plan Stratégique 2022-2025 approuvé, le Bureau Pays veillera à intégrer au sein de la SN 2022-2025, les processus d'expansion des domaines thématiques issus de sa SN	Accepted	Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018)	Operational activities	Alignment with strategy, Oversight/governance	Relevance, Impact
Evaluation of the SN 2018-2020	Country-level Evaluation	West and Central Africa	Cameroon	2021	Good	Reconfiguration de la distribution des thématiques d’intervention à travers les domaines d’impact, d...		De manière générale, la configuration des thématiques d'intervention est faite par le Siège pendant le processus d'élaboration du Plan Stratégique. Les Bureaux Régionaux et les Bureaux Pays procèdent ensuite à l'alignement dans la rédaction des Notes Stratégiques. Néanmoins, si dans le cadre de l'élaboration du nouveau Plan Stratégique et du guide d'élaboration de la Note Stratégique, l'opportunité est offerte de procéder à des configurations contextualisées, le Bureau Pays s'y conformera. Par ailleurs, au regard de sa logique d'intervention et de son cadre de mise en œuvre, le bureau a décidé que le programme Second Chance devrait migrer vers le champ d'impact sur l'humanitaire	Rejected	Governance and planning (SPs before 2018)	Operational activities, Organizational efficiency	Alignment with strategy, Oversight/governance	Effectiveness, Relevance
Evaluation of the SN 2018-2020	Country-level Evaluation	West and Central Africa	Cameroon	2021	Good	Renforcement de son système de suivi et rapportage en précisant les données de référence des indicat...		Sa mise en œuvre est facilitée par les nouveaux outils rendu disponible par le Siège. Ainsi : - le PMD actualisé aligne le travail du personnel sur le Plan Stratégique et le mandat d'ONU Femmes, en démontrant comment sa contribution est une valeur ajoutée à l'Organisation. - la mise à jour du document "Cash advances and other cash transfers to partners Policy" consacre entre autres, la possibilité de retenue sur le budget des ProDocs dans le cadre de la gestion des risques, mais aussi l'obligation de lier l'avance à effectuer aux livrables programmatiques comme décrit dans le plan de travail avec le partenaire.	Accepted	Governance and planning (SPs before 2018)	Operational activities, Organizational efficiency	Alignment with strategy, Oversight/governance, Capacity development	Effectiveness, Sustainability, Impact
Evaluation of the SN 2018-2020	Country-level Evaluation	West and Central Africa	Cameroon	2021	Good	Récupérer, organiser et conserver sa mémoire institutionnelle en responsabilisant un Point Focal cha...			Accepted	Not applicable	Operational activities, Organizational efficiency	Oversight/governance	Efficiency, Sustainability
Evaluation of the SN 2018-2020	Country-level Evaluation	West and Central Africa	Cameroon	2021	Good	Elaborer une stratégie visant à contribuer à la coordination du genre au niveau du Système des Natio...		Le Bureau Pays préside le Groupe Thématique Genre (GTG) au sein du Système des Nations-Unies, qui tient des réunions mensuelles et ou siègent les points focaux genre des Nations Unies et des ONG nationales et internationales opérant au CMR. Depuis septembre 2020, le Bureau Pays a étendu son rôle de coordination de l'action Genre à la société civile et au Gouvernement. Le UNCT-SWAP Score Card est tout aussi réalisé de manière périodique et participative. Des efforts sont réalisés afin de mobiliser 30% de ressources des Plans de Travail Annuel à travers des projets conjoints, conformément aux exigences du Commun Chapter.	Partially Accepted	Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Partnership	Alignment with strategy, Capacity development, Knowledge management	Efficiency, Sustainability
Evaluation of the SN 2018-2020	Country-level Evaluation	West and Central Africa	Cameroon	2021	Good	Poursuivre les efforts de mobilisation de ressources en vue de combler les déficits en personnel, d’...		La désignation d'un Responsable des opérations et d'un Représentant Pays ne relève pas des compétences du bureau Pays	Rejected	Not applicable	Not applicable	Oversight/governance	Effectiveness, Sustainability
Evaluation of the SN 2018-2020	Country-level Evaluation	West and Central Africa	Cameroon	2021	Good	Approche avec réalisme son plan de travail en cessant de compter sur les tranches attendues des dona...		L'Accord de financement ayant été signé avec le Donateur, la promesse de fonds est considérée comme financement disponible, et donc à enregistrer dans le Plan de Travail. S'il est vrai que le non-respect des clauses contractuelles est un motif de rupture de contrat, le cas présenté est celui où le donateur se trouve être le pays hôte, et dont la diplomatie nous oblige à agir avec parcimonie.	Partially Accepted	Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018)	Partnership, Operational activities	Oversight/governance	Effectiveness, Efficiency, Relevance, Sustainability
Evaluation of the SN 2018-2020	Country-level Evaluation	West and Central Africa	Cameroon	2021	Good	Considérer avec prudence le futur financement de la part d’IFAD dont les versements seront confiés a...		Le Bureau Pays capitalisera l'expérience engrangée dans le cadre des financements passés sollicités auprès du pays hôte	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Oversight/governance	Efficiency, Sustainability
Evaluation of the SN 2018-2020	Country-level Evaluation	West and Central Africa	Cameroon	2021	Good	Organise un exercice d’analyse des fonctions pour déterminer la taille optimale du Bureau- Pays et r...		Sa mise en œuvre est facilitée par les résultats de l'exercice de "Change Management", en l'occurrence le "Functional Setup". Le Bureau Pays, conformément au guide méthodologique 2021 d'élaboration de la Note Stratégique, s'alignera à la typologie suivant son statut.	Accepted	Governance and planning (SPs before 2018)	Operational activities	Oversight/governance	Effectiveness, Efficiency, Relevance, Sustainability
Evaluation of the SN 2018-2020	Country-level Evaluation	West and Central Africa	Cameroon	2021	Good	Renouvelle ses équipements de communication radio pour faire face aux situations de crise et adopte ...		Le processus de renouvellement des radios de communication est en cours, celles actuelles étant pratiquement toutes défectueuses.	Accepted	Not applicable	Operational activities	Oversight/governance, Innovation and technology	Effectiveness, Efficiency, Relevance
Evaluation of the SN 2018-2020	Country-level Evaluation	West and Central Africa	Cameroon	2021	Good	L’évaluation recommande qu’ONU Femmes Cameroun adopte une logique du long-terme dans son rapport ave...		De manière générale, il s'agit d'améliorer la Stratégie de Sortie (Exit Strategy) des Projets liés aux Accords de Partenariat, en mettant l'emphase sur une appropriation totale par les différentes parties prenantes. D'autre part, la nouvelle procédure de sélection des partenaires permet un travail collaboratif, dans la mesure où les ProDocs sont élaborés et améliorés dans un cadre consultatif et commun.	Accepted	Not applicable	Partnership	Oversight/governance, Capacity development, National ownership	Effectiveness, Relevance, Sustainability
Evaluation of the SN 2018-2020	Country-level Evaluation	West and Central Africa	Cameroon	2021	Good	L’évaluation recommande qu’ONU Femmes Cameroun implique les femmes doublement frappées par l’exclusi...		Conformément aux principes guidant l'élaboration de la Note Stratégique à ONU FEMMES, le Bureau Pays mettra l'emphase sur sa contribution pour l'accélération de la mise en œuvre des Résolutions, Conventions et Traités internationaux sur les Femmes, ainsi que le LNOB. La Revue à Mi-Parcours des Programmes se fera en présence des différentes parties prenantes.	Accepted	Global norms and standards (SPs before 2018)	Operational activities	Alignment with strategy, Oversight/governance, Promoting inclusiveness/Leaving no one behind	Effectiveness, Sustainability, Impact, Gender equality
Evaluation of the SN 2018-2020	Country-level Evaluation	West and Central Africa	Cameroon	2021	Good	Que le Programme Women Count consacre une part de ses recherches aux populations marginalisées en im...		Le choix des cibles n'est pas de la responsabilité du Programme Women Count, mais plutôt du Système Statistique National dans le cadre des orientations globales édictées par le Conseil National de la Statistique. Cependant, le Bureau Pays pourra effectuer un plaidoyer auprès du Système Statistique National pour la prise en compte de cette cible, puis travailler sur une mobilisation de ressource dans le cas où ce plaidoyer serait positif.	Partially Accepted	Governance and planning (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind	Effectiveness, Sustainability
Evaluation Inclusive Security Project	Programme Evaluation	West and Central Africa	Liberia	2019	Good	Recommendation: Officials from the security and justice sectors in the counties need to strengthen...		Accepted because it is aligned with the new UNSDCF	Accepted	Peace and security (SPs before 2018)	Not applicable	Capacity development	Effectiveness
Evaluation Inclusive Security Project	Programme Evaluation	West and Central Africa	Liberia	2019	Good	At community level and particularly in the border areas, Peace Huts should be further equipped with ...		Accepted: Currently there are no financial resources to implement this recommendation. UN Agencies are mobilizing resources, UN Women has conducted a mapping of existing Peace Huts which will be used by IOM as a baseline for the intervention. Comment: UN Women will integrate this recommendation in its 2020 workplan and new SN.	Accepted	Peace and security (SPs before 2018), Ending violence against women (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Evaluation Inclusive Security Project	Programme Evaluation	West and Central Africa	Liberia	2019	Good	Representations of the Gender Taskforce must be established at county level to support the local e...		Rejected: The MGSCP has already a coordination mechanism to promote gender equality at community level. In addition, the NAP WPS implementation structure includes Government focal points at County level who will coordinate with the women from the Peace Huts. The implementation of this recommendation may lead to a duplication of coordination mechanisms.	Rejected	Ending violence against women (SPs before 2018)	Not applicable	National ownership	Sustainability
Evaluation Inclusive Security Project	Programme Evaluation	West and Central Africa	Liberia	2019	Good	There is a need for future interventions to consolidate the results to ensure that a budget and impl...		Accepted: Current Status: Already included in the new UN Women's SN2020-2024. COMMENTS: UN Women's new Strategic Note 2020-2024 already includes concrete activities to support the Government with the implementation of existing gender policies , IOM and UNDP are trying to mobilize resources	Accepted	Peace and security (SPs before 2018)	Normative Support	Oversight/governance	Effectiveness
Evaluation Inclusive Security Project	Programme Evaluation	West and Central Africa	Liberia	2019	Good	There is a need to equip supervisors of officials trained with capacity on GE and WPS to ensure thei...		Accepted	Accepted	Peace and security (SPs before 2018)	Not applicable	Capacity development	Sustainability
Evaluation Inclusive Security Project	Programme Evaluation	West and Central Africa	Liberia	2019	Good	In order to attract more (young) women to the security sector in Liberia, there is a need to suppor...		Accepted	Accepted	Peace and security (SPs before 2018)	Youth engagement	Advocacy	Efficiency
Evaluation Inclusive Security Project	Programme Evaluation	West and Central Africa	Liberia	2019	Good	There is a need to organize more South-South exchanges with female security officers and men from co...		Accepted: The implementation of this activity will depend on the availability of financial resources	Accepted	Peace and security (SPs before 2018)	Engaging men and boys	South-South cooperation	Relevance, Impact
Evaluation Inclusive Security Project	Programme Evaluation	West and Central Africa	Liberia	2019	Good	Activities around VSLA should be further strengthened and sustainability plans must be implemented.		Accepted	Accepted	Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018)	Not applicable	Capacity development	Sustainability
Evaluation Inclusive Security Project	Programme Evaluation	West and Central Africa	Liberia	2019	Good	There is need to conduct mapping of all actors operating in the peace sector in Liberia in order to ...		Accepted	Accepted	Peace and security (SPs before 2018)	Partnership	National ownership, Knowledge management, Evidence, Data and statistics	Relevance, Sustainability
Evaluation Inclusive Security Project	Programme Evaluation	West and Central Africa	Liberia	2019	Good	Recruit a M&E specialist		Accepted	Accepted	Not applicable	Not applicable	Internal coordination and communication	Not applicable
Mid Term Evaluation African Girls Can Code Initiative	Programme Evaluation	East and Southern Africa	Ethiopia	2020	Fair	To make the project more effective, there should be an increase on the number of countries piloting ...		The period under review was only the Phase I of the project, hence the selection of specific countries to start the roll out of the programme. In regard to upscaling the media campaigns to all AU members, based on the implementation of the regional project media campaign, it could have a greater impact for countries willing to roll out the AGCCI if the campaigns are done nationally. Due to the limited funding the project, it would not be possible to upscale the media campaigns to all AU countries. However, the project continues to be implemented in Ethiopia.	Partially Accepted	Not applicable	Youth engagement	National ownership	Effectiveness
Mid Term Evaluation African Girls Can Code Initiative	Programme Evaluation	East and Southern Africa	Ethiopia	2020	Fair	There should be enhanced continuous learning, sharing and development of innovative programming appl...		Although the Phase I of the project ended in December 2019, participants are still connected, and they are invited to participate in activities related to AGCCI being implemented in 2020.	Partially Accepted	Not applicable	Youth engagement	Capacity development	Sustainability
Mid Term Evaluation African Girls Can Code Initiative	Programme Evaluation	East and Southern Africa	Ethiopia	2020	Fair	There is need for a robust monitoring and evaluation framework specifically for assessing how develo...		During the Training of Trainers (ToT) session on mainstreaming ICT, Coding and gender into the national curricula trainees were provided with skills that will allow them to be trainers and duplicate the same training to selected staff in their respective ministries. They were also guided to work on action plans activities they will need to undertake once back in their respective countries. Following the training the key proposed sections below are proposed to be implemented.	Partially Accepted	Not applicable	Culture of results/RBM	Internal coordination and communication	Not applicable
Mid Term Evaluation African Girls Can Code Initiative	Programme Evaluation	East and Southern Africa	Ethiopia	2020	Fair	For the next phase: • The design should be adjusted so that the four project components can be impl...		Due to limited funding, the Phase II is facing challenges in be implemented. However, the project was embedded into the Ethiopia Country Programme under the Women’s Economic Empowerment portfolio.	Partially Accepted	Not applicable	Partnership	Resource mobilization	Not applicable
Mid Term Evaluation African Girls Can Code Initiative	Programme Evaluation	East and Southern Africa	Ethiopia	2020	Fair	In area of management and coordination: a. There is need for more coordination meetings among UN Wo...		Throughout the monitoring of the implementation was done as per UN Women’s corporate systems. Although the meetings of the Steering Committee were not conducted with the planned frequency, bilateral meetings were held with the key stakeholders, like ITU, AUC and Embassy of Denmark. Regarding the current shape of the project, diverse meetings are being held with key stakeholders like Ministry of Higher Education in Ethiopia and GIZ, among others.	Partially Accepted	Not applicable	Culture of results/RBM	Internal coordination and communication	Efficiency
Mid Term Evaluation African Girls Can Code Initiative	Programme Evaluation	East and Southern Africa	Ethiopia	2020	Fair	All trainers need to attend gender sensitivity trainings which are key in the promotion of gender eq...		This recommendation is well noted for future trainings. However, during the TOT of all the coding camps incorporated sessions in gender equality and women empowerment.	Accepted	Not applicable	Organizational efficiency	Capacity development	Gender equality
Mid Term Evaluation African Girls Can Code Initiative	Programme Evaluation	East and Southern Africa	Ethiopia	2020	Fair	The project should ensure that senior and well-seasoned consultants are employed all the time to ens...		This recommendation is already being considered for the recruitment of trainers in the coding camps. However, during the TOT of all the coding camps incorporated sessions in gender equality and women empowerment.	Accepted	Not applicable	Youth engagement	Capacity development	Efficiency
Mid Term Evaluation African Girls Can Code Initiative	Programme Evaluation	East and Southern Africa	Ethiopia	2020	Fair	The nomination process of coding camp participants should allow the participation of deserving and q...		While the recommendation is well noted. The relevant ministries in the different Africa countries are responsible for nomination of the girls based on the agreed upon selection requirement among the AGCCI steering committee	Not applicable	Not applicable	Youth engagement	Promoting inclusiveness/Leaving no one behind	Not applicable
Mid Term Evaluation African Girls Can Code Initiative	Programme Evaluation	East and Southern Africa	Ethiopia	2020	Fair	The beneficiary girls from the coding camps who were not given laptops should be supported to access...		All AGCCI Coding camp participants up to the final phase one of the project have received laptops.	Partially Accepted	Not applicable	Youth engagement	Promoting inclusiveness/Leaving no one behind	Not applicable
Final evaluation of the programme “Ending violence against women in Western Balkans and Turkey: Implementing norms, changing minds”	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2020	Very Good	RECOMMENDATION 1 (SHORT TERM) Discuss the Theory of Change (ToC) more widely with Programme stakehol...		The programme strategic framework will be presented at the TWGs and PSC meetings along with the annual work plans. The theory of change could be discussed within UN Women overall intervention in the area of EVAWG in each of the countries but not restricted to the programme. TWGs are attended by government representatives in all countries but Turkey while they are not recipients of funding through the programme. This narrows the scope of their engagement when setting approaches, and more specifically when supporting CSOs in environments where their role may be not fully supported. Also, their participation in decision making, and their full engagement in provision of services to survivors may not count with the full support of authorities.	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	National ownership, Promoting inclusiveness/Leaving no one behind	Relevance
Final evaluation of the programme “Ending violence against women in Western Balkans and Turkey: Implementing norms, changing minds”	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2020	Very Good	RECOMMENDATION 2 (SHORT TERM) Increase support to initiatives addressing sexual violence against w...		Sexual violence as one of the nine forms of violence laid out in the Istanbul Convention but non-criminalized in any of the programme countries will be one of the focus of EVAWG in the region. Addressing sexual violence allows to develop a regional agenda that covers advocacy work on normative frameworks, standards for provision of services and awareness raising on information on rights and the issue of consent.	Accepted	Ending violence against women (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind	Relevance
Final evaluation of the programme “Ending violence against women in Western Balkans and Turkey: Implementing norms, changing minds”	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2020	Very Good	RECOMMENDATIONS 3 (SHORT TERM) Strengthen internal measurement, tracking and reporting on results ac...		This is a recommendation fully taken on board that requires a partially or fully dedicated staff for which there is no funding within the programme envelope. UN Women ECARO also lacks dedicated staff to advice and support with monitoring. Nevertheless, there are a number of tools and information, such as the one available on RMS, that were not fully tapped by the company. The recommendation related to lessons learns and replication of initiatives could be embedded into knowledge management focal point at ECARO	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM, Organizational efficiency	Knowledge management, Internal coordination and communication	Effectiveness, Efficiency
Final evaluation of the programme “Ending violence against women in Western Balkans and Turkey: Implementing norms, changing minds”	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2020	Very Good	RECOMMENDATION 4 (SHORT TERM) Adjust the Regional Forum’s methodology to facilitate dialogue and r...		While the second Regional Forum shifted towards the methodology outlined in the key action, the third Regional Forum will dedicate more time and space for thematic and specific dialogue between CSOs, government and key regional institutions. This approach will definitely drive the methodology of the third Regional Forum if the measure of social distancing, restrictions to mobility and corporate approach to large gathering are lifted. The forum planned for 2020 is cancelled in light of COVID-19 and will be re-assessed in the future as per the above, programmatic priorities, funding availability and in agreement with co-conveners. Nevertheless, should the context do not allow for such modality of implementation, alternative ways will be set up to achieve the Regional Forum outputs	Accepted	Ending violence against women (SPs before 2018)	Normative Support, Operational activities, Organizational efficiency	Internal coordination and communication, Innovation and technology	Effectiveness
Final evaluation of the programme “Ending violence against women in Western Balkans and Turkey: Implementing norms, changing minds”	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2020	Very Good	RECOMMENDATIONS 5 (SHORT TERM) Further support participation of CSOs in the creation and monitorin...		Recommendation 5 fully speaks to SO1 of the programme and is an approach that UN Women and more particularly the programme will continue to support. Special attention will be paid to ensure that the impact of the COVID-19 pandemic and the measures put in place to mitigate its effect and setting the foundations to respond to likely crisis in the future are well captured in the reports.	Accepted	Ending violence against women (SPs before 2018)	Normative Support, Operational activities	Oversight/governance, National ownership, Promoting inclusiveness/Leaving no one behind	Effectiveness, Relevance
Final evaluation of the programme “Ending violence against women in Western Balkans and Turkey: Implementing norms, changing minds”	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2020	Very Good	RECOMMENDATIONS 6 (SHORT TERM) Increase Gender Lab technical assistance to CSOs and mentoring betw...		Enhancement of the experimentation and replication of successful initiatives in Phase I of the programme will be prioritize in Phase II within the programme’s envelope. However, initially planned support to build the capacities of CSOs to enhance experimentation and measuring change on behavioral changes will be re-assessed in light of more pressing and emerging needs posed by the COVID-19 pandemic, such as the shifting to reinforce the provision of services to survivors.	Accepted	Ending violence against women (SPs before 2018)	Normative Support, Operational activities, Culture of results/RBM	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Innovation and technology	Relevance
Final evaluation of the programme “Ending violence against women in Western Balkans and Turkey: Implementing norms, changing minds”	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2020	Very Good	Continue support to local multi-sector coordination mechanisms and study common or divergent practic...	Coordination is a central element of the response to DV and VAW, and is crucial both to the victims and survivors, and the responding institutions. The programme will continue this instrumental piece of work in order to promote coordination at all levels, including the identification of coordination leaders and the delineation of their responsibilities. Clear roles and procedures will be braced for each sector and shared across agencies and sectors. To ensure sustainability and encourage government accountability and action, UN Women will advocate for governments to facilitate and oversee coordination. Furthermore, the programme will support the establishment of structures and the development of protocols for linking national coordination mechanisms with sub-national and local mechanisms, as these coordination bodies often have different but mutually reinforcing responsibilities: the national coordination mechanisms may work on national-level advocacy, data collection and management, national policies and protocols, etc. whereas the sub-national and local coordination mechanisms may work more specifically on operational guidance and oversight of service delivery.	Coordination is a central element of the response to DV and VAW, and is crucial both to the victims and survivors, and the responding institutions. The programme will continue this instrumental piece of work in order to promote coordination at all levels, including the identification of coordination leaders and the delineation of their responsibilities. Clear roles and procedures will be braced for each sector and shared across agencies and sectors. To ensure sustainability and encourage government accountability and action, UN Women will advocate for governments to facilitate and oversee coordination. Furthermore, the programme will support the establishment of structures and the development of protocols for linking national coordination mechanisms with sub-national and local mechanisms, as these coordination bodies often have different but mutually reinforcing responsibilities: the national coordination mechanisms may work on national-level advocacy, data collection and management, national policies and protocols, etc. whereas the sub-national and local coordination mechanisms may work more specifically on operational guidance and oversight of service delivery.	Accepted	Ending violence against women (SPs before 2018)	Normative Support, Operational activities	Promoting inclusiveness/Leaving no one behind	Relevance, Sustainability, Impact
Final evaluation of the programme “Ending violence against women in Western Balkans and Turkey: Implementing norms, changing minds”	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2020	Very Good	Continue to support women’s access to justice through human rights mechanisms, free legal aid and tr...		The programme will continue to support CSOs to advocate for and provide technical assistance to governments to ensure that states implement a range of measures including: amending domestic law to ensure that acts of VAW are properly defined as crimes; ensuring appropriate procedures for investigations and prosecutions; and ensuring access to effective remedies and reparation. It is also foreseen that considering the COVID-19 pandemic’s impact on VAW and on the services provided to survivors, the programme will finance free legal aid and training to lawyers to address survivors’ needs.	Accepted	Ending violence against women (SPs before 2018)	Partnership, Normative Support, Operational activities	National ownership	Relevance, Human Rights
Final evaluation of the programme “Ending violence against women in Western Balkans and Turkey: Implementing norms, changing minds”	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2020	Very Good	RECOMMENDATION 9 (SHORT TERM) Adjust and replicate innovative practices and skills development among...		The programme will further support initiatives labeled as successful in the evaluation report. However, further analysis on criteria to determine a, the reason of their success and how they could be systematically replicated, is not available but needed.	Accepted	Ending violence against women (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind	Relevance, Human Rights, Gender equality
Final evaluation of the programme “Ending violence against women in Western Balkans and Turkey: Implementing norms, changing minds”	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2020	Very Good	Recommendation 10 (SHORT TERM) Consider increasing support to services that provide psycho-social su...		The programme did not engage with work with perpetrators in Phase I. Following the evaluation recommendation, the programme will pursue informal partnerships with CSOs to learn more about their commitment, capacities needs, challenges and opportunities to support this stream of work at regional and country level.	Accepted	Ending violence against women (SPs before 2018)	Engaging men and boys	Promoting inclusiveness/Leaving no one behind	Relevance
Final evaluation of the programme “Ending violence against women in Western Balkans and Turkey: Implementing norms, changing minds”	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2020	Very Good	RECOMMENDATION 11 (SHORT TERM) Continue to apply the strengthening of women’s organizations implemen...		The programme will continue to strengthen women’s organizations as a key stakeholder to EVAW and as an important constituency to UN Women.	Accepted	Ending violence against women (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind	Relevance, Human Rights, Gender equality
Final evaluation of the programme “Ending violence against women in Western Balkans and Turkey: Implementing norms, changing minds”	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2020	Very Good	RECOMMENDATIONS 12 (SHORT TERM) Adjust call for proposal methods to engage grassroots women’s organi...		The updated corporate policy to engage CSOs as responsible parties does not allow CSOs to grant or subgrant other CSOs. For the time being, UN Women will foster that responsible parties engage with smaller organizations by signing agreements with them detailing how the agreement is contributing to activities, outputs and outcomes of the overall agreement signed by the UN Women and the responsible party.	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Promoting inclusiveness/Leaving no one behind	Relevance, Human Rights, Gender equality
Final evaluation of the programme “Ending violence against women in Western Balkans and Turkey: Implementing norms, changing minds”	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2020	Very Good	RECOMMENDATIONS 13 (SHORT TERM) Prepare an implementation strategy, based on CSOs’ experience in pha...		An intersectional approach to the empowerment of women victims and survivors of VAW is embedded in all programme interventions and will continue to be a priority when providing services including provision of legal aid.	Accepted	Ending violence against women (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind	Relevance, Human Rights, Gender equality
Final evaluation of the programme “Ending violence against women in Western Balkans and Turkey: Implementing norms, changing minds”	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2020	Very Good	RECOMMENDATIONS 14 (SHORT TERM) Strengthen or establish inter-institutional EVAWG mechanisms, that e...		UN Women will continue to support the participation of minority women in any inter-institutional mechanism.	Accepted	Ending violence against women (SPs before 2018)	Not applicable	National ownership, Promoting inclusiveness/Leaving no one behind	Relevance, Sustainability, Human Rights, Gender equality
Final evaluation of the programme “Ending violence against women in Western Balkans and Turkey: Implementing norms, changing minds”	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2020	Very Good	RECOMMENDATIONS 15 (LONG TERM) Strengthen regional cooperation among national gender equality mechan...		it is a UN Women ECARO priory to 1) acknowledge the role and capacities of national machineries for the advancement of women on mainstreaming gender across sectors and withing budgets and policies, 2) to lead on EVAWG within and across the region, and 3) to close the gap in working closely with CSOs.	Accepted	Ending violence against women (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind	Relevance, Sustainability, Human Rights, Gender equality
Final evaluation of the programme “Ending violence against women in Western Balkans and Turkey: Implementing norms, changing minds”	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2020	Very Good	RECOMMENDATIONS 16 (LONG TERM) Prepare an impact assessment methodology to evaluate the impact of th...		The development of any methodology related to the Istanbul Convention falls under the competencies of the Council of Europe. It is not clear how the methodology and follow-up assessment will complement the information already provided by advocating for the inclusion of minority women’s organizations in existing coordination mechanisms as well as in the referral systems.	Partially Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Evidence, Data and statistics	Effectiveness
Final evaluation of the programme “Ending violence against women in Western Balkans and Turkey: Implementing norms, changing minds”	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2020	Very Good	RECOMMENDATIONS 17 (LONG TERM) Link EVAWG with work on gender responsive budgeting (costing VAWG, EV...		This recommendation is welcome. The programme will devote intense efforts to find avenues to collaborate and cooperate with the regional programme on GRB	Accepted	Ending violence against women (SPs before 2018)	Not applicable	Internal coordination and communication	Effectiveness
Final evaluation of the programme “Ending violence against women in Western Balkans and Turkey: Implementing norms, changing minds”	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2020	Very Good	RECOMMENDATIONS 18 (LONG TERM) Conceptualize a regional social marketing EVAWG campaign designed to ...		The proposal is welcome but subject to funding availability and opportunities to implement the initiative through the engagement of the private sector.	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Innovation and technology	Effectiveness, Impact
Final evaluation of the programme “Ending violence against women in Western Balkans and Turkey: Implementing norms, changing minds”	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2020	Very Good	RECOMMENDATIONS 19 (LONG TERM) Strengthen joint UN Women and EC advocacy efforts on EVAWG among gove...		UN Women will pursue efforts to advocate for and provide assistance to EC on mainstreaming gender equality within EC strategies and funding modalities which in turn also set national governments’ priorities in terms of gender equality and women’s empowerment.	Accepted	Ending violence against women (SPs before 2018)	Not applicable	Advocacy	Effectiveness, Relevance
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Evaluation Recommendation or Issue 1: UN Women ECA should actively assert its competitive advantage ...	Other international organizations are working in the region and including GRB as an element of overall governance reform. However, none of them brings the depth of expertise or experience in the translation of policy into direct improvement in the lives of women and girls in the way that UN Women does. Without this expertise, a critical strategic program element of GRB is unfulfilled and it risks becoming a mere technical governance process. In addition, UN Women has credibility in the region and with the country partners as an organization that can influence government and achieve results. The team is now regarded as expert in GRB and should be promoted as such. GRB should remain a core offering of UN Women, Europe and Central Asia Region.		Accepted	Governance and planning (SPs before 2018)	Normative Support	Not applicable	Effectiveness, Relevance
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Evaluation Recommendation 2: UN Women should develop a big-picture and long-term approach to the GRB...			Accepted	Governance and planning (SPs before 2018)	Normative Support	Not applicable	Effectiveness
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Evaluation Recommendation 3: Complete and Close the Current Programme Key deliverables including: o...			Accepted	Governance and planning (SPs before 2018)	Operational activities	Not applicable	Effectiveness
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Evaluation Recommendation 4: Ensure Programme Resourcing for Project Management and manage the risk ...			Accepted	Governance and planning (SPs before 2018)	Operational activities	Oversight/governance	Effectiveness, Efficiency
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Evaluation Recommendation 5: Ensure Country Capability is Enhanced and Independent A core focus ...			Accepted	Governance and planning (SPs before 2018)	Normative Support	Oversight/governance	Effectiveness
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Evaluation Recommendation 6: Continue to use a Regional Programme Model Key deliverables: o An arti...			Accepted	Governance and planning (SPs before 2018)	Culture of results/RBM	Oversight/governance	Effectiveness
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Evaluation Recommendation 7: Find Partnerships and Linking Opportunities with other Projects and Org...			Accepted	Governance and planning (SPs before 2018)	Partnership	Oversight/governance, Advocacy	Effectiveness, Sustainability
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Evaluation Recommendation 8: Prioritize the increased capacity of data users. Clear, current and tr...			Accepted	Governance and planning (SPs before 2018)	Operational activities, Culture of results/RBM, Organizational efficiency	Oversight/governance	Effectiveness, Efficiency, Relevance
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Specific Evaluation Recommendation 1 for ALBANIA CO: Continue technical advice/coaching (i) to expa...			Accepted	Governance and planning (SPs before 2018)	Partnership	Capacity development	Effectiveness, Sustainability
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Specific Evaluation Recommendation 2 for ALBANIA CO: Continue technical advice/coaching on more in-...			Accepted	Governance and planning (SPs before 2018)	Normative Support	Capacity development	Effectiveness, Sustainability
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Specific Recommendation 3 for Albania: Continue support to INSTAT, line ministries and local gover...			Accepted	Governance and planning (SPs before 2018)	Culture of results/RBM	Capacity development	Effectiveness, Sustainability
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Specific Evaluation Recommendation 4 for Albania CO: Design a GRB checklist/booklet to be used by pu...			Accepted	Governance and planning (SPs before 2018)	Operational activities	Capacity development, National ownership	Sustainability
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Specific Evaluation Recommendation 5 for ALBANIA CO: Provide technical advice to MOFE on complementi...			Accepted	Governance and planning (SPs before 2018)	Normative Support	Capacity development, National ownership	Effectiveness, Sustainability
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Specific Evaluation Recommendation 6 for Albania CO: Capacity building of local government staff and...			Accepted	Governance and planning (SPs before 2018)	Partnership	Capacity development	Effectiveness, Sustainability
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Evaluation Recommendation 7 for ALBANIA CO: Coaching to selected local governments to pilot GRB at ...			Partially Accepted	Governance and planning (SPs before 2018)	Operational activities, Culture of results/RBM	Capacity development	Effectiveness, Sustainability
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Specific Evaluation Recommendation 8 for ALBANIA CO: Design a GRB checklist/booklet to be used by p...			Accepted	Governance and planning (SPs before 2018)	Partnership, Operational activities, Culture of results/RBM	National ownership	Effectiveness, Sustainability
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Specific Evaluation Recommendation 9 for Albania CO: Support grass root CSOs at local level to moni...			Accepted	Governance and planning (SPs before 2018)	Partnership, Operational activities	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind	Effectiveness, Sustainability, Human Rights, Gender equality
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Specific Evaluation Recommendation 10 for Albania : Advocacy at central level/Parliament/donors to s...			Accepted	Governance and planning (SPs before 2018)	Normative Support	National ownership	Effectiveness, Sustainability
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Specific Evaluation Recommendation 11 for Albania: Promote GRB success stories, best practices throu...			Accepted	Governance and planning (SPs before 2018)	Partnership	National ownership	Effectiveness, Sustainability
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Specific Evaluation Recommendation 12 for Albania: Introduce GRB in the curricula in the Economics f...			Accepted	Governance and planning (SPs before 2018)	Partnership	National ownership	Effectiveness, Sustainability, Impact
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Specific Evaluation Recommendation 1 for BiH: Full time human resources allocated to the program in ...			Accepted	Governance and planning (SPs before 2018)	Organizational efficiency	Not applicable	Efficiency
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Specific Evaluation Recommendation 2 for BiH: Continue strengthening direct role of the Ministries o...			Accepted	Governance and planning (SPs before 2018)	Culture of results/RBM	Oversight/governance	Effectiveness, Efficiency
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Specific Evaluation Recommendation 3 for BiH: Perform functional analysis of institutional gender me...			Accepted	Governance and planning (SPs before 2018)	Not applicable	Capacity development, National ownership	Sustainability
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Specific Evaluation Recommendation 4 for BiH: More effective in-country exchange between institution...			Accepted	Governance and planning (SPs before 2018)	Not applicable	Oversight/governance, Capacity development, National ownership	Sustainability
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Specific Evaluation Recommendation 5 for BiH: Invest in systematization of the Programme-related da...			Accepted	Governance and planning (SPs before 2018)	Culture of results/RBM	Oversight/governance, Capacity development	Effectiveness
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Specific Evaluation Recommendation 6 for BiH: Invest in development of a pool of new GRB trainers/sp...			Accepted	Governance and planning (SPs before 2018)	Culture of results/RBM	Capacity development, National ownership	Effectiveness, Sustainability
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Specific Evaluation Recommendation 7 for BiH: Engagement of CSOs, particularly those with capacities...			Accepted	Governance and planning (SPs before 2018)	Partnership	Promoting inclusiveness/Leaving no one behind	Effectiveness, Relevance, Sustainability
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Evaluation Recommendation or Issue 8: Ensure training for civil servants on program-based budgeting ...			Accepted	Governance and planning (SPs before 2018)	Culture of results/RBM	Oversight/governance, Capacity development, National ownership	Effectiveness, Sustainability
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Specific Evaluation Recommendation 9 for BiH: Establish synergy with key development Programmes that...			Accepted	Governance and planning (SPs before 2018)	UN Coordination, Partnership, Culture of results/RBM	Oversight/governance, Capacity development	Effectiveness, Relevance, Sustainability
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Specific Evaluation Recommendation 1 for North Macedonia	Support the passage of the draft Law on Organic Budgeting.		Accepted	Governance and planning (SPs before 2018)	Normative Support	Not applicable	Sustainability
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Specific Recommendation 2 for North Macedonia: While awaiting passage of the legislation, pilot GRB ...			Accepted	Governance and planning (SPs before 2018)	Normative Support	Not applicable	Effectiveness
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Specific Recommendation 3 for North Macedonia: Ensure mandatory generation and use of gender disagg...			Accepted	Governance and planning (SPs before 2018)	Culture of results/RBM	Evidence, Data and statistics	Effectiveness
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Specific Recommendation 4 for North Macedonia : Upgrade information systems to generate reports tha...		The information systems that generate reports that include gender specific data do not exist in the country, but UN Women will support line ministries to be able to collect data and do evidence-based policy analyses.	Partially Accepted	Governance and planning (SPs before 2018)	Culture of results/RBM	Oversight/governance, National ownership, Knowledge management	Efficiency
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Specific Recommendation 5 for North Macedonia: Consider an evaluation of the effectiveness and poten...			Accepted	Governance and planning (SPs before 2018)	Normative Support	Oversight/governance, National ownership	Effectiveness, Sustainability
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Specific Recommendation 6 for North Macedonia: Reallocate the workload of Equal Opportunities Coordi...		It is not UN Women mandate nor the power to Reallocate the workload of Equal Opportunities Coordinators. UN Women will support the government to revise the new gender Equality law.	Partially Accepted	Governance and planning (SPs before 2018)	Organizational efficiency	Internal coordination and communication	Effectiveness, Efficiency
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Specific Recommendation 7 for North Macedonia: Conduct another round of training and mentorship for ...			Accepted	Governance and planning (SPs before 2018)	Operational activities	Capacity development	Effectiveness, Relevance, Sustainability
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Specific Recommendation 8 for North Macedonia: Consider developing online modules for training that ...		UN Women will continue to build capacities of CSOs on gender budget watchdog reporting. However, this cannot be an e-learning since there is no such platform that can host this type of free and publicly available courses. The Government e-learning platform hosted by the Ministry of Information Society and Administration is available to civil servants only.	Partially Accepted	Governance and planning (SPs before 2018)	Operational activities	Oversight/governance, Knowledge management	Effectiveness, Relevance, Sustainability
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Specific Recommendation 9 for North Macedonia: Undertake consultative processes with citizens to ens...			Accepted	Governance and planning (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind, Knowledge management	Effectiveness, Sustainability
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Specific Recommendation 1 for Moldova: Enlarge the portfolio of the Programme in Moldova to include ...		UN Women CO will support national stakeholders to introduce GRB principles in national legislative/normative framework (under the recommendation 3, below). The positive result of that exercise will make GRB part of the programmes such as climate change, agriculture and energy etc. But this will be as indirect result. UN Women do not plan to work directly with this sector at the moment.	Rejected	Governance and planning (SPs before 2018)	Operational activities	Not applicable	Relevance
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Specific Recommendation 2 for Moldova: Introduce GRB in the national programs and budgets of the lin...			Accepted	Governance and planning (SPs before 2018)	Partnership, Operational activities, Culture of results/RBM	Oversight/governance, Capacity development, National ownership	Relevance
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Specific Recommendation 3 for Moldova: Assist the line ministries to prepare draft modification to t...			Accepted	Governance and planning (SPs before 2018)	Operational activities	Oversight/governance, Capacity development, National ownership	Relevance, Sustainability
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Specific Recommendation 4 for Moldova: Focus on research and innovation based on GRB at the nationa...			Accepted	Governance and planning (SPs before 2018)	Operational activities, Culture of results/RBM	Capacity development, Knowledge management	Effectiveness, Relevance
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Specific Recommendation 5 for Moldova: Develop peer education programs in schools to build early un...		Partially accepted: UN Women will work at levels of education programs from the point of GE norms which would leads to the realisation of the necessity of gender budgeting as an important tool for GE achievements. We do not consider at this stage to enter in the school’s programme with gender budgeting yet. We started to implement this within the Academia, for students from the economic profile’s studies	Partially Accepted	Governance and planning (SPs before 2018)	Operational activities	Capacity development, Promoting inclusiveness/Leaving no one behind	Relevance, Sustainability
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Specific Recommendation 6 for Moldova: Build capacity for civil servants to conduct gender analysis...			Accepted	Governance and planning (SPs before 2018)	Operational activities, Culture of results/RBM	Capacity development, National ownership, Knowledge management, Evidence, Data and statistics	Effectiveness, Sustainability
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Specific Recommendation 7 for Moldova: Support the integration of the GRB course on the e-platform a...			Accepted	Governance and planning (SPs before 2018)	Operational activities, Culture of results/RBM	Capacity development	Relevance
Final Evaluation of the Phase III of the Regional Programme Promoting Gender Responsive Policies in South East Europe 2017-2019	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Very Good	Specific Recommendation 8 for Moldova: Build capacity for civil society organizations to advocate fo...			Accepted	Governance and planning (SPs before 2018)	Operational activities	Capacity development, National ownership	Effectiveness, Relevance, Sustainability
Regional Evaluation on Women Economic Empowerment	Regional Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2020	Good	Revisar y adaptar las prioridades estratégicas en función a las nuevas necesidades resultantes de la...	Due to the pandemic, it is necessary to adapt annual work plans to prioritize strategic issues that are more relevant to the response of the Pandemic, adapting to new normal and work based on telecommuting. In this sense, everything was moved to virtuality and strategic actions were prioritized around COVID 19	Due to the pandemic, it is necessary to adapt annual work plans to prioritize strategic issues that are more relevant to the response of the Pandemic, adapting to new normal and work based on telecommuting. In this sense, everything was moved to virtuality and strategic actions were prioritized around COVID 19	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Culture of results/RBM, Organizational efficiency	Alignment with strategy, Internal coordination and communication	Effectiveness, Efficiency, Relevance, Impact
Regional Evaluation on Women Economic Empowerment	Regional Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2020	Good	Dar un mayor impulso a temas y estrategias de EEM que derivan de las tendencias del futuro en los ca...		Esta recomendación es aceptada ya que es un tema sobre el que se ha venido accionando desde el año 2020 y se ha incluido como tema prioritario en el AWP 2021	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Alignment with strategy, Promoting inclusiveness/Leaving no one behind, Innovation and technology	Relevance, Sustainability, Gender equality
Regional Evaluation on Women Economic Empowerment	Regional Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2020	Good	Fortalecer la orientación hacia el impacto a nivel de ACRO y en los países.		Esta recomendación es aceptada parcialmente, porque consideramos que ya existe una orientación hacia impacto en el trabajo desde el equipo de EE en ACRO. Las limitaciones están sobre todo en los instrumentos que tenemos como institución y como oficina para monitorear y evidenciar de manera sistemática este impacto. No obstante, trabajaremos para ver cómo mejorar en este sentido	Partially Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM, Organizational efficiency	Capacity development, Internal coordination and communication, Evidence, Data and statistics	Impact
Regional Evaluation on Women Economic Empowerment	Regional Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2020	Good	Fortalecer la incidencia estratégica en temas clave de la macroeconomía, buscando acelerar las trans...		La recomendación es aceptada y ha sido incluida como tema prioritario en el AWP 2021	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Normative Support	Promoting inclusiveness/Leaving no one behind, Knowledge management, South-South cooperation, Evidence, Data and statistics	Gender equality
Regional Evaluation on Women Economic Empowerment	Regional Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2020	Good	Fortalecer un enfoque regional que combine la integración de todos los países, con énfasis en los pa...		El equipo EE en la oficina regional acepta esta recomendación y buscará mayores mecanismos y diálogo para integrar a los países del Caribe y Haití en todos los intercambios dentro de la comunidad de práctica	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM, Organizational efficiency	Promoting inclusiveness/Leaving no one behind, Knowledge management, South-South cooperation, Evidence, Data and statistics	Gender equality
Regional Evaluation on Women Economic Empowerment	Regional Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2020	Good	Desarrollar una estrategia de financiamiento innovador, integrada y ambiciosa, en perspectiva de opt...		La recomendación es aceptada. Desde el área de EE, en alianza con el área de alianzas estratégicas de trabaja para contribuir a las distintas estrategias para diversificar fuentes de financiamiento para la región, incluido el financiamiento innovador, la inversión de impacto con enfoque género y otras fuentes de financiamiento procedentes del sector privado	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Culture of results/RBM, Organizational efficiency	Internal coordination and communication, South-South cooperation, Resource mobilization	Effectiveness, Efficiency, Sustainability, Gender equality
Regional Evaluation on Women Economic Empowerment	Regional Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2020	Good	Fortalecer el carácter estratégico de las alianzas regionales y nacionales para el EEM, y ampliar su...		La recomendación es aceptada. Desde el área se trabajará para fortalecer alianzas estratégicas con otras instituciones y agencias de la ONU para promover la agenda regional de EE	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Culture of results/RBM, Organizational efficiency	Alignment with strategy, Resource mobilization	Sustainability, Gender equality
Regional Evaluation on Women Economic Empowerment	Regional Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2020	Good	Operacionalizar los enfoques transversales y fortalecer la implementación sistemática de un enfoque ...		La recomendación es aceptada. Desde el área se trabajará para Operacionalizar los enfoques transversales y fortalecer la implementación sistemática de un enfoque interseccional en las intervenciones de EE en la región	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Alignment with strategy	Effectiveness, Efficiency
Mid term evaluation for the Women Empowerment Programme	Programme Evaluation	East and Southern Africa	Malawi	2019	Good	Recommendation 1 (based on conclusion 1)	Recommendation 1 (based on conclusion 1): Conduct regular follow-ups with the MoGCDSW to encourage achievement of outstanding deliverables	The Country office has commenced institutionalized monthly planning and review meetings with the Ministry of Gender in addition to commencing quarterly programme planning, review and RBM learning sessions involving UN Women implementing partners co -chaired by UN Women and Ministry. This is towards enhancing collaboration and focused on agreed deliverables.	Accepted	Governance and planning (SPs before 2018)	Partnership	Oversight/governance	Relevance
Mid term evaluation for the Women Empowerment Programme	Programme Evaluation	East and Southern Africa	Malawi	2019	Good	Recommendation 2 (based on conclusion 2):	There is need to conduct further capacity building on GRB at district level	The Country office will continue with the GRB initiatives to strengthen capacity of district level stakeholders to strengthen the capacity towards gender responsive budgeting. Training of Trainers will be undertaken in collaboration with of the Ministry of Gender and the Ministry of Finance at national level.	Accepted	Governance and planning (SPs before 2018)	Normative Support	Capacity development	Effectiveness, Efficiency, Relevance
Mid term evaluation for the Women Empowerment Programme	Programme Evaluation	East and Southern Africa	Malawi	2019	Good	Recommendation 3 (based on conclusion 2):	The duration of the GRB orientation sessions need to be increased	The Country Office will invest time and effort in (i) customizing and simplifying available guidelines inline with UN Women guidelines and other relevant materials, (ii) the country office will also invest in training of trainers to ensure there is standardization of gender responsive budgeting, (iii) the GRB will be conducted in blocks – thus consolidate stakeholder participation in order to give more time for the trainings	Accepted	Governance and planning (SPs before 2018)	Normative Support	Oversight/governance	Effectiveness
Mid term evaluation for the Women Empowerment Programme	Programme Evaluation	East and Southern Africa	Malawi	2019	Good	Recommendation 4 (based on conclusion 2):	There is need to develop and disseminate simple reference materials on GRB to stakeholders	As indicated above the Country office will simplify and customize available UN Women and other relevant manuals on GRB. These will include reference materials and inform specific IEC materials that will be customized. These will be shared with IPs and targeted stakeholders for use. The country office will continue engaging specialists in gender responsive budgeting from the UN Women regional office and headquarters	Accepted	Governance and planning (SPs before 2018)	Normative Support	Oversight/governance	Effectiveness, Efficiency, Relevance
Mid term evaluation for the Women Empowerment Programme	Programme Evaluation	East and Southern Africa	Malawi	2019	Good	Recommendation 5 (based on conclusion 2)	Recommendation 5 (based on conclusion 2): There is need to disseminate approved guidelines on GRB	As indicated above the Country office will simplify and customize available UN Women and other relevant manuals on GRB. These will include reference materials and inform specific IEC materials that will be customized. These will be shared with IPs and targeted stakeholders for use and focus will be on guidelines on applying GRB in the budget formulation and implementation process	Accepted	Governance and planning (SPs before 2018)	Normative Support	Capacity development	Efficiency, Relevance
Mid term evaluation for the Women Empowerment Programme	Programme Evaluation	East and Southern Africa	Malawi	2019	Good	Recommendation 6 (based on conclusion 3)	Recommendation 6 (based on conclusion 3): Ensure development of women friendly financial products and services.	The Country office will continue engaging the Reserve Bank of Malawi and microfinance institutions at both national and subnational levels to develop women friendly financial products and services.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Advocacy	Effectiveness, Relevance, Impact
Mid term evaluation for the Women Empowerment Programme	Programme Evaluation	East and Southern Africa	Malawi	2019	Good	Recommendation 7 (based on conclusion 3)	Recommendation 7 (based on conclusion 3): Conduct orientations targeting women on accessing ‘women friendly financial products and services.	Based on identified needs, the country office will continue working with the Reserve Bank of Malawi and Microfinance institutions in orienting women on how to access financial products and services.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Promoting inclusiveness/Leaving no one behind	Gender equality
Mid term evaluation for the Women Empowerment Programme	Programme Evaluation	East and Southern Africa	Malawi	2019	Good	Recommendation 8 (based on conclusion 6):	Recommendation 8 (based on conclusion 6): support cooperatives in identification of markets.	The Country Office will enhance its efforts in engaging the Ministry of Agriculture, Ministry of Trade and Industry, Malawi Bureau of standards to identify and link farmers to better markets at both local, national and international levels. Women farmers will be supported to participate in district level, national and international trade fairs.	Accepted	Women economic empowerment (SPs before 2018)	Agriculture	Capacity development	Effectiveness
Mid term evaluation for the Women Empowerment Programme	Programme Evaluation	East and Southern Africa	Malawi	2019	Good	Recommendation 9 (based on conclusion 6):	Recommendation 9 (based on conclusion 6): Strategize on other innovative ways of promoting networking between beneficiaries and potential markets/investors.	The Country office will roll out the BuyFromWomen platform as an innovation to link women farmers with potential markets/investors	Accepted	Women economic empowerment (SPs before 2018)	Agriculture	Promoting inclusiveness/Leaving no one behind	Impact
Mid term evaluation for the Women Empowerment Programme	Programme Evaluation	East and Southern Africa	Malawi	2019	Good	Recommendations 10 (based on conclusion 6):	Recommendations 10 (based on conclusion 6): Scale-up the component of linking entrepreneurs to mentors	The Country Office will identify successful businesswomen to act as mentors to upcoming entrepreneurs. These will be individual women or women from cooperatives and companies	Accepted	Women economic empowerment (SPs before 2018)	Agriculture	Capacity development	Efficiency
Mid term evaluation for the Women Empowerment Programme	Programme Evaluation	East and Southern Africa	Malawi	2019	Good	Recommendation 11 (based on conclusion 5):	Recommendation 11 (based on conclusion 5): Capacitate cooperatives to start doing their own branding and packaging to ensure sustainability of results.	The Country office will engage the Malawi Bureau of Standards, and other relevant implementing partners on capacity building on branding and packaging for cooperatives.	Accepted	Women economic empowerment (SPs before 2018)	Agriculture	Capacity development	Effectiveness
Mid term evaluation for the Women Empowerment Programme	Programme Evaluation	East and Southern Africa	Malawi	2019	Good	Recommendation 12 (based on conclusion 7):	Recommendation 12 (based on conclusion 7): UNW needs to intervene to ensure that cooperatives and entrepreneurs obtain Malawi Bureau of Standards (MBS) certification to enable them to sell goods at recognized shops/supermarkets.	The Country office will engage the Malawi Bureau of Standards, and other relevant implementing partners on capacity building on branding and packaging for cooperatives.	Accepted	Women economic empowerment (SPs before 2018)	Climate change, Agriculture	Capacity development	Relevance
Mid term evaluation for the Women Empowerment Programme	Programme Evaluation	East and Southern Africa	Malawi	2019	Good	Recommendation 13 (based on conclusion 8).	Recommendation 13 (based on conclusion 8) There is need to strategize on how the cooperatives can incorporate climate smart agriculture into their value chains	The Country office will engage Farmer based organizations such as cooperatives on having women’s voice in CSA policies and practices. This will include promotion of innovative Climate Smart Agriculture technologies such as the Green house farming technology for horticultural value chain.	Accepted	Women economic empowerment (SPs before 2018)	Agriculture	Capacity development	Relevance
Mid term evaluation for the Women Empowerment Programme	Programme Evaluation	East and Southern Africa	Malawi	2019	Good	Recommendation 14 (based on conclusion 9)	Recommendation 14 (based on conclusion 9) There is need to provide volunteer groups with case books for recording cases in order to track and follow-up on cases such as early marriages, GBV etc. where necessary.	The Country Office will engage the MoGCDSW and UNICEF to source and train volunteer groups in using the case management registers	Accepted	Ending violence against women (SPs before 2018)	Normative Support	Capacity development	Human Rights
Mid term evaluation for the Women Empowerment Programme	Programme Evaluation	East and Southern Africa	Malawi	2019	Good	Recommendation 15 (based on conclusion 9)	Recommendation 15 (based on conclusion 9) Strategize on ways of supporting girls who have been re-called from early marriage	The Country Office will offer business startup capital to girls who have been recalled from early marriages through the Spotlight Programme.	Accepted	Women economic empowerment (SPs before 2018)	Youth engagement	Capacity development	Effectiveness
Mid term evaluation for the Women Empowerment Programme	Programme Evaluation	East and Southern Africa	Malawi	2019	Good	Recommendation 16 (based on conclusion 10)	Recommendation 16 (based on conclusion 10) Identify and adopt standard social norms change methodologies	The Country office will enhance adoption and application of the SASA Approach in guiding volunteers during awareness meetings and campaigns in order to initiate a gradual process of change	Accepted	Ending violence against women (SPs before 2018)	Normative Support	Alignment with strategy	Sustainability
Mid term evaluation for the Women Empowerment Programme	Programme Evaluation	East and Southern Africa	Malawi	2019	Good	Recommendation 17:	Recommendation 17: Re-evaluate the scopes of work for implementing partners to ensure that all planned activities for the remaining half of the programme are done	The Country office will continue building capacity of partners in RBM, aligning of results frameworks and implementation plans to the Annual Workplan. Quarterly review and planning meetings will be held to monitor and assess progress.	Accepted	Governance and planning (SPs before 2018)	Normative Support	Oversight/governance, Capacity development	Effectiveness
Mid term evaluation for the Women Empowerment Programme	Programme Evaluation	East and Southern Africa	Malawi	2019	Good	Recommendation 18:	Recommendation 18: consider scaling up of activities to encourage a wider reach.	The Country office has enhanced processes of aligning Results frameworks and implementation plans in line with the WEP Programme Results frameworks and the UN Women Annual Workplan. Quarterly review and planning meetings will be held to monitor and assess progress	Accepted	Not applicable	Not applicable	Alignment with strategy	Not applicable
Mid term evaluation for the Women Empowerment Programme	Programme Evaluation	East and Southern Africa	Malawi	2019	Good	Recommendation 19:	Recommendation 19: Conduct regular supervision visits to the districts.	The Country Office will implement quarterly monitoring and supervisory visits to implementing partners	Accepted	Not applicable	Not applicable	Oversight/governance	Effectiveness
Mid term evaluation for the Women Empowerment Programme	Programme Evaluation	East and Southern Africa	Malawi	2019	Good	Recommendation 20:	Recommendation 20: Consider conducting quarterly interactive knowledge sharing workshops targeting IPs.	The Country office will continue its collaboration efforts with the MoGCDSW through the (i) institutionalized monthly planning and review meetings with the Ministry of Gender (ii) The Country office will also implement quarterly programme planning, review and RBM learning sessions involving UN Women implementing partners co -chaired with the Ministry.	Accepted	Not applicable	Partnership	Alignment with strategy	Effectiveness
End of Project evaluation for the Advancing and Sustaining Gender Based Governance Project in Malawi	Programme Evaluation	East and Southern Africa	Malawi	2020	Good	Recommendation 1	Measures need to be put in place to ensure the design for similar programmes in future actively involve stakeholders in the national gender machinery (e.g. through the creation of a multi-stakeholder programme steering committee, led by MoGDCSW, are in informed by a thorough needs assessment and that the design document should put in place robust implementation plans, robust monitoring and evaluation mechanisms.	The Country office will invest in conducting thorough needs assessment to inform programming and in enhancing collaboration with the MoGCDSW.	Accepted	Governance and planning (SPs before 2018)	Normative Support	Capacity development	Efficiency
End of Project evaluation for the Advancing and Sustaining Gender Based Governance Project in Malawi	Programme Evaluation	East and Southern Africa	Malawi	2020	Good	Recommendation 2	All future gender programmes need to continue to strongly align to the priorities of women and girls in fulfilling and claiming their rights; as well as align towards national priorities, systems and structures.	Informed by the Country’s Strategic Note, the UNW Annual Workplan and the MGDS III, all programmes will be requested to submit a result framework and demonstrate how they are aligned to the corporate priorities, national priorities, systems and structures. The Country Office will also develop gender and sectoral profiles that will inform alignment of programmes to national priorities.	Accepted	Leadership and political participation (SPs before 2018)	Normative Support	Capacity development	Effectiveness
End of Project evaluation for the Advancing and Sustaining Gender Based Governance Project in Malawi	Programme Evaluation	East and Southern Africa	Malawi	2020	Good	Recommendation 3	Future programming by UN Women and stakeholders should ensure that issues of mainstreaming gender in national level planning and budgeting is taken into consideration, especially at district council levels.	Programming will have a clear criteria on how to mainstream gender at national and sectoral planning and budgeting will be conducted.	Accepted	Governance and planning (SPs before 2018)	Normative Support	Capacity development	Effectiveness, Efficiency
End of Project evaluation for the Advancing and Sustaining Gender Based Governance Project in Malawi	Programme Evaluation	East and Southern Africa	Malawi	2020	Good	Recommendation 4	There is need to consider continuous engagement and capacity building of female MPs for them to effectively lobby for gender sensitive legislation in Parliament. To make it more sustainable, MoGCDSW should include capacity building plans targeting PWC.	The Annual Workplan of 2020 includes interventions on supporting capacity building of women in politics, leadership and decision-making positions and this covers the PWC. Work with PWC will remain a priority in building on the PWCs strategic plan which the country office supported years ago.	Accepted	Leadership and political participation (SPs before 2018)	Normative Support	Oversight/governance	Relevance
End of Project evaluation for the Advancing and Sustaining Gender Based Governance Project in Malawi	Programme Evaluation	East and Southern Africa	Malawi	2020	Good	Recommendation 5	Future support for non-state actors should be channeled through the coordinating network i.e. NGO GCN.	The Country office will strategically support capacity building for coordinating institutions for non-state actors including but not limited to NGO GCN. Specifically, the Country Office will support the development and implementation of strategic plan for NGOGCN.	Accepted	Governance and planning (SPs before 2018)	Partnership	Oversight/governance	Effectiveness, Efficiency, Sustainability
End of Project evaluation for the Advancing and Sustaining Gender Based Governance Project in Malawi	Programme Evaluation	East and Southern Africa	Malawi	2020	Good	Recommendation 6	In addition to improving programme implementation management (through clear implementation and monitoring and reporting plans that are adhered to), UN Women should consider engaging in strategic alliances with partners in the national gender machinery who will directly support management of future programmes. In so doing, UN Women will focus more on result quality control and technical backstopping, rather than front-line implementation (which in the case of this programme met challenges related to late activity implementation).	In line with HACT recommendations , the Country Office will explore and identify modalities that will enable provision of resources directly to the Ministry of Gender. Further to this, the Country office will continue to identify joint priorities and modalities for implementation as it gradually moves away from direct implementation.	Accepted	Governance and planning (SPs before 2018)	Partnership	Oversight/governance	Effectiveness, Relevance, Sustainability, Impact
End of Project evaluation for the Advancing and Sustaining Gender Based Governance Project in Malawi	Programme Evaluation	East and Southern Africa	Malawi	2020	Good	Recommendation 7	As reflected in the findings (and some recommendations above), future programming should actively involve partners in the national gender machinery. This will aid in institutionalizing the benefits over the long term.	Strategic Note (Focus Areas and Priorities) and the Annual Workplan. These are developed through a highly consultative process. The Country Office has also been supporting coordination mechanisms in the national gender machinery such as the Sector Working groups. Therefore, the Country Office will enhance participation of key stakeholders through such mechanisms to enhance involvement during the various processes of programming i.e. planning and designing, implementation, monitoring and accounting for results. In turn this is envisaged to help institutionalize benefits in the long term	Accepted	Leadership and political participation (SPs before 2018)	Partnership	Oversight/governance	Efficiency, Relevance, Gender equality
End of Project evaluation for the Advancing and Sustaining Gender Based Governance Project in Malawi	Programme Evaluation	East and Southern Africa	Malawi	2020	Good	Recommendation 8	Future programming should ensure a stronger gender and human rights consideration in the design and implementation. Programming should ensure a balanced approach (i.e. with interventions targeting both rights holders and duty bearers), and where not possible, providing for clear mechanisms for synergies with programmes that are being implemented by other partners	In the 2020 Annual Workplan, the country office will support development of the strategic plan for the ministry of gender and implementation of coordination meetings. The country office will also (i) build capacity in human rights approaches (ii) internal and external capacity on policy treaties etc that determine work on normative frameworks (iii) ensure there are clear linkages between gender and human rights approaches at all stages of programme implementation.	Accepted	Governance and planning (SPs before 2018)	Normative Support	Alignment with strategy	Effectiveness, Efficiency, Relevance, Sustainability
Midterm Review of the Strategic Partnership Framework 2017-2020 (SPFII) between Sida and UN Women	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2019	Not Rated	Develop a more specific future SPF framework at the impact level	Although the SPF II theory of change and results-based framework are fully aligned to the SP 2018-2021, enough experience with SPF implementation modalities exists to develop a more specific future SPF framework at the impact level than the one in the SP (i.e. inclusive of more qualitative data and re[presenting changes in end beneficiaries’ lives). The following steps are recommended: 1. Indicators merging more than one indicator (e.g. adopted and implemented) in the current framework should be distinguished. Collection of additional case studies should be encouraged from both RO and CO level. (By 2020) 2. Analysis of the case studies to systematise the impacts achieved or those to be potentially achieved in future could lead to definition of clearer indicators at higher levels of results-based matrix (outcome and impact levels). (By 2019) 3. Principle of LNOB should be introduced in the framework in line with the corporate efforts on the issue. Learnings from the 2018 UN Women Annual Report to the Executive Board soon to be published should be taken into account. (By 2020) 4. The fact that SPF planning takes place prior to the SP development, some of these learnings might be supportive to SP development as well. (By 2021)	UN-Women agrees with recommendation 1. UN-Women will address this recommendation by building on existing internal and external processes and engagement, some of which are listed below. Although the corporate Result Management System (RMS) doesn’t enable the level of disaggregation included in some of the SPFII indictors, the UN-Women thematic teams have been able to collect this information when reporting progress towards SPF indicators, ensuring no duplication is reported. UN-Women will include qualitative information on disaggregation in the annex on progress of indicators accompanying the annual progress report to the donor, which will also contribute to report on implementation of policies and laws developed with SPF support, in line with the recommendations of this MTR. The SPF team has already initiated various case studies on the results achieved with SPF support including: i) Results achieved in Bolivia during 2016-2018 enabled by SPF seed funding to support women’s political participation programming and ii) The impact of the SPFII contribution in 2018 to SGBV investigations. The SPF Team is considering conducting similar case studies on other Women, Peace and Security (WPS) areas, such as National Action Plans and/or the work of regional advisors on WPS. The Humanitarian and Crisis response team has been developing case studies and documenting these as well and will continue to do so. UN-Women Strategic Planning Unit (SPU) is currently boosting efforts to generate and capture results for the most marginalized women and girls through the improvement of UN-Women planning and reporting tools and processes, including RMS. The SPU is focusing on the SP Integrated Results and Results Framework (IRRF) indicators for which UN-Women planned to have and report disaggregated data. The SPU has conducted a stock-taking exercise of available data (both internal programming data and external sources of data) as well as current methodologies (if any) for disaggregating data against LNOB categories. Findings are being discussed with HQ Teams and relevant field staff to provide concrete recommendations on how UN Women may generate better and better capture results for the most marginalized women and girls through its planning monitoring and reporting processes. UN-Women is also part of the inter-agency Task Team that drafted the LNOB “UNDG Operational Guide for UN Country Teams”, and the SPF Team, in coordination with regional advisors, will support operationalizing its guidance through country offices programming funded by the SPF.	Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Culture of results/RBM	Not applicable	Relevance
Midterm Review of the Strategic Partnership Framework 2017-2020 (SPFII) between Sida and UN Women	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2019	Not Rated	A holistic approach in the interventions, engagement in partnerships and resource mobilisation, with...	Organisation of more frequent (quarterly) coordination meetings of three teams started at the end of 2018, should be continued. Potential holistic approach in the interventions, engagement in partnerships and resource mobilisation, with focus on stronger impact, should be considered. (By 2019)	UN-Women agrees with recommendation 2. The SPF Team continues to meet on quarterly basis to further foster collaboration and plan joint activities.	Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Not applicable	Internal coordination and communication	Effectiveness
Midterm Review of the Strategic Partnership Framework 2017-2020 (SPFII) between Sida and UN Women	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2019	Not Rated	A more frequent horizontal exchange of knowledge and lessons.	In light of preparation of potential programme continuation (SPF III), a more frequent horizontal exchange of knowledge and lessons learnt accumulated over the recent years among COs and ROs should be encouraged for the purpose of peer advisory support, knowledge transfer and development of unique UN Women footprint (related to operational contexts, standardisation of products, services, impacts). This would help further support corporate development and resource mobilisation. Still, systematization and standardisation of practices should preserve space for creativity and flexibility for adaptation to diverse local contexts. (By 2019)	UN-Women agrees with recommendation 3. UN-Women acknowledges the need to provide and facilitate peer support to better serve country offices and foster cross-regional learning and knowledge sharing throughout the organization. The MTR offers useful reflections and opportunities for UN-Women to leverage its promising practices to approach Women Political Participation, Peace and Security and Humanitarian Action and Crisis Response more systematically, holistically and with expanded capacity. UN-Women has boosted knowledge management capacity to grow and maintain thematic communities of practice, codify lessons learned and assist with sharing good practices with regional and country offices. The SPF Team will continue to invest in knowledge production, knowledge sharing and peer advisory support to deliver results at the country level. In response to the corporate evaluation on women’s political participation (2018), the WPP Team has intensified efforts to strengthen corporate knowledge management and capacity building on WPP, including through in-person trainings for thematic regional advisors and country focal points, UN-Women field offices have also been provided with regular updates on data collection on WPP through webinars, induction sessions for colleagues and country-based activities in coordination with regional offices. A series of regional webinars with COs have been conducted to exchange knowledge on programming responses to Violence Against Women in Politics. Similarly, in 2018 UN-Women finalized and published the updated IASC Gender Handbook for Humanitarian Action which serves as the official guidance resource of the UN led humanitarian coordination system. Over 7,000 copies of the Handbook were distributed in 43 countries. UN-Women also developed a comprehensive set of face-to-face training modules based on the content of the handbook, in addition to an eLearning platform for remote learning. Utilizing these resources, accompanying training programmes were delivered in Bangladesh, Ethiopia, Sierra Leone, Cameroon, Nigeria, and Malawi to frontline humanitarian practitioners in over 40 different agencies. In addition, UN-Women undertook a series of intensive six-day regional office trainings for its field staff in East and Southern Africa, West and Central Africa Regional Office, Europe and Central Asia and Arab States on gender in humanitarian action. The trainings build the capacity of UN-Women staff to add value to coordinated humanitarian response mechanisms, as well as to further spread skills and learning through follow up training. Country offices participating included Cote d’Ivoire, DRC, Nigeria, Liberia, Mali, Senegal, Sierra Leone, Turkey, Palestine, Jordan, Lebanon, Yemen, Egypt, Uganda, Kenya, Sudan, South Sudan, and Somalia. Lastly, in 2018 UN-Women continued growing WPS community of practice (over 160 members across the UN-Women workforce) and organized its first five specialized webinars to facilitate peer-to-peer exchanges and sharing of good practice. The frequency of these webinars has further grown in 2019. Furthermore, UN-Women will collaborate with the proliferating number of research centers on WPS to ensure SPF-supported staff has the latest knowledge products on WPS.	Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Not applicable	Knowledge management	Effectiveness
Midterm Review of the Strategic Partnership Framework 2017-2020 (SPFII) between Sida and UN Women	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2019	Not Rated	In planning of the next AWP and SPF, interventions focused on normative, implementation (of laws and...	In planning of the next AWP and SPF, interventions focused on normative, implementation (of laws and policies) and coordination, should be more balanced. This recommendation should be interpreted in connection to the corporate one at the beginning of the table and in connection to recommendations on better communication of outcome and impact level results, that would support visibility of operational function. ((By 2019))	UN-Women partially agrees with recommendation 4. UN-Women supports and welcomes the focus of mid-term review on balancing and bridging the gaps between normative commitments and their implementation. This focus is in line with UN-Women’s vision. UN-Women has differing interpretation of the continuum of the 3 mandates. These are all interlinked, at global and field level work supported through the SPF. The Humanitarian and crisis response team has been drawing on lessons learnt from internal and external processes for an annual review of gender in humanitarian action across the system. This review has been anchored in UN-Women’s gender desk function and lead on the system-wide monitoring of the Inter-Agency Standing Committee Gender Policy through its Accountability Framework. The latter provides an annual in-depth review of the collective actions of the IASC with regards to gender equality and the empowerment of women and girls. It will also build on internal annual reviews of Strategic Notes and Annual Work Plan implementation, UN-Women’s Grand Bargain Annual Reporting, as well as reporting on UN-Women’s Agenda for Humanity commitments are modalities that will guide the needed balance and focus. As part of a general focus on accountability for implementation of WPS commitments and plans, UN-Women will track implementation of the commitments pledged by 64 Member States in April 2019 to be completed by October 2020.	Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Alignment with strategy	Relevance
Midterm Review of the Strategic Partnership Framework 2017-2020 (SPFII) between Sida and UN Women	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2019	Not Rated	Discussions with other donors to provide flexible funding modalities should be continued. Collection...	Discussions with other donors to provide flexible funding modalities should be continued. Collection of impact-oriented stories, stories on added value of the flexible approach, and UN Women unique approach, could be of support. (By 2019)	UN-Women agrees with recommendation 5. UN-Women welcomes the recommendation and will seek closer collaboration with SIDA to highlight the effective and efficient nature of SPF as a modality. While there were attempts to attract other donors to follow similar modality of funding for the SP, there is room for more concerted efforts with the joint leadership of SIDA.	Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Partnership	Resource mobilization	Not applicable
Midterm Review of the Strategic Partnership Framework 2017-2020 (SPFII) between Sida and UN Women	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2019	Not Rated	Impact assessment of some of the interventions that have impact potential should be conducted 6 mont...	Impact assessment of some of the interventions that have impact potential should be conducted 6 months to 1 year after their completion. 1-2 per year, own capacities and/or national consultants can be utilised for cost effectiveness. Some of the examples of previously identified operational actions that could be followed up and reported on could be: effects of reporting and appeals to justice institutions related to violence against women in politics (WPP), engagement of women mediators and effect of dispute/conflict settlements on individuals’ lives or safety/security in the community, or effects of successful implementation and localisation of NAPs (WPS), application of knowledge and skills from gender and humanitarian training of international agencies, civil society organisations and local counterparts (HACRO), impact of synergies of WPP, WPS, humanitarian and other units. The list is not exhaustive. Completed actions that might have reached certain level of sustainability could be revisited and their sustainability reported on. (By 2020)	UN-Women agrees with recommendation 6. While UN-Women sees the benefits of conducting impact assessment of the key SPFII-supported interventions, it is also aware of the potential implementation challenges within the scope of the current programme ending in December 2020. Therefore, UN-Women will explore best way forward in addressing this valuable recommendation.	Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Not applicable	Knowledge management	Sustainability
Midterm Review of the Strategic Partnership Framework 2017-2020 (SPFII) between Sida and UN Women	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2019	Not Rated	Continued awareness raising of the COs about the nature and purpose of the SPF.	Awareness raising of the COs about the nature and purpose of the SPF should be continued. Showcasing successful activities could support better understanding. COs, whose programmes/project/interventions are financed from the SPF II, should be encouraged to monitor and enter impact oriented stories into RMS narrative reporting module to facilitate previous activity. (By 2020)	UN-Women agrees with recommendation 7. UN-Women continues to share information about programme and its milestones with field offices (i.e. annual report for 2018 as well as the MTR report are shared with all regional offices and participating country and programme offices). As part of 2018 annual report to the donor, an annex with more details on country level interventions and results was included and later shared with all the offices. Additionally, UN-Women will explore possibility of using the RMS narrative module to collect impact-oriented stories in future reporting.	Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Not applicable	Advocacy	Impact
Midterm Review of the Strategic Partnership Framework 2017-2020 (SPFII) between Sida and UN Women	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2019	Not Rated	Prioritisation in expanding existing partnerships, deepening or broadening the spectrum of cooperati...	Prioritisation in expanding existing partnerships, deepening or broadening the spectrum of cooperation, should be considered in development of SPF AWPs in line with capacities, available resources and potential of the cooperation in question. (By 2019)	UN-Women agrees with recommendation 8. UN-Women supports and welcomes the focus of the review on partnerships, which is in line with UN-Women’s commitment to the new way of working. UN-Women has already placed significant efforts on building partnerships to maximize impact and reach at normative, policy and programmatic levels. For example, in 2018 and in the area of Humanitarian action and crisis response, UN-Women partnered with 14 UN agencies and 9 international NGOs and Red Cross/Crescent Societies in 30 crisis country contexts and supported more than 430 women organizations. Similarly, the partnership established in 2018 with OHCHR and the SRVAW helped advance the normative agenda on VAWP. Partnerships with UN DESA, the UN Regional Commissions, UNDP Oslo Governance Centre, and The Praia Group on Governance Statistics (the Praia Group), have enabled UN-Women’s positioning in ongoing efforts to develop and harmonize governance indicators (SDG 16). This includes collaboration with UNDP on the development of a Handbook on Governance Statistics.	Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Partnership	Not applicable	Effectiveness
Midterm Review of the Strategic Partnership Framework 2017-2020 (SPFII) between Sida and UN Women	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2019	Not Rated	Practice of HACRO in issuing more impact related publications with stories of effects of interventio...	Practice of HACRO in issuing more impact related publications with stories of effects of interventions and policies adopted with UN Women support (application of knowledge and skills, transformative changes, human stories, effects on communities etc.), should be expanded. (By 2019)	UN-Women agrees with recommendation 9. While HACRO will continue with this good practice, other thematic teams will explore similar opportunities.	Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Not applicable	Knowledge management	Effectiveness
Corporate Thematic Evaluation: UN Women's Contribution to Humanitarian Action	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2019	Very Good	Develop a response-level strategy to complement UN Women’s global humanitarian strategy. Recommendat...		UN Women accepts this recommendation. UN Women’s established the Humanitarian Action and Crisis Response Office (HACRO) in 2017 to strengthen its global normative and coordination engagement for greater accountability for gender equality and women’s empowerment in crisis settings and to extend support to its regional and field offices.	Accepted	Not applicable	Humanitarian action	Alignment with strategy	Effectiveness
Corporate Thematic Evaluation: UN Women's Contribution to Humanitarian Action	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2019	Very Good	Identify the necessary leadership, minimum levels of staffing and office structures for a response-l...		UN Women partially accepts this recommendation. UN Women is in the process of reviewing its overall human resources, management structures and country typology to be more fit for purpose in the broader efforts of UN system reform. The reality of limited core resources, limited humanitarian and unearmarked funding and heavy reliance on non-core funding to cover core humanitarian capacity pose significant challenges to UN Women in securing the needed human resources in crisis countries or sustaining core normative, coordination and country support functions at the global level. UN Women HACRO has launched a number of initiatives to strengthen UN Women’s humanitarian capacity with the launch of a number of regional and country level GiHA trainings and IASC gender handbook training targeting UN Women management and practitioner level in the field. Additional guidance and practical tools will be developed, finalized and disseminated in various areas recommended by the evaluation including but not limited to humanitarian coordination, Accountability to Affected Populations and Protection against Sexual Exploitation and Abuse	Partially Accepted	Leadership and participation in governance systems (SP 2018-2021)	Humanitarian action	Capacity development	Effectiveness, Efficiency, Relevance, Sustainability
Corporate Thematic Evaluation: UN Women's Contribution to Humanitarian Action	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2019	Very Good	Develop global partnership frameworks with OCHA, UNHCR and UNFPA building on experience in partnersh...		UN Women’s accepts this recommendation. UN Women supports and welcome the focus of the evaluation on partnerships. This focus is in line with UN Women’s commitment to the new way of working. Since the establishment of HACRO, significant efforts have been placed on building partnerships to maximize impact and reach at normative, policy and programmatic levels. As highlighted in the evaluation report, in 2018, UN Women partnered with 14 UN agencies and 9 international NGOs and Red Cross/Crescent Societies in 30 of crisis country contexts. UN Women recognizes the needed for executive leadership engagement to forge global framework for partnerships against the backdrop of competition over limited resources while noting the decentralized nature of some of the entities listed affects global agreements impact on country level joint efforts.	Accepted	Not applicable	UN Coordination, Partnership, Normative Support, Humanitarian action	Not applicable	Effectiveness, Efficiency
Corporate Thematic Evaluation: UN Women's Contribution to Humanitarian Action	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2019	Very Good	Increase effectiveness and impact in humanitarian action by better linking UN Women’s work to system...		UN Women accepts this recommendation with a reservation that this shift will be contingent on backing and availability of funding by donors to UN Women’s normative and coordination work in HA. UN Women appreciates that the evaluation highlights the centrality of gender equality and women empowerment considerations to an effective humanitarian action, and the strong recognition of the relevant and positive contribution of UN Women in ensuring that gender equality and the empowerment of women remain central to Humanitarian action. UN Women also welcomes the recognition of the evaluation of UN Women’s effective normative and coordination role at the global and regional level and opportunities to strengthen these functions further at the country level. Despite challenges resulting from UN Women’s lack of membership in the IASC, UN Women has been establishing itself over the past years to strengthen accountability for Humanitarian action through its normative and coordination mandate while directly responding to humanitarian needs with catalytic and joint programming. Going forward, UN Women will consolidate its strength with a focus on bridging the gaps between commitments and implementation, strengthening CO capacities for the rollout of the IASC Accountability Framework on Gender; integrating gender responsive programming throughout the humanitarian programme cycle; developing gender profiles and alerts; promoting women and girl’s participation from the initial assessment stage to management, implementation, and assessment. To make such shift, this will require the backing and funding of an accountability and coordination mechanism for UN Women in Humanitarian Action and to reduce dependence on non-core short term project-based resources for key coordination functions.	Accepted	Not applicable	Humanitarian action	Alignment with strategy	Effectiveness
FINAL EVALUATION OF THE PROJECT “CONTRIBUTING TO THE ECONOMIC EMPOWERMENT OF WOMEN IN AFRICA THROUGH CLIMATE SMART AGRICULTURE - 2019-2021” IN MALAWI, NIGERIA, SOUTH AFRICA, AND UGANDA.	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2022	Fair	The evaluation validated the relevance, alignment, and overall effectiveness of the WEE through CSA ...	To sustain positive project results and increase impact, the Standard Bank Group should consider providing additional support, through UN Women, to cooperatives/ business groups formed through the project to link them to markets, emerging new technologies effectively, and financing. This should include investing in effective, accessible, and resilient digital platforms for marketing women's products (as a way of adapting to COVID-19 pandemic and other risks).	Management is in full agreement with the above recommendations. UN Women fully recognizes the need for having a ToC backed by evidence, not only from the previous works, but also through empirical research. Additionally, UN women agrees that the development of futures ToC should be participatory and inclusive, bringing on board all stakeholders relevant to the project. The country teams thus plan to put in place mechanisms, such as but not limited to. 1. Having specific country office staff with strong research expertise available to support the development and design of TOCs using evidence from existing literature and 2. Through the process of developing the ToC, identify a series of systemic and clearly defined outcomes and cross-cutting principles, relevant to the thematic area targeted.	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM	Not applicable	Relevance
FINAL EVALUATION OF THE PROJECT “CONTRIBUTING TO THE ECONOMIC EMPOWERMENT OF WOMEN IN AFRICA THROUGH CLIMATE SMART AGRICULTURE - 2019-2021” IN MALAWI, NIGERIA, SOUTH AFRICA, AND UGANDA.	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2022	Fair	UN Women ESARO and COs should explore whether and how they can draw from country project-specific in...		Management is in full agreement with the above recommendation and will be ready to join forces with the RO to package recommended KP. Moreover, under our knowledge management strategy, UN Women will draw from the lessons learned to inform our programming, policy development and establishing a community of practice as a hub for sharing best practices at national level and will be a vital part of such knowledge hub at the regional or global level when created. Additionally, UN Women recognizes the need to include baseline information associated with interventions implemented in various sectors. We do acknowledge that this baseline information provides a basis for measuring impact of interventions and benchmark justification for scale up of interventions.	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM	Not applicable	Effectiveness
FINAL EVALUATION OF THE PROJECT “CONTRIBUTING TO THE ECONOMIC EMPOWERMENT OF WOMEN IN AFRICA THROUGH CLIMATE SMART AGRICULTURE - 2019-2021” IN MALAWI, NIGERIA, SOUTH AFRICA, AND UGANDA.	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2022	Fair	UN Women ESARO and COs should continue to support women's economic empowerment and gender equality ...		In Malawi, the country office has resources to support women empowerment and gender equality activities currently through the ASWAP II Program but does not have specific resources to support advocacy plans and provision of extension services to the women groups in the areas that were targeted by the Standard Bank Project. Additionally, within UN Women Strategic Note, these aspects have been embedded and UNW will work collaboratively with all its partners, including Government counterparts at national and local levels to promote WEE and gender equality in its programmes. Furthermore, UN Women Nigeria CO recognizes the scalability and sustainability potentials of the project. The results from the pilot phase of the project indicates both human and environmental impact on small holder farmers in Niger and Ebonyi state. The CO also acknowledges the need for both vertical and horizontal scale up of the intervention in regards the agriculture value chain to be targeted and the beneficiaries. UN Women CO would ensure scaling up of intervention reflected in the new SN from 2023- 2027.	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM	Not applicable	Effectiveness
FINAL EVALUATION OF THE PROJECT “CONTRIBUTING TO THE ECONOMIC EMPOWERMENT OF WOMEN IN AFRICA THROUGH CLIMATE SMART AGRICULTURE - 2019-2021” IN MALAWI, NIGERIA, SOUTH AFRICA, AND UGANDA.	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2022	Fair	UN Women ESARO and COs should capitalize on its mandate by building on its comparative advantages t...		The COs agree with the recommendation. In Uganda, the Country office management team and WEE team agree on the need to continue with resource mobilization initiative. While UN Women Nigeria CO recognizes the need for strengthening both internal and external M&E systems for the CSA project. UN Women Nigeria CO is in the process of recruiting senior level M&E specialist ( SB5) for CO and would provide necessary support for future interventions.	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM	Not applicable	Effectiveness
FINAL EVALUATION OF THE PROJECT “CONTRIBUTING TO THE ECONOMIC EMPOWERMENT OF WOMEN IN AFRICA THROUGH CLIMATE SMART AGRICULTURE - 2019-2021” IN MALAWI, NIGERIA, SOUTH AFRICA, AND UGANDA.	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2022	Fair	Future projects should, in a consultative manner, develop a clear plan to promote effective collabor...		The recommendation is accepted. UN Women values knowledge management and related products, premised on research and evidence generation, to inform actions and policy. To this end, MaCO is currently developing its 4-year WEE Programme and research and knowledge management will be a key component. While it is also noted that sharing of project reports with the HQ is a global UN Women regulation.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Resource mobilization	Not applicable
Final evaluation of the Mexico Strategic Note 2014-2019	Country-level Evaluation	Americas and the Caribbean	Mexico	2019	Good	Incorporate in the new Strategic Note thematic issues that are relevant to the national situation of...		During 2019, the UN System in Mexico negotiated with the Federal Government and relevant national partners the new UNSDCF, in alignment with the National Development Plan and the SDGs. Based on CCA results, the UNSDCF defined 4 strategic areas and 10 programmatic outcomes. Thanks to a dedicated support by UN Women, the UNSDCF has incorporated a robust gender perspective and has defined outcomes directly targeting women’s rights and empowerment. Building on consultations with UN Women’s key partners, and according to its collaborative advantage and added value, in strong alignment with SP 2018-2021; UN Women Mexico SN 2020-2025 has installed capacity to participate in all 4 strategic areas set in the UNSDCF. This is crucial to be able to negotiate its participation in future joint programs. It will also allow UN Women to open new action lines which are key for the country and can be crucial for mobilizing resources.	Accepted	Not applicable	Operational activities	Alignment with strategy	Gender equality
Final evaluation of the Mexico Strategic Note 2014-2019	Country-level Evaluation	Americas and the Caribbean	Mexico	2019	Good	Maintain the concern for the strengthening of civil society organizations, expanding the activities ...		Strategic partnerships with civil society are essential to advance initiatives in priority areas. Civil society, women’s organizations and feminist movements are key partners for UN Women, and the collaboration ranges from their engagement in joint advocacy initiatives, their role of advisors within the frame of the Civil Society Advisory Group, to the implementation of civil society’s led initiatives or to the figure of implementing partners. UN Women strengthens the capacity of advocacy of civil society movements and women’s organizations on policies and reforms in favor of substantive equality and national and local women´s NGOs and community-based organizations are a crosscutting partnership for all areas of the Strategic Note 2020-2025.	Accepted	Not applicable	Partnership	Capacity development	Effectiveness
Final evaluation of the Mexico Strategic Note 2014-2019	Country-level Evaluation	Americas and the Caribbean	Mexico	2019	Good	Strengthen the partnerships with the private sector based on the mandates, capabilities, and resourc...		The partnership between UN Women and the private sector in Mexico has grown in ambition, depth and effectiveness. More companies have engaged with the WEPS and are transforming their policies, more companies are supporting UN Women in its communication efforts to transform cultural patterns and promote positive masculinities, and more companies are directly financing UN Women, constituting, at the date, the most significant contributor of non-core resources of UN Women in Mexico. In the course of the SN 2020-2025 a set of new initiatives are being negotiated, suggesting that our programmatic contribution in the country, and the potential of our entity to generate sustainable change is very much linked to its capacity to leverage the enormous potential of the private sector, as mentioned in the lessons learned chapter of the SN. Specifically, the new Strategic Note lays out an innovative approach towards mobilizing private sector resources and increasing the level of commitments that our private sector allies adhere to, such as to the Women Empowerment Principles but also to financed gender mainstreaming advisory services to Global Compact members.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Resource mobilization	Sustainability
Final evaluation of the Mexico Strategic Note 2014-2019	Country-level Evaluation	Americas and the Caribbean	Mexico	2019	Good	Strengthen the strategic design capacity of the Country Office to carry out integrated planning whil...		UN Women Mexico has prepared its new Strategic Note for 2020-2025 that contains specific theories of change by impact area, based on the Common Country Assessment results. Additionally, the SN 2020-2025 was the result of a broad consultation process with the Government, CSO and stakeholders by addressing the challenges and gaps impeding the elimination of gender inequalities, referring to the recommendations of the final report of the evaluation of the country portfolio (SN 2014-2019) and based on lessons learned from the management of current projects. There are strong reasons to believe that the proposed theory of change is based on an in-depth understanding of the context. As examples of this are the inclusion of potential programmatic growth areas such as migration, climate change, disaster risk reduction and a mainstreaming of participation in programmes of indigenous and Afro-American women through all impact areas.	Accepted	Governance and planning (SPs before 2018)	Culture of results/RBM	Alignment with strategy	Effectiveness
Final evaluation of the Mexico Strategic Note 2014-2019	Country-level Evaluation	Americas and the Caribbean	Mexico	2019	Good	Review the planning and monitoring system currently used to simplify it and guide it towards strengt...		The SN 2020 -2025 includes a coherent set of indicators for the CO programmes; aiming to be relevant to multiple stakeholders, and useful for monitoring and evaluation. Those SMART indicators, as well as their baselines and targets, are directly related to UN Women 2018-2021 Strategic Plan relevant output and outcome indicators to track progress and demonstrate the impact of the SN at outcome and impact levels. The number of SN 2020-2025 indicators is responding to its 7 outcomes, 22 outputs and 126 activities to provide reliable means to measure achievement, reflect the changes connected to an intervention, and to help assess the performance of the CO. In order to monitor progress at all levels of the system to provide feedback on areas of success and areas in which improvement may be required, Results Based Management (RBM) knowledge is a critical factor in ensuring the success in standardizing the criteria for assessing progress. It will ensure that all aspects of designing, implementing and monitoring and evaluating a program/project is done transparently and in a manner that ensures accountability. Also, a mid-term review will take place during the third year of SN 2020-2025 implementation and it will provide an opportunity to review the SN indicators system.	Accepted	Governance and planning (SPs before 2018)	Culture of results/RBM	Oversight/governance	Effectiveness
Final evaluation of the Mexico Strategic Note 2014-2019	Country-level Evaluation	Americas and the Caribbean	Mexico	2019	Good	Review the administrative procedures to propose its simplification in order to facilitate the manage...		The country office will continue to support strengthening partners' capacity in the SN 2020-2025. The country office will ensure the partners to consider their sustainability strategy.	Accepted	Governance and planning (SPs before 2018)	Culture of results/RBM	Internal coordination and communication	Sustainability
Final evaluation of the Mexico Strategic Note 2014-2019	Country-level Evaluation	Americas and the Caribbean	Mexico	2019	Good	Strengthen the capacities of the Country Office to contribute to the continuity and sustainability o...		The CO during the Strategic Note 2020-2025 implementation will guarantee compliance with financial regulations, policies and instructions. Based on the considered strategies, including the global change management, the mobilized resources and the expected growth potential of the CO, the current organigram has been reviewed with a functional analysis view and using the alignment of the SP Outcomes and the UNSDCF, resulting in a personnel restructuring to fully potentiate our current installed capacity. Based on the Mid Term Review recommendations, the Mexico CO started in 2018 a process to redesign its programme management capabilities through cross-cutting areas: 1) communications 2) operations and 3) planning, monitoring and evaluation, with the aim to provide support to programme portfolios and foster stronger results and sustainability.	Accepted	Governance and planning (SPs before 2018)	Operational activities	National ownership	Sustainability
Country Portfolio Evaluation for Strategic Note 2019-2023	Country-level Evaluation	East and Southern Africa	Burundi	2024	Very Good	Elargir le choix des thématiques à la Budgétisation sensible au Genre, l’Humanitaire, les Changement...	Dans la mise en œuvre de sa nouvelle Note Stratégique, Le bureau a prévu de renforcer les capacités du gouvernement en matière d'évaluation fondée sur le genre au niveau national. Le bureau prévoit aussi de soutenir l’autonomisation des filles et femmes dans les nouvelles technologies		Accepted	Women economic empowerment (SPs before 2018)	Partnership, Operational activities	Capacity development	Effectiveness
Country Portfolio Evaluation for Strategic Note 2019-2023	Country-level Evaluation	East and Southern Africa	Burundi	2024	Very Good	Renforcer les stratégies de mobilisation de fonds sur plusieurs années en élargissant la couverture ...	ONU Femmes est en train de développer une stratégie de partenariat et mobilisation de ressources pour la mise en œuvre de son triple mandat dans plus de provinces du pays.		Accepted	Not applicable	Operational activities	Resource mobilization	Effectiveness, Efficiency, Sustainability, Impact
Country Portfolio Evaluation for Strategic Note 2019-2023	Country-level Evaluation	East and Southern Africa	Burundi	2024	Very Good	Renforcer le lien des interventions humanitaires (les fonds PBF de courts termes axés sur le relèvem...	La nouvelle Note Stratégique 2024 -2027 met en place une approche intégrée qui aligne les interventions humanitaires, de développement et de consolidation de la paix. Les stratégies d'ONU Femmes Burundi sont alignées au Plan-cadre de Coopération pour le Développement Durable entre le Gouvernement du Burundi et le Système des Nations Unies (UNSDCF 2023-2027) et permettent d'améliorer les différentes synergies entre différents acteurs dont les structures étatiques.		Accepted	Peace and security (SPs before 2018)	Humanitarian action	Not applicable	Relevance
Country Portfolio Evaluation for Strategic Note 2019-2023	Country-level Evaluation	East and Southern Africa	Burundi	2024	Very Good	Développer des approches intégrées sectorielles et multisectorielle avec les autres Agences des Nati...	Le Bureau d’ONU Femmes entend faire progresser son mandat normatif en assurant un appui technique et consultatif au Gouvernement pour le respect des engagements nationaux et internationaux auxquels il s' est engagé en matière de promotion des droits de la femme		Accepted	Global norms and standards (SPs before 2018)	UN Coordination, Normative Support	Not applicable	Gender equality
Country Portfolio Evaluation for Strategic Note 2019-2023	Country-level Evaluation	East and Southern Africa	Burundi	2024	Very Good	Renforcer les capacités des parties prenantes partenaires (ONG et OSC), les acteurs étatiques et du ...	La recommandation proposée met en avant la nécessité de renforcer les capacités des parties prenantes clés, y compris les ONG, les organisations de la société civile (OSC), les acteurs étatiques, et le personnel de l’ONU Femmes, afin d'améliorer l’efficacité et l’impact des initiatives. Le bureau pays a prévu ce renforcement de capacités pour les différents acteurs et pour son personnel.		Accepted	Not applicable	Partnership	Capacity development	Effectiveness, Sustainability, Impact
Country Portfolio Evaluation for Strategic Note 2019-2023	Country-level Evaluation	East and Southern Africa	Burundi	2024	Very Good	Renforcer des effectifs du personnel de l’ONU Femmes Burundi	Afin de mieux aligner les capacités des programmes et des opérations sur les priorités stratégiques, le Bureau d'ONU Femmes au Burundi prévoit de recruter un total de personnes nécessaire pour la mise en œuvre de sa Note Stratégique 2024 - 2027		Accepted	Governance and planning (SPs before 2018)	Organizational efficiency	Capacity development	Efficiency
Corporate Evaluation of UN Women's Contribution to Governance and National Planning	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2019	Very Good	UN-Women to develop an integrated policy and programme package to support national governments with ...		UN-Women accepts this recommendation. This is particularly important in the context of the UNDS Reform which requires the UN system to provide integrated policy support to national governments drawing on the mandates and full assets of the system. GNP, which includes gender analysis and mainstreaming, is the core theme that runs across all thematic areas of UN-Women's work and its normative support, UN coordination and operational functions. The evaluation highlights the need to support national governments across the full cycle of GNP - policy design, planning, budgeting, monitoring and evaluation - while embedding more strongly in thematic areas where support is already provided. It calls too on strengthening capacities of institutional actors including finance and sectoral ministries, national women's machineries, civil society organizations, along the GNP chain. UN-Women's Flagship Programme Initiatives (FPIs) on “Making Every Woman and Girl Count” and "Transformative Financing for Gender Equality and Women's Empowerment" work synergistically to provide the data and evidence to inform national planning and budgeting actions. The recommendation is in-line with the FPI Phase 2 envisaged approach to provide an integrated policy and programme support package.	Accepted	Governance and planning (SPs before 2018)	Normative Support, Operational activities	Alignment with strategy, Oversight/governance	Effectiveness, Relevance
Corporate Evaluation of UN Women's Contribution to Governance and National Planning	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2019	Very Good	UN-Women to determine the intended relationship between UN-Women’s GNP work and its support to gende...		UN-Women accepts this recommendation. The evaluation highlighted the area of UN-Women’s work on HIV that is specific to integrating gender perspectives in the governance of the HIV response through gender analysis of national plans, capacity strengthening of institutions, and integrating gender perspectives into monitoring and evaluation frameworks. Increasingly, UN-Women is being called on at the country level to support the HIV response specifically to address gender dimensions across the continuum of HIV prevention, treatment, care and support. An internal review of UN-Women’s work on HIV within the framework of engagement in the UNAIDS Joint Programme and the implementation of the UNAIDS Strategy will be undertaken to take stock of the achievements and lessons in areas outside of the GNP-specific work.	Accepted	Governance and planning (SPs before 2018)	Normative Support, Operational activities, HIV/AIDS	Alignment with strategy, Oversight/governance	Effectiveness, Relevance
Corporate Evaluation of UN Women's Contribution to Governance and National Planning	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2019	Very Good	As part of ongoing UN reform processes, UN-Women to leverage coordinated UN support to national gove...		UN-Women accepts this recommendation. UN-Women currently participates in several UN Sustainable Development Group working groups and task forces to ensure gender equality and women's empowerment are integrated into the operational guidance and tools for regional and country programming. Through an integrated package of policy and programme support on gender-responsive GNP (see Recommendation 1), UN-Women will support UNCTs in delivering integrated policy support to national governments on governance and national planning. UN-Women will actively engage in Mainstreaming, Acceleration, Policy Support (MAPS) missions to provide coherent and integrated support on gender analysis of national plans and budgets through UN Country Teams. This may include, technical support on integrating gender equality into national development strategies; identifying financing gaps for delivery on gender equality commitments; and positioning gender equality as an accelerator to development. UN-Women has contributed to the UN Sustainable Development Cooperation Framework (UNSDCF) Guidance ensuring its strategic orientation on principles of leaving no one behind (LNOB), gender equality, human rights and resilience. UN-Women has emphasized the importance of mainstreaming these principles across all UNSDCF phases and will provide technical support to its Country Offices to support roll-out. This process needs to be closely aligned with country efforts to develop financing strategies to implement national sustainable development plans. Ensuring that analyses of national financing frameworks and the UNSDCF inform and support each other will lead to increased coherence and harmonization of UN technical and policy support to countries.	Accepted	Governance and planning (SPs before 2018)	UN Coordination, Normative Support, Operational activities	Alignment with strategy, Oversight/governance	Effectiveness, Relevance
Corporate Evaluation of UN Women's Contribution to Governance and National Planning	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2019	Very Good	UN-Women to strengthen support of AAAA implementation at country level. It should develop a strategy...		UN-Women accepts this recommendation. UN-Women provides substantive ongoing support to national governments, particularly in relation to domestic public finances. At the third International Conference on Financing for Development, UN-Women, together with champion Member States, developed the Addis Ababa Action Plan for Transformative Financing for Gender Equality and Women’s Empowerment to translate AAAA commitments into policy and financing actions for its operationalization. UN-Women will consider, together with Recommendation 3, how to further expand and better coordinate these efforts in collaboration with other UN agencies and partners. UN-Women will develop a paper that sets out a clear plan for support to its Country Offices for AAAA implementation. UN-Women co-chairs the gender cluster group of the Inter-Agency Task Force (IATF) on the Financing for Development follow-up process. The IATF on Financing for Development and its annual report monitors implementation. UN-Women will assess, in collaboration with the 17 institutional members of the gender cluster group, how to strengthen coordinated action on AAAA implementation in line with the IATF Report recommendations.	Accepted	Governance and planning (SPs before 2018)	Normative Support, Operational activities	Capacity development, National ownership	Effectiveness
Corporate Evaluation of UN Women's Contribution to Governance and National Planning	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2019	Very Good	UN-Women to lead an inclusive process to prepare an evolved theory of change for GNP that captures t...		UN-Women accepts this recommendation. The current ToC for gender responsive governance, articulated in the 2018-2021 Strategic Plan (SP) Outcome 2, is defined as "women lead, participate in and benefit equally from governance systems." Outcome 2 focuses on accelerating the development and implementation of gender-responsive laws, policies and programmes through strengthening institutional mechanisms for gender equality and increasing investments, data collection, and monitoring and evaluation. The evolved ToC will provide further conceptual underpinning for UN-Women's work on gender responsive GNP. The ToC will examine multi-level causal chains between activities, outputs, lower-level outcomes and intended higher-level impact and clarify connections between global normative and UN coordination work and implementation at national level. It will focus on how best to link gender responsive governance with UN-Women's priority thematic areas; strengthen monitoring and evaluation of governance; and leverage partnerships at global, regional and country levels for institutionalization. It is envisaged that a refined ToC will support UN-Women's provision of integrated GNP policy and programme support and the assessment of its impact on governance systems and institutions	Accepted	Governance and planning (SPs before 2018)	Operational activities, Culture of results/RBM	Alignment with strategy	Effectiveness
Corporate Evaluation of UN Women's Contribution to Governance and National Planning	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2019	Very Good	UN-Women to work proactively through its Regional and Country Offices to support stronger national c...		UN-Women accepts this recommendation. As noted in the evaluation, UN-Women has unique experience in engaging civil society, a comparative advantage in the UN system. The Theory of Change for the Strategic Plan Output on GNP (2.5), defined as "more national and local plans are gender responsive", emphasizes the roles of women's organizations in scrutinizing and demanding transparency for government spending on gender equality. To operationalize this recommendation, UN-Women will also draw on lessons from its HIV/AIDS work which has been successful in fostering long-term partnerships with grassroots women’s organizations and creating effective channels for their voices to be part of policy forums. This recommendation presents an opportunity to codify knowledge and lessons learned to identify good practices in sustaining meaningful engagement of civil society. UN-Women will also analyse qualitative data from country reporting on SP Output 2.5, Indicator 2.5.4 (on strengthening women's organizations’ capacity to advocate for GRB) for inclusion in knowledge products and guidance. This codification will support UN Women Offices to further strengthen their engagement with civil society on gender responsive GNP.	Accepted	Governance and planning (SPs before 2018)	Operational activities	Capacity development, National ownership	Effectiveness
Corporate Evaluation of UN Women's Contribution to Governance and National Planning	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2019	Very Good	UN-Women to work proactively through its Regional and Country Offices to assist national GNP partner...		UN-Women accepts this recommendation. Leaving no one behind is a central principle of the 2030 Agenda and the UN-Women Strategic Plan 2018-2021. Gender responsive GNP must be rooted in this principle and focuses on ensuring that government plans and budgets are structured to meet the needs of all people, including the most marginalized women and girls. UN-Women has implemented actions to address marginalized women through GNP, as noted in the evaluation, but will work to support countries in more fully capturing these efforts. Recognizing that data and statistics are indispensable for highlighting the needs of marginalized women who are left behind and whose rights are not always prioritized in policy-making, UN-Women’s flagship programme on gender statistics aims to create an integrated evidence base that informs decision-making to reach those furthest behind first. UN-Women will support national partners to establish and integrate monitoring, reporting and evaluation approaches that capture quantitative and qualitative data to assess how gender responsive plans and budgets contribute to changes in women's lives. The response to this recommendation is closely linked with Recommendation 5 on the Theory of Change and Recommendation 9 on Knowledge Management. UN-Women takes note of the sub-recommendation on conducting sample studies to demonstrate the causal links between gender-responsive budgeting and gender equality outcomes. This activity has been envisaged as part of the UN-Women/IMF strategic partnership to build the empirical base and economic knowledge on these causal links. It will be pivotal in expanding the evidence base in how gender-responsive budgeting contributes to improving budgeting systems overall as well as closing gender gaps.	Accepted	Governance and planning (SPs before 2018)	Operational activities, Culture of results/RBM	Promoting inclusiveness/Leaving no one behind, Knowledge management	Effectiveness, Impact, Human Rights, Gender equality
Corporate Evaluation of UN Women's Contribution to Governance and National Planning	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2019	Very Good	UN-Women to accelerate the institutionalization of the Results Management System, to articulate resu...		UN-Women accepts this recommendation. Significant progress was made in the last year to strengthen systematic Country/Regional Office reporting on Strategic Plan (SP) outputs and outcomes through the Results Management System (RMS). In 2018, the first year of implementation of the UN-Women Strategic Plan 2018-2021, detailed guidance in the form of Methodological Notes was provided to all Country Offices. This guidance was intended to improve consistency and coherence in reporting against each SP indicator and contribute to UN-Women's aggregation of data against each SP indicator across countries. Based on the lessons and gaps identified through the 2018 annual reporting process, UN-Women will improve annual reporting guidance, technical support and narrative questions to improve information and data on how specific results were achieved and the impact these results have on the lives of women and girls as well as key lessons learned and promising/good practices. Additionally, the review of the Outcome 2 ToC (see Recommendation and Response 5) presents a further opportunity for UN-Women to deliver technical support to Country Offices on how best to document change processes across the GNP cycle. UN-Women notes that the RMS needs to be leveraged in a complementary manner with other UN-Women systems. For instance, the GATE system is for evaluation-related data and documentation, and UN-Women Share Point is used for general documentation management while Atlas continues to be the corporate financial and accounting system. An RMS project module has been piloted in several offices but does not yet include project management functionalities, including project monitoring and reporting. UN-Women has initiated development and roll out of an enhanced system to support the project management module. This aims to facilitate more effective project management and capture all project-level data and documents to allow UN-Women to aggregate and analyse the data of all projects and capture additional data on organizational projects.	Accepted	Governance and planning (SPs before 2018)	Culture of results/RBM, Organizational efficiency	Not applicable	Efficiency
Corporate Evaluation of UN Women's Contribution to Governance and National Planning	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2019	Very Good	UN-Women to continue the drive for its knowledge management strategy to support knowledge management...		UN-Women accepts this recommendation. UN-Women’s Strategic Plan 2018-2021 highlights the importance of strengthening its knowledge platforms; developing communities of practice (COPs) and bringing together thematic expertise and knowledge from across the organization to advance global norms and strengthen country programming on gender responsive GNP. The corporate Knowledge Management Strategy, promulgated on 31 October 2018, presents the framework for the effective production, sharing and application of knowledge across the organization. UN-Women will identify areas where new knowledge on gender-responsive GNP is needed. The development and dissemination of high-quality knowledge on gender responsive GNP will feed into the integrated package of policy and programme support (see Recommendation 1). UN-Women is also refining and updating its intranet to support increased accessibility of relevant information and knowledge across UN-Women. Based on the recommendation for dedicated human resources with GNP expertise, UN-Women will make strategic investments to prioritize GNP knowledge management at global level to grow and maintain a community of practice; facilitate exchanges between regions and countries; conduct webinars on global normative developments; produce practical guidance, policy briefs, knowledge tools and training for country implementation for gender-responsive GNP. Improved internal knowledge sharing will enable GNP staff across UN-Women to access the most cutting-edge knowledge, guidance and tools to strengthen programming and position UN-Women externally as a thought leader on gender-responsive GNP.	Accepted	Governance and planning (SPs before 2018)	Culture of results/RBM, Organizational efficiency	Knowledge management	Efficiency
Corporate Evaluation of UN Women's Contribution to Governance and National Planning	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2019	Very Good	UN-Women to review the use of core funding and consider how it can best be used to enable strategic ...		UN-Women partially accepts this recommendation. As part of the Integrated Budget 2020-2021 and its change management process, UN-Women is reviewing its methodology for core resource allocations to ensure adequate resource distribution within existing levels to all areas of UN-Women's work. It should be noted that, in line with the practice of other agencies, programmable resources are not allocated thematically but geographically; resources allocated to each SP output reflect the needs and prioritization of a given area of work by Country Offices.	Partially Accepted	Governance and planning (SPs before 2018)	Organizational efficiency	Alignment with strategy	Efficiency
Alianzas estratégicas para la igualdad de género y el empoderamiento de las mujeres en Bolivia 2014-2017	Thematic Evaluation	Americas and the Caribbean	Bolivia	2019	Good	1.a Desarrollar una estrategia de fortalecimiento institucional para potenciar el valor añadido, la ...	La evaluación plantea que hay un reconocimiento por parte de los actores/actoras nacionales de la razón de ser de ONU Mujeres, su institucionalidad y su “marca” y se reconoce que ONU Mujeres es relevante para avanzar en la igualdad de género y el empoderamiento de las mujeres en el país. Sin embargo, se plantea también que ONU Mujeres enfrenta limitaciones para dar respuesta a las expectativas que genera y estas se refieren a tres dimensiones: la dimensión financiera, la dimensión técnica y su limitado alcance subnacional. Plantea también como una limitación un trabajo sectorializado.	Son factores que son reconocidos internamente, aunque es probable que no haya la suficiente conciencia de los reales impactos de estos factores limitantes. En ese sentido este punto de la evaluación es relevante para construir esa conciencia y establecer los mecanismos más adecuados para superar estas limitaciones.	Accepted	Not applicable	Organizational efficiency	Capacity development	Effectiveness, Efficiency, Relevance, Sustainability, Impact
Alianzas estratégicas para la igualdad de género y el empoderamiento de las mujeres en Bolivia 2014-2017	Thematic Evaluation	Americas and the Caribbean	Bolivia	2019	Good	1.b Desarrollar una estrategia de fortalecimiento institucional para potenciar el valor añadido, la...	La evaluación pone de manifiesto las oportunidades y los desafíos que enfrenta ONU Mujeres en relación a la presencia del mandato de género en otras agencias del SNU, la existencia de una Estrategia Coordinada de Género y el Grupo de Resultados 4.2 del UNDAF, así como la Reforma del Sistema y su rol de coordinación y liderazgo al interior del SNU en materia de igualdad de género y empoderamiento de las mujeres.	Este es un ámbito estratégico prioritario de ONU Mujeres que debe ser encarado desde el fortalecimiento institucional y desde el liderazgo proactivo de ONU Mujeres en la coordinación Interagencial, sólidamente informada por los mandatos de la Reforma de NNUU.	Accepted	Not applicable	UN Coordination	Internal coordination and communication	Effectiveness, Efficiency, Relevance, Sustainability, Impact
Alianzas estratégicas para la igualdad de género y el empoderamiento de las mujeres en Bolivia 2014-2017	Thematic Evaluation	Americas and the Caribbean	Bolivia	2019	Good	Fortalecer las competencias estratégicas y colaborativas del equipo (Prioritaria)	La evaluación plantea que ONU Mujeres se encuentra en un momento en el que requiere dar un salto cualitativo hacia una siguiente etapa de madurez.	La oficina reconoce que requiere fortalecer una gestión programática integral, propositiva y orientada a resultados, impulsar una gestión basada en evidencia y transparencia, a partir del fortalecimiento de los sistemas de monitoreo y evaluación, la gestión de la información, así como de rendición de cuentas.	Accepted	Not applicable	Culture of results/RBM, Organizational efficiency	Alignment with strategy, Capacity development	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights
Alianzas estratégicas para la igualdad de género y el empoderamiento de las mujeres en Bolivia 2014-2017	Thematic Evaluation	Americas and the Caribbean	Bolivia	2019	Good	Desarrollar un taller de análisis y planificación estratégica para la gestión 2019	Fortalecer una gestión programática integral, propositiva y orientada a resultados	La oficina reconoce que tiene que fortalecer su marco estratégico desde la focalización, la innovación y la recuperación y análisis de la memoria histórica de la institución.	Accepted	Not applicable	Culture of results/RBM, Organizational efficiency	Alignment with strategy, Capacity development	Effectiveness, Efficiency, Relevance, Sustainability
Alianzas estratégicas para la igualdad de género y el empoderamiento de las mujeres en Bolivia 2014-2017	Thematic Evaluation	Americas and the Caribbean	Bolivia	2019	Good	R4: A partir de lo planteado en la Nota Estratégica y el plan de trabajo anual, potenciar la articul...	La evaluación plantea que en el marco del taller de planificación, y desde el enfoque de alianzas, analizar las posibilidades y el potencial para fortalecer la vinculación del trabajo a nivel nacional con el nivel subnacional	La oficna reconoce la necesidad de fortalecer su trabajo en ámbito subnacional ,	Accepted	Not applicable	Not applicable	Alignment with strategy	Effectiveness, Efficiency, Relevance, Impact
Alianzas estratégicas para la igualdad de género y el empoderamiento de las mujeres en Bolivia 2014-2017	Thematic Evaluation	Americas and the Caribbean	Bolivia	2019	Good	R8: Incorporar temas vinculados a agendas nacionales, temas priorizados en función al contexto cambi...	La evaluación plantea que importante que ONU Mujeres vaya abriéndose a temas emergentes, desarrollando conocimientos, así como participando e incidiendo en espacios relevantes desde la mirada de género. En ese entendido, existen temas que se van tornando prioritarios en relación a la igualdad de género y que tienen que ver con las dificultades crecientes en el contexto, relacionadas con el aumento de ciudades intermedias (con las demandas por servicios que conlleva), procesos crecientes de urbanización asociada a una mayor presencia indígena en las ciudades,el cambio climático, el uso de energías renovables, el acceso a la tecnología y la presencia ascendente de posiciones fundamentalistas antiderechos.	La oficina reconoce que tiene que abrirse a temas emergentes, desarrollando conocimiento y participando en espacios relevantes para la innovación.	Accepted	Not applicable	Humanitarian action, Urban agenda (safe cities and safe public spaces), Climate change	Alignment with strategy	Effectiveness, Efficiency, Relevance
Alianzas estratégicas para la igualdad de género y el empoderamiento de las mujeres en Bolivia 2014-2017	Thematic Evaluation	Americas and the Caribbean	Bolivia	2019	Good	R5: En el marco de la Reforma del SNU, reforzar el diálogo con la Oficina Regional, fortalecer la co...	La evaluación plantea que ONU Mujeres Bolivia puede fortalecerse y potenciar su valor agregado desde un enfoque de alianzas estratégicas aplicado hacia la oficina regional y otras oficinas de ONU Mujeres, en particular en la región y otras regiones del Sur Global con las que se pueden intercambiar experiencias y conocimientos, fomentar procesos de interaprendizaje y desarrollar propuestas colaborativas. A nivel Interagencial al interior del SNU, requiere mejoras en la comunicación, articulación y el trajo colaborativo, así como el aprendizaje entre agencias para el abordaje efectivo hacia la igualdad de género y el empoderamiento de las mujeres..	La oficina reconoce que el fortalecimiento de alianzas regionales y con otras oficinas del sur global y el mejoramiento de la comunicación, articulación y el trabajo colaborativo con el SNU son vitales para su fortalecimiento.	Accepted	Not applicable	Partnership	Alignment with strategy, Oversight/governance, Knowledge management, Internal coordination and communication	Effectiveness, Efficiency, Relevance, Sustainability, Impact
Alianzas estratégicas para la igualdad de género y el empoderamiento de las mujeres en Bolivia 2014-2017	Thematic Evaluation	Americas and the Caribbean	Bolivia	2019	Good	R6: Fortalecer las alianzas estratégicas con la academia y el sector privado, en la perspectiva de a...	La evaluación plantea que ONU Mujeres Bolivia puede fortalecerse y potenciar su valor agregado desde un enfoque de alianzas estratégicas aplicado a la academia y el sector privado.	La oficina reconoce la necesidad de fortalecer las alianzas estratégicas con la academia y el sector privado.	Accepted	Not applicable	Partnership	Capacity development, Advocacy	Effectiveness, Efficiency, Relevance, Sustainability, Impact
Alianzas estratégicas para la igualdad de género y el empoderamiento de las mujeres en Bolivia 2014-2017	Thematic Evaluation	Americas and the Caribbean	Bolivia	2019	Good	Desarrollar una metodología de transversalización de un enfoque de “no dejar a nadie atrás” que se a...	La evaluación plantea que ONU Mujeres Bolivia debe desarrollar una metodología de transversalización de género que incluya un marco conceptual de referencia y un marco operativo, así como indicadores de monitoreo y evaluación	ONU Mujeres reconoce que la metodología recomendada sería una herramienta interesante. Se trata de una recomendación que debe ser analizada y profundizada como parte de la planificación estratégica.	Partially Accepted	Not applicable	Not applicable	Capacity development	Effectiveness, Efficiency, Relevance
Alianzas estratégicas para la igualdad de género y el empoderamiento de las mujeres en Bolivia 2014-2017	Thematic Evaluation	Americas and the Caribbean	Bolivia	2019	Good	Desarrollar un foro de partidos políticos sobre las propuestas en materia de género, empoderamiento ...	La evaluación plantea que dada la coyuntura electoral de 2019, y considerando además que existen candidatos muy cercanos a corrientes conservadoras e incluso grupos anti-derechos, resulta de particular relevancia desarrollar un foro sobre las propuestas de los partidos hacia la igualdad de género, el empoderamiento y los derechos de las mujeres. Asimismo, sería clave promover una especie de “observatorio electoral” coyuntural, en alianza con organizaciones de la sociedad civil, para la generación y análisis de información electoral, el monitoreo al cumplimiento de la normativa, así como el desarrollo de mesas de diálogo, análisis político y abogacía.	La recomendación se refiere a llevar a cabo una actividad específica. Se trata de una actividad que varias organizaciones tanto de sociedad civil como del propio Sistema de Naciones Unidas han programado y están llevando a cabo. Es una actividad que también forma parte del plan operativo anual del Grupo 4.2 y que deberá ser discutida en este marco Interagencial. En ese sentido la viabilidad de la actividad deberán ser analizada.	Partially Accepted	Leadership and political participation (SPs before 2018)	Not applicable	Oversight/governance	Impact, Not applicable
Alianzas estratégicas para la igualdad de género y el empoderamiento de las mujeres en Bolivia 2014-2017	Thematic Evaluation	Americas and the Caribbean	Bolivia	2019	Good	A partir de una evaluación de todas las alianzas en curso, desarrollar un marco conceptual, estratég...	La evaluación plantea que “los estudios de caso, así como otras alianzas analizadas en el marco de esta evaluación, evidencian la existencia de distintos tipos, contenidos, dinámicas y grado de sostenibilidad de las alianzas, mostrando que alianzas no consideradas estratégicas en un sentido estricto, en un momento pueden tener un impacto estratégico, y a la inversa, que alianzas consideradas estratégicas pueden perder su potencial e incluso su razón de ser.	La oficina reconoce la necesidad de fortalecer su estrategia de alianzas, la necesidad de apropiarse de los aprendizajes y buenas prácticas y desarrollar lecciones aprendidas en los casos en que los resultados de las alianzas fueron diversos y con diversos grados de sostenibilidad.	Accepted	Not applicable	Partnership	Capacity development, Advocacy	Effectiveness, Efficiency, Sustainability
Final Evaluation of the “Advancing the Implementation of UNSCR 1325 in the oPt	Programme Evaluation	Arab States	Palestine	2019	Good	General Recommendation: The developed UNSCR 1325 NPA corresponds to national priorities with emphasi...		UN Women acknowledge the gaps in the UNSCR 1325 NAP. Findings of this evaluation and the findings generated from UN Women "Lessons Learned for NAP-1325 Drafters: Addressing the Needs and Rights of Women and Girls: An Analysis of the Text of the Iraq, Jordan and Palestine National Action Plans on Women, Peace and Security (2018)" were shared with the Ministry of Women's Affairs and the Higher National Committee on UNSCR 1325. Efforts will be taken to develop a more comprehensive second generation NAP that balance prevention, protection, participation and accountability components.	Accepted	Peace and security (SPs before 2018)	Normative Support	Advocacy	Gender equality
Final Evaluation of the “Advancing the Implementation of UNSCR 1325 in the oPt	Programme Evaluation	Arab States	Palestine	2019	Good	Continue to focus on interventions that will develop the institutional, organizational and individua...		Efforts will be invested to support the development of a well-established NAP monitoring and evaluation system hosted at MoWA, in alignment with international standards. Based on consultations with MOWA as the lead of the Higher National Committee, tailored capacity building on the M&E system, reporting on NAP implementation and high-level advocacy will be provided. MoWA will also lead on the development of an observatory on women’s human rights violations in the framework of UNSCR 1325 and on the organization of a high- level international conference to commemorate the 20th anniversary of the 1325 resolution.	Accepted	Peace and security (SPs before 2018)	Organizational efficiency	Oversight/governance	Efficiency
Final Evaluation of the “Advancing the Implementation of UNSCR 1325 in the oPt	Programme Evaluation	Arab States	Palestine	2019	Good	Support national interventions that empower women to participate in the formal security and justice ...		UN Women Contiune to work on empower women to participate in the formal security and justice delivery through increasing the percentage of women police officers, judges, prosecutors, etc.	Accepted	Peace and security (SPs before 2018)	UN Coordination, Normative Support	Capacity development, Advocacy	Gender equality
Final Evaluation of the “Advancing the Implementation of UNSCR 1325 in the oPt	Programme Evaluation	Arab States	Palestine	2019	Good	Continue to work closely with and capacitate the National Coalition on UNSCR 1325 and Wessal Network...		In partnership with CSO partners in the West Bank and Gaza and in coordination with the higher national committee, tailored capacity development initiatives will be implemented on human rights mechanisms such as the special procedures of the Human Rights Council (i.e. side events, UPR) and the mechanisms of using the Special Rapporteurs to highlight the impact of occupation on Palestinian women’s lives. Partnership between human rights organizations and women’s rights organization will be leveraged to implement international advocacy initiatives targeting the UN Human Rights Council, the Commission on the Status of Women (CSW)39 and the Security Council (i.e. Arria formula). Advocacy campaigns targeting governmental actors and political parties will be also implemented to demand increased representation of women in reconciliation efforts (reconciliation talks as well as follow-up actions) and decision-making.	Accepted	Peace and security (SPs before 2018)	Partnership, Organizational efficiency	Capacity development, Advocacy	Effectiveness, Relevance, Gender equality
Final Evaluation of the “Advancing the Implementation of UNSCR 1325 in the oPt	Programme Evaluation	Arab States	Palestine	2019	Good	Recommendation 5: Advocate for integration of the UNSCR 1325 NAP proposed interventions into regular...		UN Women will support the Ministry of Women's Affairs in developing the 2nd generation NAP through a consultative process under the leadership of the Higher National Committee on UNSCR 1325 which is comprised of main Line Ministries. This process will ensure ownership. Throughout the process, UN Women and MoWA will advocate for the alignment of the NAP with sectoral strategies and ministerial Action Plans.	Accepted	Peace and security (SPs before 2018)	Partnership, Operational activities	National ownership, Advocacy	Effectiveness, Efficiency, Relevance, Gender equality
Final Evaluation of the “Advancing the Implementation of UNSCR 1325 in the oPt	Programme Evaluation	Arab States	Palestine	2019	Good	Invest in a reliable and effective Monitoring and Evaluation System.		Efforts will be invested to support the development of a well-established NAP monitoring and evaluation system hosted at MoWA, in alignment with international standards. Based on consultations with MOWA as the lead of the Higher National Committee, tailored capacity building on the M&E system, reporting on NAP implementation and high-level advocacy will be provided. MoWA will also lead on the development of an observatory on women’s human rights violations in the framework of UNSCR 1325 and on the organization of a high- level international conference to commemorate the 20th anniversary of the 1325 resolution.	Accepted	Peace and security (SPs before 2018)	Culture of results/RBM	Oversight/governance	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality
Final Evaluation of the “Advancing the Implementation of UNSCR 1325 in the oPt	Programme Evaluation	Arab States	Palestine	2019	Good	Continue to disseminate knowledge products developed through the project support (A Study on the Sit...		Knowledge Products produced through BUPW and CFTA and other KP related to the WPS Agenda will contiune to be dissinated to stakeholders as part of the advocacy and lobbying efforts by civil society.	Accepted	Peace and security (SPs before 2018)	Partnership	Advocacy	Relevance, Gender equality
Final Evaluation of the “Advancing the Implementation of UNSCR 1325 in the oPt	Programme Evaluation	Arab States	Palestine	2019	Good	Give more priority to advocacy related to women’s participation in the decision-making process and t...		UN Women will work to build the capacity of young women cadres/leaders (including those who have active participation in students’ unions and municipal councils) on the concepts of civil peace, leadership, and conflict resolution, mediation, peacebuilding, gender in peace processes, communications and advocacy, crisis management etc. and support the participation of those young leaders in political parties and peace and security dialogues. UN Women will support women and their represnatatives through engaging them through policy analysis and development, holding policy dialogues and reviewing the NAP in Palestine, which shall further contribute to creating an enabling environment for women’s full and effective participation and equal opportunities for leadership and decision making in the political and public life.	Accepted	Peace and security (SPs before 2018)	Partnership, Normative Support	Advocacy	Gender equality
Final Evaluation of the “Advancing the Implementation of UNSCR 1325 in the oPt	Programme Evaluation	Arab States	Palestine	2019	Good	CFTA and GUPW are recommended to find innovative ways to engage communities in promoting the impleme...		UN Women will support national partners to organize consultation and awareness raising workshops on the 1325 resolution with women, men and youth at grassroots level to voice their needs and priorities to relevant key actors i.e. line ministries and this is to lobby and advocate on decision makers (both men and women) to address those needs through sectoral plans and governmental interventions. Discussions will take place with networks at grassroots level to include them in this effort. This will ensure that a bottom-up approach that supports community and women’s resilience inform policy formulation.	Accepted	Peace and security (SPs before 2018)	Partnership	Advocacy	Effectiveness
Final Evaluation of the Project titled ‘Building capacity to Prevent Violence Against Women (BCPVAW)	Programme Evaluation	Asia and the Pacific	Bangladesh	2019	Good	RECOMMENDATIONS 1 UN Women should continue to provide guidance and technical support to strengthen ...		UN Women Bangladesh Office accepts the recommendation and would apply the below mentioned key actions from May 2019 in the newly started Combating Gender Based Violence project in which work will continue with universities and the University Grants Commission (UGC) to prevent sexual harassment.	Accepted	Ending violence against women (SPs before 2018)	Partnership, Urban agenda (safe cities and safe public spaces), Youth engagement, Engaging men and boys	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management	Effectiveness, Gender equality
Final Evaluation of the Project titled ‘Building capacity to Prevent Violence Against Women (BCPVAW)	Programme Evaluation	Asia and the Pacific	Bangladesh	2019	Good	RECOMMENDATION 2 UN Women should develop a comprehensive awareness raising campaign plan and knowle...		UN Women Bangladesh office agrees with the recommendation and would apply the below mentioned key actions from May 2019 in the newly started CGBV project which continues to us the strategy of engage with universities and students for prevention of violence against women and social norm change.	Accepted	Ending violence against women (SPs before 2018)	Urban agenda (safe cities and safe public spaces), Youth engagement, Engaging men and boys	Capacity development, Knowledge management	Gender equality
Regional Evaluation on Norms and Standards for GEWE	Normative Support Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2019	Very Good	Reforzar los mecanismos regulares de relación con las agencias del Sistema de Naciones Unidas median...		ONU Mujeres es la agencia líder de los grupos interagenciales de género en los países en los que tenemos una presencia consolidada. Igualmente, lidera a nivel regional el grupo interagencial de género y el de pueblos Indígenas y poblaciones afrodescendientes. El rol de dichos grupos interagenciales es, a veces, demasiado técnico y se considera oportuno darles un rol más estratégico en el acompañamiento/vigilancia a los Gobiernos para el cumplimiento de los compromisos internacionales en materia de igualdad de género y observación de las recomendaciones emanadas de dichos acuerdos.	Accepted	Global norms and standards (SPs before 2018)	Normative Support	Capacity development	Relevance
Regional Evaluation on Norms and Standards for GEWE	Normative Support Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2019	Very Good	Mejorar la articulación de la cooperación en los países en los temas de igualdad de género mediante ...		En países como Colombia y Ecuador existen las mesas de género de la cooperación internacional, en las que ONU Mujeres ha jugado un rol de liderazgo fundamental y se han constituido en iniciativas exitosas de colaboración, intercambio de información y trabajo conjunto.	Accepted	Global norms and standards (SPs before 2018)	Normative Support	Advocacy	Effectiveness
Regional Evaluation on Norms and Standards for GEWE	Normative Support Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2019	Very Good	Mejorar las estrategias de fortalecimiento de los mecanismos de adelanto de las mujeres, sin sustitu...		ONU Mujeres fortalece su asistencia a los Ministerios de la Mujer y los mecanismos de adelanto de la mujer mediante su participación en foros de diálogo, como por ejemplo la Conferencia Regional de la Mujer y el Foro Generación Igualdad, así como crea una serie de servicios de asistencia técnica dirigido a las contrapartes nacionales.	Accepted	Global norms and standards (SPs before 2018)	Normative Support	Capacity development	Effectiveness
Regional Evaluation on Norms and Standards for GEWE	Normative Support Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2019	Very Good	Dado que el nuevo marco estratégico institucional 2018 –2021 cambió la cadena de resultados y desarr...		Ya existe una Teoría del Cambio que adelanta este trabajo en el ámbito normativo en la Nota Estratégica actual de la RO, por lo que la oficina está preparada para implementar esta recomendación en la elaboración de la próxima Nota Estratégica para el 2021.	Partially Accepted	Global norms and standards (SPs before 2018)	Normative Support	Alignment with strategy	Relevance
Regional Evaluation on Norms and Standards for GEWE	Normative Support Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2019	Very Good	Establecer un espacio periódico de análisis de coyuntura de la situación política de los diferentes ...		ONU Mujeres crea y promueve espacios de diálogo interagencial, tanto a nivel regional como nacional, mediante el liderazgo y la participación activa en los GIGs y en los retiros de los UNCTs, así como el diálogo agencial mediante reuniones periódicas con las representantes de los países.	Accepted	Global norms and standards (SPs before 2018)	Normative Support	Advocacy	Gender equality
Regional Evaluation on Norms and Standards for GEWE	Normative Support Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2019	Very Good	Establecer un protocolo que oriente la reacción de los equipos de ONU Mujeres a nivel país frente a ...		Ya existe una estrategia interagencial elaborada por el GIG Regional para hacer frente a las situaciones de ataques y descalificación institucional por parte de los grupos antiderechos. Se acepta esta recomendación y se procederá a compartir dicha estrategia y a traspasarla a mensajes comunicacionales que sirvan para compartir en las redes sociales.	Accepted	Global norms and standards (SPs before 2018)	Normative Support	Advocacy	Human Rights, Gender equality
Regional Evaluation on Norms and Standards for GEWE	Normative Support Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2019	Very Good	Desarrollar una estrategia comunicacional actualizada y abierta sobre la igualdad de género, con esp...		La Oficina Regional está en el proceso de desarrollar una estrategia comunicacional regional, así como una plataforma de intercambio de información entre las diferentes oficinas. Se acepta esta recomendación y se llevarán a cabo las actividades pertinentes para el establecimiento de dicha estrategia a nivel regional, involucrando a las COs y PPOs durante el proceso.	Accepted	Global norms and standards (SPs before 2018)	Normative Support	Internal coordination and communication	Sustainability
Regional Evaluation on Norms and Standards for GEWE	Normative Support Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2019	Very Good	Ampliar el trabajo de apoyo y advocacy hacia los Parlamentos y parlamentarios/as en el sentido del t...		Dentro del trabajo de coordinación que la Oficina Regional lleva a cabo con las COs y PPOs, se evaluará la mejor manera de fortalecer el trabajo que realizan con sus respectivos Parlamentos en materia normativa, aprovechando su presencia e interacción personal en el terreno para llevar a cabo esta labor de la manera más efectiva, sin duplicar tareas ni suplantando roles.	Accepted	Global norms and standards (SPs before 2018)	Normative Support	Advocacy	Effectiveness, Sustainability
Regional Evaluation on Norms and Standards for GEWE	Normative Support Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2019	Very Good	Aplicar criterios derivados de un enfoque interseccional para ampliar los Grupos o Consejos Asesores...		Se acepta esta recomendación de cara a la renovación del Grupo Asesor de la Sociedad Civil (GASC), para la que se tendrá en cuenta un enfoque interseccional, estableciendo como criterio principal la presencia de nuevos actores de los grupos menos representados.	Accepted	Global norms and standards (SPs before 2018)	Normative Support	Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Regional Evaluation on Norms and Standards for GEWE	Normative Support Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2019	Very Good	Asegurar el pleno cumplimiento del uso de las herramientas de monitoreo para poder detectar a tiempo...		Rejected – Desde la Oficina Regional se trabaja con las Oficinas País en el seguimiento de los instrumentos más importantes, especialmente la CEDAW, el EPU, Beijing y los Pactos DESC y Civiles y Políticos. Sin embargo, la recomendación excede el ámbito y capacidad de actuación de la Oficina Regional.	Rejected	Global norms and standards (SPs before 2018)	Normative Support	Oversight/governance, Knowledge management	Effectiveness
Regional Evaluation on Norms and Standards for GEWE	Normative Support Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2019	Very Good	Se precisa que el personal de las Oficinas esté perfectamente alineado y con conocimiento tanto de l...		Elaboración de una COP para la gestión de programas con el objetivo de promover los intercambios de estrategias de trabajo y desarrollo de capacitaciones y webinars para el fortalecimiento del área normativa a todos los niveles (global, regional y nacional).	Accepted	Global norms and standards (SPs before 2018)	Normative Support	Knowledge management	Effectiveness
Regional Evaluation on Norms and Standards for GEWE	Normative Support Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2019	Very Good	Además de armonizar las funciones entre los equipos involucrados, es preciso fortalecer sus capacida...		Rejected - La recomendación es muy similar a la anterior, en cuanto a fortalecer al personal de las Oficinas, y esta tarea se está llevando a cabo a través de las Recomendaciones 9, 11 y 14.	Rejected	Global norms and standards (SPs before 2018)	Normative Support	Advocacy	Relevance
Regional Evaluation on Norms and Standards for GEWE	Normative Support Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2019	Very Good	Se propone explorar mecanismos regionales o subregionales para la cooperación sur-sur en un marco de...		No longer applicable - La cooperación sur-sur se está llevando a cabo a través de la coordinación con las autoridades nacionales en el marco de la Conferencia Regional de la Mujer, que se ha mostrado como el mecanismo de coordinación más dinámico y políticamente relevante, tal y como se menciona en una de las key actions de la Recomendación 3.	Not applicable	Global norms and standards (SPs before 2018)	Normative Support	National ownership	Relevance
Regional Evaluation on Norms and Standards for GEWE	Normative Support Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2019	Very Good	Se recomienda explorar una estrategia de convenios con las unidades encargadas de la alta gerencia p...		La Oficina Regional de ONU Mujeres, en coordinación con las COs, identifica otras instancias nacionales que juegan un rol clave para el avance de la igualdad de género y el empoderamiento de las mujeres, especialmente en el marco de la Agenda 2030.	Accepted	Global norms and standards (SPs before 2018)	Normative Support	Capacity development, National ownership	Effectiveness, Sustainability
Regional Evaluation on Norms and Standards for GEWE	Normative Support Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2019	Very Good	Los cursos on-line, se perfilan como una alternativa concreta de disminuir costos de programas siste...		Not applicable - Considerando que el Centro Global de Formación de ONU Mujeres, ahora ubicado en la sede en New York, ofrece formación en temas muy diversos más allá del Área Normativa, consideramos que esta es una tarea que, de considerarse relevante para la Oficina Regional, tendría que plantearse en otros términos y como un trabajo interseccional a todas las áreas temáticas.	Not applicable	Global norms and standards (SPs before 2018)	Normative Support	Knowledge management	Sustainability
Evaluación Final de la Nota Estratégica de ONU Mujeres Colombia, 2017-2019.	Country-level Evaluation	Americas and the Caribbean	Colombia	2019	Good	Como base para la construcción de su próxima Nota Estratégica/Marco de Cooperación, se recomienda de...		Durante el 2020, en el proceso de formulación de la nueva Nota Estratégica/Marco de Cooperación se realizará la actualización de la Teoría de Cambio. Este proceso tendrá en cuenta, además de los hallazgos de la evaluación, las ventajas comparativas de ONU Mujeres Colombia, las prioridades establecidas en el nuevo UNSCDF, el Plan Nacional de Desarrollo 2018-2022 y el contexto del país frente la construcción de la paz sostenible y la emergencia COVID-19, así como otros marcos normativos nacionales e internacionales. En este sentido, la Teoría de Cambio estará basada en el triple mandato de ONU Mujeres y su valor agregado en la construcción de la paz sostenible; en la estructura global de ONU Mujeres; en la inclusión del enfoque de género en las agendas del Estado; y en el cumplimiento de los marcos normativos nacionales e internacionales referentes a la igualdad de género y el empoderamiento de las mujeres, incluyendo el cumplimiento de los objetivos de la Agenda 2030	Accepted	Not applicable	Culture of results/RBM	Alignment with strategy	Relevance
Evaluación Final de la Nota Estratégica de ONU Mujeres Colombia, 2017-2019.	Country-level Evaluation	Americas and the Caribbean	Colombia	2019	Good	Se recomienda fortalecer institucionalmente la aplicación coherente, sistemática e integrada del enf...		A partir del proceso de formulación de la Nota Estratégica/Marco de Cooperación, se realizarán acciones enmarcadas en la eficiencia y la eficacia para fortalecer la aplicación integral del enfoque de gestión basada en resultados durante todo el ciclo programático. ONU Mujeres ya ha desarrollado líneas de trabajo que permitan fortalecer la apropiación del enfoque en las diferentes áreas programáticas; en este sentido, se buscará reforzar y complementar esta estrategia teniendo en cuenta el crecimiento del portafolio de ONU Mujeres y la diversidad de donantes y requerimientos específicos. Por otro lado, se realizará la revisión interna del ciclo programático y operativo para garantizar la correspondencia y coherencia en la lógica de intervención. El proceso de revisión incluye acotar elementos del marco lógico donde sea posible y ajustar los indicadores para que permitan medir y reflejar los hitos de cambio frente a las transformaciones en igualdad de género y empoderamiento de las mujeres.	Accepted	Not applicable	Culture of results/RBM	Not applicable	Efficiency
Evaluación Final de la Nota Estratégica de ONU Mujeres Colombia, 2017-2019.	Country-level Evaluation	Americas and the Caribbean	Colombia	2019	Good	Se recomienda fortalecer el mandato de coordinación de ONU Mujeres en igualdad de género y empoderam...		Con base en el trabajo previo de ONU Mujeres frente al mandato de coordinación, durante el 2020 se fortalecerá la estrategia de incidencia para la inclusión del enfoque de igualdad de género y empoderamiento de las mujeres en el SNU. Lo anterior se realizará a partir de la participación clave de ONU Mujeres en los espacios interagenciales y de la implementación de acciones a través de una serie de instrumentos y escenarios que serán definidos en el marco del desarrollo de la nueva Nota Estratégica y Marco de Cooperación.	Accepted	Not applicable	UN Coordination	Oversight/governance	Effectiveness
Evaluación Final de la Nota Estratégica de ONU Mujeres Colombia, 2017-2019.	Country-level Evaluation	Americas and the Caribbean	Colombia	2019	Good	Con independencia del modelo de presencia territorial, se recomienda apoyar el fortalecimiento de ca...		ONU Mujeres a nivel territorial cumple un rol clave y diferenciador en la generación de condiciones para avanzar en la igualdad de género y el empoderamiento de las mujeres a nivel local. Desde la oficina país se implementará una estrategia de fortalecimiento de capacidades a las oficias territoriales desde las áreas transversales de ONU Mujeres (operaciones; planeación, monitoreo y evaluación; y comunicaciones y gestión del conocimiento); y bajo el trabajo en conjunto de un área programática específica para cada territorio. Esta estrategia apunta a optimizar el desempeño poniendo a disposición el apoyo del conjunto de capacidades y recursos disponibles en ONU Mujeres para fortalecer su perfil como socio estratégico mejorando su capacidad y agilidad de respuesta contextualizadas a prioridades y elementos emergentes de la agenda política y social en los departamentos. Adicionalmente, la estrategia reconoce la importancia de continuar implementado buenas prácticas como el fortalecimiento de las capacidades del staff presente en territorio.	Accepted	Not applicable	Organizational efficiency	Capacity development	Effectiveness, Efficiency
Evaluación Final de la Nota Estratégica de ONU Mujeres Colombia, 2017-2019.	Country-level Evaluation	Americas and the Caribbean	Colombia	2019	Good	Se recomienda potenciar el apoyo transversal de las Áreas de Servicios transversales al conjunto del...		Considerando que las áreas de servicios constituyen un valor añadido para la eficiencia y eficacia de ONU Mujeres, durante el 2020 se consolidarán los elementos que se han desarrollado a lo largo de la implementación de la actual Nota Estratégica/Marco de Cooperación, con el fin de brindar un acompañamiento a las áreas programáticas más estructurado y alineado a la implementación del enfoque de gestión basada en resultados durante todo el ciclo de intervención. En este marco, el proceso de consolidación incluirá un proceso de revisión interna sobre las herramientas innovadoras para la gestión y el seguimiento desarrolladas por el área de operaciones y el área de planeación, monitoreo y evaluación, así como la implementación de la estrategia de comunicaciones y gestión del conocimiento a nivel territorial.	Accepted	Not applicable	Organizational efficiency	Capacity development	Effectiveness, Efficiency
Evaluation of #HearMeToo Campaign	Programme Evaluation	Americas and the Caribbean	Mexico	2019	Not Rated	To ensure a clear definition of objectives by UN Women from early stages of planning and execution o...		As from the #NoEsDeHombres campaign evaluation findings and recommendations, the #HearMeToo campaign design defined specific, measurable, accurate and timely (SMART) communication objectives for the campaign, which contribute to the achievement of its goals.	Not applicable	Ending violence against women (SPs before 2018)	Youth engagement	Not applicable	Gender equality
Evaluation of #HearMeToo Campaign	Programme Evaluation	Americas and the Caribbean	Mexico	2019	Not Rated	The advertising agency, together with UN Women must ensure the differentiation of the campaign versu...		Global campaigns are flexible to adapt to countries´ needs, however, they do not necessarily lead to more local participation. UN Women CO campaigns are widely recognized for improving country ownership and local participation. Adding up to the global conversation of #HearMeToo provided flexibility to address specific local needs through different components and targeting the campaign to a specific group and thematic. A key issue for global campaigns is the degree of detail required in the upfront definition for leeway at the national level to determine detailed activities as needed. The idea of keeping the hashtag #HearMeToo was for adding up to the global conversations. Nevertheless, the campaign objectives and indicators were only related to the youtubers social media accounts and UN Women’s official accounts.	Partially Accepted	Ending violence against women (SPs before 2018)	Youth engagement	Not applicable	Gender equality
Evaluation of #HearMeToo Campaign	Programme Evaluation	Americas and the Caribbean	Mexico	2019	Not Rated	UN Women must be able to choose the media plan based on facts, taking the likes and preferences of t...		In order to know the segment in depth, the problem they face and what they know about the subject, a qualitative pre-test phase was carried out to determine the market and an early stage of information gathering called “Qualitative Pre-Test: violence experienced by young Mexican women, ”which consisted of conducting group sessions to detect insights on violence in the lives of young women (aged 18 to 24), in addition to identifying digital media that they use most frequently. This was in order to be able to design an assertive and focused communication. UN Women Mexico chooses to narrow the campaign to violence that this audience lives during the courtship based on the findings of said previous study, the main being that most women of the segment had suffered some kind of violence during the stage dating, either experientially, or through a third person. At the same level of importance, it was learned that the channel more important by which this segment learns and consumes content is through the digital channel, specifically Instagram media first, and Facebook and YouTube in second place. A key feature of these platforms and that was used subsequently for the development of the campaign, it is the existence of personalities known as influencers.	Rejected	Ending violence against women (SPs before 2018)	Youth engagement	Not applicable	Gender equality
Evaluation of #HearMeToo Campaign	Programme Evaluation	Americas and the Caribbean	Mexico	2019	Not Rated	Request the advertising agency to generate closeness with the target, using means, tools and people ...		For #HearMeToo campaign the target audience was defined by the Communication team in collaboration with Regional Office and with other UNW CO in LAC region. Once the target audience was defined (Young women between 18-24 years old) several focus group were deployed by the research agency to understand the audiences interests better. Once the target was defined, a pre-test phase was deployed having focus groups with target and non-target audience of different age ranges to test key messages, communication materials, know their perceptions. In #HearMeToo campaign the focus groups were used additionally to know more about the social network consumption of the target audience since it was the first time that UNW CO worked with young people.	Partially Accepted	Ending violence against women (SPs before 2018)	Youth engagement	Not applicable	Gender equality
Evaluation of #HearMeToo Campaign	Programme Evaluation	Americas and the Caribbean	Mexico	2019	Not Rated	The advertising agency through its knowledge of the target – by means of the insights obtained by th...		The #HearMeToo campaign was an innovative campaign through the channels of specific youtubers (Vloggers), the materials were being tested as they were being published, meaning that the observations and comments generated by each material aided in improving the following posts. In this particular case, the youtubers were the ones in charge of developing and creating the communication materials and UNW CO accompanied, guided and reviewed the content previous publication in social networks. It is important to highlight that the creative concept was developed considering the type of videos and materials the target consumes, nevertheless the target was not familiar with VAW; that is why it was difficult to achieve relevance.	Partially Accepted	Ending violence against women (SPs before 2018)	Youth engagement	Not applicable	Gender equality
Evaluation of #HearMeToo Campaign	Programme Evaluation	Americas and the Caribbean	Mexico	2019	Not Rated	Select the Influencers that adhere the cause but being relevant to the message to be transmitted wit...		The three selected vloggers are youtubers who are followed because their personality, as well as they have interesting contents, standing out mainly for the clarity with which they explain, the go step by step, in addition to their creativity for tutorials / content. Regarding their personality, they are identified as having a pleasant personality and a life without scandals. In addition, it exists a close link between the youtuber and the audience, feeling that they speak to them. According to studies, relatability and attainability are two of the biggest reason’s teenagers are impacted by YouTubers, they are perceived as equal. They are ‘just’ average teens creating unique content. Attention is gained for their personalities, unique talents and creativity, which teenagers strive to achieve. The intimate stories about personal lives make them seem approachable and trustworthy; nevertheless, almost none of YouTube celebrities has VAWG as a discussion subject, therefore the campaign shine a light on violence and raise concern on the vloggers and their audience.	Partially Accepted	Ending violence against women (SPs before 2018)	Youth engagement	Not applicable	Gender equality
Evaluation of #HearMeToo Campaign	Programme Evaluation	Americas and the Caribbean	Mexico	2019	Not Rated	Both UN Women and the evaluation and research agency should adapt the post-test evaluation to the wa...		This was considered in #HearMeToo campaign by developing pre-focus groups to have insights and will be compared with the final results. The monitoring and evaluation team and programme team were involved since the inception phase of #HearMeToo campaign and throughout all the process to provide technical assistance to the evaluation agency in order to ensure a gender-responsive approach throughout the evaluation.	Accepted	Ending violence against women (SPs before 2018)	Youth engagement	Not applicable	Gender equality
Evaluación de proceso del Proyecto “Fortalecimiento de la capacidad de resiliencia en páramo y el mejoramiento de la posición y condición de las mujeres1”	Programme Evaluation	Americas and the Caribbean	Ecuador	2018	Fair	Involucrar a las comunidades desde la etapa de diseño de cualquier proyecto para facilitar la acepta...		El período de implementación del proyecto fue corto, por lo cual fue necesario iniciar con la implementación de forma inmediata limitando el tiempo para la construcción participativa de los resultados. Sin embargo, durante la implementación el proyecto consideró las visiones y perspectivas de la población beneficiaria.	Partially Accepted	Women economic empowerment (SPs before 2018)	Climate change	Promoting inclusiveness/Leaving no one behind	Not applicable
Evaluación de proceso del Proyecto “Fortalecimiento de la capacidad de resiliencia en páramo y el mejoramiento de la posición y condición de las mujeres1”	Programme Evaluation	Americas and the Caribbean	Ecuador	2018	Fair	Establecer mecanismos de difusión de avances y resultados de proyectos que den muestra del valor del...		Al ser un proyecto de corto plazo (12 meses), se obtuvieron resultados concretos en el último trimestre de ejecución por lo que las principales actividades de difusión se realizaron al finalizar la intervención. Por otra parte, se desarrollaron documentos comunicacionales que sistematizaron el proceso, así como testimonios de la participación de las mujeres.	Partially Accepted	Women economic empowerment (SPs before 2018)	Climate change	Knowledge management, Internal coordination and communication	Sustainability
Project Evaluation - Women’s Leadership, Empowerment, Access & Protection in Crisis Response (LEAP)	Programme Evaluation	East and Southern Africa	Kenya	2020	Very Good	Consider providing more resources to livelihood skill development as a strategy to build economic re...	Livelihoods and economic empowerment and male engagement for GBV prevention	UN Women accepts this recommendation to increase the efforts on livelihood skill development for women in refugee settings. UN Women will continue to build in economic empowerment interventions in future programming. KCO takes note of the recommendation to strengthen and expand its male engagement strategy in future interventions.	Accepted	Peace and security (SPs before 2018), Ending violence against women (SPs before 2018)	Operational activities	Capacity development	Gender equality
Project Evaluation - Women’s Leadership, Empowerment, Access & Protection in Crisis Response (LEAP)	Programme Evaluation	East and Southern Africa	Kenya	2020	Very Good	Consider providing Technical Assistance to mainstream gender on “Kalobeyei Integrated Socio-Economic...	Technical assistance to sustain gender equality initiatives and gains	UN Women appreciates this recommendation and evidence generated through the evaluation process. UN Women will engage with other UN agencies working on the Kalobeyei socio-economic development programme to strengthen the gender technical expertise. UN Women will engage the other UN partners in the programme and advocate for them to allocate resources for gender technical assistance. This will help broaden the accountability for mainstreaming gender in the Kalobeyei programme to other UN agencies	Accepted	Peace and security (SPs before 2018)	Partnership, Operational activities	Advocacy	Gender equality
Project Evaluation - Women’s Leadership, Empowerment, Access & Protection in Crisis Response (LEAP)	Programme Evaluation	East and Southern Africa	Kenya	2020	Very Good	Conduct induction training for IP’s on M&E, data collection and outcome-based reporting to enhance I...	M&E, data and evidence	UN Women appreciates the recommendation and concurs with the need for further improvement on outcome-based reporting and data disaggregation in future engagement partnerships. KCO will ensure that future implementing partners are included in the capacity building workshops which are now a standard feature of our partnerships. These workshops cover several of the issues flagged by the evaluation including results-based management and reporting.	Accepted	Peace and security (SPs before 2018)	Culture of results/RBM	Capacity development, Knowledge management	Gender equality
Project Evaluation - Women’s Leadership, Empowerment, Access & Protection in Crisis Response (LEAP)	Programme Evaluation	East and Southern Africa	Kenya	2020	Very Good	The LEAP framework ensures the rights of refugee women and girls are upheld and response to the need...	Programme expansion	UN Women accepts this recommendation. UN Women KCO will develop a concept note on the next phase of the project based on the evaluation report findings and recommendations to build on the results achieved and promote gender equality and women’s empowerment in crisis settings in Kenya. UN Women appreciates the recommendation on the project duration and understands the challenges women faced in the refugee camps. A longer-term intervention will be considered in the next phase of the project to address the socio-cultural barriers towards women.	Accepted	Peace and security (SPs before 2018)	Operational activities	Advocacy	Sustainability
Project Evaluation - Integrating Gender in Peace Support Operations	Programme Evaluation	East and Southern Africa	Kenya	2020	Fair	RECOMMENDATION 1 There is need to use research findings to inform next cycle of programming particu...		MANAGEMENT RESPONSE UN Women Kenya has committed to expand the evidence base on the impact of conflict on women and girls, the diverse roles that women and girls play in conflict, and the positive and transformative impact of including women’s active leadership and participation in peace and security decision making processes. The recommendation to interrogate persisting barriers that continue to limit the translation of progressive frameworks from policy to practice is well noted, and has been utilized by UN Women to inform future programmes and interventions regarding the full implementation of WPS polices including the Kenya National Action Plan on UNSCR 1325, and the Gender Pillar of the National Strategy to Counter Violent Extremism.	Accepted	Peace and security (SPs before 2018)	Culture of results/RBM	Evidence, Data and statistics	Sustainability
Project Evaluation - Integrating Gender in Peace Support Operations	Programme Evaluation	East and Southern Africa	Kenya	2020	Fair	RECOMMENDATION 2 To comprehensively address peace and security issues across the conflict prone cou...		MANAGEMENT RESPONSE Due to limited sources of funding UN Women often has to prioritize specific counties where programmatic interventions will be implemented under any given project. UN Women Kenya also utilizes a programmatic approach to implement interventions in counties where UN Women is more broadly supporting efforts towards gender equality and women’s empowerment, specifically regarding women’s leadership in decision-making, ending violence against women, and women’s economic empowerment. Where possible UN Women will endeavor to expand women, peace and security interventions into the recommended counties, and prioritize those that are most affected by conflict.	Accepted	Peace and security (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind	Sustainability
Project Evaluation - Integrating Gender in Peace Support Operations	Programme Evaluation	East and Southern Africa	Kenya	2020	Fair	RECOMMENDATION 3 There is need to monitor the implementation of the MoD Gender Policy to document ga...		UN Women Kenya provided technical and financial support to the Ministry of Defense to develop a Gender Policy. UN Women has continued to provide support to the Ministry of Defense to disseminate the policy to as staff and personnel within different levels of the Ministry of Defense. UN Women will where possible provide support to IPSTC to undertake an analysis of the implementation of the Gender Policy, and share best practices and lessons learned with other peace and security stakeholders within Kenya and the East African region.	Accepted	Peace and security (SPs before 2018)	Not applicable	National ownership	Impact
Project Evaluation - Integrating Gender in Peace Support Operations	Programme Evaluation	East and Southern Africa	Kenya	2020	Fair	RECOMMENDATION 4 There is need to document the project in the form of short videos to measure impact...		This is a good recommendation but coming at the end of the project. Under the project Integrating Gender in Peace Support Operations in Eastern Africa there were no funds ear marked for the documentation of successes in video format. However, should IPSTC receive funds to document and disseminate their best practices and lessons learned UN Women Kenya encourages the Centre to utilize interactive and innovative platforms and tools to disseminate their results, lessons learned and best practices to stakeholders and interested parties in Kenya and the region.	Rejected	Peace and security (SPs before 2018)	Culture of results/RBM	Knowledge management	Effectiveness
Project Evaluation - Integrating Gender in Peace Support Operations	Programme Evaluation	East and Southern Africa	Kenya	2020	Fair	RECOMMENDATION 5 The few female soldiers trained have started making positive changes to themselves ...		Funds allowing, UN Women Kenya will seek avenues to support ToT activities for female officers whose gender capacity has been built to cascade their knowledge to other officers, both female and male where relevant.	Partially Accepted	Peace and security (SPs before 2018)	Not applicable	Capacity development	Sustainability
Burundi Country Portofolio Evaluation	Country-level Evaluation	East and Southern Africa	Burundi	2018	Very Good	Poursuivre la consolidation des capacités techniques du Bureau, en restaurant des compétences techni...	Aspects Organisationnels – décisions recommandées concernant les capacités et structures organisationnelles	En se basant sur la politique de recouvrement des coûts afin de mieux aligner les capacités des programmes et des opérations sur les priorités stratégiques, le Bureau d'ONU Femmes au Burundi prévoit de recruter un total de 19 personnes nécessaire pour la mise en œuvre de la note stratégique 2019 - 2023.	Accepted	Women economic empowerment (SPs before 2018)	Organizational efficiency	Capacity development	Efficiency
Burundi Country Portofolio Evaluation	Country-level Evaluation	East and Southern Africa	Burundi	2018	Very Good	Consolider le réseau des médiatrices de paix et de sécurité en les appuyant avec des activités génér...	Les AGR sont l’unique moyen de garantir l’efficacité dans la pérennité des médiatrices, qui ont besoin de ressources propres pour continuer et amplifier leurs actions au service de la femme et des communautés	Au cours de l’année 2017 et 2018, ONU Femmes avait anticipé sur ce besoin de pérennisation du réseau et initié des AGR dans lesquelles participent des membres du réseau des femmes médiatrices. Dans la mise en œuvre de la Note Stratégique 2019-2023, ONU Femmes prévoit de renforcer techniquement et financièrement le réseau national des femmes médiatrices afin d'intensifier leurs activités de plaidoyer pour la paix .	Accepted	Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018)	Operational activities	Capacity development	Gender equality
Burundi Country Portofolio Evaluation	Country-level Evaluation	East and Southern Africa	Burundi	2018	Very Good	Ouvrir des plateformes d’animation stratégique sur les droits des femmes pour maintenir le sujet viv...	le contexte post crise tend à étouffer les débats, et à rendre inaudible les voix favorables aux femmes	Le Bureau d’ONU Femmes entend faire progresser son mandat normatif en assurant un appui technique et consultatif au Gouvernement pour le respect des engagements nationaux en matière de promotion des droits de la femme notamment à travers le renforcement des mécanismes de rapportage (sur la CEDAW, l’UPR, l'examen Beijing + 25), le renforcement du mouvement des femmes et la mobilisation des acteurs gouvernementaux et du SNU dans les secteurs clés de la santé, l'éducation et la finance, l’agriculture et le bien-être social dans l’organisation des consultations nationales avec toutes les parties prenantes ( les jeunes, les organisations de la société civile, le secteur privé, les médias et les universités	Accepted	Leadership and political participation (SPs before 2018)	UN Coordination, Partnership, Normative Support	Capacity development, Advocacy, Internal coordination and communication	Human Rights
Burundi Country Portofolio Evaluation	Country-level Evaluation	East and Southern Africa	Burundi	2018	Very Good	Etendre à d’autres ministères l’approche de promotion d’un leadership technique féminin expérimenté ...	Un facteur à considérer dans la prise de décision est la disposition des autorités des départements d’extension à jouer le jeu en prenant des mesures de correction une fois que les diagnostics auront mis à nu les gaps au détriment des femmes. on peut ainsi susciter l’émergence d’un leadership technique dans les différents départements ministériels	Le Bureau d’ONU Femmes considère que l’appui à la correction des gaps de leadership féminin dans les différents ministériels, mérite d’être amplifié pour d’évidentes raisons de repositionnement des femmes dans les rouages administratifs nationaux notamment sur des postes techniques et non électifs.	Accepted	Leadership and political participation (SPs before 2018)	UN Coordination, Partnership	Capacity development, Advocacy	Relevance
Burundi Country Portofolio Evaluation	Country-level Evaluation	East and Southern Africa	Burundi	2018	Very Good	Rendre la théorie du changement plus robuste et lisible, en y retenant les leviers sur lesquels prog...	Une théorie de changement robuste consitue un facteur important à considérer à l’état actuel et à venir du contexte, national, régional et international, pour déterminer les objectifs et les stratégies du programme. en effet, c’est la qualité de la théorie du changement qui détermine l’influence finale et globale du programme	UNWOMEN Burundi a élaboré sa nouvelle note stratégique pour 2019-2023 à travers un processus de consultation large avec le Gouvernement et les parties prenantes en abordant les défis et les lacunes entravant l'élimination des inégalités de genre, en se référant aux recommandations du projet de rapport final de l'évaluation du portefeuille de pays (2018) et en s'appuyant sur des enseignements tirés de la gestion des projets en cours. Dès lors, il existe de fortes raisons de croire que la théorie de changement proposée repose sur une compréhension approfondie du contexte et des facteurs subséquents sur lesquels il faut agir.	Accepted	Governance and planning (SPs before 2018)	Culture of results/RBM	Alignment with strategy	Effectiveness, Efficiency, Relevance, Sustainability, Impact
Burundi Country Portofolio Evaluation	Country-level Evaluation	East and Southern Africa	Burundi	2018	Very Good	Poursuivre la consolidation de la fonction de coordination, au sein du Système des Nations Unies et ...		ONU Femmes considère que les partenariats stratégiques et la coordination sont la clé du succès du bureau dans ses interventions. Dès lors, ONU Femmes va continuer à renforcer les relations existantes et à nouer de nouvelles relations avec un large éventail de partenaires en particulier avec le gouvernement, les organisations donatrices, le secteur privé, les OSC, organisation de la foi et de la communauté, etc.	Accepted	Global norms and standards (SPs before 2018)	UN Coordination	Capacity development, Advocacy	Gender equality
Burundi Country Portofolio Evaluation	Country-level Evaluation	East and Southern Africa	Burundi	2018	Very Good	Redonner du souffle à la mobilisation de ressources dans un contexte de coopération difficile, en l’...	il existe un risque que se poursuive la dégradation des ressources du Programme, financé pour ce cycle à 76% de sa programmation budgétaire initiale. Le programme se met en œuvre et diffuse ses effets dans l’environnement avec les ressources. sans ressources externes, il n’y a pas d’impact important possible.	Le Bureau ONU Femmes du Burundi dispose déjà d'une stratégie de mobilisation des ressources du bureau pour soutenir la mobilisation des ressources tout au long de la mise en œuvre de la nouvelle note stratégique 2019 - 2023. Elle met accent sur l'engagement des donateurs sur une base bilatérale, l'institutionnalisation du dialogue avec les partenaires de développement et sur le lead ou le co - lead dans les efforts conjoints avec d'autres agences des Nations Unies.	Accepted	Governance and planning (SPs before 2018)	Organizational efficiency	Advocacy, Resource mobilization	Efficiency
Burundi Country Portofolio Evaluation	Country-level Evaluation	East and Southern Africa	Burundi	2018	Very Good	Consolider les stratégies de plaidoyer en les intégrant dans des synergies inter agences et en diver...		UN Women Burundi reconnaît l’importance d’une stratégie de plaidoyer conjointe et ciblée, en particulier en ce qui concerne les processus de réforme des lois au Burundi. A cette fin, UN Women Burundi va continuer à positionner le GEWE en tant que question clé dans le pays par le biais des divers groupes sectoriels ou thématiques mis en place pour coordonner les interventions des Nations Unies et des gouvernements sur GEWE et va renforcer son rôle en mettant en avant son avantage comparatif dans le domaine de l’égalité des sexes.	Accepted	Global norms and standards (SPs before 2018)	UN Coordination	Alignment with strategy, Capacity development	Effectiveness, Gender equality
Burundi Country Portofolio Evaluation	Country-level Evaluation	East and Southern Africa	Burundi	2018	Very Good	Insérer les activités du Programme dans la planification annuelle du Ministère chargé du Genre pour ...	le décalage qui existe maintenant entre le cycle budgétaire de l’Etat qui va de Juillet à Juin, et celui d’ONU-Femmes qui reste sur l’année calendaire, empêche le Ministère d’évaluer les contributions du Programme et reporter en haut lieu sur ses contributions	La SN 2019-2023 du Bureau ONU Femmes du Burundi s'aligne sur les principaux cadres de planification stratégique du pays en matière du GEWE comme la Politique Nationale Genre, le plan d'action de la Rés 1325, etc. En tenant compte du décalage qui existe entre le cycle budgétaire de l’Etat adapté à celui des Etats de l’EAC et le cycle mandataire de planification d’ONU Femmes, ONU Femmes va mettre en place une stratégie de communication efficace sur ses interventions et à partager avec le Ministère du genre les rapports et les évaluations produits par le Bureau et plaider que les résultats et les impacts produits par ces interventions soient pris en compte dans le rapport du Ministère en charge du genre	Accepted	Governance and planning (SPs before 2018)	UN Coordination, Partnership	Alignment with strategy, Capacity development	Effectiveness, Sustainability
Burundi Country Portofolio Evaluation	Country-level Evaluation	East and Southern Africa	Burundi	2018	Very Good	Elargir le développement de capacités aux structures de base du Ministère chargé du Genre, notamment...	la faiblesse des relations de collaboration entre les strucutures étatiques au nveau local restreint l’efficacité des médiatrices qui se heurteraient à des agents communaux non préparés lorsqu’elles remontent les conflits au niveau de la commune. l'amélioration des relations de collabortion entres les médiatrices et les administratifs au niveau communautaire constitue un préalable à une bonne durabilité des acquis importants sur le terrain.	ONU Femmes Burundi considère cette approche comme importante non seulement dans le sens de la pérennité des interventions et de l’appropriation de ces interventions par le Gouvernement. Dans la SN 2019-2023, ONU Femmes entend mettre à contribution les CDFC dans la conduite des enquêtes rapides sur l’état nutritionnel des femmes et des enfants ONU Femmes entend associer les femmes médiatrices et les responsables de la CDFC dans le processus de renforcement des connaissances, des compétences et des techniques pour appliquer les normes nutritionnelles essentielles	Partially Accepted	Peace and security (SPs before 2018), Governance and planning (SPs before 2018)	Partnership, Normative Support	Capacity development	Sustainability
Hemayati: Promoting Women and Girls' health and well-being	Programme Evaluation	Arab States	Jordan	2019	Very Good	It is recommended that future projects ensure the voices of beneficiaries are heard within the desig...		The three participating agencies recognize the importance of the participation of beneficiaries in the design process of the programme. While this may have been limited in the first and second phases of the programme, the feedback generated from beneficiaries in those two phases have shaped the design of the third phase.	Accepted	Ending violence against women (SPs before 2018)	Humanitarian action	Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality
Hemayati: Promoting Women and Girls' health and well-being	Programme Evaluation	Arab States	Jordan	2019	Very Good	It is recommended that implementation plans be developed in a consistent manner between the differen...		While the participating agencies recognize the importance of having different types of GBV prevention and Response services available in each center/safe space; it is not necessarily recommended to have the exact same set of services in all sites. Therefore, the key actions in response to this recommendation will be towards enhancing coordination efforts aim to improve referrals between different organizations, to avoid duplication of efforts.	Partially Accepted	Ending violence against women (SPs before 2018)	UN Coordination, Partnership, Humanitarian action	Capacity development, National ownership	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Hemayati: Promoting Women and Girls' health and well-being	Programme Evaluation	Arab States	Jordan	2019	Very Good	It is recommended that programmes develop standard staff training package as well as standard activi...		GBV case management services are available with a good geographical coverage but an investment in quality is still needed - building capacity is essential to ensure survivors access compassionate, professional care.	Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	UN Coordination, Partnership, Humanitarian action	Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Hemayati: Promoting Women and Girls' health and well-being	Programme Evaluation	Arab States	Jordan	2019	Very Good	It is recommended to work with donors for extended funding cycles even within emergencies to ensure ...		The three participating UN Agencies will look at opportunities for multi-year funding to ensure continuation of services in GBV Programming.	Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	UN Coordination, Partnership, Humanitarian action	Capacity development, National ownership, Advocacy	Effectiveness, Efficiency, Relevance, Human Rights, Gender equality
Hemayati: Promoting Women and Girls' health and well-being	Programme Evaluation	Arab States	Jordan	2019	Very Good	It is recommended that a clear and standard management structure for joint projects be developed. It...		The three participating UN Agencies had a clear management structure, focal points from three agencies were assigned, steering committee established…. Etc.. However; the 3 agencies recognize the added value of this recommendation noting that it may not be applicable according to Donor Restrictions or funding availability	Partially Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	UN Coordination, Partnership, Humanitarian action	Capacity development, National ownership, Advocacy	Effectiveness, Efficiency, Relevance, Human Rights, Gender equality
Hemayati: Promoting Women and Girls' health and well-being	Programme Evaluation	Arab States	Jordan	2019	Very Good	It is recommended that the UN system and with GoJ develop new methods of acquiring approvals for joi...		The three participating agencies recognize the importance of this recommendation; however, this is beyond the control of the three agencies and In the hands of MOPIC and GOJ	Partially Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	UN Coordination, Partnership, Humanitarian action	National ownership, Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Evaluation of the National Strategy for Women and A Situational Analysis of Women’s Rights and Gender Equality in Jordan (2013 – 2017)	Strategy/Policy Evaluation	Arab States	Jordan	2019	Fair	UN Women and JNCW to ensure developing a clear and effective communication and dissemination strateg...	- Develop a plan for the effective dissemination of the strategy. This should include a plan for dissemination of the strategy (including action plan, budget, etc.) among key stakeholders in all governorates as well as a media strategy to ensure knowledge among the general population, with full online accessibility. - The JNCW should work closely with governorates, municipalities, local councils and other stakeholders and take a leading role in the communication with these stakeholders and entities.	UN Women and JNCW agrees that the NSW needs a clear communication and outreach plan	Accepted	Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	Not applicable	Alignment with strategy, National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy	Human Rights, Gender equality
Evaluation of the National Strategy for Women and A Situational Analysis of Women’s Rights and Gender Equality in Jordan (2013 – 2017)	Strategy/Policy Evaluation	Arab States	Jordan	2019	Fair	Ensure that the future strategy focuses on inclusion and integration through applying a participator...	- Ensure that the future strategy captures more than just women empowerment, but also focuses on inclusion and integration. Community sessions should be held in order to involve the beneficiaries of the strategy, such as women in rural areas, youth, people with disabilities and refugee women, in the design of the strategy. - UN Women and JNCW to ensure that key stakeholders from all governorates are included in the process of designing the future strategy, thus applying a participatory and collaborative approach. - For the future strategy, the JNCW should clearly outline how stakeholders are being selected to participate in the designing of the strategy.	UN Women and JNCW agrees on the importance of an inclusive strategy and that the design process must be inclusive for diverse needs to be integrated	Accepted	Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Evaluation of the National Strategy for Women and A Situational Analysis of Women’s Rights and Gender Equality in Jordan (2013 – 2017)	Strategy/Policy Evaluation	Arab States	Jordan	2019	Fair	Ensure proper alignment of the NSW objectives with implementation plans being developed by all level...	- Include a strong analysis of gender equality issues per governorate in Jordan. This will ensure that stakeholders in the different governorates can adjust their implementation strategy to ensure that the most pressing needs in their governorate are fully addressed. - Incorporate the strategic objectives of the NSW in government strategies and plans that are being developed during the implementation of the strategy.	UN Women and JNCW agrees on the importance of the strategy being aligned to government plans and priorities	Accepted	Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Not applicable	Alignment with strategy, National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy	Human Rights, Gender equality
Evaluation of the National Strategy for Women and A Situational Analysis of Women’s Rights and Gender Equality in Jordan (2013 – 2017)	Strategy/Policy Evaluation	Arab States	Jordan	2019	Fair	Develop an effective and clear monitoring and evaluation plan for the future strategy to measure pro...	- Conduct an annual review of the future strategy. This review should again be done through a participatory process in which stakeholders from all governorates are included.	UN Women and JNCW agrees that the plan should have a strong performance framework	Accepted	Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Not applicable	National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy	Human Rights, Gender equality
Evaluation of the National Strategy for Women and A Situational Analysis of Women’s Rights and Gender Equality in Jordan (2013 – 2017)	Strategy/Policy Evaluation	Arab States	Jordan	2019	Fair	There should be a clear set of roles and responsibilities with regards to the implementation, coordi...	- The future strategy should clarify who is responsible for allocating funds towards the implementation of the strategy. For this, the JNCW can make use of the same funding model as is being used for the JONAP. - Clarify the role of the JNCW and all other relevant stakeholders involved in the coordination or implementation of the strategy. Where possible, stakeholders should officially confirm their responsibility in the implementation of the strategy. Furthermore, Ministries should function as the main implementors of the strategy and other stakeholders (i.e. CSOs, private sector, etc.) should support those efforts. - Responsibility should be based on the decision- making structure in Jordan. Therefore, JNCW will follow up with the gender focal points appointed in each governmental institution/ministry/municipilaty. These gender focal points should communicate with the relevant stakeholders at the national level and in their respective governorate as well as monitor and report on the progress of the implementation of the strategy. - JNCW should be tasked with monitoring and coordination roles and providing technical support to implementation by relevant ministries and government officials and ensuring it is moving towards achieving results. The Interial Ministerial Committee IMC on the other hand, as a political body, should have an overarching role in ensuring implementation and promoting political will.	UN Women and JNCW agree on setting clear roles and responsibilities for all stakeholders involved at the implementation, coordination and monitoring level to ensure the right approach is being taken forward	Accepted	Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Not applicable	National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy	Human Rights, Gender equality
Evaluation of the National Strategy for Women and A Situational Analysis of Women’s Rights and Gender Equality in Jordan (2013 – 2017)	Strategy/Policy Evaluation	Arab States	Jordan	2019	Fair	UN Women and JNCW to ensure social norms and social roles are fully considered in the future strateg...	- Ensure that the future strategy contains specific action points for each of the established axes on how to deal with the societal views and beliefs that counteract these achievements of those objectives. A particular important role in this regard should be assigned to CSOs at the governorate level. - Ensure that positive legal changes are followed by community awareness raising activities to ensure that the effects of legal changes can sustain over time.	UN Women and JNCW agrees harmful social norms are a key barrier to women’s empowerment in jordan and this issue should be central in the new NWS	Accepted	Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Normative Support	Alignment with strategy, National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy	Human Rights, Gender equality
Evaluation of the National Strategy for Women and A Situational Analysis of Women’s Rights and Gender Equality in Jordan (2013 – 2017)	Strategy/Policy Evaluation	Arab States	Jordan	2019	Fair	JNCW and UN Women to ensure political will and government buy-in with regards to the endorsement and...	- JNCW should work closely with the different relevant ministries to gauge the level of support the future strategy can expect from these ministries. Additional activities may be needed to further ensure that a future strategy is seen as a key priority among ministries. Such activities may include workshops and seminars with officials from different ministries to discuss the strategy, its progress and the main challenges that hamper the achievement of its objectives. - Ensure that the strategy is actively supported by different government ministries so that the newly gained capacities can be used specifically for the realization of that strategy. - The JNCW should build and maintain relationships with all relevant stakeholders and entities involved in the implementation of the strategy.	UN Women and JNCW agrees political will is a critical component to successful implementation and achieving results	Accepted	Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Normative Support	Alignment with strategy, Oversight/governance, National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy	Human Rights, Gender equality
Final external evaluation of Joint Action for Women’s Economic Empowerment (JAWE)	Programme Evaluation	Europe and Central Asia	Georgia	2021	Very Good	During the next phase of the project, put more emphasis on getting data/evidence on benefits of WEPs...		UN Women has been paying particular attention to collecting data/evidence on benefits of WEPs integration in private companies. Throughout the project we have collected several promising / best practices and produced brochures, organized experience-sharing meetings, conferences, recorded videos. UN Women intends to carry this work forward also in the next phase of JAWE if resources / fundraising allows.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Advocacy	Effectiveness
Final external evaluation of Joint Action for Women’s Economic Empowerment (JAWE)	Programme Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Involve WEPs companies in influencing policy making that promotes equal participation of women in ec...		Implementation of this recommendation started already during the lifespan of the JAWE project, when business associations (Women for Tomorrow and Georgian Chamber of Commerce and Industry) have been contracted to implement components of the project. The aim of the partnership was on one hand, to attract more companies to WEPs movement, and on the other hand, to ensure gender mainstreaming into the agendas of business associations. To make sure that these partnerships are sustainable, further efforts need to be taken.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Advocacy	Gender equality
Final external evaluation of Joint Action for Women’s Economic Empowerment (JAWE)	Programme Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Continue engaging companies – signees of WEPs in promotion of these principles and use their network...		Engaging more companies in WEPs movement is part of the UN Women Annual Work plan for 2021, despite of non- availability of a cost-share project/donor funding currently. Due to the strategic importance of the WEPs work, UN Women Core resources will be allocated to office’s WEPs related work.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Capacity development, National ownership	Sustainability
Final external evaluation of Joint Action for Women’s Economic Empowerment (JAWE)	Programme Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Attract more men - leaders i.e., CEOs of WEPs companies, to raise awareness and deconstruct stereoty...		Majority of CEOs of WEPs signee companies are men. Some efforts have been made to increase their gender sensitivity, but their availability remains a challenge. Targeted actions need to be planned and carried out to ensure their increased commitment and engagement.	Accepted	Women economic empowerment (SPs before 2018)	Engaging men and boys	Advocacy	Impact
Final external evaluation of Joint Action for Women’s Economic Empowerment (JAWE)	Programme Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Continue raising awareness on criticality of public and private partnerships (SDG 17) in promotion o...		JAWE project has indeed initiated some interesting public – private partnership cases. Further efforts will be made to strengthen them.	Accepted	Women economic empowerment (SPs before 2018)	UN Coordination, Partnership	Capacity development, Promoting inclusiveness/Leaving no one behind	Impact, Human Rights
Final external evaluation of Joint Action for Women’s Economic Empowerment (JAWE)	Programme Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Ensure more synergies with projects implemented by UN Women and other UN agencies i.e., FAO, UNDP, t...		UN Women is co-chairing together with UNDP the Gender Theme Group's Task Force on Women's Economic Empowerment. This Task Force will continue to serve as the platform for enhanced coordination / cooperation of different development players, including UN agencies towards greater economic empowerment of women.	Accepted	Women economic empowerment (SPs before 2018)	UN Coordination	Internal coordination and communication	Impact, Gender equality
Final external evaluation of Joint Action for Women’s Economic Empowerment (JAWE)	Programme Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Strengthen cooperation with local self-governments on WEE using the results of capacity building int...		UN women prioritized cooperation with the local government within JAWE project. Even if GRB work was not initially part of the project, a decision was made to later engage in this work due to its high relevance to WEE locally.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Promoting inclusiveness/Leaving no one behind	Effectiveness
Final external evaluation of Joint Action for Women’s Economic Empowerment (JAWE)	Programme Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Together with other UN agencies support changes in the social assistance system to be able to reach ...		Targeted Social Assistance (TSA) programme remains problematic, causing the dependency on the system and making its recipients economically inactive. Government together with UNICEF has initiated some changes to the TSA, but the main deficiencies of the programme are still in force. While we think that due to Covid-19 related economic crisis it is not realistic now to work on reforming the social assistance system, it can be one of the important advocacy efforts in the future.	Partially Accepted	Women economic empowerment (SPs before 2018)	UN Coordination, Partnership, Normative Support	Capacity development, Advocacy	Human Rights
Final external evaluation of Joint Action for Women’s Economic Empowerment (JAWE)	Programme Evaluation	Europe and Central Asia	Georgia	2021	Very Good	During the next phase, incorporate the COVID-19 dimensions into promotion of participation of women ...		Recommendation is fully accepted. All new projects of UN Women will contain Covid -19 dimension. Promoting regional trade is also a separate priority for UN Women.	Accepted	Women economic empowerment (SPs before 2018)	Organizational efficiency	Capacity development	Efficiency
Final external evaluation of Joint Action for Women’s Economic Empowerment (JAWE)	Programme Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Mainstream issues of resilience of women in the next projects on WEE; these should include strengthe...		Recommendation is accepted. The pandemic has demonstrated that mainstreaming resilience should be a standing priority for UN Women programming work.	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM, Climate change	Promoting inclusiveness/Leaving no one behind	Relevance
Final external evaluation of Joint Action for Women’s Economic Empowerment (JAWE)	Programme Evaluation	Europe and Central Asia	Georgia	2021	Very Good	For the second phase of the JAWE project, integrate into the project design (under the same Outputs...		The concept note of the second phase of JAWE project has been developed and shared with the donor. After / if UN Women receives confirmation of interest from the donor, a detailed project document will be drafted considering the recommendation – more indicators will be added to reflect the complexity of the ToC for WEE and underlying its assumptions;	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM	Oversight/governance	Effectiveness
Final external evaluation of Joint Action for Women’s Economic Empowerment (JAWE)	Programme Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Use the opportunities that are coming from the strategic position of the GCCI in the ongoing dual vo...		UN Women indeed thinks that promotion of vocational education, especially among youth residing in rural areas is very important. Some steps in this direction have already been taken during the lifespan of the project.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Capacity development	Sustainability
Final external evaluation of Joint Action for Women’s Economic Empowerment (JAWE)	Programme Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Continue provision of services to women’s startups and SMEs and support networking between successfu...		Provision of services to women’s startups and SMEs and support networking between successful women-owned business enterprises and women with start-ups/business ideas is indeed very important for UN Women. Despite of absence of donor funding, some key next steps have been identified and planned.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Capacity development	Effectiveness
Final external evaluation of Joint Action for Women’s Economic Empowerment (JAWE)	Programme Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Use opportunities that are coming from the approval of the law on agritourism to upscale interventio...		Work on Agritourism legislation has been highly important for the JAWE project. Parliamentary elections which took place in October 2020, hindered adoption of the law. Currently, the new Parliament is discussing if it will carry forward the adoption of the law or not. Using the opportunities arising from the law /coordinating with UN agencies is a next step in this process.	Accepted	Women economic empowerment (SPs before 2018)	Normative Support	Capacity development, National ownership	Impact
Final external evaluation of Joint Action for Women’s Economic Empowerment (JAWE)	Programme Evaluation	Europe and Central Asia	Georgia	2021	Very Good	Engage regional or municipal media to popularize successful women-entrepreneurs in rural areas by di...		Throughout the project the key emphasis was put on engaging central media outlets. However, when regional forums were taking place, local media was actively covering the events. UN Women considers that project highly contributed to increasing women entrepreneur’s visibility by featuring their stories in different central media outlets (Forbes, Entrepreneur, BMG, Marketer.ge, Mtavari TV), which still remain among most watched/read media outlets. Several local outlets were then taking stories of the local women entrepreneurs and publishing them in local newspaper or inviting them in the local TV show. While we share the idea that local media can be an important additional resource for promoting women entrepreneurs, we consider that central media outlets have much higher rating and should remain as key partners.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Promoting inclusiveness/Leaving no one behind, Advocacy	Relevance
"From Opportunities to Capacities: A Multi-Sectoral Approach to Enhancing Gender Responsive Governance”	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2021	Very Good	UN Women should build upon its agency as an independent, nonpartisan coordinating body for furtherin...	UN Women should continue to facilitate coalitions and partnerships among the government ministries and departments, CSOs, and the community. They should also engage the private and corporate sector in the advocacy for gender responsive governance mechanisms. This will ensure additional resources for escalated impact. The aim should be to leave no one behind at the panchayat, state or national levels and build an evidence-base that can feed into its global normative and advocacy work.	The Country Office (CO) in 2021 has already prioritised, postured and positioned its work under inclusive governance in alignment with the leading, national discourse of “Women Led Development.” The CO’s longstanding work under Governance on Gender Responsive Budgeting (GRB), Ending Violence Against Violence (EVAW) and Women’s Economic Empowerment (WEE) established it as the go-to gender expert at both National and Sub-national levels, resulting in the CO establishing new partnerships with Ministry of Corporate Affairs, Ministry of Skill Development and Entreprenuership and Ministry of Electronics and Information Technology along with the States of Kerala and Tamil Nadu. Embedding the CO’s work in the national discourse will allow for institutionalizing change for longer term, irreversible gains. The India CO has strengthened its presence in states like Madhya Pradesh, Maharashtra and Delhi NCR and further expanded its outreach to newer states like Bihar, Andhra Pradesh and Manipur	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership	National ownership	Relevance
"From Opportunities to Capacities: A Multi-Sectoral Approach to Enhancing Gender Responsive Governance”	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2021	Very Good	UN Women should leverage the current institutional partnerships with the government to create a unif...	UN Women, in collaboration with MoPR and other critical ministries create a multi-thematic and unified platform for all stakeholders by leveraging existing partnerships. The programme should use existing partnerships as fulcrum for engaging with other agencies and bringing them to the platform for shared accountabilities. It is also recommended that UN Women explores the possibility of usage of powerful communication tools and platforms to highlight the success stories of this programme in order to establish linkages with states currently not a part of the intervention.	UN Women through the UNCT will collaborate with NITI Aayog, the premier policy ‘Think Tank’ of the Government of India (GoI), through direct technical support as well as by convening dialogue platforms where we advocate for strengthened implementation of gender commitments in the SDGs, including those on Gender Responsive Governance. UN Women will continue to advocate with Ministry of Statistics and Programme Implementation (MoSPI), the nodal Ministry for collecting data on SDGs, to ensure an increased focus on improved data collection systems for effective monitoring of SDGs and gender indicators in the national indicator framework for the SDGs. UN Women in India will continue to work with Gender Equality and Women Empowerment (GEWE) advocates and its Civil Society Advisory Group (CSAG) to strengthen policy advocacy and dialogue platforms to reign in greater coordination with the key stakeholders.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership	Advocacy	Impact
"From Opportunities to Capacities: A Multi-Sectoral Approach to Enhancing Gender Responsive Governance”	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2021	Very Good	UN Women should redesign the programme to become multisectoral with appropriate resource allocation ...	There is a strong emergent need for the programme to prioritise its thematic strength while still reaching wider impact. Selecting one or two strategic ‘signature’ programming models within the sub-thematic areas that are innovative, low-cost and with potential for scale-up, sustainability and potential to apply UN Women’s universal mandate could be beneficial. At the same time, internal and external collaborations could avoid potentially overlapping mandates, reduce resource burden and lead to prioritization of strategies for reaching impact at scale. It should also invest in a thematic resource mobilization approach that builds on existing, innovative, flexible and longer-term funding mechanisms and that addresses regional priorities.	The CO’s longstanding work on GRB, EVAW and Women’s participation in urban planning is now reflected under its work on Governance (Impact Area 1) as the flagship/headline for UN Women’s work in the country. This will help leverage the existing political will, national resources and advocacy. Additionally, given the complex challenge of working on the issue of violence as an urgent national issue, this structure allows us to engage with the larger agenda of women led development governance, a key national discourse. Embedding the CO’s work in the national discourse will allow for institutionalizing change for longer term, irreversible gains. The first outcome is towards a project on Gender Responsive Planning and Budgeting (GRPB) with a budget envelop of approximately USD 2.1 million over 3 year. These resources were actualized in 2020, allowing the CO to resurrect the Impact Area and use it to comprehensively and strategically position its work on Violence, GRB and Women’s participation in governance processes.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Organizational efficiency	Resource mobilization	Efficiency
"From Opportunities to Capacities: A Multi-Sectoral Approach to Enhancing Gender Responsive Governance”	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2021	Very Good	UN Women should integrate new and innovative approaches in its theory of change for better results.	UN Women should invest in innovative programming on social norms change, which comple¬ments its GRG work and develop effective methods to monitor and report on progress in the long-term such as working with Parliamentarians, who can act both as targets and contributors to social norm change through constituency development models etc. It should also build on existing upstream and downstream work to effect social norm change such as engaging with elected men representatives for women’s active participation in political leadership. At the national level, UN Women should provide tactical support to MoPR and other ministries to develop the Gender Responsive Index for federal competitiveness and establishing the Gender Friendly Panchayats in the institutional mechanism of MOPR. With progressive states such as Rajasthan and Odisha, the programme should be recalibrated for intensified efforts across sectors. Similarly, in Maharashtra and MP, the interventions of public safety and safe spaces should be deepened	The CO is working with new partners at the policy level to ensure that newer approaches are integrated with its Theory of Chance (TOC). Towards this the India CO has also signed a Memorandum of Understanding (MOU) with the State Government of Kerala to establish India’s first public Gender Data Hub to collect, analyse and use gender data, including data on Gender Responsive Governance, to inform policy making at the sub-national level. This data center is expected to become operational in 2021. The CO is also investing in innovative technology solutions to provide access to justice and essential services along with ability for the government to monitor progress on GEWE indicators.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Organizational efficiency	Innovation and technology	Efficiency
"From Opportunities to Capacities: A Multi-Sectoral Approach to Enhancing Gender Responsive Governance”	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2021	Very Good	UN Women should develop a long-term capacity-strengthening plan to enhance its ability to deliver re...	UN Women should develop communities of practice across states on integrating gender responsive governance mechanisms across sectors, information exchange and policy dialogues. It should also strengthen corporate capacities and systems to manage and mitigate risks related to women’s political participation in different political system and contexts, including how to identify and deal with potential backlashes to engendering political participation.	The India CO continues to build capacities of different government and non-government stakeholders including Private sector and Civil Societies on different thematic areas under GRG. Although the CO in 2021 is not focusing on political participation, it is working closely with elected representatives at the national levels on GRB, EVAW and WEE. Further expansion of stakeholder engagement will be included in the next SN.	Partially Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Capacity development	Effectiveness
"From Opportunities to Capacities: A Multi-Sectoral Approach to Enhancing Gender Responsive Governance”	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2021	Very Good	UN Women should make its programme more efficient to reach large coverage.	UN Women should institute efficient systems and processes that are flexible and can adapt to the type of partnerships without affecting programme outreach and results. Comprehensive monitoring and reporting framework should be instituted with dedicated personnel, right till the lowest level of intervention. Use of technological platforms to collect, analyse and disseminate reports at regular intervals may be considered. A comprehensive communication plan needs to be executed to showcase the high points of the programme, be it capacity building, technical support or advocacy. While highlighting achievements in the annual forum of EWRs should continue, there needs to be consistent communication with the target group, and more importantly, with the public in general.	UN Women as per its operational mandate and current Strategic Note (SN) pilots scalable programmes and projects to generate evidence, advocate and build capacities of stakeholder both government and non-government to upscale and implement these pilots at large scale. The GRG programme also saw some of its initiatives being replicated and institutionalised by the government.	Rejected	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Not applicable	Not applicable
TEST INDONESIA	Thematic Evaluation	Asia and the Pacific	Indonesia		Not Rated	RECOMMENDATION 1		WE AGREE, and WE WILL IMPLEMNET	Accepted	Ending violence against women (SPs before 2018)	Normative Support	Evidence, Data and statistics	Relevance
Thematic evaluation of Women’s Economic Empowerment (AWEE and FWW) programme	Country-level Evaluation	Asia and the Pacific	Nepal	2019	Very Good	Embed the programme within the local structures by working more explicitly with municipalities by (a...			Accepted	Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018)	Partnership	National ownership, Promoting inclusiveness/Leaving no one behind	Sustainability
Thematic evaluation of Women’s Economic Empowerment (AWEE and FWW) programme	Country-level Evaluation	Asia and the Pacific	Nepal	2019	Very Good	Continue work along the supply chain and also invest in demand creation: many donors, federal and lo...			Accepted	Women economic empowerment (SPs before 2018)	Partnership, Agriculture	Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness
Thematic evaluation of Women’s Economic Empowerment (AWEE and FWW) programme	Country-level Evaluation	Asia and the Pacific	Nepal	2019	Very Good	A stronger focus on migration upstream: Nepal’s explicit policy of exporting labour abroad has a hug...			Partially Accepted	Women economic empowerment (SPs before 2018)	UN Coordination, Normative Support	Advocacy, Knowledge management	Effectiveness, Gender equality
Thematic evaluation of Women’s Economic Empowerment (AWEE and FWW) programme	Country-level Evaluation	Asia and the Pacific	Nepal	2019	Very Good	Strengthen the programmatic approach. In a programme the whole needs to be bigger than the sum of th...			Accepted	Women economic empowerment (SPs before 2018)	Partnership	Capacity development, Advocacy	Effectiveness, Efficiency, Gender equality
Thematic evaluation of Women’s Economic Empowerment (AWEE and FWW) programme	Country-level Evaluation	Asia and the Pacific	Nepal	2019	Very Good	Deepen understanding of target populations by supporting action research projects embedded within in...			Partially Accepted	Women economic empowerment (SPs before 2018)	Partnership, Culture of results/RBM	Knowledge management	Human Rights, Gender equality
Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Bangladesh	2019	Very Good	In preparation of the new SN, include a team-wide initiative to evolve the current programme level t...		This recommendation is accepted. BCO acknowledges the need for team-wide initiative to develop the programme level TOC for the new SN so that the vision of what is expected to change and the logic of steps to achieve the change/causal pathway is clear. The TOC will be used for periodic review programme strategies.	Accepted	Not applicable	Culture of results/RBM	Alignment with strategy	Relevance
Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Bangladesh	2019	Very Good	Following the development of the SN, consider combining this programme statement with the theory of ...		BCO will produce communications material on our overall vision, strategy and programmes including the theory of change and disseminate widely to external stakeholders including the UN system and development partners.	Accepted	Not applicable	Partnership	Advocacy, Resource mobilization	Not applicable
Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Bangladesh	2019	Very Good	Take steps in the UNDAF formulation process to ensure a gender-responsive evaluation that would incl...		This recommendation is accepted. However, it should be noted that whether an UNDAF evaluation will be conducted is out of UN Women’s control. It should also be noted that BCO has led implementation of the UNCT-SWAP Gender Equality Scorecard in 2019 which has reviewed UNCT performance on GEEW coordination, across seven dimensions, namely (1) planning, (2) programming and monitoring and evaluation (M&E), (3) partnerships, (4) leadership and organizational culture, (5) gender architecture and capacities, (6) resources, and (7) results. A follow-up action plan which will promote a twin-track approach to GEEW in the UNSDCF and stronger programmatic coordination on gender has been developed and the implementation of it will be coordinated by UN Women. Opportunities for institutional partnership with key sister agencies is already being explored. The ability to fully implement this recommendation will depend on BCO being allocated additional IB/core resources for senior level international staff that can lead on inter-agency Coordination work.	Accepted	Not applicable	UN Coordination	Promoting inclusiveness/Leaving no one behind	Impact
Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Bangladesh	2019	Very Good	Facilitate the reinstatement of a strong civil society umbrella and advisory group to BCO, either dr...		We accept the recommendation. We agree on the need for BCO to have a Civil Society Advisory Group (CSAG) that will regularly provide us strategic advice on the focus of our Strategic Note and its implementation. BCO will also support an institutionalized government-civil society dialogue on gender equality and women's human rights Issues. While the CSAG will advise BCO on how to best structure a CSO-GO dialogue, the dialogue itself must be with a broader group of CSOs beyond CSAG members. Re-establishment of a CSAG has been already in the pipeline in 2019, and a call for member nomination has recently been announced. The CSAG will be in place in 2020. BCO will also advocate with Government and support the development of a CSO-GO dialogue platform focused on discussing implementation of SDGs and CEDAW commitments on an annual basis.	Accepted	Global norms and standards (SPs before 2018)	Partnership	Advocacy	Gender equality
Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Bangladesh	2019	Very Good	Seeking a defined role for WEE – the operational area in which UN Women’s role is currently least de...		BCO agreed with this recommendation on policy level focus and synergies with other actors as well as working with women's rights CSOs. It is mindful that UN Women's comparative advantage is not in directly offering and reaching numbers of women with trainings and services, but in changing policies and services that will have an impact on a large segment of women who are marginalized.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind, Advocacy	Gender equality
Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Bangladesh	2019	Very Good	Use the proposed functional review process to further explore precise areas in which staff confidenc...		We agree to review our staff induction system, including clarifying roles and responsibilities for staff induction. We agree that operational and programming bottlenecks can be resolved to a certain extent through strengthening understanding of operational procedures, enhancing knowledge exchange and programme thinking by staff, but we believe that the more serious issue is with the structure of the organization that has organically grown based on project funding that has been mobilized, and is missing human resources to undertake some critical cross-cutting functions. As referred to by evaluators in the report, we will be conducting a functional review of the office with the objective of optimizing the office structure. This will address the recommendation of the evaluation to "allocate responsibilities to identified internal bottleneck processes".	Accepted	Not applicable	Organizational efficiency	Not applicable	Efficiency
Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Bangladesh	2019	Very Good	Consider addressing sustainability issues by 1) involving relevant actors more substantially not onl...		BCO accepts this recommendation in terms of involvement of key stakeholders who will play a significant role in implementation of the programme in the design phase of the programme and during implementation and focusing on partnerships and institutionalization of processes for building and sustaining capacity.	Accepted	Not applicable	Operational activities	Capacity development	Sustainability
Country Portfolio Evaluation	Country-level Evaluation	Asia and the Pacific	Bangladesh	2019	Very Good	As part of strategic programme development, sharpen analysis of intersecting forms of inequality amo...		BCO partially accepts this recommendation. We agree that we need a systematic analysis of intersecting and multi-layered forms of discrimination that different groups of women face in our programme development process to identify who are the furthest left behind and what are the root causes for why people are left behind. We also agree that we need to strengthen our monitoring system to capture the extent to which we are reaching the most marginalized women by disaggregating information on our project beneficiaries. We will also continue to support capacity strengthening of the Bangladesh Bureau of Statistics to collect and analyze data disaggregated beyond sex.	Accepted	Governance and planning (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind, Evidence, Data and statistics	Gender equality
Independent Evaluation of UN Women's Fund for Gender Equality (2009-2017)	Programme Evaluation	Global	Fund for Gender Equality	2018	Very Good	Prioritise innovation in access to funding and reaching the furthest behind first	Focus future grant-making and knowledge management on improving access to funding for women’s CSOs to reach the furthest behind first	UN Women acknowledges this recommendation and agrees with the finding. Current funding limitations have posed a challenge for UN Women and the Fund to prioritise grant making of women CSOs. However, new opportunities in the ever-changing development arena are creating entry points for UN Women to ensure that future grant-making and knowledge management improves access to funding for women’s CSOs to reach the furthest behind first. As shown through the results of this 2009-2017 Independent Evaluation of the Fund, FGE is a strategic mechanism/programme to continue to strengthen UN Women's work in this key area of funding women's CSOs and leaving no one behind. Following this recommendation several new opportunities will thus be explored, including but not limited to: - Using the lessons learned from the Fund (& Trust Fund EVAW) to create a UN Women small grants policy that intends on opening the space for women's CSOs that have limited resources and capacity so in order to build their work, expertise, and networks. - Tailoring the FGE model into a UN reform tool that will include opening regional and thematic windows aligned to UNCT strategic entry points and partnering with UN agencies.	Accepted	Not applicable	Partnership, Culture of results/RBM, Organizational efficiency	Promoting inclusiveness/Leaving no one behind, Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality
Independent Evaluation of UN Women's Fund for Gender Equality (2009-2017)	Programme Evaluation	Global	Fund for Gender Equality	2018	Very Good	Leverage FGE’s comparative and collaborative advantages in addressing social norms to align with New...	Advocate with UN Development Group members – including but not limited to UNFPA, UNICEF, UNDP, FAO, IFAD, ILO, IOM, UNEP, and UNHABITAT – for a joint fund for gender equality that will address social norms to advance women’s political and economic empowerment	Linked to Recommendation 1 above, UN Women is to explore, in the 'transformation or tailoring' of the FGE as it currently exists, new ways of working across the UN System including through creating partnerships with UN agencies, in line with the UN Reform process. These could be "light touch" partnerships with relevant agencies depending on the thematic or geographic windows of a grant-making mechanism like the FGE or, transforming FGE into an inter-agency fund that works more like the UNTF modality (this would include a re-branding of the FGE as it currently is).	Accepted	Not applicable	UN Coordination, Partnership, Normative Support, Culture of results/RBM, Organizational efficiency	Alignment with strategy, Oversight/governance, Promoting inclusiveness/Leaving no one behind, Knowledge management, Internal coordination and communication, Evidence, Data and statistics	Effectiveness, Relevance, Impact, Gender equality
Independent Evaluation of UN Women's Fund for Gender Equality (2009-2017)	Programme Evaluation	Global	Fund for Gender Equality	2018	Very Good	Incubate the strategic and organisational capacities of women’s CSOs and networks	Build on the FGE support and strengthen pillars to create an incubator programme for women’s CSOs	UN Women has an innovation team that explores ways in which innovation can accelerate the attainment of gender equality and women's empowerment across the globe. UN Women's Fund for Gender Equality is one unit that has already pro-actively started working on this key emerging issue. Indeed, FGE has spearheaded work on innovation by making innovation a prime focus in its fourth grant-making cycle through its scaling & social innovation and incubation initiative. Through this initiative, FGE is focused on strengthening grantee capacities in a transformative way including through generating outside the box thinking, strengthening research capacities, measuring/monitoring of women led CSO's adaptation/implementation of social innovation programmes, etc.	Accepted	Not applicable	UN Coordination, Culture of results/RBM, Organizational efficiency	Alignment with strategy, National ownership, Knowledge management, South-South cooperation, Innovation and technology, Evidence, Data and statistics	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality
Independent Evaluation of UN Women's Fund for Gender Equality (2009-2017)	Programme Evaluation	Global	Fund for Gender Equality	2018	Very Good	Shift future programming from ‘picking winners’ to ‘connecting innovators’	Conduct a scoping study into the viability, implications and potential of a multi-sided platform ‘business model’ to better address the structural underfunding of women’s organisations	This is an interesting and innovative concept. However, due to limited resources, a scoping study for this specific platform cannot be undertaken at this time. Instead, UN Women will conduct a grantmaking mapping which will feed into the first ever grants policy for the agency.	Partially Accepted	Not applicable	Partnership, Culture of results/RBM, Organizational efficiency	Oversight/governance, Promoting inclusiveness/Leaving no one behind, Innovation and technology, Resource mobilization	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Gender equality
Independent Evaluation of UN Women's Fund for Gender Equality (2009-2017)	Programme Evaluation	Global	Fund for Gender Equality	2018	Very Good	Redesign the experience of donorship in FGE to build engagement, long-term support, and knowledge ex...	Commission a dedicated specialist position to engage existing and potential institutional donors in a revitalised partnerships strategy	Linked to the Recommendations 1 above, UN Women is to explore, in the 'transformation or tailoring' of UN Women's current grant-making mechanism for women's CSOs (FGE) as it currently exists, new ways of working across the UN System including through the re-designing of the experience of donorship to build long term support and knowledge exchange.	Partially Accepted	Not applicable	UN Coordination, Partnership, Organizational efficiency	Knowledge management, Resource mobilization	Effectiveness
Independent Evaluation of UN Women's Fund for Gender Equality (2009-2017)	Programme Evaluation	Global	Fund for Gender Equality	2018	Very Good	Invest in a ground-up revitalisation of FGE fundraising strategy and human resources	Secure continuous access to professional fundraising capabilities dedicated to continuously replenishing the Fund with a target in the range of $10m-$60m per year	Please see recommendation 1, 2 and 5.	Partially Accepted	Not applicable	Partnership, Operational activities, Culture of results/RBM, Organizational efficiency	Oversight/governance, National ownership, Resource mobilization	Effectiveness
Independent Evaluation of UN Women's Fund for Gender Equality (2009-2017)	Programme Evaluation	Global	Fund for Gender Equality	2018	Very Good	Preserve the operational assets established by FGE	Prepare an asset management plan to preserve and benefit from the considerable and successful investments that have been made by FGE	Given the success of UN Women’s FGE as per results of this independent evaluation, the process of preserving operational assets established by the Fund should be undertaken regardless of the future of the Fund as it currently exists.	Accepted	Not applicable	Culture of results/RBM, Organizational efficiency	Oversight/governance, Capacity development, Knowledge management, Internal coordination and communication, Innovation and technology, Evidence, Data and statistics	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Gender equality
Independent Evaluation of UN Women's Fund for Gender Equality (2009-2017)	Programme Evaluation	Global	Fund for Gender Equality	2018	Very Good	Acknowledge, document and institutionalise the good practices approach, inter-personal dynamics, and...	Commission a UN Women learning note on lessons and results from the ‘accompaniment’ approach with grantees and internal FGE team dynamics	UN Women acknowledges and agrees with this recommendation. It will be part of the designated toolkit as mentioned in recommendation 7.	Accepted	Not applicable	Culture of results/RBM, Organizational efficiency	Capacity development, Promoting inclusiveness/Leaving no one behind, Knowledge management, Internal coordination and communication, Evidence, Data and statistics	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Gender equality
Country Portfolio Evaluation	Country-level Evaluation	West and Central Africa	Liberia	2018	Very Good	UN-Women Liberia CO should work with the Government of Liberia as an entity and not separate ministr...	Partially accepted	Accepted partially.	Partially Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership	National ownership	Effectiveness
Country Portfolio Evaluation	Country-level Evaluation	West and Central Africa	Liberia	2018	Very Good	UN-Women Liberia CO should streamline its internal reporting structures to increase efficiency		Accepted and already incorporated	Accepted	Global norms and standards (SPs before 2018)	Culture of results/RBM	Oversight/governance	Effectiveness
Country Portfolio Evaluation	Country-level Evaluation	West and Central Africa	Liberia	2018	Very Good	UN-WOMEN LIBERIA CO should strengthen the M & E unit’s capacities and position to develop implementi...		Partially Accepted	Partially Accepted	Not applicable	Not applicable	Knowledge management	Effectiveness
Country Portfolio Evaluation	Country-level Evaluation	West and Central Africa	Liberia	2018	Very Good	UN-Women Liberia CO should utilize implementing partners for implementation while it focuses on the ...		Partially accepted	Partially Accepted	Global norms and standards (SPs before 2018)	Partnership	Capacity development	Efficiency
Country Portfolio Evaluation	Country-level Evaluation	West and Central Africa	Liberia	2018	Very Good	UN-WOMEN LIBERIA CO should advocate for civil service reform to ensure sustainability of results bey...		Accepted	Accepted	Not applicable	Partnership	National ownership	Effectiveness, Relevance
Prise en charge adéquate des femmes victimes de violences dans la région de l’extrême nord	Programme Evaluation	West and Central Africa	Cameroon	2018	Good	Inclure la prise en compte des différences culturelles, ethniques, réligieuses dans les projets huma...	Le travail d’ONU Femmes est adossé sur le principe de Leave No One Behind. Cette recommendation a été prise en compte dans la mise en œuvre du projet et est de ce fait totalement acceptée dans la mesure où il existe un document décrivant la méthodologie et les critères de selection des bénéficiaires tenant compte des differences culturelles, ethniques, religieuses . Il faudrait juste veiller à ce que les acteurs qui utilisent cet outil soient rigoureux dans leur démarche.par ailleurs, nous veillerons à ce que les différentes catégories de bénéficiares soient reflétées dans les indicateurs de résultats.	Le travail d’ONU Femmes est adossé sur le principe de Leave No One Behind. Cette recommendation a été prise en compte dans la mise en œuvre du projet et est de ce fait totalement acceptée dans la mesure où il existe un document décrivant la méthodologie et les critères de selection des bénéficiaires tenant compte des differences culturelles, ethniques, religieuses . Il faudrait juste veiller à ce que les acteurs qui utilisent cet outil soient rigoureux dans leur démarche.par ailleurs, nous veillerons à ce que les différentes catégories de bénéficiares soient reflétées dans les indicateurs de résultats.	Accepted	Peace and security (SPs before 2018)	Humanitarian action	Promoting inclusiveness/Leaving no one behind	Gender equality
Prise en charge adéquate des femmes victimes de violences dans la région de l’extrême nord	Programme Evaluation	West and Central Africa	Cameroon	2018	Good	Prévoir des marges de manœuvre qui permettraient à ONU FEMMES et les partenaires de mise en œuvre ...	Le volet de la recommendation relatif à la prise en compte des changements est accepté.Ceci se fera sur base de constats objectivement appréciés selon les procédures d’ONU Femmes relatives à la révision des conventions. En ce qui concerne la mise à disposition des fonds pour l’accompagnement des victimes de VBG notamment pour les besoins alimentaires et le suivi juridique , ceci se fait à travers la fourniture des services en nature y compris pour ce qui est de l’appui juridique.Ces besoins ont d’ailleurs été pris en compte dans le projet CERF en cours d’execution ainsi que dans les différents projets mis en œuvre.Par contre la modalité de creation d’un fonds d’urgence à ONU Femmes ,proposee par l’evaluatrice est rejetée car la faisabilité est difficilement conforme aux procédures d’ONU Femmes.Nous allons nous référer au Bureau régional et du HQ.	Le volet de la recommendation relatif à la prise en compte des changements est accepté.Ceci se fera sur base de constats objectivement appréciés selon les procédures d’ONU Femmes relatives à la révision des conventions. En ce qui concerne la mise à disposition des fonds pour l’accompagnement des victimes de VBG notamment pour les besoins alimentaires et le suivi juridique , ceci se fait à travers la fourniture des services en nature y compris pour ce qui est de l’appui juridique.Ces besoins ont d’ailleurs été pris en compte dans le projet CERF en cours d’execution ainsi que dans les différents projets mis en œuvre.Par contre la modalité de creation d’un fonds d’urgence à ONU Femmes ,proposee par l’evaluatrice est rejetée car la faisabilité est difficilement conforme aux procédures d’ONU Femmes.Nous allons nous référer au Bureau régional et du HQ.	Partially Accepted	Peace and security (SPs before 2018)	Humanitarian action	Resource mobilization	Effectiveness
Prise en charge adéquate des femmes victimes de violences dans la région de l’extrême nord	Programme Evaluation	West and Central Africa	Cameroon	2018	Good	Continuer le renforcement de capacités des partenaires et plus spécifiquement des acteurs gouverneme...	Recommandation acceptée car le renforcement des capacités des différents acteurs reste au centre des interventions d’ONUFEMMES.Une évaluation des besoins en formation est conduite en début de chaque projet et des formations adaptées en fonction desdits besoins sont conduites. La difficulté se situe au niveau de l’appropriation par les acteurs concernés au niveau opérationnel ; pourtant il ya une forte adhesion au niveau stratégique des acteurs gouvernementaux au regard du feedback	Recommandation acceptée car le renforcement des capacités des différents acteurs reste au centre des interventions d’ONUFEMMES.Une évaluation des besoins en formation est conduite en début de chaque projet et des formations adaptées en fonction desdits besoins sont conduites. La difficulté se situe au niveau de l’appropriation par les acteurs concernés au niveau opérationnel ; pourtant il ya une forte adhesion au niveau stratégique des acteurs gouvernementaux au regard du feedback	Partially Accepted	Peace and security (SPs before 2018)	Humanitarian action	Capacity development	Sustainability
Prise en charge adéquate des femmes victimes de violences dans la région de l’extrême nord	Programme Evaluation	West and Central Africa	Cameroon	2018	Good	Accroître le nombre d’agents de police formés lors des phases précédentes en organisant les sessions...	Cette recommendation est valable parce que l’enjeu est que le grand nombre d’acteurs soit impregné de la thématique VBG. Dans la phase intiale des projets humanitaires, un manuel de formation des formateurs élaboré par la DGSN avec l’appui de ONUFEMMES et d’autres partenaires a été élaboré et participe de cette démarche.Un pool de formaterus a été formé au sein de la Direction de la formation à la DGSN et c’est eux qui conduisent les sessions de formation.Des conférences sur le thème sont déjà organisées au bénéfice des élèves de l’Ecole de Police. Il faut tout de même dire que les activités d’ONU Femmes dans le cadre des projets sont limitées dans une durée et conduites avec des moyens limités.Il s’agira donc pour la police de s’approprier efficacement la thématique pour former permanemment des cadres.	Cette recommendation est valable parce que l’enjeu est que le grand nombre d’acteurs soit impregné de la thématique VBG. Dans la phase intiale des projets humanitaires, un manuel de formation des formateurs élaboré par la DGSN avec l’appui de ONUFEMMES et d’autres partenaires a été élaboré et participe de cette démarche.Un pool de formaterus a été formé au sein de la Direction de la formation à la DGSN et c’est eux qui conduisent les sessions de formation.Des conférences sur le thème sont déjà organisées au bénéfice des élèves de l’Ecole de Police. Il faut tout de même dire que les activités d’ONU Femmes dans le cadre des projets sont limitées dans une durée et conduites avec des moyens limités.Il s’agira donc pour la police de s’approprier efficacement la thématique pour former permanemment des cadres.	Accepted	Peace and security (SPs before 2018)	Humanitarian action	Capacity development	Sustainability
Prise en charge adéquate des femmes victimes de violences dans la région de l’extrême nord	Programme Evaluation	West and Central Africa	Cameroon	2018	Good	Envisager d’accompagner la DGSN à créer au sein de la police nationale, une unité spéciale de lutte ...	La recommendation tel que formulée est rejetée.En fait ONU Femmes n’a pas qualité pour amener la police à créer une unité spéciale de lutte contre les crimes sexuels.Il s’agit de son travail au quotidien et ces crimes sont punis par le Code pénal.Nous pensons que l’insertion par la DGSN d’un module sur les violences dans le curriculum de formation des policiers est la meilleure approche.Par ailleurs l’extension des gender desks dans l’étendue du territoire est une activité titanesque qui nécessite beaucoup de tremps et de moyens humains,matériels et financiers.	La recommendation tel que formulée est rejetée.En fait ONU Femmes n’a pas qualité pour amener la police à créer une unité spéciale de lutte contre les crimes sexuels.Il s’agit de son travail au quotidien et ces crimes sont punis par le Code pénal.Nous pensons que l’insertion par la DGSN d’un module sur les violences dans le curriculum de formation des policiers est la meilleure approche.Par ailleurs l’extension des gender desks dans l’étendue du territoire est une activité titanesque qui nécessite beaucoup de tremps et de moyens humains,matériels et financiers.	Rejected	Peace and security (SPs before 2018)	Humanitarian action	National ownership	Sustainability
Prise en charge adéquate des femmes victimes de violences dans la région de l’extrême nord	Programme Evaluation	West and Central Africa	Cameroon	2018	Good	Renforcer la traçabilité du « parcours de la survivante » pour une meilleure visibilité des effets s...	Cette recommendation acceptée,car ceci est fait à travers le circuit de référence et contre référence qui existe dans toutes les interventions conduites par le bureau.Nous allons juste matérialiser le schéma par des plaques et à travers des dépliants pour une bonne appropriation par les partenaires et des survivantes.	Cette recommendation acceptée,car ceci est fait à travers le circuit de référence et contre référence qui existe dans toutes les interventions conduites par le bureau.Nous allons juste matérialiser le schéma par des plaques et à travers des dépliants pour une bonne appropriation par les partenaires et des survivantes.	Accepted	Peace and security (SPs before 2018)	Humanitarian action	Evidence, Data and statistics	Effectiveness
Midterm evaluation of the Joint Programme “Leveraging the full potential of gender equality and women's empowerment to achieve Rwanda's transformation”	Programme Evaluation	East and Southern Africa	Rwanda	2022	Good	Consider including annual targets in the programming of the next JP and strengthen the reporting sys...			Accepted	Not applicable	Culture of results/RBM, Organizational efficiency	Alignment with strategy	Not applicable
Midterm evaluation of the Joint Programme “Leveraging the full potential of gender equality and women's empowerment to achieve Rwanda's transformation”	Programme Evaluation	East and Southern Africa	Rwanda	2022	Good	Strengthen the reporting system and respect the reporting requirements.			Accepted	Not applicable	Culture of results/RBM	Oversight/governance	Not applicable
Midterm evaluation of the Joint Programme “Leveraging the full potential of gender equality and women's empowerment to achieve Rwanda's transformation”	Programme Evaluation	East and Southern Africa	Rwanda	2022	Good	Revise the Steering Committee Meetings' calendar to make it realistic			Accepted	Not applicable	Culture of results/RBM	Oversight/governance	Not applicable
Midterm evaluation of the Joint Programme “Leveraging the full potential of gender equality and women's empowerment to achieve Rwanda's transformation”	Programme Evaluation	East and Southern Africa	Rwanda	2022	Good	Continue awareness and advocacy to address negative social norms and advance mindset change involvin...			Accepted	Global norms and standards (SPs before 2018)	Youth engagement, Engaging men and boys	Capacity development	Impact
Midterm evaluation of the Joint Programme “Leveraging the full potential of gender equality and women's empowerment to achieve Rwanda's transformation”	Programme Evaluation	East and Southern Africa	Rwanda	2022	Good	Promote men engage at all ages: starting at family and school levels upward. The recently developed ...			Accepted	Ending violence against women (SPs before 2018)	Engaging men and boys	Capacity development	Impact, Gender equality
Midterm evaluation of the Joint Programme “Leveraging the full potential of gender equality and women's empowerment to achieve Rwanda's transformation”	Programme Evaluation	East and Southern Africa	Rwanda	2022	Good	Strengthen the full operationalization of National Gender and Family Cluster (NGFC)			Accepted	Not applicable	Operational activities	Capacity development	Gender equality
Midterm evaluation of the Joint Programme “Leveraging the full potential of gender equality and women's empowerment to achieve Rwanda's transformation”	Programme Evaluation	East and Southern Africa	Rwanda	2022	Good	There is need to continue to conduct RBM, GRB and GEPMI trainings to IPs. There is also need to con...			Accepted	Not applicable	Culture of results/RBM	Capacity development	Sustainability, Impact
Midterm evaluation of the Joint Programme “Leveraging the full potential of gender equality and women's empowerment to achieve Rwanda's transformation”	Programme Evaluation	East and Southern Africa	Rwanda	2022	Good	Strengthen accountability and oversight mechanisms on GEWE across sectors (Sexual and Gender Based V...			Accepted	Ending violence against women (SPs before 2018)	Partnership	Capacity development	Effectiveness
Midterm evaluation of the Joint Programme “Leveraging the full potential of gender equality and women's empowerment to achieve Rwanda's transformation”	Programme Evaluation	East and Southern Africa	Rwanda	2022	Good	The living conditions of women and men are changing positively through attitudes toward women’s capa...			Accepted	Ending violence against women (SPs before 2018)	Partnership	Capacity development	Impact
Midterm evaluation of the Joint Programme “Leveraging the full potential of gender equality and women's empowerment to achieve Rwanda's transformation”	Programme Evaluation	East and Southern Africa	Rwanda	2022	Good	Mobilize more financial resources for the remaining time of the programme’s life and be realistic.			Accepted	Not applicable	Partnership	Resource mobilization	Not applicable
Final Evaluation: Across Generation and Gender Borders - Communities Combatting Gender-Based Violence in Kyrgyzstan	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2021	Very Good	The CO to strengthen the application of a human rights-based approach by explicitly integrating cons...		The recommendation is accepted with the caveat that the focus will be on SI that will start its active implementation in 2021. The Spotlight Initiative (SI) in Kyrgyzstan will use a comprehensive set of approaches based on HRBA, among others, to the planning, coordination, implementation, and monitoring of interventions across the six Pillars/Outcome Areas. Emphasis will be placed on integrating the voices and experiences and solutions of women and girls who face multiple forms of discrimination, in line with the SDG principle of LNOB Behind. As far as UN Women’s follow-up is concerned, HRBA will be given emphasis at the pillar 3 (norm change); pillar 4 (services), and pillar 6 (CSOs) activities, where the agency plays a critical role or leading a pillar.	Accepted	Peace and security (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind	Impact
Final Evaluation: Across Generation and Gender Borders - Communities Combatting Gender-Based Violence in Kyrgyzstan	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2021	Very Good	In the future the CO to include plans and targets for nation-wide dissemination of the intervention ...		CO will include its plans and targets for nation-wide dissemination of the intervention experiences and approaches in the implementation plans for new interventions in its communication strategy for 2021. CO will keep informing partners regularly about the UN Women’s normative support work and its operational linkages to projects that are being implemented, and intensify the awareness-raising and advocacy campaign through traditional mass media and social networks.	Accepted	Governance and planning (SPs before 2018)	Organizational efficiency	Advocacy	Efficiency
Final Evaluation: Across Generation and Gender Borders - Communities Combatting Gender-Based Violence in Kyrgyzstan	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2021	Very Good	The CO to strategically use innovations developed within ongoing and past interventions to strengthe...		With insufficient time and budget available in 2021, UN Women will apply the full GALS catalyst process and OSPA scenario in the programme interventions to strengthen its comparative advantage as the knowledge center on gender equality and eradication of GBV.	Accepted	Not applicable	Not applicable	Knowledge management	Effectiveness, Efficiency, Relevance
UN Women Paraguay Country Portfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	Paraguay	2020	Good	Respecto al posicionamiento estratégico, se recomienda tomar las siguientes acciones clave: • Desarr...		En el contexto desafiante al que se enfrenta actualmente la oficina mencionada, no se cuenta con un plan de trabajo 2021. Sin embargo, la Oficina tiene actividades contempladas dentro de la planeación regional, y el seguimiento de las acciones ya iniciadas años anteriores, que es principalmente el apoyo a la OCR y grupos interagenciales en temas de género, así como las contrapartes gubernamentales sectoriales correspondientes.	Accepted	Not applicable	UN Coordination, Partnership, Normative Support	Alignment with strategy, Promoting inclusiveness/Leaving no one behind, Knowledge management, Internal coordination and communication	Effectiveness, Efficiency, Relevance
UN Women Paraguay Country Portfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	Paraguay	2020	Good	Respecto al áreas de incidencia prioritarias, se recomienda que ONU Mujeres Paraguay cubra, a través...		El apoyo al Ministerio de la Mujer seguirá siendo una prioridad para ONU Mujeres en Paraguay, principalmente al tema de cuidado y protección social, ya que es un área de trabajo continuo de ONU Mujeres. Si bien las demás recomendaciones son válidas hay temas que por el contexto país son difíciles de enfocar, y la capacidad limitada de personal en el país, pues estos temas requieren seguimiento y acciones que con el contexto de la oficina es desafiante.	Accepted	Women economic empowerment (SPs before 2018)	Normative Support, Operational activities	Capacity development, Advocacy	Effectiveness
UN Women Paraguay Country Portfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	Paraguay	2020	Good	Respecto a la coordinación con el Sistema de Naciones Unidas, se recomienda desarrollar estrategias ...			Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	UN Coordination	Promoting inclusiveness/Leaving no one behind	Efficiency, Relevance
UN Women Paraguay Country Portfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	Paraguay	2020	Good	Respecto a la mobilización de recursos, se recomienda que ONU Mujeres adopte las siguientes medidas:...		A pesar de la incertidumbre sobre la continuidad del programa en Paraguay, se han fortalecido ciertas alianzas y relaciones con contrapartes clave, principalmente gubernamentales con la mira de lograr una cierta movilización de recursos desde la oficina de Paraguay. Particularmente considerando que este tipo de alianzas son importantes para que las entidades donantes evalúen de manera positiva la posibilidad de financiar proyectos de ONU Mujeres en Paraguay.	Accepted	Not applicable	Not applicable	Resource mobilization	Sustainability
Livelihoods through participation and equal access to water	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2018	Good	RECOMMENDATION 1 Pilot Efforts to Reach Challenging Communities/ Institutions. Project components w...		The CO follows the 'leaving no one behind' principle in its programming, which is also emphasized in the CO new Strategic Note 2018-2022. In adherence to the Leaving No One Behind principle, UN Women will aim to address the situation of those most marginalized, discriminated against and excluded, and to empower them as active agents of development. Most notably, UN Women will continue to focus on remote and rural areas where women and girls often lack the necessary means to address discrimination. UN Women will also support CSOs representing groups at risk of marginalization or facing intersecting forms of discrimination to enable them to participate in national and global policy dialogues, for example through alternative CEDAW reporting and its follow-up. The CO takes note that the evaluation confirms that its existing practice of also working with leaders and decision-makers who are supportive to advancing gender equality in Kyrgyzstan is a good way to build partnerships and improve results. The CO will continue this practice to showcase successes also to those who are initially less-favorable to cooperation. The CO upcoming new communications strategy (currently a draft version) emphasizes broadening the partnership base to also reach out to stakeholders who do not fully share the convictions of UN Women.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership, Organizational efficiency	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind	Effectiveness, Relevance, Human Rights, Gender equality
Livelihoods through participation and equal access to water	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2018	Good	RECOMMENDATION 2 Engage Stakeholders Actively from the Start. The Coordination Council proved to b...		The CO will continue to engage stakeholders in projects from design to evaluation for example by mechanisms like the cooperation council in this project when deemed appropriate for the project’s targeted results within donor budgeting requirements and taking human resource needs to consideration. It was crucial for project success to include different level stakeholders and the CO will continue to link local level initiatives to policy actors in future initiatives as well.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership, Culture of results/RBM, Organizational efficiency	Oversight/governance, Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind	Effectiveness, Relevance
Livelihoods through participation and equal access to water	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2018	Good	RECOMMENDATION 3 Prioritize M&E at Design, Implementation and End Phase. Dedicate the necessary hum...		The CO notes that systematic monitoring of outcome level indicators is usually done biannually (this may vary depending on donor requirements) or annually (as per UN Women Results Management System reporting requirements). The CO will continue quarterly monitoring of activities and outputs and outcomes on an annual basis as required in the institutional RMS. In addition, the CO will follow donor requirements in monitoring frequency and aim to include at least mid-term outcome monitoring in new project proposals. The CO will consider the recommendation case by case depending on the nature of the specific indicators and budget availability as some targets can only be measured at the end of the project (for example a target where a project aims to get a certain percentage of target communities as survey respondents to a survey that is conducted only at the end of a project). Whether surveys are designed for a single purpose and whether monitoring is outsourced is largely a question of budget availability and donor requirements. The CO will need to take value for money into consideration when designing new initiatives while aiming to get as reliable and impartial data as possible. The CO has occasionally previously outsourced surveys and data collection, but the opportunity to do this depends on budget availability and availability of local capacity at good value. The CO is addressing the matter of M&E capacity by hiring a National Consultant on Design, Monitoring and Evaluation for the Women, Peace and Security portfolio who will together with the newly acquired UNV M&E Specialist continue work on improving M&E at the CO and ensure that all projects will have an M&E plan in place. Although not external to the CO, neither is directly involved in project implementation and may therefore be able to increase reliability by systematizing processes and planning for monitoring and by taking part in project monitoring. Evaluations are guided by The UN Women Independent Evaluation Office and the CO will continue following the provided guidelines of the UN Women Evaluation Handbook: How to manage gender-responsive evaluation, the UNEG Evaluation Guidelines and engaging the Regional Evaluation Specialist who guides and ensures compliance of the evaluation processes. As per UN Women guidelines the CO aims to spend 3% of project budgets on evaluations.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Culture of results/RBM, Organizational efficiency	Alignment with strategy, Oversight/governance, Knowledge management, Internal coordination and communication, Evidence, Data and statistics	Effectiveness, Efficiency, Relevance
Livelihoods through participation and equal access to water	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2018	Good	Continue Work to Upscale AIMAK. At the close of the project, it is important that key stakeholders/...		The CO will continue communicating lessons and successes of the AIMAK pilot project with relevant partners, key national agencies and donors and include it as an element in future project proposals when relevant. In addition, the CO, as part of the CO communications strategy will communicate project results in local and global social media channels and events and meetings.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership	Capacity development, National ownership, Knowledge management, Resource mobilization	Efficiency, Sustainability
Livelihoods through participation and equal access to water	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2018	Good	RECOMMENDATION 5 Further Support Self-Help Groups. Provide more comprehensive, individualized suppo...		The SGH members are actively sharing information on the created whatsapp group and the group moderation does not currently seem to require funds. The CO will continue sharing information and providing opportunities for SHG members to share their experience with wider audiences.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership	Oversight/governance, National ownership, Resource mobilization	Sustainability
Livelihoods through participation and equal access to water	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2018	Good	RECOMMENDATION 6 Facilitate Formal Handover of Electronic Resources. Key stakeholders at the commun...		When dealing with electronic resources the CO will take this into account in future project design as well as strive to include exit strategies from the start.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership, Operational activities, Organizational efficiency	Oversight/governance, Knowledge management, Internal coordination and communication	Efficiency, Sustainability
Livelihoods through participation and equal access to water	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2018	Good	RECOMMENDATION 7 Leverage off of RAS JA Strengths to Build Capacities of RAS Network. The Responsibl...		The CO aims to facilitate cooperation between RAS JA and other RAS in future projects when possible and provide opportunities to develop their capacities.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership	Capacity development, National ownership, Resource mobilization	Sustainability
End-Term Evaluation of the Joint Programme on Gender, Menstrual Hygiene and Sanitation	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2018	Very Good	La GHM e´tant un sujet sensible pour les femmes et les filles, assurer l’application de mesures d’ac...		Cela est raisonnable, vu la sensibilité du sujet.	Accepted	Not applicable	Not applicable	Oversight/governance	Not applicable
End-Term Evaluation of the Joint Programme on Gender, Menstrual Hygiene and Sanitation	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2018	Very Good	E´laborer un document de projet de base et une strate´gie de leve´e de fonds qui facilitera la colle...		Cela est difficile à mettre en oeuvre, vu l'orientation de la stratégie 2019-2021	Partially Accepted	Not applicable	Not applicable	Oversight/governance	Not applicable
End-Term Evaluation of the Joint Programme on Gender, Menstrual Hygiene and Sanitation	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2018	Very Good	Faire de la GHM un programme phare d’ONU Femmes		Cette recommandation a pour contrainte l'orientation stratégique d'ONU Femmes en 2019-2021	Rejected	Not applicable	Not applicable	Oversight/governance	Not applicable
End-Term Evaluation of the Joint Programme on Gender, Menstrual Hygiene and Sanitation	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2018	Very Good	Approfondir les relations avec les associations et les entreprises sociales de femmes afin d’encoura...		Cette recommandation est acceptée dans les limites programmatiques 2019-2021	Accepted	Not applicable	Not applicable	Advocacy	Not applicable
End-Term Evaluation of the Joint Programme on Gender, Menstrual Hygiene and Sanitation	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2018	Very Good	Former le personnel et les partenaires en gestion axe´e sur les re´sultats		Cela fait partie des priorités actuelles d'ONU Femmes	Accepted	Not applicable	Not applicable	Capacity development	Not applicable
End-Term Evaluation of the Joint Programme on Gender, Menstrual Hygiene and Sanitation	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2018	Very Good	E´largir le programme conjoint a` UNFPA et a` l’UNICEF et divers Ministe`res		Cette recommandation s'accorde avec les avantages comparatifs de UNFPA et UNICEF	Accepted	Not applicable	Not applicable	Oversight/governance	Not applicable
End-Term Evaluation of the Joint Programme on Gender, Menstrual Hygiene and Sanitation	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2018	Very Good	Étendre le Programme Conjoint et faire en sorte que, dans l’esprit des ODDs, le gouvernement soit au...		La recommandation relative à l'expansion du programme a pour contrainte l'orientation stratégique d'ONU Femmes en 2019-2021. Cependant, nous convenons qu'il faut laisser le gouvernement en assumer le leadership.	Partially Accepted	Not applicable	Not applicable	Alignment with strategy	Not applicable
KNOWLEDGE MANAGEMENT EVALUATION	Organizational Performance Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2019	Fair	Internal Standardization of KM practices and storage of data, information and knowledge needs to tak...			Accepted	Not applicable	Culture of results/RBM	Knowledge management	Effectiveness
KNOWLEDGE MANAGEMENT EVALUATION	Organizational Performance Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2019	Fair	Production of knowledge products should be done predominantly in French or bilingually. Current an...			Accepted	Not applicable	Culture of results/RBM	Knowledge management	Effectiveness
KNOWLEDGE MANAGEMENT EVALUATION	Organizational Performance Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2019	Fair	Staff capacity as users of the excellent information management systems needs to be enhanced in orde...			Accepted	Not applicable	Culture of results/RBM	Knowledge management	Effectiveness
KNOWLEDGE MANAGEMENT EVALUATION	Organizational Performance Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2019	Fair	Production of credible and reliable data, information and knowledge increased collaboration with Aca...			Accepted	Not applicable	Culture of results/RBM	Knowledge management	Effectiveness
KNOWLEDGE MANAGEMENT EVALUATION	Organizational Performance Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2019	Fair	Identify a minimum set of the existing digital platforms and information management systems that wil...			Accepted	Not applicable	Culture of results/RBM	Knowledge management	Effectiveness
KNOWLEDGE MANAGEMENT EVALUATION	Organizational Performance Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2019	Fair	Ensure that there are requisite resources dedicated specifically for KM and accessible to all UNW WC...			Accepted	Not applicable	Culture of results/RBM	Knowledge management	Effectiveness
KNOWLEDGE MANAGEMENT EVALUATION	Organizational Performance Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2019	Fair	Providing support to National M&E systems– mostly gender machineries, government ministries and CSO’...			Accepted	Not applicable	Culture of results/RBM	Knowledge management	Effectiveness
KNOWLEDGE MANAGEMENT EVALUATION	Organizational Performance Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2019	Fair	It is critical to enact immediate and urgent stop-gap measures to counter any further institutional ...			Accepted	Not applicable	Culture of results/RBM	Knowledge management	Effectiveness
Joint programme on: Accelerating Progress Towards the Economic Empowerment of Rural Women (JP-RWEE)	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2018	Very Good	RECOMMENDATION 1 For the next stage of the JP RWEE implementation the partner UN agencies shall use...		JP RWEE’s design was informed by the Women’s Empowerment in Agriculture Index since its inception in 2014. Indeed, the WEAI, realized by IFPRI in the same implementation areas as the JP RWEE, served as a baseline, and provided information across five empowerment dimensions: production, resources, income, leadership, and time. The results showed how group membership and access to credit were two key disempowering factors in target areas. Accordingly, the JP RWEE activities in the previous phase have focused on providing access to affordable starting capital in their communities through establishment of revolving funds, strengthening women’s activism at the community level, building skills for running income-generating activities and provision of high-quality inputs for increased agricultural productivity. In the current phase, JPRWEE will continue addressing the above five domains through the following programme components: 1) increasing women’s access to and control over resources, assets and services, and capacitating them to enhance and control local food security reserve and their production. 2) enhancing women’s entrepreneurial skills and value chains to access markets for their products. 3) enhancing rural women’s confidence and leadership skills to participate in local governance, improving their organizational capacities to form, sustain and participate into producer organizations, cooperatives and unions, increasing their capacity to engage in and influence relevant policy forums at national and regional levels, and enhancing their awareness on their rights in a more supportive environment. 4) providing GALS trainings to old and new cohorts of beneficiaries.	Accepted	Women economic empowerment (SPs before 2018)	UN Coordination, Partnership, Operational activities, Organizational efficiency	Alignment with strategy	Efficiency, Relevance
Joint programme on: Accelerating Progress Towards the Economic Empowerment of Rural Women (JP-RWEE)	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2018	Very Good	RECOMMENDATION 2 In the second phase of the JP RWEE GALS shall be applied in the second cohort of v...		With insufficient time and budget available in the current phase, RWEE will not apply the full GALS catalyst process in the second cohort of beneficiaries. However, to mitigate time poverty following enhanced engagement of women in economic activities, JP RWEE will continue working with this cohort by providing it with capacitation tools informed by GALS.	Accepted	Women economic empowerment (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Partnership, Normative Support	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind	Sustainability, Impact, Human Rights, Gender equality
Joint programme on: Accelerating Progress Towards the Economic Empowerment of Rural Women (JP-RWEE)	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2018	Very Good	RECOMMENDATION 3 Under the second phase, the JP RWEE shall continue supporting four women’s organiza...		The recommendation is accepted with the caveat that the sustainability focus will be on the four women’s producer organizations and enabling members of self-help groups to fully participate in the activities and decision-making processes of these organizations. Specifically, JP RWEE will assist in strengthening institutional sustainability of these organizations with the aim of increasing their management capacities in relation to performance beyond the programme duration by undertaking a series of activities including a financial and institutional sustainability assessment of the organizations, and based on its results, developing and implementing an action plan.	Accepted	Women economic empowerment (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Partnership, Culture of results/RBM, Organizational efficiency	Capacity development, National ownership, Resource mobilization	Sustainability, Human Rights, Gender equality
Joint programme on: Accelerating Progress Towards the Economic Empowerment of Rural Women (JP-RWEE)	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2018	Very Good	RECOMMENDATION 4 Partner UN agencies shall consider developing and testing the strategy for replicat...		The model of women’s economic empowerment built on the foundation of the first cohort proved to be JPRWEE’s best practice recommended for further replication. Strengthening of the institutions built and their membership ensures the model’s overall sustainability. JP RWEE’s replication and exit strategy is therefore grounded in further strengthening of the institutional sustainability of the four women’s organizations (two cooperatives and two producer associations) by their further technical capacitation, integration of specific mechanisms to ensure their viability and growth and encouraging beneficiaries of the second and third cohort to join them. We will also apply the GALS household methodology to stimulate the community level replication by using self-help groups as delivery entry.	Partially Accepted	Women economic empowerment (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Partnership, Operational activities, Organizational efficiency	Capacity development, National ownership, Knowledge management	Efficiency, Sustainability
“ : Les femmes et les jeunes filles, actrices de la prévention des conflits à travers l’alerte précoce et les réseaux d’informations”	Programme Evaluation	West and Central Africa	Cote d'Ivoire	2018	Unsatisfactory	Inclure les jeunes garçons dans les activités car l’efficacité des filles dépendra de leur coopérati...	Il s’agira faire participer autant les jeunes garçons et les jeunes filles dans les activités garantira un succès des interventions ciblées	Les deux organisations s'engagent à mener une sensibilisation plus accrue auprès des tous acteurs afin de ne pas oublier d’inclure les jeunes garçons auprès des jeunes filles pendant les interventions ciblées.	Accepted	Leadership and political participation (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind	Effectiveness
“ : Les femmes et les jeunes filles, actrices de la prévention des conflits à travers l’alerte précoce et les réseaux d’informations”	Programme Evaluation	West and Central Africa	Cote d'Ivoire	2018	Unsatisfactory	Mettre en place un mécanisme régulier d’évaluation des partenaires de mise en oeuvre avec possibilit...	Faire une micro évaluation des partenaires	Des mécanismes de micro évaluation des partenaires de mise en oeuvre existent, a ceux ci sont associés des renforcement de capacités sur les processus.	Partially Accepted	Leadership and political participation (SPs before 2018)	Culture of results/RBM	Capacity development	Sustainability
“ : Les femmes et les jeunes filles, actrices de la prévention des conflits à travers l’alerte précoce et les réseaux d’informations”	Programme Evaluation	West and Central Africa	Cote d'Ivoire	2018	Unsatisfactory	S’assurer de la restitution des formations aux communautés par les auditeurs	Renforcement des capacités des acteurs impliqués dans les projets est gage de durabilité	La restitution des formations par les acteurs formés au sein des communautés est gage de réussite des projets. Cela est donc une stratégie qui sera prise en compte dans les futures interventions	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Capacity development	Sustainability
“ : Les femmes et les jeunes filles, actrices de la prévention des conflits à travers l’alerte précoce et les réseaux d’informations”	Programme Evaluation	West and Central Africa	Cote d'Ivoire	2018	Unsatisfactory	Poursuivre le plaidoyer pour la prise en compte des femmes dans les instances de réunions stratégiqu...	Accroître la participation des femmes dans les organisations de prise de décision au niveau local	Cette recommandation est un résultat auquel contribue le projet	Partially Accepted	Leadership and political participation (SPs before 2018)	Organizational efficiency	Advocacy	Gender equality
Análisis de Evaluabilidad Programa Ciudades SEguras para Mujeres y niñas Quito	Programme Evaluation	Americas and the Caribbean	Ecuador	2018	Not Rated	Este programa fue concebido como un marco referencial orientativo para que ONU MUJERES en cada país ...		El marco de resultados del programa ciudades seguras se corresponde al del programa global, que mantiene unas líneas de acción similares para las distintas ciudades; y con indicadores locales establecidos en planes de trabajo. En miras a la evaluación final del programa se compilará la información en el marco de resultados del programa con los indicadores que se han empleado en los distintos planes de trabajo de la ciudad de Quito	Partially Accepted	Ending violence against women (SPs before 2018)	Urban agenda (safe cities and safe public spaces)	Alignment with strategy	Gender equality
Análisis de Evaluabilidad Programa Ciudades SEguras para Mujeres y niñas Quito	Programme Evaluation	Americas and the Caribbean	Ecuador	2018	Not Rated	Adicionalmente, dadas las características de un proyecto pionero como este, con actividades de simil...		Se ha realizado una sistematización de los avances hasta marzo 2016 y en el año final de implementación se prevé la elaboración de productos de conocimiento para el empaquetamiento de la propuesta de Ciudades Seguras en la ciudad de Quito.	Partially Accepted	Ending violence against women (SPs before 2018)	Urban agenda (safe cities and safe public spaces)	Knowledge management	Gender equality
EVALUACIÓN DEL PROYECTO “MUJERES LIDERANDO EL DESARROLLO INCLUSIVO SOSTENIBLE DE LA PROVINCIA DE LOJA”	Programme Evaluation	Americas and the Caribbean	Ecuador	2018	Good	Promover y facilitar condiciones para la apropiación local de las actividades del proyecto		Fortalecer acciones desde las etapas iniciales de la intervención, de cara a generar mayor conocimiento de los actores locales y de los mejores mecanismos para la gestión del proyecto.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	National ownership	Effectiveness
EVALUACIÓN DEL PROYECTO “MUJERES LIDERANDO EL DESARROLLO INCLUSIVO SOSTENIBLE DE LA PROVINCIA DE LOJA”	Programme Evaluation	Americas and the Caribbean	Ecuador	2018	Good	Garantizar una gestión sólida y estable del proyecto, incluyendo la participación de las mujeres ben...		Contar con una estructura de gestión y monitoreo del proyecto que garantice la institucionalización/apropiación y sostenibilidad de los resultados	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Oversight/governance	Efficiency
EVALUACIÓN DEL PROYECTO “MUJERES LIDERANDO EL DESARROLLO INCLUSIVO SOSTENIBLE DE LA PROVINCIA DE LOJA”	Programme Evaluation	Americas and the Caribbean	Ecuador	2018	Good	Producir conocimiento y aprendizajes a partir de la intervención/proyecto, dirigidos hacia: i) visib...		Fortalecer las estrategias, mecanismos e instrumentos de evaluación sensibles al género.	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM	Advocacy, Internal coordination and communication	Relevance
EVALUATION DE LA NOTE STRATEGIQUE D’ONU FEMME MALI 2014-2019	Country-level Evaluation	West and Central Africa	Mali	2019	Good	Recommandation 1 : (à recopier à partir du rapport d’évaluation) : La conception, le suivi de la mis...	Il s'agit de renforcer les synergies autour de la note stratégique et favoriser son appropriation par tous les partenaires de ONU Femmes. Celà concerne toutes les étapes, de la conception à l'évaluation en passant par la mise en oeuvre et le suivi.	ONU Femmes en réponse à cette recommandation s'engage à: 1-Inclure les partenaires parties prenantes dans l’élaboration de la Note Stratégique 2020 -2024 ; notamment dans l’atelier de concertation et d’analyse genre. 2- poursuivre le renforcement des capacités de plaidoyer des partenaires stratégiques tel que le parlement, les universités, la société civile et les leaders religieux engagés.	Accepted	Not applicable	Partnership	National ownership	Sustainability
EVALUATION DE LA NOTE STRATEGIQUE D’ONU FEMME MALI 2014-2019	Country-level Evaluation	West and Central Africa	Mali	2019	Good	Recommandation 2 : Les données collectées pour rendre compte de l’avancement de la prochaine Note st...	Il s'agit ici d'assurer la cohérence/l'alignement pour ce qui concerne les théories de changement et les indicateurs à differents niveaux: Note stratégique; AWP et programmes/projets	ONU-Femmes Mali s'engage à : • Négocier avec les donateurs à l’étape de conception des projets/programmes sur la base de la Note Stratégique afin d’assurer un meilleur alignement de leurs indicateurs sur ceux de la Note stratégique et du Plan stratégique. • Aligner les indicateurs de collecte de données de suivi de performance des différents projets et programme sur ceux de la note stratégique.	Accepted	Not applicable	Culture of results/RBM	Alignment with strategy	Effectiveness
EVALUATION DE LA NOTE STRATEGIQUE D’ONU FEMME MALI 2014-2019	Country-level Evaluation	West and Central Africa	Mali	2019	Good	Recommandation 3 : ONU Femmes Mali doit renforcer les capacités des partenaires, spécialement celle ...	Il s'agit de renforcer les capacités des partenaires sur les procédures de justification financiaire et de gestion administrative.	Le Bureau de ONU-Femmes Mali s'engage à: • Renforcer les capacités des unités genre des départements ministérielles (points focaux genre en particulier) et des organisations de la société civile, spécifiquement les organisations féminines, sur les normes et standards de genre et droits humains et sur les procédures de justification financière et de gestion administratives ; • Soutenir des réseaux et plateformes dans l’animation de discussions et partages de connaissance sur le genre.	Accepted	Not applicable	Operational activities	Capacity development, Knowledge management	Efficiency, Gender equality
EVALUATION DE LA NOTE STRATEGIQUE D’ONU FEMME MALI 2014-2019	Country-level Evaluation	West and Central Africa	Mali	2019	Good	Recommandation 4 : Recrutement d’agents de suivi-évaluation par thématique qui seront liés au Respon...	Il s'agit de compléter le staffing du bureau en matière de suivi -évaluation	Le Bureau de ONU-Femmes Mali s'engage à: • Doter l’Unité M&E sous le lead du spécialiste M&E en staff, notamment par le recrutement du « Reporting Assistant », et celui d’agent de suivi-évaluation en raison d’un agent par thématique et un pour le Bureau de Gao	Accepted	Not applicable	Operational activities	Capacity development	Effectiveness
Regional Office Programme Presence Portfolio evaluation	Country-level Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2019	Very Good	UN WOMEN ROAP SHOULD ADVOCATE WITHIN THE GLOBAL CHANGE MANAGEMNET PROCESS THAT UN WOMEN CONTINUE TO ...		The RO continues to advocate for a more strategic way of engaging small offices within UN Women's regional structure, guided by HQ's Change Management process.	Accepted	Not applicable	Organizational efficiency	Alignment with strategy, South-South cooperation	Effectiveness, Efficiency, Impact
Regional Office Programme Presence Portfolio evaluation	Country-level Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2019	Very Good	UN Women should define a distinct strategic and catalytic role within UN Women's regional architectu...		As part of the Global Change Management process, UN Women is working to define the role of PPs in UN Women's global and regional architecture. Within the Asia-Pacific region, a large part of this discussion has been focused on the creation of a "Lower Mekong Hub" that will provide oversight over several small presence offices in the region and act as a single office with a different function from MCOs and COs. For other small presences, corporate discussions have centered on focusing on a particular thematic area (such as WPS in Sri Lanka) in line with resource availability and emerging opportunities, to ensure targeted and strategic presences that also respond to context-specific priorities.	Accepted	Not applicable	Organizational efficiency, Not applicable	Alignment with strategy, Resource mobilization	Impact
Regional Office Programme Presence Portfolio evaluation	Country-level Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2019	Very Good	Based on decisions made in response to Recommendation #2, UN Women should commission a region-wide s...		This is an ongoing discussion that is taking place within and outside change management.	Accepted	Not applicable	Organizational efficiency	Alignment with strategy	Not applicable
Regional Office Programme Presence Portfolio evaluation	Country-level Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2019	Very Good	Based on the findings and recommendations of the regional study (Recommendation #3) on where UN Wome...		While we agree with this recommendation, we believe there is a need to mobilize resources to be able to effectively fulfill this function; we will also explore what demand-driven support (technical / policy, coordination, normative, etc.) we can provide in countries where we are not physically present (through the NRA model) in line with the needs of UNCTs and RCs on the ground.	Accepted	Not applicable	Not applicable	Alignment with strategy, Oversight/governance, Capacity development, National ownership, Resource mobilization	Not applicable
CVE Project Evaluation	Thematic Evaluation	East and Southern Africa	Kenya	2018	Good	RECOMMENDATION 1 UN Women should strengthen its theory of change and engage the broader debate on g...		This is a key lesson learned, not only by UN Women Kenya, but by women, peace and security stakeholders globally who are concerned with interventions to empower women to lead and participate in PCVE interventions. Over the past few years the focus has been on "tapping into the potential that women have as transformative agents of peace", which has led to an over emphasis on existing roles that women already play, which in largely patriarchal societies are stereotypical roles associated and limited to motherhood. This emphasis has been identified as a threat to the reversal of hard won gains by gender equality advocates and practitioners. While the PCVE project has ended, UN Women will endeavor to strengthen the theory of change in future projects to include breaking down the gender specific barriers that prohibit women from playing roles in PCVE efforts beyond stereotypical gendered roles and advocating for the meaningful participation and inclusion of women in decision-making processes regarding conflict prevention and resolution.	Accepted	Peace and security (SPs before 2018)	Normative Support, Operational activities	National ownership, Promoting inclusiveness/Leaving no one behind	Relevance
CVE Project Evaluation	Thematic Evaluation	East and Southern Africa	Kenya	2018	Good	RECOMMENDATION 2 Given the popularity of P/CVE programming activities in Kenya, UN Women should enh...		UN Women's implementing partners referenced the identification of the "most vulnerable" or "most at risk" beneficiaries as problematic, given the safety and security issues associated with identifying oneself as in any way engaged in violent extremism. The roll out of multiple PCVE interventions over the last three years has also led to the creation of a "PCVE" industry. UN Women acknowledges their role in contributing to the definition and understanding of PCVE terms, specifically those concerning gender, women, peace and security, as well as identifying criteria for those who classify as "most vulnerable" or "at risk", and documenting and disseminating lessons learned, challenges encountered and facilitating the identification of strategies to overcome these challenges among women, peace and security stakeholders in Kenya, the East African region and beyond.	Accepted	Peace and security (SPs before 2018)	Normative Support, Operational activities	National ownership, Promoting inclusiveness/Leaving no one behind	Effectiveness
CVE Project Evaluation	Thematic Evaluation	East and Southern Africa	Kenya	2018	Good	RECOMMENDATION 3 Given the importance of the implemented activities to communities affected by the s...		Given the nature of UN Women's donor cycle, and our obligation to adhere to agreed upon timelines and timeframes UN Women may not always be in a position to allocate longer project implementation time frames. However, UN Women can encourage implementing partners to schedule longer training periods when building the skills/capacity of stakeholders on gender, peace and security and PCVE to ensure that training activities are comprehensive. Every UN Women project contains a section that details risks, assumptions and mitigation strategies. UN Women also requires Implementing partners to articulate the same in their project proposals. However, some instances cannot be avoided (i.e. prolonged electoral cycles) and in these instances UN Women works closely with partners to ensure that activities are rolled out as best as possible despite unforeseen events/dynamics.	Partially Accepted	Peace and security (SPs before 2018)	Normative Support, Operational activities	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind	Effectiveness
CVE Project Evaluation	Thematic Evaluation	East and Southern Africa	Kenya	2018	Good	RECOMMENDATION 4 VE is still a major security threat that demands subtle approaches both in research...		UN Women undertakes risk assessments and develops contingency plans and security measures to ensure that the “do no harm” principle is applied to all activities and outputs. UN Women also encourages staff, partners and beneficiaries to consider and apply safety and security measures given the sensitive nature of the subject matter of violent extremism and terrorism. However, beyond this UN Women cannot guarantee the physical and emotional safety of beneficiaries beyond UN Women’s engagement with them. A key lesson learned in the Kenyan context, and globally is avoiding strategies that promote the role of women as informants, and the notion that women (as wives, mothers, sisters, daughters) have access to information regarding the engagement of their family members with violent extremism that can be shared with security agents. UN Women will continue to advocate for the meaningful participation and inclusion of women in decision-making processes regarding conflict prevention and resolution. It is key to highlight that women's engagement in PCVE will not only strengthen the quality of conflict prevention and resolution strategies, but also create peaceful societies where development can prosper.	Partially Accepted	Peace and security (SPs before 2018)	Partnership, Normative Support, Operational activities	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind	Effectiveness
CVE Project Evaluation	Thematic Evaluation	East and Southern Africa	Kenya	2018	Good	RECOMMENDATION 5 The inclusion of a gender pillar in the NSCVE is a great success in the struggle fo...		UN Women will provide technical support to NCTC for the formulation of a gender pillar in the revised and refreshed NSCVE and will also continue to facilitate platforms where various different stakeholders including duty bearers and rights holders can come together to explore avenues for coordination and collaboration, and to share experiences to inform policy making as far as gender responsive PCVE strategies are concerned.	Accepted	Peace and security (SPs before 2018)	Normative Support, Operational activities	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind	Effectiveness
CVE Project Evaluation	Thematic Evaluation	East and Southern Africa	Kenya	2018	Good	RECOMMENDATION 6 Relationship between security agents and members of the community (including women)...		UN Women will continue to endeavor to create safe spaces where community members and state security agents can come together to rebuild the weak relationship that is characterized by fear and mistrust between the two stakeholders.	Accepted	Peace and security (SPs before 2018)	Normative Support, Operational activities	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind	Effectiveness
CVE Project Evaluation	Thematic Evaluation	East and Southern Africa	Kenya	2018	Good	RECOMMENDATION 7 Resources allocated for an intervention should be based on needs assessment to avoi...		UN Women has standardized and comprehensive templates for implementing partners for project proposals, work plans, and budgets. Each of these templates is intended to guide the IP to articulate their expected impact, accompanying outputs and activities and financial costing attached to each output/activity. UN Women reviews each submission from the IP thoroughly from a programmatic and operational perspective before approval of each proposal, workplan and budget. Any changes to the agreed upon documents must be approved by UN Women in advance. UN Women can encourage IP's to capture as much information as is necessary in the templates to avoid "shortages" during the implementation of the project.	Rejected	Peace and security (SPs before 2018)	Operational activities	Evidence, Data and statistics	Efficiency
CVE Project Evaluation	Thematic Evaluation	East and Southern Africa	Kenya	2018	Good	IPs knowledge and experience of the local context should be mandated as a way of preventing subcontr...		UN Women sought to work with women's and human rights based organizations that are implementing projects in the field of peace and security, and P/CVE. UN Women selected IPs that have a strong understanding of the local context and key issues in the areas where UN Women implements interventions. Based on the IP competitive process and the subsequent capacity assessments, UN Women believes that the selected IPs had the knowledge and experience of the local context and have also delivered project results at the end of the project.	Rejected	Peace and security (SPs before 2018)	Partnership	Oversight/governance	Efficiency
CVE Project Evaluation	Thematic Evaluation	East and Southern Africa	Kenya	2018	Good	RECOMMENDATION 9 UN Women can use the existing contacts/networks emerging from the intervention to i...		UN Women seeks to build on and expand key results achieved from one project cycle to the next. With reference to UN Women's existing contacts/emerging networks the agency will tap into its existing networks and contacts moving forward to consolidate and build on gains from past project cycles moving forward.	Accepted	Peace and security (SPs before 2018)	Partnership	Capacity development, Promoting inclusiveness/Leaving no one behind	Efficiency
CVE Project Evaluation	Thematic Evaluation	East and Southern Africa	Kenya	2018	Good	RECOMMENDATION 10 Barriers to gender equality should be deeply interrogated in the various capacity ...		A key lesson learned for UN Women and a best practice for transformative and sustainable impact for UN Women's Interventions is the need to Identify and break down barriers to gender equality in the field of peace and security, and specifically PCVE. UN Women will incorporate this lesson learned and best practice into future PCVE interventions for transformative and sustainable outcomes.	Accepted	Peace and security (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind	Gender equality
CVE Project Evaluation	Thematic Evaluation	East and Southern Africa	Kenya	2018	Good	RECOMMENDATION 11 UN Women can play a role in ensuring that facilitators on issues of gender equalit...		UN Women can recommend consultants that IP's can use to facilitate activities, and specifically training sessions, as well as build the capacity of peace and security practitioners on gender to ensure that they do not reverse the gains of gender equality advocates in their work on broader peace and security Interventions.	Accepted	Peace and security (SPs before 2018)	Partnership, Operational activities	Capacity development	Gender equality
CVE Project Evaluation	Thematic Evaluation	East and Southern Africa	Kenya	2018	Good	RECOMMENDATION 12 Given the strategic position of mass media in society, capacity building and engag...		UN Women will continue to engage media practitioners (reporters and editors), and specifically female media practitioners on gender responsive media reporting on matters of peace and security and specifically PCVE, given that they are identified as key responsible parties in the KNAP on UNSCR 1325 and the current NSCVE.	Accepted	Peace and security (SPs before 2018)	Partnership, Operational activities	Capacity development, Advocacy	Gender equality
UN Women's contribution to Women's Political Participation and Leadership	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2018	Very Good	In a context of wide-ranging demands and limited resources, UN-Women needs to strengthen its priorit...	UN Women should strengthen evidence-based programming, investment, communication, and fundraising around: 1) the emerging areas of VAWP and Local Government; 2) one or two strategic ‘signature’ programming models within the sub-thematic areas that are innovative, low-cost, and with potential for scale-up and sustainability, considering potential to apply UN Women’s universal mandate, e.g. institutional support to caucuses and committees on post-legislative analysis and monitoring; marginalized women ID cards registration and identity management; new technologies for civic education; formal and informal women public decision-making; VAWP protocols; local government advocacy tool and global knowledge product; 3) partnerships for party system strengthening and institutional capacity building.	UN-Women agrees with this recommendation and the assessment that UN-Women’s ability to deliver sustainable results at the county level depends on investing in strategic and targeted programming. The evaluation highlighted several of UN-Women’s promising practices that have led to tangible changes, impacted on the policy environment and demonstrated innovative programming at the country level despite limited resources. These include normative and policy frameworks strengthening, capacity-building for women policymakers, gender mainstreaming in electoral processes, global awareness raising on violence against women in politics and political party engagement. UN-Women’s Strategic Plan 2018-2021 builds on these successes and places an emphasis on five main WPP priority areas:1 supporting legal and policy reforms to promote women’s electoral participation; strengthened capacities of women to engage in political life; supporting parliamentary bodies to deliver gender equality reforms, monitoring and preventing violence against women in politics, and improved data and statistics on women’s representation in local government (SDG indicator 5.5.1b). UN-Women will work in coordination with UN agencies and strategic international partners (including the Inter-Parliamentary Union and International IDEA), to support Member States’ long-term efforts to address structural barriers to WPP in alignment with Strategic Plan priorities.	Accepted	Leadership and political participation (SPs before 2018)	Partnership, Operational activities, Organizational efficiency	Alignment with strategy, Promoting inclusiveness/Leaving no one behind, Resource mobilization	Effectiveness, Efficiency, Human Rights, Gender equality
UN Women's contribution to Women's Political Participation and Leadership	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2018	Very Good	To strengthen implementation of its coordination mandate, UN-Women should establish a clear division...	UN Women should clarify and formalize its role and coordination function relative to other UN agencies, with regard to the Strategic Plan’s joint chapter and UN reform, concerning a joint vision, targets, and implementation framework for WPP. It should establish a division of labour with UN Women as a full partner throughout the project cycle, in resource mobilization efforts and reporting of results. The UN-SWAP model could inspire ways of working with a similar accountability framework for UN System-wide performance and joint delivery on WPP. UN Women should provide operational guidance on planning and implementing its coordination role at the country and regional level, across sub-thematic areas and across different types of partners. This would clarify for partners how to engage and support UN Women and UNDP in the country context, drawing on each organization’s comparative strengths. It would also institutionalize the process instead of relying on the goodwill of individual staff members.	UN-Women agrees with this recommendation and the need to avoid overlap and fully coordinate with other UN agencies. UN-Women will, within the ongoing UN reform process, articulate its comparative advantage and support other agencies to apply theirs in ways that maximize the UN system’s impact and results. UN-Women notes that the Annex to the Common Chapter to the Strategic Plans of UNDP, UNICEF, UNFPA and UN-Women provides a sound basis for coordination among UN agencies, notably on SDG 5.5 Ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life, which is aligned with the four priority areas outlined in UN-Women’s new Strategic Plan 2018-2021. UN-Women will also continue to coordinate with UN agencies and provide gender expertise through the Inter-Agency Coordination Mechanism on Electoral Assistance (ICMEA), as well as strengthen cooperation with UNDP on election support through joint programming guidance at the country level. UN-Women will further clarify operational guidance for the implementation of its coordination role and functions. The operational guidance will provide additional operational clarity on the implementation of the Entity's coordination mandate across the themes and contexts in which it operates. The guidance will be aligned with the new QCPR, relevant CEB principles and policies, the new Strategic Plan and Strategic Framework of UN-Women and the UN Reform. UN-Women will provide additional thematic guidance on planning and implementation at the country and regional levels, and towards that end, a protocol for strengthening cooperation will be developed in line with the priority areas identified in the current UN-Women Strategic Plan.	Accepted	Leadership and political participation (SPs before 2018)	UN Coordination	Internal coordination and communication	Efficiency
UN Women's contribution to Women's Political Participation and Leadership	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2018	Very Good	UN-Women should develop a long-term WPP capacity strengthening plan to enhance its ability to delive...	UN Women should undertake a WPP capacity strengthening plan of existing resources. This ideally includes the following elements. Conduct an organizational staff mapping and capacity assessment. Clarify roles and responsibilities at HQ, regional and country-level staff working on WPP. Develop and regularly update policy and programmatic guidance notes that provide a strategic vision for each sub-thematic area with priority activities, role of UN Women vis-à-vis other actors, possible risks and potential mitigation strategies drawn from experience, and specific indicators and monitoring tools to support documentation of sustainable results. Complement with online and/or face-to-face trainings for staff. Develop communities of practice or shared staff resources (across countries) on highly specialized subjects and that support cross-country and cross-regional exchange. Strengthen corporate capacities and systems to manage and mitigate risks related to WPP in different political system and contexts.	UN-Women agrees with this recommendation, noting the need to address some capacity gaps to better serve country offices and foster cross-regional learning and knowledge sharing throughout the organization. The evaluation offers useful reflections and opportunities for UN-Women to leverage its promising practices and explore additional dimensions to approach WPP more systematically, holistically and with expanded capacity. Having identified the priority areas in the Strategic Plan 2018-2021, established strategic partnerships and produced a suite of relevant knowledge products available for use and adaptation at country level, UN-Women will invest in knowledge sharing and capacity-strengthening of personnel to deliver results on WPP at the country and regional levels. Based on needs identified through an organizational staff mapping, these investments will include a community of practice on WPP to facilitate applied knowledge exchange, in-person training, peer-to-peer learning, thematic webinars, one-on-one guidance and development of additional tools. UN-Women will prioritize boosting human resources on WPP knowledge management at global level to grow and maintain a community of practice on WPP to facilitate exchanges between regions, and will continue making knowledge accessible to staff at all levels.	Accepted	Leadership and political participation (SPs before 2018)	Organizational efficiency	Resource mobilization	Efficiency
UN Women's contribution to Women's Political Participation and Leadership	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2018	Very Good	UN-Women should invest in a thematic resource mobilization approach that builds on existing innovati...	UN Women should develop a thematic resource mobilization strategy and invest in donor relationship management with the SPD at the country level with Regional Policy Advisors’ support. The strategy should provide: a clearer articulation of UN Women’s added value to WPP for strategic funding opportunities, illustrate the complementary impact and enabling nature of WPP work, demonstrate human resource capacity and thematic policy expertise at regional and country levels to deliver on the mandate, a stronger evidence-base for strategic funding opportunities, and communicate the need for more holistic or full cycle approaches to achieve sustainable results. The development of regional WPEL programmes to support resource mobilization at the regional level is also desirable. UN Women should use innovative and flexible funding mechanisms and longer-term national and regional level funding strategies. UN Women should advocate vis-à-vis UNDP for an increased share of external resources leveraged in WPP.	UN-Women agrees with this recommendation and the need to continue to capitalize country programmes on WPP. UN-Women has strived to increase funding in part by the flagship programme on WPP, which builds multi-stakeholder partnerships including with other parts of the UN system, for transformative change and promote global policy coherence. Flagships also serves to as a resource mobilization mechanism that responds to funding shortfalls on WPP. This is in line with the Structured Dialogue on Financing Report2 presented to the Executive Board in September 2016, which highlighted the need for further capitalization of the WPP portfolio. Indeed, strategic programme planning on WPP and country office support, materialized through the flagship programme and subsequently, the Strategic Plan 2018-2021, have led to an increase in funding allocated to political participation. The evaluation notes that “after a decrease in funding between 2011-15 (from $35 million in 2011 to $ 28.8 million in 2014 and $24 million in 2015), there has been a progressive increase in 2016 ($39.4 million),” with the Africa region having “consistently received the largest level of investment.” UN-Women’s funding Pipeline Management System (Leads) seems to indicate we will be able to maintain this trend. UN-Women will also replicate the regional approach of adapting the FPI model as a resource mobilization tool in West and Central Africa by doing the same for other regions.	Accepted	Leadership and political participation (SPs before 2018)	Operational activities, Organizational efficiency	Resource mobilization	Effectiveness, Efficiency
UN Women's contribution to Women's Political Participation and Leadership	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2018	Very Good	UN-Women should prioritize “Leave No One Behind” within its WPP programming consistently at the glob...	UN Women should 1) strengthen and increase partnerships and networks with marginalized groups at the country level; 2) develop tailored strategies seeking to fill basic data gaps on marginalized voices and vulnerable groups at country level; 3) implement programme models relevant to marginalized groups’ needs (e.g., citizenship/voter registration, VAWP protections, and dialogue with local governments, constituency engagement); 4) strengthen knowledge management and results monitoring systems to better plan, document and report on work with marginalized groups, as well as how best to engage and support their political empowerment; 5) support learning on prioritization through development of strategic pilots, careful testing and scale-up as necessary.	UN-Women agrees with this recommendation, while observing that the principle of LNOB resulted from Member States’ pledge to achieve the SDGs, and was adopted during the implementation of UN-Women’s Strategic Plan 2014-2017. With clear commitment from Member States to reach first those who are furthest behind, and in direct response to the QCPR, UN-Women has mainstreamed the principles of LNOB into its current Strategic Plan, enabling UN-Women to adapt its programming to meet the needs and interests of marginalized women in all its programme areas, including WPP. UN-Women’s current Strategic Plan (Integrated Results and Resources framework, Priority 1, Output 4) provides the basis for monitoring support to women of all ages and women living with disabilities. Additionally, UN-Women’s new, integrated results management system is better positioned than before to regularly capture country-level LNOB results. UN-Women has also strengthened its analysis on LNOB and intersecting forms of discrimination in its recent report, “Turning Promises into Action: Gender Equality in the 2030 Agenda for Sustainable Development,” (2018) which can provide guidance on how to strengthen mainstreaming LNOB in WPP work. Recognizing that data and statistics are indispensable for highlighting the needs of marginalized women who are left behind and whose rights are not always prioritized in policy-making, UN-Women’s flagship programme on gender statistics3 aims to create an integrated evidence base that informs decision-making to reach those furthest behind first. UN-Women is also part of the inter-agency Task Team that is drafting the LNOB “UNDG Operational Guide for UN Country Teams” and will operationalize its guidance once it is finalized.	Accepted	Leadership and political participation (SPs before 2018)	Partnership	Promoting inclusiveness/Leaving no one behind	Relevance, Human Rights, Gender equality
UN Women's contribution to Women's Political Participation and Leadership	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2018	Very Good	UN-Women should invest in new programming on social norms change that complements its WPP work and d...	UN Women should select specific sub-thematic areas and activities within which to focus social norm change strategies, prioritizing those that allow for leveraging work in other areas for maximum effect. It would be helpful also to build on existing upstream and downstream work to effect social norm change, identifying the appropriate sequencing of activities for mutual reinforcement of symbolic, descriptive, and substantive work to achieve greater effectiveness. UN Women should strengthen and adopt new monitoring methods that provide evidence of the effectiveness of social norm change efforts for WPP over time. This requires training and guidance to staff and could make use of new technologies such as big data in partnership with the innovation facility, the programme support and guidance unit) and data and statistics section for potential synergies or links to SDG monitoring efforts.	UN-Women agrees with this recommendation. Social norms programming is a vital component of all UN-Women’s work, and is included as a cross-cutting theme in the current Strategic Plan under Outcomes 1, 2 and 4, and under Output 2 in UN-Women’s organizational effectiveness and efficiency plan (e.g. convening partners against discriminatory social norms, working with faith-based institutions and working with the private sector). Additionally, the theory of change of the Strategic Plan thematic output on WPP squarely highlights the importance of social norm change by including as one of its four pillars an outcome that women are perceived as equally legitimate and effective political leaders as men. Progress towards this outcome will be achieved through ongoing programming like community dialogues to increase civic understanding of gender equality and women’s right to political participation, media capacity building and leveraging the HeForShe campaign to encourage more political leaders to publicly promote women’s leadership. These initiatives, along with the evaluation’s recommendations and observations, will inform UN-Women’s WPP work and assessment of its ability to deliver results for women around the world. UN-Women could additionally explore the possibility of donor interest and support for large-scale survey research on WPP and social norms change over time in partnership with UN-Women’s innovation facility, which may wish to pursue similar longitudinal research across all themes covered by the organization.	Accepted	Leadership and political participation (SPs before 2018)	Operational activities	Alignment with strategy, Advocacy	Effectiveness, Relevance, Human Rights, Gender equality
Formative Evaluation of Community and National Level Actions for Promoting Gender Equality and Engaging Men and Boys	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2019	Very Good	UN Women and its partners should expand their engagement strategy to include more segments of the co...		During Phase II of the program, work on advocacy will be scaled up in partnership with influencing actors to maximize impact. UN Women will partner with CBOs that showcase a multiplier effect to their interventions beyond direct beneficiaries from the program and will build capacity of partners on engaging with religious groups as a powerful influencing actor.	Accepted	Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Partnership, Culture of results/RBM, Youth engagement, Engaging men and boys, Sports, Faith based	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Gender equality
Formative Evaluation of Community and National Level Actions for Promoting Gender Equality and Engaging Men and Boys	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2019	Very Good	UN Women and its partners should put greater emphasis on placing interventions within a broader huma...		The MWGE Programme will influence key human rights policies and strategies related to gender equality and women’s rights, ensure the inclusion of marginalized and vulnerable groups, challenge gender equality social norms, and focus on the engagement of men and boys.	Accepted	Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Partnership, Youth engagement, Engaging men and boys	Alignment with strategy, Knowledge management, Internal coordination and communication	Impact, Human Rights, Gender equality
Formative Evaluation of Community and National Level Actions for Promoting Gender Equality and Engaging Men and Boys	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2019	Very Good	UN Women should expand its capacity building of partner organizations and individuals who it is work...		UN Women will further strengthen the capacity of partner CBOs. Organizational capacity development will also be provided through the regular mentorship support that will be provided by the respective umbrella organizations.	Accepted	Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Partnership, Culture of results/RBM, Organizational efficiency, Engaging men and boys	Capacity development	Gender equality
Formative Evaluation of Community and National Level Actions for Promoting Gender Equality and Engaging Men and Boys	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2019	Very Good	UN Women should increase the duration of community-based grants to two years to support and see more...		During Phase II of the program, UN Women will support the umbrella organization for a period of 24 months and the CBOs for a period of 18 months. At this stage, support to national actors is put on hold due to lack of resources. With fundraising, UN Women hopes to be able to extend the support period beyond that frame and to increase the support provided to the partners.	Accepted	Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Engaging men and boys	Capacity development	Effectiveness, Impact, Gender equality
Formative Evaluation of Community and National Level Actions for Promoting Gender Equality and Engaging Men and Boys	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2019	Very Good	UN Women and partners should continue to support and expand non-traditional activities to promote GE...		UN Women will support non-traditional approaches to influencing attitudes and behaviors of communities and individuals through mobilizing youth and using social media among the utilization of other creative approaches.	Accepted	Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Partnership, Engaging men and boys	Capacity development, National ownership, Advocacy	Gender equality
Formative Evaluation of Community and National Level Actions for Promoting Gender Equality and Engaging Men and Boys	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2019	Very Good	UN Women and partners should continue to support and expand non-traditional activities to promote GE...		UN Women will support non-traditional approaches to influencing attitudes and behaviors of communities and individuals through mobilizing youth and using social media among the utilization of other creative approaches.	Accepted	Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Partnership, Engaging men and boys	Capacity development, National ownership, Advocacy	Gender equality
Evaluation of UN Women Economic Opportunities work under LEAP/HA	Regional Evaluation	Arab States	Regional Office for Arab States (Egypt)	2018	Good	To be demand driven, consider a regional portfolio and strategy which includes a variety of well-dev...		UN Women will continue to test and expand its economic models based, working with a range of partners to implement them.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities, Humanitarian action	Alignment with strategy, Capacity development	Effectiveness
Evaluation of UN Women Economic Opportunities work under LEAP/HA	Regional Evaluation	Arab States	Regional Office for Arab States (Egypt)	2018	Good	Management support should be provided to country and programme offices where needed. This is especia...		UN Women has limited core funds and advocacy is undertaken by the Regional Office to HQ for greater investment of core to countries in conflict / hosting a HA response. This will continue. The RO is also working to further allocate current regional core funds in ways that prioritise field presences. As referred to in Recommendation 1, UN Women is taking a multi-year approach to its WEE work. Evidence of this is a JP with ILO that is beginning now and the two-year EU programme – which is an expanded version of its WEE in HA contexts (LEAP) programme.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities, Humanitarian action	Oversight/governance, Evidence, Data and statistics	Effectiveness
Evaluation of UN Women Economic Opportunities work under LEAP/HA	Regional Evaluation	Arab States	Regional Office for Arab States (Egypt)	2018	Good	UN Women should build further on its strengths and the progress made to date in engaging with privat...		UN Women offices will continue to partner with the private sector and expand the work with the private sector through the Women Empowerment Principles.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Not applicable	Effectiveness, Sustainability
Evaluation of UN Women Economic Opportunities work under LEAP/HA	Regional Evaluation	Arab States	Regional Office for Arab States (Egypt)	2018	Good	UN Women should consider whether an ‘advisory’ presence within relevant ministries (a counterpart fo...		UN Women has established advisory presence in some countries (e.g. Egypt, Jordan, Palestine). UN Women will explore this modality where it makes the most sense.	Partially Accepted	Women economic empowerment (SPs before 2018)	Normative Support, Humanitarian action	Capacity development	Effectiveness, Sustainability
Evaluation of UN Women Economic Opportunities work under LEAP/HA	Regional Evaluation	Arab States	Regional Office for Arab States (Egypt)	2018	Good	Between humanitarian actors there is an absence of strong knowledge and research which demonstrate t...		UN Women recognizes that social norms are something that it needs to address better and will continue to expand its work on this.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Advocacy	Effectiveness
Final Evaluation of Promoting Women's Employment by Creating Safe and Women-Friendly Workplaces Programme (Women's Employment Promotion Programme - WEPP)	Programme Evaluation	Arab States	Egypt	2018	Good	More inclusive measures are needed in future projects that include men beneficiaries (future husband...		UN Women will carry this out through various awareness raising and advocacy activities that target men more specifically in coordination with local community-based organizations. At community level, these activities could target youth and adolescents in schools and clubs as well as young men in secondary and tertiary education. Activities could include on-the-ground advocacy campaigns that promote women as workers and leaders in the agricultural sector, break gender stereotypes and address barriers to women’s employment.	Accepted	Women economic empowerment (SPs before 2018)	Youth engagement, Engaging men and boys	Advocacy	Effectiveness, Sustainability, Impact
Final Evaluation of Promoting Women's Employment by Creating Safe and Women-Friendly Workplaces Programme (Women's Employment Promotion Programme - WEPP)	Programme Evaluation	Arab States	Egypt	2018	Good	Continue to focus on interventions that provide spaces for vulnerable rural women to engage with men...		UN Women will promote the implementation of joint income generating projects such as cooperatives, or farming ventures that will help open-up windows for integrating and retaining women in the paid economy.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind	Effectiveness, Sustainability, Impact
Final Evaluation of Promoting Women's Employment by Creating Safe and Women-Friendly Workplaces Programme (Women's Employment Promotion Programme - WEPP)	Programme Evaluation	Arab States	Egypt	2018	Good	Work at policy level to push for legislation that ensures secure and safe working environment and so...		This could be done through coordination between the Agriculture Committee at the Parliament and the relevant ministries and the National Council for Women (NCW). Activities should also include securing medical and social insurance and pension scheme for working women in the agriculture sector.	Accepted	Women economic empowerment (SPs before 2018)	Normative Support	National ownership	Effectiveness, Sustainability, Impact
Final Evaluation of Promoting Women's Employment by Creating Safe and Women-Friendly Workplaces Programme (Women's Employment Promotion Programme - WEPP)	Programme Evaluation	Arab States	Egypt	2018	Good	Plan beforehand career advancement opportunities including capacity building and skills development ...		Following up with agribusiness firms in the project to implement action points	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Capacity development	Effectiveness, Sustainability, Impact
Final Evaluation of Promoting Women's Employment by Creating Safe and Women-Friendly Workplaces Programme (Women's Employment Promotion Programme - WEPP)	Programme Evaluation	Arab States	Egypt	2018	Good	Build a training of trainers (ToT) team of women specialized in the technical practices required for...		Follow up with agribusiness firms in the project for the implementation of action points.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Capacity development	Effectiveness, Sustainability, Impact
Final Evaluation of Promoting Women's Employment by Creating Safe and Women-Friendly Workplaces Programme (Women's Employment Promotion Programme - WEPP)	Programme Evaluation	Arab States	Egypt	2018	Good	Follow-up on the implementation of the Women’s Empowerment Principles (WEPs)		UN Women will advocate for the adoption and application of the WEPs by the private sector	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Not applicable	Effectiveness, Sustainability, Impact
Final Evaluation of Promoting Women's Employment by Creating Safe and Women-Friendly Workplaces Programme (Women's Employment Promotion Programme - WEPP)	Programme Evaluation	Arab States	Egypt	2018	Good	Develop a business case to document strong evidence and success stories of the participating firms w...		UN Women reflected the WEPs through "the business case for improving women's working conditions in the agribusiness sector in Egypt"	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Knowledge management	Effectiveness, Sustainability, Impact
Final Evaluation of Promoting Women's Employment by Creating Safe and Women-Friendly Workplaces Programme (Women's Employment Promotion Programme - WEPP)	Programme Evaluation	Arab States	Egypt	2018	Good	Future programming should focus on needs assessments on firms value chains and market demand, direct...		This recommendation has been taken into account for upcoming programmes in the pipeline.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Internal coordination and communication	Effectiveness, Sustainability, Impact
Final Evaluation of Promoting Women's Employment by Creating Safe and Women-Friendly Workplaces Programme (Women's Employment Promotion Programme - WEPP)	Programme Evaluation	Arab States	Egypt	2018	Good	Future programming focusing on women’s economic empowerment may benefit from incorporating income-ge...		The VSLA modality and financial literacy are being implemented to adress the needs of vulnerable women in rural areas.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Not applicable	Effectiveness, Sustainability, Impact
Final Evaluation of Promoting Women's Employment by Creating Safe and Women-Friendly Workplaces Programme (Women's Employment Promotion Programme - WEPP)	Programme Evaluation	Arab States	Egypt	2018	Good	Coordinate with NCW to provide recognition for agribusiness firms that adopt gender sensitive polici...		UN Women is lobbying with NCW to provide recognition for agribusiness firms adopting gender sensitive policies and women friendly work places	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Not applicable	Effectiveness, Sustainability, Impact
Final Evaluation of Promoting Women's Employment by Creating Safe and Women-Friendly Workplaces Programme (Women's Employment Promotion Programme - WEPP)	Programme Evaluation	Arab States	Egypt	2018	Good	Develop a platform for all initiatives on women’s empowerment activities and projects.		UN Women initiated a website that includes UN Women's portfolio on women's empowerment activities in Egypt.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Knowledge management	Effectiveness, Sustainability, Impact
Women, Peace and Security in the Arab States - Final Independent Evaluation	Programme Evaluation	Arab States	Jordan	2019	Good	UN Women should continue to engage with the relevant national women machineries and ministries and b...		At the institutional level, UN Women offices will oversee and support the resourcing, monitoring and implementation of five NAPs 1325 (Iraq, Jordan, Lebanon, Tunisia and the regional LAS NAP), while ensuring that 10 relevant government bodies and line ministries across the region are implementing NAP programmes to address the needs and priorities of women and girls affected by conflict.	Accepted	Peace and security (SPs before 2018)	Normative Support, Operational activities	Alignment with strategy, Oversight/governance	Effectiveness
Women, Peace and Security in the Arab States - Final Independent Evaluation	Programme Evaluation	Arab States	Jordan	2019	Good	Future UN Women projects should ensure the formation of a committee comprised of women affected by c...		UN Women recognizes the importance of the participation of women affected by crisis in the NAP process which it will continue to strengthen; however, rather than creating separate committees and processes, UN women will work through existing governance mechanisms to strengthen women’s participation.	Accepted	Peace and security (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Women, Peace and Security in the Arab States - Final Independent Evaluation	Programme Evaluation	Arab States	Jordan	2019	Good	UN Women should further build the capacity and technical expertise of CSOs and relevant national sta...		This is already being done and will continue to be strengthened in phase 2 of the WPS regional project.	Accepted	Peace and security (SPs before 2018)	Operational activities	Capacity development	Effectiveness
Women, Peace and Security in the Arab States - Final Independent Evaluation	Programme Evaluation	Arab States	Jordan	2019	Good	UN Women should advocate with national governments for the development of pooled funds with support ...		UN Women will look at opportunities for pooled funding mechanisms in NAP countries to ensure complementarity of its funding in WPS; this may not mean establishing a pooled fund mechanism in each country, but may instead mean complimentary funding. In each country it will depend on what is feasible in the context. At the regional level and in each country UN Women establishes systems that seek to ensure complementarity and coordination with the work of ongoing WPS related programming.	Partially Accepted	Peace and security (SPs before 2018)	Operational activities	Resource mobilization	Effectiveness, Efficiency
Women, Peace and Security in the Arab States - Final Independent Evaluation	Programme Evaluation	Arab States	Jordan	2019	Good	UN Women should promote a stronger regional exchange between the different countries. UN Women shoul...		UN Women will promote greater regional exchange and documentation of good practices on WPS.	Accepted	Peace and security (SPs before 2018)	Culture of results/RBM	Knowledge management, South-South cooperation	Effectiveness, Efficiency
Women, Peace and Security in the Arab States - Final Independent Evaluation	Programme Evaluation	Arab States	Jordan	2019	Good	UN Women should support the institutionalization of the WPS agenda into the general action plans of ...		UN Women will continue to work with relevant line ministries directly or through the national women’s machineries to promote alignment of ministerial action plans with WPS agenda.	Partially Accepted	Peace and security (SPs before 2018)	Normative Support	Alignment with strategy	Effectiveness, Relevance
Final Project evaluation for Eid bi Eid project phase I and II	Programme Evaluation	Arab States	Jordan	2019	Good	UN Women should develop clear connection with its beneficiaries in the ‘Oases” within the host commu...		UN Women’s rollout of the Oases in non-camp settings is designed according to the same model as camp Oases and to use C4W as an incentive to engage women in all services available through Oasis.	Accepted	Peace and security (SPs before 2018), Global norms and standards (SPs before 2018)	Operational activities	Not applicable	Human Rights
Final Project evaluation for Eid bi Eid project phase I and II	Programme Evaluation	Arab States	Jordan	2019	Good	In-camp continuation of the move away from Oases as safe spaces.		UN Women recognizes the importance of engaging men and boys in resilience and empowerment initiatives; challenging harmful social norms; building support of men in family and community for women’s livelihoods engagement and challenging gender roles through mixed spaces.	Accepted	Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind	Sustainability, Impact, Human Rights
Final Project evaluation for Eid bi Eid project phase I and II	Programme Evaluation	Arab States	Jordan	2019	Good	UN Women should explore non-traditional career options for women within the camp settings.		UN Women has designed its new Strategic Note around challenging social norms and attitudes keeping women out of the non-traditional sectors job rich growth sectors of Jordan’s future.	Accepted	Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Operational activities, Humanitarian action	Not applicable	Human Rights, Gender equality
Final Project evaluation for Eid bi Eid project phase I and II	Programme Evaluation	Arab States	Jordan	2019	Good	UN Women should use private sector links in the SGBV activities within the host community.		As part of existing project implementation UN Women has recognized the importance of improving workplace conditions and raising awareness of harassment in public spaces, in transportation and in workplaces.	Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership	Promoting inclusiveness/Leaving no one behind	Sustainability, Impact
Final Project evaluation for Eid bi Eid project phase I and II	Programme Evaluation	Arab States	Jordan	2019	Good	UN Women should encourage and facilitate out-of-camp employment		UN Women already has a number of core activities in the model to facilitate work permit access for women, including childcare for women with work permits and joint job fairs with ILO and UNHCR	Accepted	Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Operational activities	National ownership	Effectiveness, Relevance, Sustainability, Impact
Final Project evaluation for Eid bi Eid project phase I and II	Programme Evaluation	Arab States	Jordan	2019	Good	UN Women should work on addressing the limitations of the programme document’s current monitoring fr...		The third phase of EBE will be fully aligned to the JCO SN and AWP, including the indicator framework	Accepted	Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Culture of results/RBM	Not applicable	Not applicable
CIudad Mujer/ONU Mujeres	Programme Evaluation	Americas and the Caribbean	El Salvador	2018	Not Rated	En una segunda fase del proyecto, es necesario que el diseño se conciba de manera expresa con base e...		No se planea realizar segunda fase del proyecto, pero si se plantea la posibilidad de poder incluir estas recomendaciones en todos los diseños de nuevos proyectos.	Not applicable	Women economic empowerment (SPs before 2018)	Not applicable	Evidence, Data and statistics	Not applicable
CIudad Mujer/ONU Mujeres	Programme Evaluation	Americas and the Caribbean	El Salvador	2018	Not Rated	Para mejorar la eficiencia del proyecto, es importante vincular la ejecución del mismo con otras ini...		La Secretaria de Inclusión Social dará seguimiento al proyecto de Fondo Mujer a nivel nacional, incluyendo las coordinaciones con diferentes iniciativas de la zona a través de las sedes de Ciudad Mujer La vinculación de la ejecución del mismo con otras iniciativas de la zona no es posible por parte de ONU MUJERES, ya que el proyecto ha terminado y las acciones que actualmente realiza no incluye esas áreas de impacto, no obstante la Secretaría de Inclusión social sí ha vinculado el proyecto a travé de ciuad Mujer con otras iniciativas de la zona,	Partially Accepted	Women economic empowerment (SPs before 2018)	Partnership	Oversight/governance, National ownership	Efficiency, Sustainability
CIudad Mujer/ONU Mujeres	Programme Evaluation	Americas and the Caribbean	El Salvador	2018	Not Rated	Potenciar la eficacia pasará necesariamente por lograr una mejor distribución entre montos dedicado...		Se tomará en cuenta para futuros proyectos	Accepted	Women economic empowerment (SPs before 2018)	Organizational efficiency	National ownership	Efficiency
CIudad Mujer/ONU Mujeres	Programme Evaluation	Americas and the Caribbean	El Salvador	2018	Not Rated	Debe ampliarse el fondo disponible para brindar créditos y reducir el fondo de garantía para que la ...		Se tomará en cuenta para cuando otros donantes ingresen fondos a la linea crediticia.	Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Resource mobilization	Efficiency
CIudad Mujer/ONU Mujeres	Programme Evaluation	Americas and the Caribbean	El Salvador	2018	Not Rated	El proyecto que finaliza puede ser visto como una fase piloto de una estrategia mayor, que debe pone...		ONU Mujeres apoyará a la sis y al sistema financiero en la contratacion de una consultora que haga un análisis de la estructura financiera y haga una propuesta de ley para la inclusión de mujeres, especialmente las mas vulnerable en las politicas financieras.	Accepted	Women economic empowerment (SPs before 2018)	Not applicable	National ownership, Innovation and technology	Sustainability
CIudad Mujer/ONU Mujeres	Programme Evaluation	Americas and the Caribbean	El Salvador	2018	Not Rated	Con el propósito de profundizar en los hallazgos encontrados en la evaluación, se recomienda desarro...		UNW recomendará a la SIS la realización de una evaluación de impacto. UNW no cuent con fondos para la realización de dicha evaluación	Partially Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Not applicable	Impact
Final External Evaluation of the project ‘Gender equality at the centre of reforms, peace and security’, funded by the Government of Sweden	Programme Evaluation	Europe and Central Asia	Ukraine	2022	Very Good	Recommendation 1 - Partnerships	RECOMMENDATION 1 – UN Women should refine and reduce the number of partnerships with national institutions—and subsequently, the project’s GEWE reform agenda—in order to ensure in-depth and targeted investment in the implementation of new strategies and policies. A more narrowed focus, based on a thorough analysis of vulnerabilities and determinants, defined through extensive structured and continuous consultations with the national partners, including CSOs, would allow for more in-depth technical support in regard to GEWE policy implementation and monitoring. To do this, UN Women should focus on targeted technical support to the head of the NWM and its role in supporting the implementation of the new State Strategy on Ensuring Equal Rights of Women and Men and potentially in supporting the ratification of the Council of Europe Convention on preventing and combating violence against women and domestic violence (the Istanbul Convention). This would require continual updates to the functional capacity of the NWM, specifically in regard to coordination, accountability and reporting. UN Women is advised to rebalance its strategic policy and capacity development support to ensure proper focus on the budgeting and implementation of policies and programmes. As many programmatic decisions in Ukraine are and will be further delegated to the local level, UN Women is advised to advocate that any new GEWE strategies, policies and programmes have the appropriate budget allocations, well-identified parties responsible for their implementation and clear reporting and monitoring procedures. UN Women is strongly advised to partner with other international partners supporting strategic aspects of decentralization reforms to ensure that GEWE is well reflected in new public administration arrangements. Key technical support should be given to relevant institutions in regard to monitoring the new state strategy indicators, ensuring and tracking budgeting allocations. In addition to ongoing partnerships with the head of the NWM through the Office of the Deputy Prime Minister for European and Euro-Atlantic Integration and the Government Commissioner for Gender Equality Policy, the Ministry of Social Policy should be considered as an avenue for targeted technical support. In 2017, the CEDAW Committee expressed its concern that “the administrative reform of 2010 and the related restructuring has weakened the national machinery for the advancement of women and resulted in a lack of continuity in gender equality policies.” The Ministry of Social Policy’s departments working in policy reform and implementation both lack capacity due to frequent changes in the structure of the Ministry, systemic understaffing and limited budgetary funding. However, the recently established central executive body, the National Agency of Social Services, will take over policy implementation factions and will have territorial branches in all regions of Ukraine, offering a unique opportunity for targeted technical support for policy implementation. UN Women should remain open to emerging priorities, but a clear and co-designed project scope with the key representative of the NWM can help limit non-strategic use of programme resources and foster a sense of ownership with external stakeholders. Actions for consideration: • Conduct an updated functional analysis of the NWM, and use its results to inform future project design in regard to targeted technical support of the NWM for improved coordination, reporting and accountability as it relates to the implementation and monitoring of the new State Strategy on Ensuring Equal Rights of Women and Men. Part of the functional analysis can include a review of the numerous capacity assessments of state institutions that have been conducted to date in order to help identify specific areas for future technical support. • Facilitate co-designed processes for future reform projects with key stakeholders from the NWM to maximize buy-in and reduce the risk of ad hoc requests that jeopardize the efficient use of project resources. • Explore and exploit synergies with other projects implemented by UN Women and other partners that have a considerable local presence to pilot new GEWE solutions. • Support the newly established National Agency of Social Services in defining their responsibilities in regard to implementing the new State Strategy at the regional level. • Advocate for ensuring that any new GEWE strategies and policies have implementation plans that include the timetable for delivering a policy, the roles and responsibilities of all those involved in delivery and the resources allocated to the policy (including money, skills and infrastructure), and discuss how potential barriers are to be tackled and how performance is to be reported and monitored to ensure appropriate accountability. • Ensure that the engagement of national and international UN Women consultants with the NWM and other partners is time limited, has specific deliverables, with the exact scope of work, and outlines the reporting and accountability requirements.	UN Women Ukraine is fully committed to ensuring that all activities are strategic and contribute towards a long-term vision. The CO agrees that ongoing work with national stakeholders needs to be more in-depth and targeted towards the implementation of new strategies and policies (rather than the development of new strategies). There are many opportunities for this in the coming years, including key partnerships to the DPMO, Ministry of Social Policy, National Agency of Social Services and Government Commissioner for Gender Equality Policy, to support the implementation of the new ‘State Strategy on Ensuring Equal Rights and Opportunities for Women and Men by 2030.’	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership	Alignment with strategy	Effectiveness, Relevance
Final External Evaluation of the project ‘Gender equality at the centre of reforms, peace and security’, funded by the Government of Sweden	Programme Evaluation	Europe and Central Asia	Ukraine	2022	Very Good	Recommendation 2 - Budget Commitments to GEWE	RECOMMENDATION 2 - UN Women should ensure a strong and well-funded project component on advocacy and capacity development for budget commitments to GEWE in all its new projects, as appropriate. A key challenge linked to GEWE policy reform is in regard to budget allocations for GEWE policy implementation and the international and national commitments thereof. UN Women should consider key partnerships with the Ministry of Finance in order to advocate, in partnership with other NWM partners, for adequate GEWE financing. Actions for consideration: • Establish partner relationships with the Ministry of Finance to ensure that any new GEWE state strategies, policies and programmes have the appropriate budgets. • Advocate for the Government to increase, track and publish domestic public allocations and financial resources for gender equality, women’s empowerment and women’s rights at the national and subnational levels.	The CO agrees that closer cooperation with the Ministry of Finance is needed to ensure that GEWE policy implementation has appropriate budget allocations. The CO believes that the best way to do this, is to build on efforts by existing projects and initiatives that have made important strides in this area.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership	Capacity development, Advocacy	Effectiveness, Sustainability, Impact
Final External Evaluation of the project ‘Gender equality at the centre of reforms, peace and security’, funded by the Government of Sweden	Programme Evaluation	Europe and Central Asia	Ukraine	2022	Very Good	Recommendation 3- LNOB	RECOMMENDATION 3 - Ensure that any policy reforms promoted by UN Women explicitly promote the ‘leave no one behind’ principle to impact the lives of women in marginalized communities and those with intersectional challenges, such as rural women, Roma women, women with disabilities and LBTQI+ women. UN Women is advised to continue its work on gender-disaggregated statistics to inform the development of policies and support targeting the most vulnerable groups and women and, at the same time, increase decision makers’ awareness of quality disaggregated data so that any new data will reach ‘fertile ground’. Future GEWE policy reform work should seek to strike an important balance between targeted support to duty bearers and the increased visibility and engagement with CSOs who represent the most vulnerable women and girls. This likely will require UN Women to work with new organizations outside of the GEWE CSO paradigm that will likely require additional capacity development support. In particularly, focus should be given to ensuring representation from rural areas and creating regional-level platforms into which these groups can input policy reforms and programme design. In this regard, continued support with respect to UNSCR 1325 should build upon national-level successes to focus on addressing the needs of conflict-affected women in eastern Ukraine. WPS has been an area of immense success for the project as well as an area of strategic interest among donor groups. As such, UN Women should continue this work but with a refined strategy, focusing on the implementation of defined actions as well as the capacity development of CSOs to support this implementation and related accountability. Actions for consideration: • Identify CSOs that support and represent the most vulnerable groups of women and that have limited institutional capacity to engage in policy dialogue with the national and regional authorities. Seek flexible partnership arrangements to allow for these CSOs to partner with UN Women through better-established organizations with long-standing relationships with the UN Women. Develop plans to support these organizations to strengthen their capacities to engage in GEWE policy development and monitoring, including in advocacy. • Continue work on disaggregated gender statistics, and support their use in policymaking. • Continue work in WPS, and focus on the implementation of the NAP 1325 in the regions and particularly in regard to a focus on women affected by conflict, including IDPs and survivors of conflict-related sexual violence.	The CO fully supports this recommendation and would like to make this an even greater priority in the coming years.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Normative Support, Culture of results/RBM	Alignment with strategy, Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness, Relevance, Impact, Human Rights, Gender equality
Final External Evaluation of the project ‘Gender equality at the centre of reforms, peace and security’, funded by the Government of Sweden	Programme Evaluation	Europe and Central Asia	Ukraine	2022	Very Good	Recommendation 4 - M&E	RECOMMENDATION 4 - Strengthen internal M&E, tracking and reporting by allocating more budget and dedicated personnel and by improving the quality and relevance of M&E systems. There is a need to strengthen the project’s M&E architecture and reinforce the culture of a results chain, so that monitoring and measuring the midterm (outcome-level) and long-term (impact) changes would become an integrated approach and a valued exercise that can be undertaken systematically. Realistically formulated results, proper planning, communication, improved coordination and effective monitoring can keep the project theory of change and RRF relevant and useful throughout its cycle. The results framework for upcoming projects should have a consistent set of indicators that are relevant to the expected outcomes, as well as have adequately specified baselines, targets, intermediate milestones and time frames. UN Women can be held accountable for meeting its targets only if the indicators can credibly be attributed to UN Women. UN Women is advised to improve the linkages of its projects’ results frameworks, with more focus on long-term results and impacts. Theories of change should be well articulated, should be interlinked so that it provides clear and elaborate change pathways, and should provide justification for the selected course of action so that the stakeholders are able to trace a clear and compelling storyline from the outputs expected to the outcome indicators and to specific indicators in the national plans and programmes. It is advisable to strategically invest in strong M&E systems. Given the length and budget of the project, the M&E budget should reflect the costs spent not only on decentralized evaluations but also on monitoring. The M&E plan should reflect data collection activities, such as national surveys, external legislation analysis and institutional capacity assessments, that could be used to inform decision-making and planning of the project team and the participating institutions. Actions for consideration: • Develop a theory of change that is more flexible in responding to the emerging needs throughout the course of the new project’s implementation. It is advisable to introduce a practice of reviewing theories of change mid-cycle to ensure their relevance and effectiveness and inform corrective actions if needed. • Secure resources for a full-time M&E specialist to enable comprehensive M&E, with a focus on new policy initiatives. • Identify outcome-level indicators to track future reform work to understand the impact of the policy intervention on the lives of the most vulnerable women and girls, with a focus on targeted beneficiaries (e.g. the use of new skills acquired, following training on gender mainstreaming in policymaking). Identify at least two or three indicators per outcome, using various data sources (primary and secondary). • Develop corresponding tools to monitor the project’s progress towards attaining new goals, such as the effectiveness of online-based interventions, in light of the fact that some activities were cancelled or revised to address the realities posed by COVID-19.	The CO agrees that ongoing and future work by UN Women, needs a stronger and more robust monitoring and evaluation system. The CO has already taken important steps towards strengthening the overall emphasis on M&E and will continue to do so going forward.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Culture of results/RBM	Knowledge management, Evidence, Data and statistics	Effectiveness, Efficiency, Impact
Final External Evaluation of the project ‘Gender equality at the centre of reforms, peace and security’, funded by the Government of Sweden	Programme Evaluation	Europe and Central Asia	Ukraine	2022	Very Good	Recommendation 5 - Women's Economic Empowerment	RECOMMENDATION 5 - Scale up work with the private sector and specifically as an avenue for sustainable approaches to women’s economic empowerment. The private sector is a vital stakeholder in achieving global goals for women’s economic empowerment. With access to networks of financial, physical and social capital, the private sector creates and shapes opportunities for women across all industries and sectors. The private sector not only creates jobs, but it also provides an important pathway to self-reliance and sustainability. It remains important that the private sector recognizes its role in promoting women’s economic empowerment through better business practices in areas such as safe working environments, hiring and recruitment, and technical training. Likewise, to leverage the strengths of the private sector and accelerate women’s economic empowerment nationally, public and non-governmental actors alike must partner and engage with the private sector. The project successfully engaged with a number of private sector actors working in Ukraine, specifically under its HeForShe campaign using the Women’s Empowerment Principles (WEPs). The WEPs provide guidance to businesses on how to promote GEWE in the workplace, marketplace and community and are informed by international labour and human rights standards; as such, the principles are grounded in the recognition that businesses have a stake in, and a responsibility for, GEWE. Given the expressed need of improved economic empowerment opportunities for women, upscaling successes in private sector engagement in this regard is strategic as well as innovative in the Ukrainian context. Traditional women’s economic programmes focus on access to education, financial support, training and employment opportunities rather than taking a more integrated approach based on a human rights framework that delivers the broader conditions necessary for women to thrive. Lastly, there is an opportunity and desire to increase collaboration and improve communications between the women’s rights sector and corporations working on women’s economic empowerment programmes. Actions for consideration: • Invest in research to highlight a context-specific business case for gender equality within a few targeted private sector models prevalent in Ukraine. • Develop concept notes on projects that could emerge out of successful partnerships or initiatives implemented as a part of the project and that could be offered to a range of donors and included in the upcoming Strategic Note (e.g. women’s economic empowerment with the private sector; HeForShe in targeted government institutions; combating sexual harassment in public and private institutions). • Upscale (and document) UN Women’s promotion of the Women’s Empowerment Principles with private sector actors in Ukraine to foster business practices that empower women. These include equal pay for work of equal value and zero tolerance for sexual harassment in the workplace.	The CO is very keen to keep working on- and upscaling efforts to strengthen work with the private sector and Women’s Empowerment principles. The CO sees this as a unique and powerful opportunity to make meaningful impact on the lives of women and girls, through non-traditional partners.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership, Engaging men and boys	Capacity development	Effectiveness, Relevance, Sustainability
Final External Evaluation of the project ‘Gender equality at the centre of reforms, peace and security’, funded by the Government of Sweden	Programme Evaluation	Europe and Central Asia	Ukraine	2022	Very Good	Recommendation 6 - Civil Society	RECOMMENDATION 6 - Expand work with women’s civil society to continue the strategic shift away from the focus on bilateral implementing partnerships towards movement-building in a way that addresses genuine concerns of women and implements the policies that address their needs. UN Women is advised to advocate for a need to introduce legislative provisions for CSO involvement in GEWE policy discussions and monitoring and to facilitate regular meetings of organizations representing vulnerable groups of women with respective national partners, ministries and other central executive bodies. Proactive measures should be adopted to consult groups that are traditionally excluded or underrepresented. Additional training may be provided to the staff of the NWM components on how to manage the policy consultation process with women’s organizations, including the development of clear and well-focused documents for consultations with stakeholders, working with individual organizations to solicit their feedback, analyse the feedback received and address the inputs received in policy and programmatic work. Training can be provided to organizations representing and supporting the most vulnerable groups of women at the local and regional on such topics as advocacy and persuasiveness skills in working with decision makers, taking into consideration the realities of the decentralization process. Actions for consideration: • Provide guidance to national, regional and local partners on the logistics of GEWE public engagement, including the time frame and costs, the tools to capture the feedback and gather information, the risks and other implementation considerations. • Evaluate the capacity of CSOs to advocate for the implementation of key GEWE policy and programme reforms. • Support regional events with GEWE CSOs operating at the regional level, targeting specifically CSOs representing and supporting the most vulnerable women.	The CO agrees that there is opportunity to strengthen work on expanding the scope and capacity of women’s civil society in Ukraine. This will be incorporated by the CO into the new Strategic Note and as part of the second phase of the project.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership, Normative Support, Culture of results/RBM	Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness, Sustainability, Impact, Human Rights, Gender equality
Final External Evaluation of the project ‘Gender equality at the centre of reforms, peace and security’, funded by the Government of Sweden	Programme Evaluation	Europe and Central Asia	Ukraine	2022	Very Good	Recommendation 7 - Social Norms	RECOMMENDATION 7 - Ensure that any new initiative of UN Women has concerted and specific programming around institutional social norms change that will promote broader buy-in for GEWE initiatives. As part of this, future projects should include support to targeted institutions for combating sexual harassment (such as what was done with the National Agency for Civil Service and the Ministry of Internal Affairs) and strategically engaging with men. UN Women should build upon successes in GEWE policy reform by creating an enabling environment for policy implementation. Addressing key internal institutional barriers to effective GEWE policy buy-in will be crucial. As such, new programmes working with national government institutions and stakeholders should seek to address personnel biases and stereotypes in regard to GEWE as well as institutional culture, practices and internal policies that are contradictory to GEWE policies and that prevent these institutions from ‘walking the talk’. A key aspect of this work should be on the design of future advocacy and mass media approaches. Specifically, these communication efforts should be designed to align with predefined target groups and relevant key messages by target group to ensure overlap with other interventions and their target beneficiaries and stakeholders. Actions for consideration: • Conduct a thorough stakeholder analysis to identify key target groups within defined beneficiaries, and conduct rapid research to highlight effective messages for these groups to promote GEWE in targeted institutions (for example, using HeForShe). • Select specific sub-thematic areas and activities within which to focus social norms change strategies, prioritizing those that allow for leveraging work in other areas for maximum effect. Strengthen and adopt new monitoring methods that provide evidence of the effectiveness of social norms change efforts over time.	The new UN Women Global Strategic Plan contains a stronger emphasis on social norms change, and the CO anticipates that this will also be identified as a key priority for the new CO Strategic Note. In order to most effectively take this work forward as suggested by the evaluators, the CO sees that a review of work done to date and an internal discussion on the best ways forward is needed, in order to create a roadmap on next steps.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership, Normative Support, Culture of results/RBM	Oversight/governance, Capacity development, Advocacy	Effectiveness, Sustainability, Impact, Gender equality
Final External Evaluation of the project ‘Gender equality at the centre of reforms, peace and security’, funded by the Government of Sweden	Programme Evaluation	Europe and Central Asia	Ukraine	2022	Very Good	Recommendation 8 - Stereotypes and Capacity Development	RECOMMENDATION 8 - Include specific modules (as relevant for various target groups) on implicit bias and gender stereotypes in future national-level reform project capacity development approaches. In conjunction with Recommendation 5, UN Women should ensure that all training methodologies and approaches used in future national reform projects include training materials and modules that address issues related to implicit biases and gender stereotypes, including specifically issues of sexual harassment in the workplace. These topics should be given sufficient time in a standard training package and should also include other evidenced-based, adult learning methodologies proven to foster critical reflection necessary for shifting personal attitudes and beliefs. UN Women should ensure the adequate adaptation of different training content and methodology according to the target audience, specifically with regard to age. Part of this work should include a thorough review of the capacity development materials to date in order to ensure an adequate focus on these topics, integrated both as stand-alone sessions as well as integrated across all relevant modules and ensuring that relevant methodologies are employed to maximize effectiveness. As part of this, UN Women should consider reviewing the qualifications of contractors who develop and facilitate trainings. An important aspect of this work will be to ensure that training participants include men in equal number. In the majority of institutions that partner with UN Women at the national level, high-level officials and key decision makers are men. In that regard, it is crucial to ensure that they are targeted for this training and are enlisted to support future GEWE policy work. Actions for consideration: • Hire an expert to conduct a review of previously developed institutional training modules to ensure that they adequately address issues related to unconscious bias and gender stereotypes of the individuals in those institutions. • Continue collaborating with the National Agency for Civil Service and other relevant partners to institutionalize gender trainings across all sectors and at the regional and local level. Develop training modules in such areas as the prevention of violence in the workplace. • Have UN Women consider developing online courses and trainings for local and regional partners responsible for the implementation of strategies and policies and to explicitly address bias. Implementers, including men, must thoroughly understand the policy, its rationale and its intent and should not have any biases to ensure effective implementation. • Develop a network of high-level men in targeted government institutions who are trained in GEWE, anti-discrimination, sexual harassment policies and the importance of equal representation in staffing. In this regard, it will be important to have both men and women as training facilitators.	The CO agrees that this is an important priority, and that a greater focus on gender stereotypes and implicit bias is necessary. Most of the actions for considerations have been addressed in the key actions by the CO However, the CO does not see the suggested activity to develop a network of high-level men in targeted government institutions, as the best way to proceed with this work. There is already ongoing work to engage men through the HeForShe campaign, EU4GE project on combatting gender stereotypes, and local activities on engaging men in GE initiatives. The CO will continue using this approach.	Partially Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Culture of results/RBM	Capacity development	Effectiveness, Sustainability, Impact, Gender equality
Cluster Evaluation (Final external evaluation of the project ‘Building democratic, peaceful and gender equal society in Ukraine’, funded by the Government of Norway AND Mid-term external evaluation of ‘Decentralisation and Law Enforcement Reforms: Transformative Approaches to Gender Equality and Women’s Empowerment in Ukraine’, funded by the Government of Denmark)	Cluster Evaluation	Europe and Central Asia	Ukraine	2021	Very Good	RECOMMENDATION 1 – Review Program Focus	To accommodate women’s and vulnerable groups’ identified priority needs for economic security, the CO should incorporate WEE as a new outcome area into its next SN. At the same time, the evaluation found a strong need and justification for the CO to continue working in the three existing outcome areas (Governance, GBV and WPS). That being said, it will be important to not spread resources too thin, across four SN outcome areas. This means that the CO will need to find additional financial resources to be able to take on all thematic areas effectively. Alternatively, if the CO moves forward to address economic security, it will need to make decisions about which components of the other three outcome areas to deprioritize. Such a decision should be made in consultation with a variety of stakeholders and duty bearers and in consideration of the findings and recommendations of this report. For example, UN Women could consider concentrating on GBV prevention and consolidation of local 1325 action plan implementation, as opposed to expanding its work on CME Actions for consideration: o Consider adding WEE as a fourth outcome area to the next SN, in order to respond to the needs prioritized by women and vulnerable groups. o Adjust the scope of the SN outcome areas to realistically correspond to the financial resources available to achieve these components. o In addition to WEE, prioritize work on GBV prevention, localization of UNSCR 1325 and gender-responsive planning and budgeting (if continuing the CME approach).	In 2022 the Country Office (CO) will be developing a new Strategic Note (SN) to guide programmatic work over the coming years in line with the international UN Women Strategic Plan, the national Government’s priorities, the UN Sustainable Development Cooperation Framework (UNSDCF), and needs/priorities of rights-holders. The CO is pleased to have evidence from the cluster evaluation that economic empowerment is a key priority for women and vulnerable groups in Eastern Ukraine. At the stage of developing the next SN (2023-), the CO will consider expanding its current thematic areas and include WEE in coordination with other UN agencies under the new UNCF. In the meantime, the CO plans to integrate WEE into current SN where possible and appropriate, in order to address economic security as a barrier to women’s meaningful participation.	Accepted	Not applicable	Not applicable	Alignment with strategy, Knowledge management, Resource mobilization	Effectiveness, Relevance, Impact
Cluster Evaluation (Final external evaluation of the project ‘Building democratic, peaceful and gender equal society in Ukraine’, funded by the Government of Norway AND Mid-term external evaluation of ‘Decentralisation and Law Enforcement Reforms: Transformative Approaches to Gender Equality and Women’s Empowerment in Ukraine’, funded by the Government of Denmark)	Cluster Evaluation	Europe and Central Asia	Ukraine	2021	Very Good	RECOMMENDATION 2 – Review Theory of Change	It is recommended that UN Women use the three ToC options outlined in the annexes of this report as the basis of discussion to revise its ToC related to SN Outcomes 1, 2 and 3 to: i) take a longer-term approach to social norms change; ii) acknowledge that community mobilization approaches are heavily based upon women and men’s volunteer labour; and iii) to unpack and track the related change processes using a more incremental, phased approach. Actions for consideration: o Review SN priorities in the next planning period to ensure that they align with the priorities of both the GoU and community stakeholders and beneficiaries, and select the programme streams in the ToCs which best fit these priorities. o Add a related ToC stream focused on WEE to the overall programme approach model developed for eastern Ukraine and other regions as part of the development of the CO’s next SN. o Develop ToC indicators based on the programme approach that the CO has been developing that track different stages and types of gender-transformative change over a 10-year period. o Ensure that UN Women present the overall approaches used in the projects currently being funded by the Governments of Canada, Norway and Sweden and the EU as an overall programme with its own overarching ToC, and be transparent about asking different donors to fund different components of this programme.	The CO will take into consideration the suggested ToC options provided by the evaluation team during the development process of the next SN. The options provided are helpful tools to situate different projects and thematic streams into a long-term approach and goal. The CO fully agrees that social norms change require a longer-term approach, that work with civil society is heavily based on volunteer labour, and that indicators/outcomes/outputs need to be more realistic in seeking incremental changes. These will be taken into consideration during the planning for the next Strategic Note and beyond. This recommendation will need to be balanced with UN Women corporate guidelines and individual donor requirements.	Partially Accepted	Not applicable	Not applicable	Alignment with strategy	Effectiveness, Relevance, Impact
Cluster Evaluation (Final external evaluation of the project ‘Building democratic, peaceful and gender equal society in Ukraine’, funded by the Government of Norway AND Mid-term external evaluation of ‘Decentralisation and Law Enforcement Reforms: Transformative Approaches to Gender Equality and Women’s Empowerment in Ukraine’, funded by the Government of Denmark)	Cluster Evaluation	Europe and Central Asia	Ukraine	2021	Very Good	RECOMMENDATION 3 – Strengthen Coordination Process	It is recommended that UN Women develop more systematic mechanisms to coordinate RP activities at the oblast and community levels. Actions for consideration: o Convene regular quarterly meetings with all RPs working in the same regions to coordinate interrelated project/programme activities and include UNDP personnel working on similar approaches in these regions in these quarterly meetings.	The CO agrees that coordination has been a challenge in Eastern Ukraine and there is need to strengthen this both internally and with external counterparts. The CO will develop a coordination note/plan, which clearly lays out how the UN Women projects in Eastern Ukraine will systematically coordinate with other UN Women projects, relevant UN agencies, Responsible Parties, and other stakeholders. The CO will also refrain from the practice of joint PCAs shared by several projects, which will greatly facilitate coordination and avoid confusion among partners.	Accepted	Not applicable	UN Coordination, Partnership, Organizational efficiency	Internal coordination and communication	Effectiveness, Efficiency
Cluster Evaluation (Final external evaluation of the project ‘Building democratic, peaceful and gender equal society in Ukraine’, funded by the Government of Norway AND Mid-term external evaluation of ‘Decentralisation and Law Enforcement Reforms: Transformative Approaches to Gender Equality and Women’s Empowerment in Ukraine’, funded by the Government of Denmark)	Cluster Evaluation	Europe and Central Asia	Ukraine	2021	Very Good	RECOMMENDATION 4 - Strengthen CME Approach	It is recommended that UN Women revisit the CME approaches to (1) make additional investments in capacity-building with SHGs to improve the quality of community gender analyses and help them prioritize recommendations to local authorities; (2) facilitate greater involvement of these governments in the community gender analysis process; (3) place a stronger focus on gender analysis based on women’s human rights and power relations; (4) adapt curricula to focus on reflections on internal attitudes and behaviours with regard to gender norms and inequalities; (5) put an increased focus on engaging men and boys in all of these processes; and (6) ensure that a higher percentage of community grant projects are allocated to activities that directly contribute to increased GE and GBV prevention. Actions for consideration: o Revise the CME methodology to find effective ways to build on women’s increased participation and community-level leadership to advocate for gender-transformative change at the welfare, rights and equality levels. o Ensure that community needs assessments/profiles are also focused specifically on barriers and opportunities to GEWE and take a more qualitative analytical approach to supplement the simple identification of what are priority needs of vulnerable groups and the general community. o Should the CO decide or need to deprioritize its work in some of its focus areas, consider working with other UN agencies to ensure that the key elements of these focus areas are still covered in the work being done.	The CO agrees with the evaluation team that the CME methodology needs to be strengthened to emphasize a stronger gender analysis and intervention for more transformative results. During the first few years of UN Women’s work in Eastern Ukraine the CME methodology has been very successful in mobilizing women to be engaged in grass-root advocacy and local development projects. The CO sees this as an important first step in the process for gender transformative results. As the work now continues, a greater emphasis will need to be placed on tackling various gender dynamics at local level, in order to take these results to the next level. Additionally, the work with self-help groups will have a greater focus on the Women, Peace and Security agenda by strengthening efforts towards women’s economic security and community security.	Accepted	Not applicable	Culture of results/RBM	Not applicable	Effectiveness, Impact, Gender equality
Cluster Evaluation (Final external evaluation of the project ‘Building democratic, peaceful and gender equal society in Ukraine’, funded by the Government of Norway AND Mid-term external evaluation of ‘Decentralisation and Law Enforcement Reforms: Transformative Approaches to Gender Equality and Women’s Empowerment in Ukraine’, funded by the Government of Denmark)	Cluster Evaluation	Europe and Central Asia	Ukraine	2021	Very Good	RECOMMENDATION 5 - Strengthen Research Dissemination Plans	UN Women Ukraine should require the development of dissemination and adaptation plans for relevant research conducted in collaboration with key partners. These plans would outline steps for dissemination to key internal partners and external stakeholders, including strategies, time and resources, to adapt key approaches based on findings from any formative research Actions for consideration: o Review existing projects using the same programme approach to determine which knowledge products need to be included in a dissemination and programme/project implementation adaptation plan. o Include resources and plans in these dissemination plans to ensure that all major knowledge products are translated into Ukrainian and/or Russian so they can be shared with Ukrainian stakeholders and project/programme beneficiaries.	The CO agrees that the dissemination of knowledge products could be strengthened by the CO as a whole, for better internal and external decision making. Doing so will support the leveraging of generated evidence for greater results. Overall, the CO will be striving to have fewer knowledge products of higher quality and with greater opportunities for thorough dissemination and communications outreach.	Accepted	Not applicable	Operational activities, Culture of results/RBM	Knowledge management	Effectiveness
Cluster Evaluation (Final external evaluation of the project ‘Building democratic, peaceful and gender equal society in Ukraine’, funded by the Government of Norway AND Mid-term external evaluation of ‘Decentralisation and Law Enforcement Reforms: Transformative Approaches to Gender Equality and Women’s Empowerment in Ukraine’, funded by the Government of Denmark)	Cluster Evaluation	Europe and Central Asia	Ukraine	2021	Very Good	RECOMMENDATION 6 - Strengthen Approach to M&E	It is recommended that the CO (1) continue working actively to strengthen UN Women and RP staff capacity in M&E; and (2) revamp current and future log frames to include indicators that track intermediate results that are contributing to long-term results; and (3) ensure that monitoring results and research findings are used to inform programme and project implementation. The overall focus should be on designing M&E systems that capture the different phases and types of gender-transformative change. Actions for consideration: o Review the log frame and underlying assumptions of the ToC for the Decentralization and Law Enforcement Reforms project to determine where related adjustments could be made, particularly at the outcome level. This would involve adding new indicators at the outcome level that can be used to track different types of gender-transformative change, as opposed to replacing existing indicators. This would apply particularly to intermediate-level results related to capacity-building activities, such as those stemming from the future teaching of the unified police curriculum. o Review the underlying assumptions of the ToC related to how long specific types of gender-transformative change are required to be enacted for the next phase of the Building Democratic, Peaceful and Gender-Equal Society project to ensure that project results both build on the foundation of the previous phase and are realistic with regard to what the project can achieve. o Review the proposed log frame for the next phase of the Building Democratic, Peaceful and Gender-Equal Society project to ensure it includes intermediate-level indicators that reflect different types and levels of transformative change as well as the medium-term results generated by capacity-building activities. o Develop a more unified and streamlined approach to monitoring, evaluation and reporting based on a programme approach, particularly where RPs are implementing the same approaches in the same regions for more than one donor under the umbrella of UN Women projects.	The CO agrees that M&E should be strengthened within the UN Women team and with Responsible Parties. Project documents could benefit from being revised to incorporate more underlying assumptions and considering different levels of results, as suggested by the evaluators. The CO has started taking active steps towards strengthening M&E for the CO as a whole and this will be of high priority moving forward for both the Danish funded project and the second phase of the Norway funded project. This recommendation will need to be balanced with UN Women corporate guidelines and individual donor requirements.	Partially Accepted	Not applicable	Culture of results/RBM	Evidence, Data and statistics	Effectiveness, Impact
Cluster Evaluation (Final external evaluation of the project ‘Building democratic, peaceful and gender equal society in Ukraine’, funded by the Government of Norway AND Mid-term external evaluation of ‘Decentralisation and Law Enforcement Reforms: Transformative Approaches to Gender Equality and Women’s Empowerment in Ukraine’, funded by the Government of Denmark)	Cluster Evaluation	Europe and Central Asia	Ukraine	2021	Very Good	RECOMMENDATION 7 - Expansion of UN Women Field Offices	It is recommended that UN Women Ukraine expand its field presence and project teams to include an M&E officer, as well as GBV prevention and GRB expertise to both reduce its dependence upon external consultants and to increase its visibility and value added at the regional and local levels. Actions for consideration: o Discuss strategic and human resource considerations with project teams and CO staff regarding the optimum role for UN Women to play at the field level and the most effective ways to do so (i.e. determine what level of technical advice the project teams and UN Women staff should be providing to stakeholders and project beneficiaries). o Conduct a capacity assessment of CO staff to determine key gaps in expertise, and develop a human resource plan to address these gaps.	The CO acknowledges that further discussions on its field presence and staffing is needed to ensure an efficient and strategic approach. The projects need a clearly defined approach to what level of technical advice is appropriate to provide to stakeholders and project beneficiaries. This would involve reviewing the financial resources around staffing and consulting with the team on the field as well as partners to determine priorities. The CO believes that an open dialogue on capacity needs would be more appropriate than an assessment.	Partially Accepted	Not applicable	Operational activities, Organizational efficiency	Oversight/governance, Capacity development	Effectiveness, Efficiency
Cluster Evaluation (Final external evaluation of the project ‘Building democratic, peaceful and gender equal society in Ukraine’, funded by the Government of Norway AND Mid-term external evaluation of ‘Decentralisation and Law Enforcement Reforms: Transformative Approaches to Gender Equality and Women’s Empowerment in Ukraine’, funded by the Government of Denmark)	Cluster Evaluation	Europe and Central Asia	Ukraine	2021	Very Good	RECOMMENDATION 8 - Conduct Gap Analysis	It is recommended that UN Women, in coordination with other key partners, commission a gap analysis and mapping of actors in any future target communities in eastern Ukraine working specifically in thematic areas in UN Women’s SN. Actions for consideration: o Use the analysis to identify who is doing what currently and what are the major gaps in relation to UN Women’s mandate, specifically focusing on EVAWG and WEE. o Present the results of the analysis to hromada officials to inform the selection of target communities as well as the development of UN Women Ukraine’s next SN.	The CO agrees that a thorough mapping exercise is needed to shape the selection of- and work in new communities and regions. This should take into account who is currently doing what and the thematic gaps relating to UN Women’s mandate. The CO is committed to involving partners in determining both the thematic areas of focus and geographical coverage of projects	Accepted	Not applicable	UN Coordination, Partnership, Organizational efficiency	Internal coordination and communication	Effectiveness
Cluster Evaluation (Final external evaluation of the project ‘Building democratic, peaceful and gender equal society in Ukraine’, funded by the Government of Norway AND Mid-term external evaluation of ‘Decentralisation and Law Enforcement Reforms: Transformative Approaches to Gender Equality and Women’s Empowerment in Ukraine’, funded by the Government of Denmark)	Cluster Evaluation	Europe and Central Asia	Ukraine	2021	Very Good	RECOMMENDATION 9 - Institutionalization of Gender Responsive Planning and Budgeting Processes	As a means of strengthening sustainability and the depth/breath of gender-transformative results, it is recommended that UN Women review how to further elevate its approach to capacity-building with duty bearers related to gender-responsive planning and budgeting to a higher-level focus on the institutionalization of these processes and related changes, working with all three levels of government. Actions for consideration: o Review proposed project objectives for the next phase of the Building Democratic, Peaceful and Gender-Equal Society project to potentially include more systematic institutionalization of gender-responsive planning and budget processes. o Continue work with the Ministry of Finance and the MCTD to support the development of budgeting processes and accountability systems at the regional and local levels that will facilitate the tracking of expenditures on gender-responsive measures by local authorities.	Whilst the CO also sees the importance of institutionalizing gender responsive planning and budgeting processes at all levels of government, this is a very large undertaking that falls outside the scope of current projects and resources. The CO will continue to work with grassroots women and CSOs to support them in demanding gender considerations into budgeting and planning processes. Through various UN Women projects, authorities at different levels will also continue to participate in trainings and other capacity development events, that will strengthen their abilities to integrate the needs of women and men into planning processes and resource allocations.	Rejected	Not applicable	Culture of results/RBM	National ownership	Sustainability
Mid-term Evaluation of the project ‘Gender equality at the centre of reforms, peace and security’, funded by the Government of Sweden	Programme Evaluation	Europe and Central Asia	Ukraine	2019	Good	RECOMMENDATION 1	Update the Results and Resources Framework of the project and collect data against additional performance indicators.	The Results and Resources Framework (RRF) of the project is updated on quarterly basis through the Project Monitoring Framework. It is recommended to include the ‘functionality’ indicators in the RRF and the respective data should be collected and reflected in the monitoring and progress reports. There are three indicators where the targets are recommended to be revised or elaborated: 1. % of budget allocated specifically for implementation of NAP 1325 under the Outcome 2: “An enabling environment for implementation of the Women, Peace and Security commitments is created in Ukraine”. Accepted. There is no system of tracking of the state budget allocation for NAP 1325 and no costing was done by the Government which doesn’t allow to properly track the state budget allocations and expenditures. That’s why it is proposed to formulate the target based on the approximate percentage increase in state budget allocations against the baseline (baseline as of 2016 – 3%, target – 4%). 2. Adding the missing baseline information, e.g. in the case of the Indicator “number of reforms that include gender equality provisions” of the Outcome 1 “National mechanism on gender equality and key government institutions integrate gender equality provisions and priorities in national reforms planning and budgeting in line with international and national commitments on GEWE” and the output indicator 1.2.1. “number of line ministries, which apply knowledge and tools provided by the project for gender-responsive planning and budgeting”. Accepted. The missing baseline information is updated. Outcome 1 - the baseline indicator was identified as “0” based on the mapping of the national public administration, justice sector reform, and security and defence sector reform conducted by the national experts. Output 1.2.1 – the baseline indicator was identified as “0” based on functional analysis of the National Women’s Machinery. 3. To include “functionality” element in the Output 2.1 “Coordination, monitoring and evaluation mechanisms for implementation of the NAP 1325 through national reforms at national and local levels are in place and include women’s groups”. Accepted. The output indicator 2.1.1. will be revised to include “functionality” element – “Government coordination and M&E mechanisms are functional and include diverse women’s groups”. The project is a mThus, the functionality of the coordination and monitoring mechanisms can be assessed through a) the regularity of coordination meetings (to be assessed through the meeting minutes) and b) its composition (to be assessed through the membership list). In the framework of the existing cooperation and partnership with the Parliament, the project will advocate with the Parliamentary Caucus “Equal Opportunities” for strengthening the oversight role of the Parliament in NAP 1325 implementation and monitoring. Given the national scope of the project, the quality of the functionality at the local level cannot be assessed. The project, however, coordinates closely with other UN Women projects working at NAP 1325 implementation at the local level. ember of the Inter-Ministerial working group on implementation of UN Security Council Resolution (UNSCR) 1325 chaired by the Deputy Prime Minister on European and Euro Atlantic Integration and will monitor the functionality of the group.	Accepted	Not applicable	Culture of results/RBM	Not applicable	Not applicable
Mid-term Evaluation of the project ‘Gender equality at the centre of reforms, peace and security’, funded by the Government of Sweden	Programme Evaluation	Europe and Central Asia	Ukraine	2019	Good	RECOMMENDATION 2	Plan creation of a Gender Statistics Portal	The proposed action requires a longer timeframe and higher budget than the available resources under the project. Also, various UN agencies have been approached by the State Statistics Service of Ukraine (SSSU) to assist with the creation of an online data system. Therefore, setting up the Gender Statistics Portal will require inter-agency coordination and dialogue with SSSU to understand their vision for the creation of the Portal, and subsequent capacity building. Thus, the project will contribute to the creation of the Portal through building the SSSU capacities required for establishment of the portal. Based on the capacity needs assessment of the SSSU (2019), the project will focus its support to the SSSU on expanding the targeted knowledge and skills and will expose the SSSU to the successful practices on gender statistics and data collection and analysis in the region. The project will coordinate with other UN agencies and donor organizations to ensure streamlined support to SSSU and avoid overlapping.	Accepted	Governance and planning (SPs before 2018)	Operational activities	Evidence, Data and statistics	Not applicable
Mid-term Evaluation of the project ‘Gender equality at the centre of reforms, peace and security’, funded by the Government of Sweden	Programme Evaluation	Europe and Central Asia	Ukraine	2019	Good	RECOMMENDATION 3	Finalize and validate the functional analysis of gender machinery in Ukraine.	The recommendation is accepted with the caveat that the implementation of the functional analysis is the responsibility of the Government. The functional analysis is under finalization and will be submitted to the Deputy Prime Ministers Office (DPMO) for further consideration. First round of validation meetings has been conducted and comments addressed. UN Women is expecting to receive the final consolidated version of the Analysis and organize one final round of validation with different stakeholders. After the final validation meeting, the Analysis will be submitted to the DPMO for consideration and follow up intervention.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership	National ownership	Gender equality
Mid-term Evaluation of the project ‘Gender equality at the centre of reforms, peace and security’, funded by the Government of Sweden	Programme Evaluation	Europe and Central Asia	Ukraine	2019	Good	RECOMMENDATION 4	Provide support for establishment and thematic capacity development of the Centre for Gender Education for military forces of Ukraine	The current government priority to set up the Centre for Gender Education or Centre of Excellence for security and defence sector has been discussed with the Office of the Deputy Prime Minister. Since such endeavor will require a long-term planning and resources, it is agreed that firstly, there is a need to establish a common understanding amongst all the stakeholders, undertake capacity assessment and scoping for the establishment of the Centre for Gender Education. This initiative requires multiple stakeholders’ joint ownership. Therefore, UN Women, based on the scope of the project, offers to provide the support through sharing the best practices, supporting consultations with the national and international partners and learning from their experiences, and build on the learnings and findings from the ongoing research study on “Understanding masculinity in security sector institutions” undertaken in collaboration with the Ministry of Interior, and development of the methodological recommendations for integrating gender priorities in the security and defence sector higher education institutions. The establishment of centre per se (for e.g. the Nordic Centre for Gender Mainstreaming (NCGM)), is beyond the scope of the project.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Capacity development	Gender equality
Mid-term Evaluation of the project ‘Gender equality at the centre of reforms, peace and security’, funded by the Government of Sweden	Programme Evaluation	Europe and Central Asia	Ukraine	2019	Good	RECOMMENDATION 5	Maintain gender literacy activities within each line ministry and institution, but link and fine tune them with the GE educational course of the the National Agency for Civil Service (NACS).	Currently, the project is already undertaking the capacity building and “gender literacy” activities with the Ministry of Justice, State Statistics Service, Ministry of Interior, Ministry of Veterans Affairs, Temporarily Occupied Territories and Internally Displaced People (IDP), and Ministry of Foreign Affairs. At the same time, the work on institutionalization of gender equality (GE) trainings was already started by the project through developing and approving three curricula by the National Agency for Civil Service (NACS), training of trainers of training centers/institutions of vocational training for civil servants and providing corresponding official training courses. The efforts of the institutionalization of GE education for the civil servants will be further intensified through the curricula analysis of the training centres under the aegis of NACS. The findings of the analysis will be utilized to integrate GE priorities in the respective curricula. Both approaches will complement each other, will be inter-linked and fine-tuned in terms of topics, support materials, additional informational sources, tools, etc.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Capacity development	Gender equality
Mid-term Evaluation of the project ‘Gender equality at the centre of reforms, peace and security’, funded by the Government of Sweden	Programme Evaluation	Europe and Central Asia	Ukraine	2019	Good	RECOMMENDATION 6	Support development of the blended learning format on GE for the civil servants.	State Statistics Service of Ukraine (SSSU) will be assisted through establishing system for the blended learning experience. Online training courses will be introduced in combination with the in-person trainings. The Reforms project has initiated collaboration with the UN Women Staff Training Centre, to adapt the interactive, online courses ‘I Know Gender’. These modules will be adapted and integrated in the learning and capacity building of the civil servants, through the National Agency for Civil Servants (NACS), and Ministry of Interior.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Capacity development	Gender equality
Mid-term Evaluation of the project ‘Gender equality at the centre of reforms, peace and security’, funded by the Government of Sweden	Programme Evaluation	Europe and Central Asia	Ukraine	2019	Good	RECOMMENDATION 7	Encourage development of the Back-Home Action Plans by the participants after the study visits and/or thematic trainings.	The study visits and thematic trainings will be coupled with a ‘back-home action plans’ by the participants.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership	Capacity development	Sustainability
Mid-term Evaluation of the project ‘Gender equality at the centre of reforms, peace and security’, funded by the Government of Sweden	Programme Evaluation	Europe and Central Asia	Ukraine	2019	Good	RECOMMENDATION 8	Promote participation of the CSOs and media in policy making and public M&E systems.	The Reforms project is supporting the Deputy Prime Minister (DPM) Office to establish the Civil Society Platform for consultations in policy making, for e.g. involve civil society in the preparation of the 2nd NAP 1325, and in the Security sector reform. Based on the civil society capacity needs assessment, the capacity building actions will be undertaken in collaboration with Ukrainian Women’s Fund to build capacity of the CSOs on monitoring of the policy implementation with regards to gender equality and women’s rights. The partnership with media will be strengthened through the ongoing collaboration with the Public Broadcasting Company to train the journalists on gender sensitive journalism. The journalists will be capacitated to highlight the policy reform needs from gender equality perspective, however, policymaking per se is not the role of the media.	Partially Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership	Promoting inclusiveness/Leaving no one behind	Gender equality
Mid-term Evaluation of the project ‘Gender equality at the centre of reforms, peace and security’, funded by the Government of Sweden	Programme Evaluation	Europe and Central Asia	Ukraine	2019	Good	RECOMMENDATION 9	Agree on criteria and apply prioritization in selection of partnerships in the remaining part of the project.	Flexibility and support the government as per the evolving needs has been the Reforms project’s strength. In view of the recent changes in the leadership of the government and parliament, and the subsequent changes in the leaderships within the partner organizations, the project will attempt to prioritize the selection of partnership. However, given the efforts invested in building these partnerships, and the results achieved, it will be difficult to curtail the partnerships. Nevertheless, efforts will be made to continue strengthening the ongoing partnerships, rather than creating new collaborations. The criteria for the new partnership prioritization will be developed in case new partnerships need emerge that are critical to the programme’s effective delivery.	Partially Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership	Promoting inclusiveness/Leaving no one behind	Gender equality
Mid-term Evaluation of the project ‘Gender equality at the centre of reforms, peace and security’, funded by the Government of Sweden	Programme Evaluation	Europe and Central Asia	Ukraine	2019	Good	RECOMMENDATIONS 10	Sign a Partnership Agreement with the National Agency for Civil Service (NACS) and consolidate gender literacy sustainability prospects	The partnership with National Agency for Civil Service (NACS) is already in place. However, the partnership agreement (Memorandum of Understanding (MoU)) as per the ongoing UN Reform as well as UN Women’s corporate guideline, is an institutional partnership mechanism, and not a project-based partnership modality. Therefore, while the partnership will continue, and will be further strengthened, it will not be done through a signed partnership agreement/ MoU. This is also partially addressed under the recommendation 5 and 6.	Partially Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership	Oversight/governance	Gender equality
Final evaluation of SN 2018-2022	Country-level Evaluation	Europe and Central Asia	Moldova	2022	Very Good	RECOMMENDATIONS 1	Take integrated planning approach for development of the next Strategic Note and discuss various crisis/development scenarios	Accepted	Accepted	Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Partnership, Normative Support, Operational activities, Culture of results/RBM, Organizational efficiency	Knowledge management, Internal coordination and communication, Resource mobilization	Effectiveness, Efficiency, Sustainability
Final evaluation of SN 2018-2022	Country-level Evaluation	Europe and Central Asia	Moldova	2022	Very Good	Recommendation 2	Integrate other aspects of Women, Peace and Security in development of the next strategic note, beyond women’s participation	Accepted	Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Partnership, Humanitarian action	National ownership, Advocacy	Effectiveness, Efficiency, Sustainability, Gender equality
Final evaluation of SN 2018-2022	Country-level Evaluation	Europe and Central Asia	Moldova	2022	Very Good	Recommendation 3	In the current context of crisis, leverage UN Women’s mandate and added value strengthen coordination in previous and emerging coordination priority areas	Accepted	Accepted	Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Partnership	Advocacy, Internal coordination and communication	Efficiency, Sustainability, Gender equality
Final evaluation of SN 2018-2022	Country-level Evaluation	Europe and Central Asia	Moldova	2022	Very Good	Recommendation 4	Standardize capacity development management processes, particularly needs assessment, quality assurance of design and delivery, and implementing partners reporting; and strengthen overall monitoring and evaluation systems for relevant and tailored follow-up.	Accepted	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities, Culture of results/RBM, Organizational efficiency	Capacity development, Knowledge management	Efficiency, Gender equality
Final evaluation of SN 2018-2022	Country-level Evaluation	Europe and Central Asia	Moldova	2022	Very Good	Recommendation 5	Further capitalize the potentials of Strategic Note Direct Funding in terms of strengthening the Country Office’s holistic programmatic approach of and its catalytic effect on resource mobilization.	Accepted	Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Partnership, Normative Support, Operational activities, Culture of results/RBM, Organizational efficiency	Resource mobilization	Effectiveness, Relevance, Sustainability, Gender equality
Final evaluation of SN 2018-2022	Country-level Evaluation	Europe and Central Asia	Moldova	2022	Very Good	RECOMMENDATIONS 6	Support further integration of the project staff, particularly those engaged during COVID-19 and those engaged in the EU-funded projects	Accepted	Accepted	Not applicable	Operational activities	Knowledge management	Efficiency
Final evaluation of SN 2018-2022	Country-level Evaluation	Europe and Central Asia	Moldova	2022	Very Good	Recommendation 7	Ensure that the promotion of transformative approaches and social norms change is continued, that vulnerable groups’ needs are covered by the next Strategic Note and that these groups benefit from its implementation.	Accepted	Accepted	Global norms and standards (SPs before 2018)	Organizational efficiency, Youth engagement, Engaging men and boys	Promoting inclusiveness/Leaving no one behind	Efficiency, Human Rights, Gender equality
Final evaluation of SN 2018-2022	Country-level Evaluation	Europe and Central Asia	Moldova	2022	Very Good	RECOMMENDATIONS 8	Taking into account the positive impact of UN Women’s technical assistance to the UNCT in Belarus, and also the sustainability challenges of the current approach, initiate and contribute to the corporate discussion on UN Women’s strategic approach to supporting UN Country Teams without a UN Women presence	Accepted	Accepted	Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Partnership	Advocacy	Efficiency
Evaluation of "Promoting and Protecting Women Migrant Workers’ Labour and Human Rights: Engaging with International, National Human Rights Mechanisms to Enhance Accountability (Jan 2014-Jan 2017)"	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2017	Good	Systematize and disseminate lessons learned: The programme was intended as a pilot for learning what...		UN Women agrees with this recommendation, and recognises the importance of disseminating and sharing best practices and lessons learnt. UN Women continues to leverage the strategic partners that were developed from this project, through the establishment of the Expert Working Group for addressing women’s human rights in the global compact for migration for which UN Women acts as the substantive Secretariat. UN Women understands the need to raise awareness about lessons learnt and best practices in order to improve future programming activities, and UN Women takes note of the suggestion to hold informal brown bags to allow other colleagues the chance to learn from the experiences of this project.	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Normative Support, Operational activities	Oversight/governance, Capacity development, Advocacy, Evidence, Data and statistics	Efficiency, Sustainability, Impact
Evaluation of "Promoting and Protecting Women Migrant Workers’ Labour and Human Rights: Engaging with International, National Human Rights Mechanisms to Enhance Accountability (Jan 2014-Jan 2017)"	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2017	Good	Identify programme results at risk: There are results that will continue with or without the involve...		UN Women agrees with this recommendation – although rather generic in nature. The vast catalogue of knowledge products produced as part of this project fill an important gap in the literature vis-à-vis addressing the situation and rights of women in migration. Although, UN Women ensured that all knowledge products were made available on the corporate website and promoted through the EmpowerWomen online platform, we do need to ensure that we continue to further disseminate these products. Throughout 2016, UN Women presented an intervention during each of the thematic sessions as part of the preparatory phases of the Global Compact for Migration, during these interventions the expert recommendations – a key output of this project – were cited and references were made to the other knowledge products which have been produced and made available. UN Women agrees that mobilising funds is a priority to ensure the work in this area can continue and have an opportunity to build on the results achieved from this project.	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Normative Support, Operational activities	Oversight/governance, Capacity development, Advocacy, Evidence, Data and statistics	Sustainability
Evaluation of "Promoting and Protecting Women Migrant Workers’ Labour and Human Rights: Engaging with International, National Human Rights Mechanisms to Enhance Accountability (Jan 2014-Jan 2017)"	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2017	Good	Continue resource mobilization efforts: In what can be interpreted as recognition of the success of ...		UN Women agrees with this recommendation and in addition to having mobilized funds for the Expert Working Group for which UN Women is the substantive Secretariat, a proposal is currently being drawn up to mobilise further funds for a global migration project. This proposal seeks to build on the experiences and the strong partnerships gained from the previous project, and will help secure a legacy for UN Women as a strong and important organisation in the migration field.	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Normative Support, Operational activities	Oversight/governance, Capacity development, Advocacy, Evidence, Data and statistics	Sustainability, Impact
Evaluation of "Promoting and Protecting Women Migrant Workers’ Labour and Human Rights: Engaging with International, National Human Rights Mechanisms to Enhance Accountability (Jan 2014-Jan 2017)"	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2017	Good	Invest to maintain strategic partnerships: Important and non-traditional partnerships have been esta...		UN Women partially agrees with this recommendation. Although resources are key to the development and implementation of a future migration project, the strong partnerships which were established between UN Women and other stakeholders will continue. The partnerships are extremely important to the work of UN Women and therefore their ongoing engagement and maintenance has been considered a critical priority. The Expert Working Group continues to be the main channel through which UN Women maintains and strengthens the partnerships which were established during the previous migration project.	Partially Accepted	Women economic empowerment (SPs before 2018)	Partnership, Normative Support, Operational activities	Oversight/governance, Capacity development, Advocacy, Evidence, Data and statistics	Sustainability
Evaluation of "Promoting and Protecting Women Migrant Workers’ Labour and Human Rights: Engaging with International, National Human Rights Mechanisms to Enhance Accountability (Jan 2014-Jan 2017)"	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2017	Good	Strengthen regional approach: While the programme sought to link the grassroots level with the macro...		UN Women partially agrees with this recommendation. The programme was anchored in three pilot countries – Mexico, Moldova, and the Philippines – and whilst these countries were not intended to be a representative sample, they each represent a distinct labour migration system across three geographic regions: Latin America, Eastern Europe, and South-East Asia. Further, this was considered to be a pilot programme and were more resources and time made available, it would have allowed for expansion into other countries thereby increasing the availability of data as well as deepening the work of the programme to engage with regional mechanisms.	Partially Accepted	Women economic empowerment (SPs before 2018)	Partnership, Normative Support, Operational activities	Oversight/governance, Capacity development, Advocacy, Evidence, Data and statistics	Impact
Evaluation of "Promoting and Protecting Women Migrant Workers’ Labour and Human Rights: Engaging with International, National Human Rights Mechanisms to Enhance Accountability (Jan 2014-Jan 2017)"	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2017	Good	Advocate for and replicate effective strategies: Whenever possible, the programme should seek to rep...		UN Women agrees with this recommendation. The project championed several successful methods of engagement and capacity building which will be replicated in future and/or other programmes. In particular, the multi-stakeholder approach used by this project has been lauded for bringing together a number of different stakeholders – in particular several human rights treaty bodies – which would not otherwise have collaborated on the intersection between gender and migration. This innovative approach not only increased the capacity of the individual organisations/ bodies to address the linkages between gender and migration, but also increased their opportunities for the treaty bodies to work collaboratively in their reporting functions which helped to strengthen their work in relation to women and migration.	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Normative Support, Operational activities	Oversight/governance, Capacity development, Advocacy, Evidence, Data and statistics	Effectiveness, Sustainability
Evaluation of "Promoting and Protecting Women Migrant Workers’ Labour and Human Rights: Engaging with International, National Human Rights Mechanisms to Enhance Accountability (Jan 2014-Jan 2017)"	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2017	Good	Geographic and/or thematic expansion: A similar pilot programme could expand to Africa and the Middl...		UN Women partially agrees with this recommendation. There continues to be a need for UN Women to have programmatic work addressing the rights of women in migration, and an extension to this initial project would have been welcome. However, with the development of the global compact for safe, orderly and regular migration taking place in 2018 it is important that UN Women capitalises on its expertise in the field of gender and migration – building on the knowledge and experiences gained from this project – to ensure that the rights of all migrants are being addressed and prioritised in migration governance. UN Women agrees with the suggestion to expand any migration project to other areas, in support of the work of the country and/or regional offices.	Partially Accepted	Women economic empowerment (SPs before 2018)	Partnership, Normative Support, Operational activities	Oversight/governance, Capacity development, Advocacy, Evidence, Data and statistics	Sustainability, Impact
UN Women Rwanda Country Portfolio Evaluation 2014 - 2018	Country-level Evaluation	East and Southern Africa	Rwanda	2018	Good	Recommendation 1: In the next SN period, UN Women Rwanda should prioritize achieving the best fit be...		During the development of its new 5-year Strategic Note, the UN Women Rwanda Country Office will carefully identify interventions where it can most effectively and efficiently further gender equality and women’s empowerment in Rwanda. Strategic priority will be attributed to areas at the intersection of major Rwandan challenges in terms of gender equality and women’s empowerment, of a favorable alignment of key actors who can support UN Women’s actions and of UN Women Rwanda’s areas of comparative advantage. The prioritization of the new Strategic Note’s intervention areas will be undertaken in consultation with key stakeholders and interventions will be aligned to the UN Women Global Strategic Plan 2018 – 2021, to national development priorities and the United Nations Development Assistance Plan 2018 – 2023 (UNDAP). By building on strategic partnerships with key stakeholders, the UN Women Rwanda Country Office will further leverage existing capacity within the country to achieve significant impact in terms of advancing gender equality and women’s empowerment. Choosing a few focus areas only, the UN Women Rwanda Country Office will continue to ensure an effective and efficient utilization of its resources during the next 5-year program period.	Accepted	Not applicable	Partnership, Organizational efficiency	Not applicable	Efficiency, Impact
UN Women Rwanda Country Portfolio Evaluation 2014 - 2018	Country-level Evaluation	East and Southern Africa	Rwanda	2018	Good	Recommendation 2: For greater effectiveness and efficiency, UN Women Rwanda should closely review it...		UN Women follows the United Nations Development Group (UNDG)’s guidance on Results-Based Management (RBM) and applies a RBM approach throughout all its programs and operations. The Country Office will further strengthen the application of RBM methodologies throughout the implementation of the new Strategic Note and continue building internal and external RBM capacity.	Partially Accepted	Not applicable	Culture of results/RBM	Not applicable	Effectiveness, Efficiency, Sustainability, Impact
UN Women Rwanda Country Portfolio Evaluation 2014 - 2018	Country-level Evaluation	East and Southern Africa	Rwanda	2018	Good	Recommendation 3: The next Strategic Note should prioritise work across its triple mandate and its D...		The UN Women Rwanda Country Office identified and recognized the need to leverage its triple mandate in a more balanced manner (normative, coordination and operational) while seeking to address social norms and gender stereotypes across its work throughout the upcoming planning and programming cycle. In the context of a mostly gender-responsive legal and policy framework, too much efforts were put on the operational mandate yet bridging the policy-practice gap is a key step in securing the advancement and sustainment of gender equality gains in Rwanda. The Country Office will be more intentional in leveraging its coordination mandate as already started through the UNDAP gender strategy and the reviving of the national gender cluster. In addition to these ongoing efforts, the CO will strengthen its engagement with civil society organisations and the CSAG in particular, media and national and local government partners on tackling social norm change and apply a men and boys engage approach throughout its work.	Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Youth engagement, Engaging men and boys	Advocacy	Sustainability, Impact, Human Rights, Gender equality
UN Women Rwanda Country Portfolio Evaluation 2014 - 2018	Country-level Evaluation	East and Southern Africa	Rwanda	2018	Good	Recommendation 4: UN Women Rwanda should develop an explicit Theory of Change for the Strategic Note...		The UN Women SN included a TOC and would not have passed the internal quality assurance measures within UN Women RO and HQ. Our efforts to convince the evaluation team to accept the implicit TOC remained vain and meant that they missed an opportunity to conduct a more thorough evaluation exercise. While we accept that the TOC was not explicitly stated, it was very much clear from the results framework and it was even articulated and shared with the evaluators who insisted that it should have been explicit. We are therefore unable to fully accept this recommendation but we commit to strictly follow the new UN Women guidelines on Strategic Note Development and develop an explicit Theory of Change that will articulate the change UN Women aims to achieve in Rwanda and outline what is necessary and sufficient for that change to manifest. The Theory of Change will be informed by a problem and context analysis, validated programmatic outcomes and outputs of the new Strategic Note and identified risks and assumptions.	Partially Accepted	Not applicable	Culture of results/RBM	Not applicable	Effectiveness, Relevance, Sustainability, Impact
UN Women Rwanda Country Portfolio Evaluation 2014 - 2018	Country-level Evaluation	East and Southern Africa	Rwanda	2018	Good	Recommendation 5: Following development of the Strategic Note 2018-2023, UN Women Rwanda should deve...		The UN Women Rwanda Country Office will determine the number and profile of staff required to ensure a systematically effective implementation of programs under the new Country Office Strategic Note. As programmatic resources are mobilized and the areas of intervention under the new five-year plan are determined, the Office’s needs in terms of expertise and quantity of staff will be mapped and recruitment processes, where required, initiated in a timely manner. The UN Women Rwanda Country Office will furthermore continue to selectively leverage available expertise at UN Women Headquarters or Regional Office level to support punctual interventions. Capacity building for current staff will be continued and new recruits will be provided with a substantive induction to UN Women’s work. The implementation of the current SN which is expiring this year started out with enough staff but the office lost some of its capacity due to the reduced number of projects. As a new SN is being formulation, a functional analysis has been requested to ensure the office has the capacity to deliver on its new SN to avoid challenges faced under the current SN where the office structure hindered the office effectiveness in the absence of an appointed representative, deputy representative and enough programme staff.	Accepted	Not applicable	Operational activities, Organizational efficiency	Advocacy	Efficiency
UN Women Rwanda Country Portfolio Evaluation 2014 - 2018	Country-level Evaluation	East and Southern Africa	Rwanda	2018	Good	Recommendation 6: Following development of the SN 2018 -2023, UN Women Rwanda should venture into no...		In a complex funding environment with shifting donor priorities, more direct budget support and only one donor traditionally funding gender equality and women’s empowerment physically represented in Rwanda, the UN Women Rwanda Country Office will enhance and diversify its resource mobilization strategies. The Country Office will develop a new Resource Mobilization Strategy tailored to the priority areas of intervention identified in the Strategic Note 2018 – 2023. Deepening its partnership with current donors, the office will also diversify its donor base and explore new funding sources through private sector engagement and innovative financing mechanisms. Furthermore, the Country Office will continue to strengthen its communication and advocacy activities to support its resource mobilisation function in addition to leveraging its coordination mandate and working more closely with the UN Resident Coordinator to jointly mobilise resources under the new UNDAP. Since Rwanda is a DaO country, joint resource mobilisation is highly recommended. The new UNDAP fully mainstreams gender and include a standalone outcome on gender. This was done in an effort to secure resources for the office. The UN collectively is looking at greater engagement with the World Bank and with the private sector for resource mobilisation. In the meantime, significant efforts have been deployed in 2017 and 2018 to enhance partnerships, donor visibility, communication and quality of reporting across all programmes.	Partially Accepted	Not applicable	Not applicable	Knowledge management, Internal coordination and communication, Resource mobilization	Not applicable
UN Women Rwanda Country Portfolio Evaluation 2014 - 2018	Country-level Evaluation	East and Southern Africa	Rwanda	2018	Good	Recommendation 7: UN Women Rwanda should lead the development of a systematic mechanism of screening...		Rwanda was one of the pilot countries chosen for the implementation of the UN’s “Delivery as One” approach. The United Nations Country Team (UNCT) in Rwanda closely coordinates its work, and joint programs have been used as a common implementation mechanism under the current United Nations Development Assistance Plan (UNDAP 2013 – 2018). While the framework of joint program implementation under the new UNDAP 2018 – 2023 is under review by the UNCT, the UN Women Rwanda Country Office will continue to assume its coordination role on gender equality and women’s empowerment within the UN system. Building on the action plan of the 2017 gender scorecard assessment, gender mainstreaming and the adherence to gender equality and women’s empowerment principles throughout the UNCT will be strengthened under the UNDAP 2018 – 2023.	Accepted	Not applicable	UN Coordination	Capacity development, Promoting inclusiveness/Leaving no one behind	Relevance, Impact, Human Rights
Evaluation of the project "Support to seed women for an equal, solidarity-based and sustainable development in Morocco"	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2017	Good	Continuer d’adapter les rythmes de formation en fonction de la disponibilité et le mode de vie et de...		L’ONU Femmes a apporté son appui technique à l’Association Terre Humanisme Maroc, et au Programme Oasis Tafilalet, afin d’élaborer un programme de formation adapté en se basant sur les résultats des évaluations réalisées à la fin des différentes sessions de formation menées au profit des femmes semencières, tout en respectant le rythme habituel des sessions.	Accepted	Women economic empowerment (SPs before 2018)	Climate change	Capacity development	Sustainability
Evaluation of the project "Support to seed women for an equal, solidarity-based and sustainable development in Morocco"	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2017	Good	Privilégier la pratique et les actions concrètes plutôt que les connaissances théoriques. Le program...		Lors des nouveaux ateliers de formation, THM a renforcé davantage le volet pratique des femmes semencières, ce qui leur a permis d’assimiler plus facilement les techniques d’agroécologie utilisés dans les différents contextes agricoles	Accepted	Women economic empowerment (SPs before 2018)	Climate change	Capacity development	Sustainability
Evaluation of the project "Support to seed women for an equal, solidarity-based and sustainable development in Morocco"	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2017	Good	Réaliser un manuel pour la production de la semence paysanne au Maroc en partenariat avec des centre...		L’ORMVA d’Errachidia (sous la tutelle du Ministre de l’Agriculture), a réalisé un manuel de la production des semences locales, en ciblant les sites oasiennes. Elle ambitionne de généraliser ce travail aux différents contextes et ce avec l’appui de l’Institut de recherche Agricole de Settat et l’Institut d’Agriculture et Vétérinaire de Rabat	Accepted	Women economic empowerment (SPs before 2018)	Climate change	Capacity development	Sustainability
Evaluation of the project "Support to seed women for an equal, solidarity-based and sustainable development in Morocco"	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2017	Good	Généraliser cette expérience d’approche territoriale pour des projets d’agroécologie et la répliquer...		Vu qu’ONU Femmes dispose de partenariat stratégique avec la DGCL, un plaidoyer a été réalisé auprès des présidents des communes pour intégrer les projets d’agroécologie dans les plans d’actions de développement des communes ciblées par le projet et de reproduire cette approche auprès de nouvelles communes.	Accepted	Women economic empowerment (SPs before 2018)	Climate change	Capacity development	Sustainability
Evaluation of the project "Support to seed women for an equal, solidarity-based and sustainable development in Morocco"	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2017	Good	Renforcer les échanges d’expériences et le réseautage des femmes semencières au niveau national et e...		L’association THM Maroc et ONU Femmes ont appuyé la création d’un premier réseau de femmes semencières en 2017. L'objectif de ce réseau est de relier à travers l’Afrique francophone toutes celles qui le souhaitent pour faire vivre des projets de reproduction et de conservation de semences locales, diffuser les bonnes pratiques d’agro écologie ainsi que Le partage d’expertise dans ce domaine. A ce jour, trois pays dont l’Algérie, la Tunisie et le Sénégal y ont adhéré	Accepted	Women economic empowerment (SPs before 2018)	Climate change	Capacity development	Sustainability
Evaluation of the Safe Cities Campaign #Noesdehombres	Programme Evaluation	Americas and the Caribbean	Mexico	2018	Very Good	RECOMMENDATION 1 Define specific, measurable, accurate and timely (SMART) communication objectives ...		Due to a lack of experience in communication campaigns, the TORs and evaluation criteria and campaign objectives were developed from a programming perspective.	Accepted	Ending violence against women (SPs before 2018)	Not applicable	Not applicable	Efficiency
Evaluation of the Safe Cities Campaign #Noesdehombres	Programme Evaluation	Americas and the Caribbean	Mexico	2018	Very Good	RECOMMENDATION 2 Define the target population from the beginning and develop a creative concept wit...		The target audience was often confused with the beneficiary population due to an overlap between communication and programme objectives/goals.	Accepted	Ending violence against women (SPs before 2018)	Not applicable	Not applicable	Effectiveness
Evaluation of the Safe Cities Campaign #Noesdehombres	Programme Evaluation	Americas and the Caribbean	Mexico	2018	Very Good	RECOMMENDATION 3: Develop a campaign results framework with quantitative and qualitative indicators ...		Although we established specific objectives to reach expected results and monitored every stage of the campaign's implementation, and used quantitative and qualitative evaluation methodologies, we did not develop a formal campaign results framework.	Accepted	Ending violence against women (SPs before 2018)	Not applicable	Not applicable	Effectiveness
Evaluation of the Safe Cities Campaign #Noesdehombres	Programme Evaluation	Americas and the Caribbean	Mexico	2018	Very Good	RECOMMENDATION 4: Ensure the integration of a good creative proposal and campaign implementation pla...		One of the good practices in the #NoEsDeHombres campaign was the strength of the creative proposal which has since been granted three awards in the advertising sector: 1) bronze at the Ibero-American advertising communication festival (Ojo de Iberoamerica) 2017; 2) IAB bronze prize in the category of social responsibility and public service 2018; and 3) EIKON Prize in social marketing 2018. The Implementation plan would benefit from a medium-long term approach so as to build on and not lose the momentum created.	Accepted	Ending violence against women (SPs before 2018)	Not applicable	Not applicable	Impact
Evaluation of the Safe Cities Campaign #Noesdehombres	Programme Evaluation	Americas and the Caribbean	Mexico	2018	Very Good	RECOMMENDATION 5 Assess the efficiency, relevance, and appropriateness of the creative concept in ea...		The campaign creative process involved extensive consultation processes with target population, beneficiaries, implementing partners and key stakeholders. Focus groups were carried out with men to test each of the different campaign components conducted by the Advertising Agency JWT with the Instituto de Investigaciones Sociales. Key civil society partners, women's groups and young women bloggers and activists were consulted, and many partnered with UN Women in phase 1 of the implementation by sharing, tweeting and publishing comments on social networks to support the dissemination of the campaign.	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Not applicable	Effectiveness
Evaluation of the Safe Cities Campaign #Noesdehombres	Programme Evaluation	Americas and the Caribbean	Mexico	2018	Very Good	RECOMMENDATION 6 Develop clear messages for the target audiences/population based on what could work...		This was successfully achieved in the #NoEsDeHombres campaign- the messages did not appeal to UN Women and feminist partner organizations because they relied upon women’s relationships to men to generate change when our objective is to promote the universality of women’s rights regardless of their relationship to men. However, after the focus groups with men both UN Women and partners had to concede to the arguments made by J.W.T and this proved to be a highly effective approach.	Accepted	Ending violence against women (SPs before 2018)	Engaging men and boys	Not applicable	Relevance
Evaluation of the Safe Cities Campaign #Noesdehombres	Programme Evaluation	Americas and the Caribbean	Mexico	2018	Very Good	RECOMMENDATION 7: Design a specific social network campaign strategy with its own objectives and res...		For future campaigns we are going to consider specific objectives according to the audiences that we want to reach through our social media channels.	Accepted	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Safe Cities Campaign #Noesdehombres	Programme Evaluation	Americas and the Caribbean	Mexico	2018	Very Good	RECOMMENDATION 8: Earmark adequate resources for the campaign in order to ensure that funds allocate...		UN Women CO allocated a significant proportion of the programme budget to the design and implementation of the campaign; however, it was inadequate for such an innovative campaign. UN Women successfully negotiated for pro-bono contributions from the advertising agency J.W.T (42, 000 USD) and successfully secured a contribution from the Mexico City government to share production costs and in-kind contributions were provided in terms of advertising space in the campaign.	Accepted	Not applicable	Culture of results/RBM	Not applicable	Efficiency
Evaluation of the Safe Cities Campaign #Noesdehombres	Programme Evaluation	Americas and the Caribbean	Mexico	2018	Very Good	RECOMMENDATION 9: Develop an evaluation plan that considers a pre-campaign and post-campaign evaluat...		The evaluation was made with a programming perspective and for a longer period than that was expected (3 months). Also, the Regional and Country level UN Women monitoring, and evaluation teams were involved until the end of the campaign and the Safe Cities team should have been more involved in participating and accompanying the interviews and focal groups to ensure a gender responsive approach. Furthermore, the information contained in the evaluation criteria on effectiveness, gender equality/human rights, and campaign sustainability (component obtained through interviews) is not strictu sensu an evaluation by the Evaluation Team, but rather a general assessment by campaign counterparts and partners –mainly about the process throughout different phases.	Accepted	Not applicable	Culture of results/RBM	Not applicable	Efficiency
Evaluation of the Safe Cities Campaign #Noesdehombres	Programme Evaluation	Americas and the Caribbean	Mexico	2018	Very Good	RECOMMENDATION 10: Consider an additional evaluation methodology that compares findings of qualitati...		This recommendation does not apply to this particular campaign as a neuroscience analysis was incorporated as part of the evaluation strategy. It is a good practice that was Identified that is now a recommendation for future campaigns.	Accepted	Not applicable	Culture of results/RBM	Not applicable	Efficiency
Evaluation of the Safe Cities Campaign #Noesdehombres	Programme Evaluation	Americas and the Caribbean	Mexico	2018	Very Good	RECOMMENDATION 11: In order to have an impact, it is necessary to innovate and avoid controversies a...		From the beginning, potential risks, pros, and cons of working with public figures (influencers) were analyzed, we considered an on-boarding process for celebrities, opinion leaders (influencers) in a way that they are well prepared to give answers and participate pertinently in conversations generated around the campaign.	Accepted	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Safe Cities Campaign #Noesdehombres	Programme Evaluation	Americas and the Caribbean	Mexico	2018	Very Good	RECOMMENDATION 12: At the end of the communication campaign, it is suggested that institutions plan ...		Due to limited programme budget and duration of initial phase of programme, follow up campaign and programmatic actions were not developed. in future, a more integrated and strategic approach with a longer-term vision should be developed with an accompanying resource mobilization strategy.	Accepted	Not applicable	Not applicable	Not applicable	Sustainability
Evaluation of the Safe Cities Campaign #Noesdehombres	Programme Evaluation	Americas and the Caribbean	Mexico	2018	Very Good	RECOMMENDATION 13: If a call-to-action is considered, and it involves an institutional response –for...		The call to action on the campaign posters informed that the victims and the witnesses of sexual harassment could contact 911 to report it. Women who participated in focus groups highlighted that they welcomed the fact that the authorities were taking this issue seriously by informing them that sexual harassment is a crime and inviting them to report it, however, at the same time they lacked confidence in the authorities to respond appropriately if they reported sexual harassment and therefore it can be concluded that the "call-to-action" was not effective. In order to assess whether there was an increase in reporting linked to the "call-to-action" of the campaign, UN Women and the Evaluation Reference Group considered relevant an analysis of reports of sexual harassment made during the campaign implementation period, under the assumption that there could be some variation, most likely an increase in reporting of sexual harassment to 911. However, the analysis undertaken through the evaluation did not include 911 data but rather was an analysis of the number of sexual harassment cases that had been registered by prosecution services during the implementation of the campaign and compared this with previous years over the same period as this was the data provided by the Mexico City Government partners. However, the prosecution data does not include all calls that were made to 911 - only those that result in a formal complaint and this was not identified by UN Women or those undertaking the analysis. Given that the campaign was not focused on increasing the number of formal complaints reported to prosecution services it was unlikely to have had an impact on this data because there are many barriers to reporting sexual violence in Mexico City as have been identified In national surveys such as the ENDIREH as well as through the Safe City Scoping study and baseline study, such as a lack of trust in the authorities, a lack of knowledge about where and how to report and a lack of time because reporting to the prosecution services takes many hours and women have highlighted this as a key reason for not reporting sexual violence. A more suitable indicator would have been to measure the number of reports to 911 as this is was a direct "call to action" in the campaign.	Accepted	Not applicable	Not applicable	Not applicable	Effectiveness
Communal Development Plan Gender Sensitiveness	Thematic Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2018	Good	Recommendation 1 : Le renforcement des capacités des acteurs impliqués dans les processus en matière...		Elaboration et mise en œuvre d’un plan de formation en matière de genre et gouvernance au profil des cadres de la DGCL et des collectivités territoriales, ainsi que des élus/es locaux/es.	Accepted	Governance and planning (SPs before 2018)	Partnership	Capacity development	Effectiveness
Communal Development Plan Gender Sensitiveness	Thematic Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2018	Good	Recommendation 2 : La vulgarisation des méthodes et des outils d’intégration systématique de l’appro...		Finalisation et diffusion du guide PAC sensible au genre et accompagnement des communes pour le renforcement de l’intégration de l’approche genre dans les stratégies de développement local.	Accepted	Governance and planning (SPs before 2018)	Partnership	Knowledge management	Gender equality
Communal Development Plan Gender Sensitiveness	Thematic Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2018	Good	Consolider et renforcer la stratégie d’accompagnement des collectivités territoriales adopté par la ...		Renforcer les capacités des points focaux genre pour le suivi de l’intégration du genre dans les programmes d’accompagnement aux collectivités territoriales de la DGCL ainsi que le mise en place des Instances de l’Equité l’Egalité des Changes et de l’Approche Genre « IEECAG »	Partially Accepted	Governance and planning (SPs before 2018)	Partnership	Capacity development	Gender equality
Communal Development Plan Gender Sensitiveness	Thematic Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2018	Good	Conforter la dynamique de gouvernance locale à travers l’appui des communes pour qu’elles s’appropri...		Accompagner 3 régions cibles, 7 préfectures et provinces et 15 communes dans l’intégration de l’égalité de genre dans leurs processus de planification territoriale	Accepted	Governance and planning (SPs before 2018)	Partnership	National ownership	Gender equality
Communal Development Plan Gender Sensitiveness	Thematic Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2018	Good	Renforcer la mise en place effective d'une gouvernance sensible au genre par la mise en place d'un c...		Développer un outil de production et suivi des indicateurs désagrégés par sexe	Accepted	Governance and planning (SPs before 2018)	Partnership	Internal coordination and communication	Efficiency, Impact
Country Portfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	Brazil	2022	Very Good	Implement measures in the conceptualization, execution, and monitoring of the next Strategic Note to...		The recommendation was considered by the evaluation as high priority and to be implemented in the short term. The Office accepts the recommendation and is committed to immediately incorporating the proposed key actions in the selection of new projects, and to more critically incorporating them in the process of formulating the new Strategic Note, which has been postponed to the first semester of 2023.	Accepted	Not applicable	Culture of results/RBM	Alignment with strategy	Relevance, Gender equality
Country Portfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	Brazil	2022	Very Good	Review partnership framework and capacity development strategy with a view to: foster links with the...		The recommendation was considered by the evaluation as high priority and to be implemented in the short to medium term. The Office accepts the recommendation and is committed to immediately incorporating the proposed key actions in the design of new projects, into partner selection and engagement (including government, private sector, and engagement of other partners as responsible parties), and short-term coordination efforts on race and gender accountability. For recommended action points regarding new areas of work and coordination efforts developed through the IATG-GRE, the actions are expected to be implemented in the medium term, following the formulation of the new Strategic Note and the signing of the new Cooperation Framework.	Accepted	Not applicable	UN Coordination, Partnership	Capacity development	Gender equality
Country Portfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	Brazil	2022	Very Good	Further promote a culture of collaboration and innovation, building an enabling work environment for...		The recommendation was considered by the evaluation as high priority and to be implemented in the short term. The Office accepts the recommendation and is committed to immediately incorporating the proposed key actions in human resources, operations, monitoring and training activities. For the recommended action points regarding Strategic Note indicators and partnerships for project implementation, the actions are expected to be initiated in the first semester of 2023, when the new SN will be formulated.	Accepted	Not applicable	Culture of results/RBM	Internal coordination and communication, Innovation and technology	Gender equality
Country Portfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	Brazil	2022	Very Good	Build on the Country Office track record of programming the leave no one behind principle with a str...		The recommendation was considered by the evaluation as medium priority and to be implemented in the short term. The Office accepts the recommendation and is committed to immediately start incorporating the proposed key actions in the selection of new funding opportunities, in the design of new projects and into project implementation. Given their medium priority (in face of other priority recommended action), and although they will start being implemented immediately, the CO proposes a medium-term deadline for their conclusion, especially the action point regarding data production and dissemination, as it is a new area of work that will be discussed during the formulation of the new Strategic Note.	Accepted	Not applicable	Not applicable	Promoting inclusiveness/Leaving no one behind, Evidence, Data and statistics	Impact, Gender equality
Gender & Humanitarian Action - Final Evaluation	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2017	Good	Initier des actions correctives pour la conception, la mise en œuvre, le suivi et l’évaluation du pr...		UN Women NIGER overall welcomes the findings, conclusions and recommendations of this evaluation. It reflects the reality of our ambitions and challenges on the ground. It also took into consideration perspectives from project benefeciaries through its participatory approach. Its recommendations are sufficiently specific. Recommendation #2-5 have already been taken on board in the upcoming project “Gender & Humanitarian Action”- Phase II, 2018.	Accepted	Peace and security (SPs before 2018)	Organizational efficiency	Oversight/governance	Efficiency
Gender & Humanitarian Action - Final Evaluation	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2017	Good	RECOMMENDATIONS 3 : Recommandation visant les orientations futures • Eu égard à la situation criti...			Accepted	Peace and security (SPs before 2018)	Humanitarian action	Oversight/governance	Effectiveness, Efficiency
Final Evaluation of the 2nd Phase EVAW Programme: Promote Efforts for National Legislation on Domestic Violence and Upscale the Multi-sector Model in China	Programme Evaluation	Asia and the Pacific	China	2017	Good	Strategic level recommendation	1. Set up small-scale piloting in counties; 2. Explore governmental and legal cooperation system 3. Conduct Practice Assessment 4. Design better monitoring mechanisms	Focus on early detection and prevention, and better strategic mechanism.	Accepted	Ending violence against women (SPs before 2018)	Partnership	Oversight/governance	Sustainability
Final Evaluation of the 2nd Phase EVAW Programme: Promote Efforts for National Legislation on Domestic Violence and Upscale the Multi-sector Model in China	Programme Evaluation	Asia and the Pacific	China	2017	Good	Capacity building recommendation	1. Conduct sustainable, need-based, systematic, cross-departmental training 2. Consider the differences between pilot counties and the specific needs of participants from different departments. 3. Increase the stress on gender concepts in training. 4. TOT Module	Focus on training, capacity building and raising awareness	Accepted	Ending violence against women (SPs before 2018)	Partnership	Capacity development	Effectiveness, Sustainability
Mid term Evaluation of the Programme: OVERCOMING GENDER-BASED VIOLENCE TO ENSURE WOMEN’S FULL ENJOYMENT OF RIGHTS	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Very Good	Posicionar el derecho de acceso a la justicia como una temática prioritaria en la agenda pública y a...		Durante la fase I de implementación del programa se estableció dentro de las prioridades para el fortalecimiento institucional, el acompañamiento a entidades que hacen parte de las rutas de atención a mujeres víctimas. El apoyo al sector justicia si bien fue mapeado desde un principio y atendido desde el diplomado a servidores y servidoras del sector público, es en la fase II en que se ha establecido como prioridad en el desarrollo de actividades dentro del programa. Se mencionan en este sentido los avances hechos al respecto durante la Fase II del programa (2017 y primer trimestre 2018). En el marco de la Recomendación 35 de la CEDAW, se establecen las acciones de producción de conocimiento, fortalecimiento institucional y sistemas de información como ejes estratégicos que den cuenta del acceso efectivo del derecho de las mujeres al acceso a la justicia.	Accepted	Ending violence against women (SPs before 2018)	Not applicable	Capacity development	Relevance
Mid term Evaluation of the Programme: OVERCOMING GENDER-BASED VIOLENCE TO ENSURE WOMEN’S FULL ENJOYMENT OF RIGHTS	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Very Good	Abordar un proceso de instalación de capacidades e incidencia política de medio plazo en los departa...		A partir de la experiencia piloto exitosa desarrollada en el municipio de Villavicencio, y con base en las herramientas creadas (Guías para el rol de la sociedad civil, las corporaciones públicas y las entidades territoriales en la incorporación del enfoque de género en los procesos de planeación y presupuestación) se continuará con un proceso de asistencia técnica, incidencia y fortalecimiento de capacidades en los territorios priorizados, principalmente en los departamentos de Antioquia y Cauca.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Not applicable	National ownership	Relevance
Mid term Evaluation of the Programme: OVERCOMING GENDER-BASED VIOLENCE TO ENSURE WOMEN’S FULL ENJOYMENT OF RIGHTS	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Very Good	Promover sinergias entre el componente de empoderamiento económico y los programas de desarrollo loc...		Durante la implementación de la fase I, se avanzó en el análisis sobre la superación de las barreras que impiden a las mujeres alcanzar sus procesos de empoderamiento económico (política pública nacional), el diseño de la estrategia territorial en Cauca y Meta, y el análisis de las oportunidades de articulación con las cadenas productivas más promisorias de los territorios. Este ejercicio fue realizado como trabajo previo a explorar escenarios de cooperación eventuales con otros programas de USAID. Con base en lo anterior, en la segunda fase estamos avanzando en la implementación de la estrategia territorial de empoderamiento económico con el propósito de identificar y articular las apuestas de competitividad y desarrollo económico a nivel territorial en los departamentos de Cauca y Meta y de esta manera, impulsar la participación de las mujeres en los mercados locales y/o regionales, promoviendo la escalabilidad de las iniciativas productivas lideradas por las mujeres y el impulso de procesos de empleabilidad. La estrategia es materializada a partir de alianzas entre sector privado, gobiernos y sociedad civil en los territorios. En este marco se están desarrollando mesas multi-actor de articulación público-privada, en el cual será valorada la articulación con otros programas promovidos por USAID en el territorio.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Not applicable	Relevance
Mid term Evaluation of the Programme: OVERCOMING GENDER-BASED VIOLENCE TO ENSURE WOMEN’S FULL ENJOYMENT OF RIGHTS	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Very Good	Apoyar a la Comisión Legal para la Equidad de la Mujer en la difusión más amplia de sus análisis y a...		Desde el programa Superando la Violencia Contra las Mujeres, se estima necesaria la difusión de hallazgos, alertas e iniciativas legislativas de las diferentes entidades públicas encargadas de la implementación de política pública de mujer y equidad de género. Para la fase II de implementación del programa se consolidarán las apuestas de trabajo con el órgano legislativo, en consideración de la coyuntura nacional con el cambio de congreso a partir del 20 de julio del 2018.	Accepted	Leadership and political participation (SPs before 2018)	Normative Support	Capacity development	Relevance
Mid term Evaluation of the Programme: OVERCOMING GENDER-BASED VIOLENCE TO ENSURE WOMEN’S FULL ENJOYMENT OF RIGHTS	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Very Good	Optimizar el potencial de la MGCI para posicionar políticamente retos nacionales en materia de igual...		Dentro del plan estratégico de la mesa para los años 2017 y 2018, se contemplaron una serie de acciones que potenciaran la operatividad de la MGCI en dos planos principalmente: 1) empoderamiento político de las mujeres para su participación en la vida pública, aprovechando la coyuntura de la conformación de un nuevo congreso el 20 de julio del 2018 y la generación de insumos para el Plan de Desarrollo (PND) a implementar con la entrada del nuevo gobierno el 7 de agosto de 2018 principalmente con el posicionamiento de la agenda de mujeres rurales y la Política Pública Nacional de Mujer Rural; y 2) el acompañamiento a estrategias de transformación cultural (por ejemplo “De Igual a Igual” y Cartagena Inspira) para la generación de mensajes comunes que apalanquen la gestión de la MGCI en el país.	Accepted	Not applicable	Partnership	Alignment with strategy	Relevance
Mid term Evaluation of the Programme: OVERCOMING GENDER-BASED VIOLENCE TO ENSURE WOMEN’S FULL ENJOYMENT OF RIGHTS	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Very Good	Apoyar específicamente una línea de intervención para el fortalecimiento institucional de organizaci...		Desde la fase II el programa acompaña la articulación público – privada que permita el escalamiento de las iniciativas productivas lideradas por mujeres y el impulso de procesos de empleabilidad. Esta acción se lidera desde una mirada de articulación con el ecosistema del desarrollo económico de los territorios y de fortalecimiento organizativo y para ello, en la fase II se ha estructurado la implementación de un piloto en Cauca que articule las apuestas ya mencionadas con un enfoque territorial.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Capacity development	Relevance
Mid term Evaluation of the Programme: OVERCOMING GENDER-BASED VIOLENCE TO ENSURE WOMEN’S FULL ENJOYMENT OF RIGHTS	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Very Good	Promover al menos un intercambio de experiencias entre los departamentos priorizados en 2018 para fo...		Durante el periodo de implementación de la fase II del programa ya se han adelantado procesos de intercambios de experiencias y conocimientos entre los territorios priorizados para la segunda fase del programa. Esta iniciativa se ha contemplado para ser realizada en el segundo semestre de 2018, en el cual se integren los aprendizajes más significativos desde Meta y Cauca, en la experiencia de Antioquia y los nuevos municipios priorizados en la segunda fase del programa. Adicionalmente, con el fin de reconocer buenas prácticas en territorios, departamentos y municipios priorizados en el programa realizarán un intercambio de experiencias con el observatorio de género de Nariño para explorar la potencial réplica de este ejercicio.	Accepted	Governance and planning (SPs before 2018)	UN Coordination	Alignment with strategy	Effectiveness
Mid term Evaluation of the Programme: OVERCOMING GENDER-BASED VIOLENCE TO ENSURE WOMEN’S FULL ENJOYMENT OF RIGHTS	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Very Good	Reforzar el trabajo en el ámbito educativo y explorar nuevas vías para involucrar a jóvenes y adoles...		En el inicio de la fase II, para el desarrollo de acciones con sector educativo y con niños, niñas, adolescentes y jóvenes se estableció un énfasis territorial, y de fortalecimiento con organizaciones de mujeres con el fin de contar con acciones sostenibles en el tiempo.	Accepted	Ending violence against women (SPs before 2018)	Youth engagement	Capacity development	Effectiveness
Mid term Evaluation of the Programme: OVERCOMING GENDER-BASED VIOLENCE TO ENSURE WOMEN’S FULL ENJOYMENT OF RIGHTS	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Very Good	Elaborar una estrategia clara y operativa que permita abordar el componente de comunicación para la ...		El componente de transformación cultural tiene como hoja de ruta la estrategia de Oficina-País de ONU Mujeres Colombia para el posicionamiento de comunicaciones y mensajes clave para la superación de la violencia contra las mujeres y los resultados del levantamiento de línea de base y evaluación de medio término del programa Superando la Violencia contra las Mujeres. Para el 2018 las acciones de transformación se articulan en torno a dos ejes: Prevención del feminicidio y masculinidades corresponsables y no violentas. De esta forma, las acciones de la segunda fase de la Campaña de Igual a Igual, la conmemoración de los 10 años de la Ley 1257 de 2008, “He for She”, y la campaña “De Igual a Igual” en el marco del evento “Cartagena Inspira”, confluirán temáticamente y apuntarán a movilizar y transformar los tres ejes de mayor relevancia en las líneas de base de tolerancia social a la VCM: la culpabilización de las mujeres frente a la violencia; los roles tradicionalmente asignados y las masculinidades violentas.	Accepted	Ending violence against women (SPs before 2018)	Not applicable	Internal coordination and communication	Effectiveness
Mid term Evaluation of the Programme: OVERCOMING GENDER-BASED VIOLENCE TO ENSURE WOMEN’S FULL ENJOYMENT OF RIGHTS	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Very Good	Promover activamente la adhesión de nuevos actores a partir de los aprendizajes de la Fase I con met...		La adhesión de nuevos actores se ha perfilado desde las acciones de prevención de la violencia y transformación cultural a través de voceros y actores estratégicos que convoquen a hombres y mujeres a repensar los roles de género y la desigual distribución material o simbólica del poder. Para este efecto, en primer lugar, se dará continuidad a la participación dentro del evento “Cartagena Inspira” como estrategia de acercamiento con el gremio de publicistas y de mercadeo para la generación de nuevos mensajes que promuevan una cultura no sexista. En segundo lugar, con el fin de contar con información que permita avanzar en la transformación cultural a través del acercamiento a sectores no tradicionales, se realizará un análisis con enfoque de derechos de las mujeres de la Encuesta Satelital de Cultura para definir una ruta estratégica que incorpore entidades públicas y privadas para el fortalecimiento de emprendimientos culturales con énfasis en la transformación cultural de imaginarios que promueven la tolerancia a la VCM, en las diferentes dimensiones estéticas, del derecho a la cultura y de la cultura como motor del desarrollo.	Accepted	Ending violence against women (SPs before 2018)	Not applicable	Internal coordination and communication	Effectiveness
Mid term Evaluation of the Programme: OVERCOMING GENDER-BASED VIOLENCE TO ENSURE WOMEN’S FULL ENJOYMENT OF RIGHTS	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Very Good	Favorecer el posicionamiento de la temática de masculinidades no hegemónicas y la visibilización de ...		Desde el programa se ha hecho énfasis en el trabajo de masculinidades no violentas desde el componente de transformación cultural como una apuesta concreta desde el inicio de la fase I. Se entiende la necesidad por posicionar esta temática, pero se expone de igual forma el trabajo hecho en Cauca y Meta durante la fase I y las apuestas de comunicación estratégica definidas para el segundo semestre del año 2018.	Partially Accepted	Ending violence against women (SPs before 2018)	Engaging men and boys	Promoting inclusiveness/Leaving no one behind	Effectiveness
Mid term Evaluation of the Programme: OVERCOMING GENDER-BASED VIOLENCE TO ENSURE WOMEN’S FULL ENJOYMENT OF RIGHTS	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Very Good	Promover una pedagogía para los medios de comunicación con metodologías y vías de llegada innovadora...		El programa ha realizado a través de la Estrategia “De Igual a Igual” diversas actividades con organizaciones de mujeres y jóvenes, en un ejercicio que les permita narrar a través de diversas herramientas y formas su territorio e historias. A través de esta estrategia a su vez se ha extendido el trabajo de incidencia y transformación de estereotipos con el gremio publicitario en el Congreso LAC Cartagena Inspira, y el desarrollo de los premios "De Igual a Igual a la Publicidad no sexista". En el 2017 cerca de 35 propuestas de diversas agencias de publicidad de LAC postularon sus campañas. Como resultado además de la participación en Cartagena Inspira en 2017 se materializó la adhesión de 6 CEOs del sector publicitario a la campaña HeForShe. Sumado a esto y con el ánimo de articular los esfuerzos regionales que varias de las oficinas de ONU Mujeres vienen trabajando con la industria de la publicidad, la oficina Regional, HQ y Colombia inició un trabajo conjunto para articular la ruta y espacio de trabajo con este sector. En este contexto, y en un ejercicio constructivo al que se sumaron las oficinas de ONU Mujeres en Brasil, México, Uruguay, la iniciativa regional empezó a tomar forma dando como resultado la creación y puesta en marcha del WeThinkTank.	Accepted	Ending violence against women (SPs before 2018)	Partnership	Capacity development	Effectiveness
Mid term Evaluation of the Programme: OVERCOMING GENDER-BASED VIOLENCE TO ENSURE WOMEN’S FULL ENJOYMENT OF RIGHTS	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Very Good	Reforzar el proceso de planificación y gestión del Programa con aprendizajes extraídos en la Fase I ...		El equipo de implementación del programa realiza reuniones periódicas a nivel programático, financiero, administrativo y de M&E con el objetivo de atender las situaciones previamente identificadas por la consultora. Las metas establecidas por áreas programáticas y oficiales territoriales son revisadas mensualmente para dar respuesta a los ejercicios de planeación y reporte anual requeridos por el donante y la oficina país.	Accepted	Ending violence against women (SPs before 2018)	UN Coordination	Internal coordination and communication	Effectiveness
Mid term Evaluation of the Programme: OVERCOMING GENDER-BASED VIOLENCE TO ENSURE WOMEN’S FULL ENJOYMENT OF RIGHTS	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Very Good	Repensar las funciones de la Coordinación del Programa en el contexto del nuevo funcionamiento de la...		La figura de la coordinación del programa “Superando la Violencia Contra las Mujeres” se ha redefinido desde las necesidades específicas para la articulación de las diferentes apuestas temáticas y territoriales. Las funciones de coordinación de programa se suman a la necesidad por posicionar mecanismos efectivos de articulación temática y de comunicación territorial que contribuyan a la consolidación de la estrategia de implementación del programa.	Accepted	Governance and planning (SPs before 2018)	Culture of results/RBM	Internal coordination and communication	Effectiveness
Mid term Evaluation of the Programme: OVERCOMING GENDER-BASED VIOLENCE TO ENSURE WOMEN’S FULL ENJOYMENT OF RIGHTS	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Very Good	Ampliar la visión del sistema de M&E para la utilización programática de los datos aportados por las...		Desde la coordinación programática y el apoyo de M&E al programa se está haciendo un mapeo de las actividades a realizar en el año fiscal de USAID y su complementariedad con el marco de monitoreo, más allá de la gestión de reporte para definir estrategias de soporte a la implementación de programa con cortes trimestrales, ajustados de igual forma a los periodos de reporte de la plataforma MONITOR.	Accepted	Governance and planning (SPs before 2018)	Culture of results/RBM	Knowledge management	Efficiency
Mid term Evaluation of the Programme: OVERCOMING GENDER-BASED VIOLENCE TO ENSURE WOMEN’S FULL ENJOYMENT OF RIGHTS	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Very Good	Cualificar los indicadores para que puedan recoger la contribución del Programa a cambios significat...		Si bien es cierto que la mayoría de los indicadores establecidos para el programa en el marco de M&E están formulados a nivel de output, es preciso también notar que tres de los indicadores que denotan cambios sistémicos y de comportamiento han sido resaltados como necesarios para medir el progreso del programa, y están directamente asociados a mecanismos de verificación robustos como son las encuestas de entrada, medio término y salida. Se acepta la recomendación frente a la revisión de los indicadores que estén dando cuenta de progreso a nivel de ejecución programática, y que potencialmente no contribuyen extensivamente a la revisión global del programa.	Partially Accepted	Governance and planning (SPs before 2018)	Culture of results/RBM	Evidence, Data and statistics	Efficiency
Mid term Evaluation of the Programme: OVERCOMING GENDER-BASED VIOLENCE TO ENSURE WOMEN’S FULL ENJOYMENT OF RIGHTS	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Very Good	Mejorar el sistema de registro de datos de las acciones realizadas para que su gestión y uso resulte...		La oficina de planeación, monitoreo y evaluación (PME) de ONU Mujeres desde enero de 2018 se encuentra en proceso de revisión de toda la política de reporte incluida dentro de los planes de M&E del programa y de los formatos asociados a seguimiento de acuerdos de cooperación con organizaciones de la Sociedad Civil. Este último aparte es especialmente importante, en tanto permite mayor la sistematicidad en la generación de información que facilite procesos de evaluación externa y de monitoreo de programa.	Accepted	Governance and planning (SPs before 2018)	Organizational efficiency	Knowledge management	Efficiency
Mid term Evaluation of the Programme: OVERCOMING GENDER-BASED VIOLENCE TO ENSURE WOMEN’S FULL ENJOYMENT OF RIGHTS	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Very Good	Utilizar el modelo de Kirkpatrick para hacer seguimiento y evidenciar los cambios y posibles impacto...		El reto de la Fase II se encuentra en el uso y utilidad de toda la infraestructura generada durante la Fase I. Para capturar datos a este respecto se propone la utilización del modelo de Kirkpatrick como orientador para valorar procesos de instalación de capacidades en las copartes del Programa, especialmente, pautando la aplicación de mediciones online a lo largo de los años que restan para la finalización del Programa. Este modelo permite la valoración de la contribución del Programa al fortalecimiento de capacidades sirviéndose de los siguientes niveles: i) Reacción: el grado en que las actividades (formación o herramientas instaladas) del Programa fueron relevantes para las personas destinatarias ii) Aprendizaje: en qué medida éstas adquirieron conocimientos y habilidades; iii) Desempeño: en qué medida las habilidades o conocimientos adquiridos han sido transferidos a sus propios ámbitos de actuación en las instituciones y, si fuera el caso, fuera de ellas; v) Resultados: resultados tangibles identificados en las instituciones vinculados a las líneas de fortalecimiento promovidas por el Programa.	Rejected	Governance and planning (SPs before 2018)	Culture of results/RBM	Knowledge management	Effectiveness
Mid term Evaluation of the Programme: OVERCOMING GENDER-BASED VIOLENCE TO ENSURE WOMEN’S FULL ENJOYMENT OF RIGHTS	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Very Good	Realizar las mediciones pendientes a nivel de outcome no antes del segundo semestre de 2018.		En el mes de enero de 2018 fue firmado el contrato institucional con la firma Econometría S.A., la cual está encargada de hacer el levantamiento de información de línea base para el departamento de Antioquia y los nuevos municipios priorizados del programa en Meta (Mesetas) y Cauca (Caldono). De acuerdo con el calendario aprobado, los hallazgos finales de las encuestas, así como el análisis triangulado de la información suministrada serán entregados en junio de 2018. En ese sentido, los tiempos sugeridos por la evaluadora se ajustan con las proyecciones de generación de información que oriente las apuestas realizadas desde el programa.	Accepted	Governance and planning (SPs before 2018)	Culture of results/RBM	Knowledge management	Impact
Final Evaluation SWEDEN Project: Women’s citizenship for peace, justice and development	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Good	Definir metas a nivel de resultado, para medir la incidencia de las acciones realizadas directamente...		El conjunto de los programas y proyectos de la Oficina País son formulados y ejecutados en función de su contribución a la implementación de la Nota Estratégica de País. En ese sentido, un resultado de dichos programas o proyectos suele ser un producto de la Nota Estratégica. No es una práctica común atribuirle a un solo donante/socio la consecución de un resultado completo de la Nota Estratégica.	Partially Accepted	Peace and security (SPs before 2018)	Operational activities	Advocacy	Impact
Final Evaluation SWEDEN Project: Women’s citizenship for peace, justice and development	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Good	Avanzar en la apropiación del enfoque de “paz territorial”	El apoyo a la implementación de los acuerdos y a la consolidación del enfoque de igualdad de género en este contexto requiere necesariamente redireccionar los esfuerzos por lograr intervenciones en los territorios en coherencia con su realidad política, económica y social. Esta perspectiva dará continuidad a las acciones que promueven un empoderamiento de las mujeres y el fortalecimiento de sus organizaciones, así como, permitirán acciones que impacten de manera directa la realidad de las mujeres. Fortalecer el enfoque de acción territorial concebido en la formulación del Programa para pasar de las experiencias demostrativas a la instalación de procesos articulados para responder a las prioridades locales en construcción de paz y postconflicto, especialmente en materia de mujeres, paz y seguridad.	Se ha establecido que la contribución de Suecia bajo la modalidad “non-earmarked” tenga un énfasis particular en el desarrollo del principio de paz territorial a través del impulso de experiencias demostrativas con mayor potencial de acelerar y obtener ganancias tempranas en la implementación de la paz y del marco legal y de políticas públicas vigentes en materia de igualdad de género y protección de derechos de las mujeres.	Accepted	Peace and security (SPs before 2018)	Normative Support	Capacity development, Advocacy	Gender equality
Final Evaluation SWEDEN Project: Women’s citizenship for peace, justice and development	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Good	Gestión del conocimiento como enfoque transversal	Fortalecer la estrategia de gestión de conocimiento como componente transversal de las diferentes acciones que se deriven de la cooperación ONU Mujeres. Esto con el fin de contribuir a la sostenibilidad de las acciones que se desarrollen, por tanto, la estrategia debe apuntar no solo a la transferencia de ONU Mujeres a la entidad u organización, sino de las personas que actúan como puntos focales a las entidades u organizaciones que representan, es necesario que el conocimiento se institucionalice.	ONU Mujeres Colombia, es la única en la región que cuenta con su propia área de Gestión del Conocimiento e Innovación, recientemente puesta en marcha como una apuesta por hacer llegar el conocimiento generado en la oficina a públicos amplios, de una manera innovadora y haciendo uso de las TICs. En ese marci y bajo la modalidad “non-earmarked”, se espera que la contribución de Suecia sea decisiva para la consolidación de dicha área, contribuyendo a generar la capacidad instalada a nivel nacional para la generación de información, el seguimiento y la evaluación de las políticas públicas relacionadas con su mandato.	Accepted	Peace and security (SPs before 2018)	Organizational efficiency	Knowledge management	Sustainability, Gender equality
Final Evaluation SWEDEN Project: Women’s citizenship for peace, justice and development	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Good	Enfoque de igualdad de género para la transformación cultural.	La consolidación de un enfoque de igualdad de género requiere no solo fortalecer procesos de empoderamiento de las mujeres, y ajustes en los marcos normativos y de política pública, sino también la promoción de procesos que tengan como fin transformaciones culturales. Es por ello que de manera transversal a las diferentes líneas de acción que se quieran implementar, estas deben contemplar acciones encaminadas a transformar los entornos y generar espacios de reflexión crítica de los actores relevantes. Es así, que el diseño y puesta en marcha de un componente común a las diferentes intervenciones se debe enfocar en la deconstrucción de las creencias y prácticas asociadas a la masculinidad tradicional, lo cual necesariamente implica trabajar con los hombres de los entornos familiares y comunitarios de las mujeres. Así mismo, es necesario trabajar con funcionarios públicos del nivel local, ya que en muchos casos estos carecen del conocimiento sobre la perspectiva de género, incidiendo esto en la vulneración, o no restitución de derechos de las mujeres, y casos más críticos poniendo en riesgo la integridad de las mujeres.	Se tiene contemplado que en el marco de la nueva fase y modalidad de cooperación con la Embajada de Suecia se contribuya al diseño y la puesta en marcha de estrategias territoriales de comunicación implementadas para el desarrollo, como herramienta de pedagogía para la paz que transformen actitudes sociales y culturales, promuevan la erradicación de violencias, las masculinidades corresponsables, la inclusión y participación de las mujeres.	Accepted	Peace and security (SPs before 2018)	Engaging men and boys	Oversight/governance	Relevance
Final Evaluation SWEDEN Project: Women’s citizenship for peace, justice and development	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Good	Manejo de los recursos en función de los retos territoriales	Redimensionar el equipo en función de los retos que impone la territorialización. La disponibilidad, uso y oportunidad de los recursos, tanto financieros como no financieros, dada la carga de trabajo que exige la articulación interinstitucional y la gestión territorial del Programa precisa una reflexión sobre las necesidades de equipo a nivel central y territorial.	ONU Mujeres Colombia está en curso de un análisis funcional de su estructura operativa, en el marco de lo cual establecerá la ruta de fortalecimiento de los mecanismos país para la implementación de su Nota Estratégica. La cooperación bajo la modalidad “non-earmarked” será un mecanismo que coadyudará al mejoramiento de las condiciones operativas para el cumplimiento del mandato de ONU Mujeres en Colombia.	Partially Accepted	Peace and security (SPs before 2018)	Operational activities	Not applicable	Efficiency
Final Evaluation SWEDEN Project: Women’s citizenship for peace, justice and development	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Good	Coordinación administrativa e institucional	Armonizar los tiempos administrativos con los procesos institucionales con el objeto de evitar dilataciones eventualmente perjudiciales al logro de los resultados, objetivos y efectos	ONU Mujeres Colombia adoptó el nuevo acuerdo de prestación de servicios con el PNUD en donde se definieron indicadores de gestión y desempeño tendientes al mejoramiento de los tiempos y los procesos administrativos a su cargo por solicitud de la Oficina País para la implementación de su Nota Estratégica. Igualmente, la Oficina País se encuentra perfeccionado la constitución de un comité local de adquisiciones con el fin de adelantar sin la intermediación de agentes prestadores de servicios, con el que se espera aumentar la eficacia en la implementación operativa.	Accepted	Peace and security (SPs before 2018)	UN Coordination, Organizational efficiency	Internal coordination and communication	Effectiveness, Efficiency
Final Evaluation SWEDEN Project: Women’s citizenship for peace, justice and development	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Good	Territorialización de RedConstruyendo.	Los retos planteados se alcanzaron, pero aun es preciso que las entidades asociadas asuman la tarea de territorializar las acciones para permitir la denuncia de la violencia sexual, acompañar a las víctimas en los procesos y en la reclamación de sus derechos de conformidad con los aprendizajes derivados de los ejercicios piloto	Garantizar la territorialización de la Estrategia RedConstruyendo no sólo no es responsabilidad de ONU Mujeres y/o de la cooperación entre ONU Mujeres y la Embajada de Suecia, sino que no esnecesariamente es el camino más sostenible para la institucionalización de los esfuerzos del Estado colombiano para avanzar en el acceso a la justicia de las víctimas de violencia sexual en el marco del conflicto armado. No obstante y en el entendido de que el tránsito de iniciativas/estrategias institucionales o interinstitucionales a políticas públicas es una condición para avanzar en la consolidación de una política de Estado en materia de lucha contra la impunidad y/o acceso de las mujeres a la justicia, ONU Mujeres en general y en particular en el marco de la alianza con Suecia, seguirá jugando un papel clave en el fomento y apoyo a los esfuerzos de coordinación y trabajo conjunto de las entidades para el alcance de ese cometido, en perspectiva tanto de contribuir a la sostenibilidad de los logros país alcanzados en la materia, como en perspectiva de mejorar la eficacia de su acompañamiento, centrándolo más en apoyo a procesos e implementación de política pública con vocación transformadora e impulsora del cambio y menos en el apoyo a iniciativas institucionales individuales.	Rejected	Peace and security (SPs before 2018)	Not applicable	Oversight/governance	Relevance
Final Evaluation SWEDEN Project: Women’s citizenship for peace, justice and development	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Good	Transferencia metodológica para incluir el enfoque de género en la planificación territorial	Teniendo en cuenta el análisis del contexto en relación con la formulación e implementación de los PDET y particularmente la incertidumbre sobre la financiación de los mismos, así como, su desarticulación con los planes de desarrollo, se sugiere que la participación de ONU Mujeres se enfoque en la consolidación de la metodología y su posterior transferencia a la Agencia de Renovación del Territorio, con lo cual se garantiza que la institucionalidad, del orden nacional y local, cuente con herramientas que permitan incluir el enfoque de género en los procesos de planificación en los territorios.	Es importante aclarar que todo el proceso a nivel territorial y nacional de diseñar y poner en marcha la metodología para la incorporación del enfoque de género en los PDET fue dialogado con la ART y para la ART. Esto significa que la transferencia de las herramientas se hacía en tiempo real como una estrategia de desarrollo de capacidades, y la consolidación de la metodología se aplicó en replicas territoriales acordadas con la ART. No obstante, lo anterior, ONU Mujeres transferirá las lecciones aprendidas en la implementación de esa metodología a los procesos territoriales que acompañe de planeación local del desarrollo en el marco de la implementación de la paz.	Partially Accepted	Peace and security (SPs before 2018)	Partnership	Capacity development	Impact
Final Evaluation SWEDEN Project: Women’s citizenship for peace, justice and development	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Good	Acompañamiento a la Unidad de Restitución de Tierras	Se sugiere acompañar a la Unidad de Restitución de Tierras en la implementación de la Estrategia “Por una Colombia 50-50 en el 2030: estrategia de empoderamiento económico de mujeres rurales en contexto de construcción de paz”, lo anterior no solo para fortalecer su capacidad técnica de abordaje territorial, sino para dar continuidad al proceso de consolidación de la Estrategia misma.	ONU Mujeres a priorizado el fortalecimiento de las capacidades territoriales para la recuperación económica y el empoderamiento de las mujeres para la consolidación y la sostenibilidad de la paz en corredores estratégicos para la incorporación del enfoque de género en procesos desarrollo alternativo. En ese marco, ha definido como población beneficiaria entre otras a mujeres en procesos de restitución en etapa post fallo. Será bajo esa mirada, en vínculo con las medidas que sobre el particular se derivan del Acuerdo de Paz que se continúe apoyando los esfuerzos institucionales en la materia.	Partially Accepted	Peace and security (SPs before 2018)	Not applicable	Capacity development	Relevance
Final Evaluation SWEDEN Project: Women’s citizenship for peace, justice and development	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Good	Concluir las acciones de fortalecimiento al CNMH.	El éxito del Programa en esta materia, sumado a las nuevas necesidades de apoyo financiero y acompañamiento técnico que demanda la construcción de la paz y su sostenibilidad, obligan a recomendar concluir las acciones relacionadas con la verdad y la memoria con la entrega del Museo Nacional de Memoria Histórica aún pendiente. Los niveles de apropiación de las metodologías para la construcción de memoria y la verdad, así como las investigaciones publicadas y que próximamente se entregarán a la Comisión de la Verdad para lo de su competencia, permiten inferir que los aportes especializados a este respecto han concluido al menos en cuanto atañe a esta entidad y al CNMH.	No es claro el alcance de la recomendación. Como lo señala/infiere la evaluadora los aportes especializados al CNMH han concluido por parte de ONU Mujeres. En relación con el Museo Nacional de Memoria Histórica ONU Mujeres se encuentra definiendo una línea de trabajo en museografía para documentar de manera innovadora la participación de las mujeres en la construcción de la paz, para lo cual está en proceso de consecución de aliados clave.	Partially Accepted	Peace and security (SPs before 2018)	Partnership	Capacity development	Sustainability
Final Evaluation SWEDEN Project: Women’s citizenship for peace, justice and development	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Good	Redireccionar los esfuerzos a la nueva institucionalidad.	Los esfuerzos por fortalecer institucionalmente a la FGN, la Defensoría del Pueblo y la UNP han puesto de presente que las herramientas técnicas y aquellas necesarias para la transversalización del enfoque de género han sido entregadas a sus destinatarios. Por lo demás serán los esfuerzos institucionales por persistir en la apropiación y sostenibilidad de las acciones la que garantice el pretendido éxito en sus compromisos con la paz. En sustitución de estos resultados y habida cuenta que la nueva institucionalidad ya ha asumido sus competencias es importante desplazar los recursos hacia la JEP, la ART y las otras entidades que se integren al sistema de justicia transicional.	ONU Mujeres en el marco de su Nota Estratégica así como de los espacios de coordinación tanto al interior de Naciones Unidas como de otras instancias de comunidad internacional ha priorizado el acompañamiento técnico para la incorporación del enfoque de género (incluyendo el componente de presupuestación) en la arquitectura institucional derivada del Acuerdo de Paz. Como parte de la alianza con Suecia, las entidades priorizadas serán aquellas con responsabilidad en la gestión local de la paz y el desarrollo, la protección, el acceso a la justicia y la implementación de las medidas del Acuerdo de Paz relacionadas con reparación integral y verdad para las víctimas.	Accepted	Peace and security (SPs before 2018)	Partnership	Alignment with strategy, Capacity development, Resource mobilization	Relevance, Sustainability
Final Evaluation SWEDEN Project: Women’s citizenship for peace, justice and development	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Good	Seguimiento y Monitoreo a los resultados.	Es recomendable de cara a la transparencia que requiere el sistema judicial en el país, que en orden a visibilizar los resultados en términos de contundencia de la acción penal contra los agresores sexuales, así como las acciones de protección a las mujeres y colectivos de mujeres víctimas del conflicto armado, la fluidez en el trámite de los procesos de la JEP, la UARIV, la URT, etc. se diseñe y ponga en operación de la mano de la sociedad civil un observatorio a la justicia especial para la paz y los mecanismos de justicia transicional.	De acuerdo con el Anual Work Plan la Nota Estratégica de ONU Mujeres, “En términos de monitoreo, evaluación y datos, el CO fortalecerá las capacidades de la agencia en la gestión basada en resultados e impulsará su trabajo de producción y consolidación de datos (con enfoque en VG) para la toma de conciencia y la toma de decisiones. Con este fin, la oficina fortalecerá las instituciones a nivel nacional y local para producir datos más precisos y sensibles al género, y para crear tanto a nivel corporativo como a través de un socio, una cultura de toma de decisiones basada en la evidencia. ONU Mujeres continuará desarrollando su asociación con el Instituto Nacional de Estadística (DANE) y el Departamento Nacional de Planeación (DNP) para apoyar al país en el monitoreo efectivo de los ODS.”. Esto significa que si bien fortalecerá los esfuerzos de producción de información para la toma de decisiones, priorizará el fortalecimiento institucional sobre el social en este frente.	Rejected	Peace and security (SPs before 2018)	Normative Support	Alignment with strategy, Oversight/governance	Relevance, Gender equality
Final Evaluation SWEDEN Project: Women’s citizenship for peace, justice and development	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Good	Vinculación del Sistema de Salud para el acompañamiento de las víctimas	La vinculación del sistema de salud como contraparte del Programa en cuanto respecta al acompañamiento psiquiátrico y psicológico a las víctimas en diferentes contextos: la denuncia, el restablecimiento de derechos, en procesos de reparación individual o colectiva, la reconstrucción de la memoria, etc. es más allá de necesario urgente. No es posible garantizar la calidad y contención de los riesgos de una intervención no calificada sobre la salud mental de tantas personas sin contar con el sistema de salud.	El sector salud será una coparte fundamental en el propósito de ONU Mujeres de apoyar los esfuerzos institucionales de proveer una respuesta integral e intersectorial en el marco de la transición al impacto del conflicto armado en las víctimas. No obstante, dicho abordaje no está dentro del alcance de la alianza entre ONU Mujeres y Suecia y será abordado en el marco de otros programas y/o proyectos.	Rejected	Peace and security (SPs before 2018)	Partnership	Alignment with strategy, Capacity development	Relevance, Human Rights
Final Evaluation SWEDEN Project: Women’s citizenship for peace, justice and development	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Good	Planeación y presupuestación con enfoque de género	Fortalecer las acciones encaminadas a promover la planeación y presupuestación con enfoque de género, teniendo en cuenta la alta dependencia que tienen las entidades públicas de los recursos de cooperación para el diseño e implementación de acciones con enfoque de género. La garantía y sostenibilidad de las acciones que promueven el enfoque de género depende, además de la voluntad política, de los recursos destinados para su formulación y puesta en marcha.	ONU Mujeres ha priorizado dentro de las acciones para contribuir a la sostenibilidad de la paz, el fortalecimiento de las capacidades territoriales para planificar y presupuestar la implementación del enfoque de género del Acuerdo Final en la planeación del desarrollo, con énfasis en mujer rural y en vinculo con los procesos nacionales de planeación del desarrollo en vínculo con los procesos nacionales de planeación y de política pública en la materia. La alianza con la Embajada de Suecia será determinante en ese sentido, para desarrollar experiencias demostrativas concretas en territorios claves para el postconflicto.	Accepted	Peace and security (SPs before 2018)	Partnership	Capacity development	Sustainability, Gender equality
Final Evaluation SWEDEN Project: Women’s citizenship for peace, justice and development	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Good	Seguimiento a políticas públicas para la igualdad de género	Promover mecanismos de seguimiento a la implementación de políticas públicas para la igualdad de género, esto incluye dos frentes de acción, por un lado, el seguimiento y verificación de la implementación de las medidas normativas en el nivel territorial, y por otro, el seguimiento legislativo de la normatividad faltante y que promueva la promoción de igualdad de género en el país.	ONU Mujeres ha consolidado a lo largo de los últimos 8 años mecanismos de seguimiento en ese sentido, promovidos adicionalmente en el marco de la mesa de género de cooperación internacional. a propósito de la alianza con Suecia y del énfasis en el apoyo a la gestión local de la paz y el desarrollo, continuara con la promoción de los mecanismos de seguimiento en curso, así como los sistemas de seguimiento legislativo institucionales que ha venido apoyando desde su diseño.	Partially Accepted	Peace and security (SPs before 2018)	Not applicable	Capacity development	Sustainability, Gender equality
Final Evaluation SWEDEN Project: Women’s citizenship for peace, justice and development	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Good	Acompañamiento técnico a procesos de reparación colectiva	Persistir en el acompañamiento técnico de los procesos de reparación colectiva dadas las necesidades de asesoramiento calificado que demandan las organizaciones de base para la construcción del diagnóstico y para la concertación del plan de reparación. Igualmente, relevante es este apoyo para la fase de ejecución del acuerdo, dado que las experiencias recientes han puesto de presente lo valioso que resulta la intervención de ONU Mujeres para materializar las acciones de satisfacción, sea que la cooperación asuma el compromiso de financiarlas o simplemente el de verificar la ejecución de tareas por el responsable.	El apoyo “non-earmarked” estará encaminado fundamentalmente al fortalecimiento de los mecanismos de protección de los derechos de las mujeres en perspectiva de No Repetición en contextos de transición. En ese sentido, se priorizará el apoyo a estrategias territoriales de acceso y participación efectiva de las mujeres en los procesos de reparación integral y verdad para las víctimas en el marco de la implementación de la paz.	Accepted	Peace and security (SPs before 2018)	Partnership	Oversight/governance	Efficiency, Relevance, Sustainability, Impact
Final Evaluation SWEDEN Project: Women’s citizenship for peace, justice and development	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Good	Acciones para la restitución de derechos de las mujeres Farianas.	Las graves afectaciones que sufrieron las mujeres de las FARC en el conflicto armado, las cuales fueron objeto de investigación y documentación en esta fase del Programa, demandan el diseño e implementación de acciones dirigidas a su restitución en derechos. En particular es necesario poner de presente que el impacto positivo que los cambios que se causen en sus proyectos de vida, tendrán como efecto dominó resultados igualmente favorables en sus familias.	El acompañamiento a los procesos de reincorporación política, económica y social de las mujeres de las FARC son una prioridad institucional para los próximos años. No obstante, no es componente priorizado dentro de la alianza entre ONU Mujeres y Suecia y será abordado en el marco de otros programas y/o proyectos	Rejected	Peace and security (SPs before 2018)	Not applicable	Oversight/governance	Impact
Final Evaluation SWEDEN Project: Women’s citizenship for peace, justice and development	Programme Evaluation	Americas and the Caribbean	Colombia	2018	Good	Educación para la paz para la reconstrucción del territorio y del tejido social	Es necesario el fortalecimiento de acciones encaminadas a promover la educación para la paz y de esta manera contribuir a la reconstrucción del territorio y el tejido social. Según lo establece la Resolución No.53/243, Declaración y Programa de Acción sobre una Cultura de Paz, Asamblea General de la ONU, la cultura de paz hace referencia a “un conjunto de valores, actitudes, tradiciones, comportamientos y estilos basados en el respeto a la vida, el fin de la violencia y la promoción y la práctica de la no-violencia por medio de la educación, el diálogo y la cooperación”, por tanto, “el campo de la Educación para la Paz concibe la paz no solo como la ausencia de guerra y/o violencia, sino también como un proceso positivo, dinámico y participativo en el que se promueven el diálogo y la regulación de los conflictos, en un espíritu de entendimiento y cooperación mutuos”. Por lo anterior, el componente de pedagogía para la paz debe ser transversal a las diferentes acciones que se decidan llevar a cabo en el marco de la cooperación ONU Mujeres - Suecia, lo anterior independiente de la intensidad o nivel de afectación del conflicto en los territorios o comunidades intervenidas. En la formulación de la estrategia de educación para la paz es importante establecer el dialogo con la Oficina del Alto Comisionada para la Paz con el fin de articular la Estrategia de Capacidades para la Paz y la Convivencia: CaPaz , a la propuesta de educación para la paz formulada desde ONU Mujeres.	Se buscará que la alianza con Suecia para la implementación de la Nota Estratégica de ONU Mujeres, contribuya a la transversalización de acciones de pedagogía y educación en torno a la paz en los términos planteados en la recomendación. Adicionalmente que dicha perspectiva se refuerce en la implementación de estrategias territoriales de comunicación específicas para el desarrollo como herramienta de pedagogía para la paz	Accepted	Peace and security (SPs before 2018)	UN Coordination	Alignment with strategy, Oversight/governance	Relevance, Impact
Evaluation of the SN 2017-2021	Strategy/Policy Evaluation	Europe and Central Asia	Albania	2021	Very Good	The Country Office should focus the next Strategic Note with a clear theory of change that maintains...		The CO fully accepts this recommendation and will work with the ECA RO to ensure that the finding of the CPE will be reflected in the ToC of the new SN for UN Women Albania (2022-2026). The UN Women Country Office is uniquely positioned to build on its existing strengths to tackle the structural causes of gender inequality, and to address persisting discriminatory practices in Albania. The ToC that underpins the new SN unpacks the unique contributions that UN Women brings to the implementation of the new UNSDCF 2022-2026. These include its unique comparative advantage to: 1) support the translation of gender international norms and standards and the EU gender equality acquis into national policies and legislation; 2) influence gender responsive governance systems and sustainable financing for gender equality across sectors, including through strengthened gender responsive budgeting and improved gender statistics; 3) promote a strong feminist agenda to transform social norms, challenge gender stereotypes, and ending violence against women, including through its work with women civil society organisations at central and local levels and; 4) introduce a gender lens across programmatic interventions and sectoral areas, ensure the application of the LNOB approach, and nurture synergies amongst its programme areas as well as with other partners and UN agencies. In full compliance with the UNSDCF (2022-2026), UN Women SP (2022-2026), international commitments, and national priorities, UN Women Albania aims to advance gender equality and women empowerment in the country through holistic and sustainable interventions in collaboration and in support to government institutions and grassroot organizations and feminist activists. The CO will leverage UN Women’s normative mandate to strengthen GEWE legislation and policies, to improve institutional capacities to implement international commitments, and to promote positive social norms around gender equality. Programmatic work, including different levels of interventions and thematic areas, contribute to the overall intended impact of the SN so that “All women and girl in Albania fully enjoy and exercise their human rights, in a gender equal society and meaningfully contribute to the country’s sustainable and inclusive socio-economic development and EU integration.” Adopting a LNOB across its outcome areas, the SN promote redressing disadvantage, countering stigma and violence, transforming social and institutional structures, fostering participation and social inclusion. The CO has identified and adopted an intersectional approach to its programmatic work to address the needs of those most marginalized and vulnerable, such as disabled women and men, LGBTI persons, elderly persons, and Roma and Egyptian women and men.	Accepted	Not applicable	Culture of results/RBM	Alignment with strategy	Sustainability, Impact, Gender equality
Evaluation of the SN 2017-2021	Strategy/Policy Evaluation	Europe and Central Asia	Albania	2021	Very Good	The Country Office, in concert with the Resident Coordinator, should develop a strategy to maintain ...		The CO fully accepts this recommendation. The CO will continue to be a key member of the UN Country Team, supporting the Resident Coordinator’s efforts to strengthen the overall strategic positioning of the UN system in Albania as a key partner for sustainable development. It will ensure that gender remains central to the agenda of the UNCT, leading on the development of relevant joint analysis, policy positions and advocacy, on the design and implementation of UN interventions that prioritize gender equality and the empowerment of women, and on advancing UN accountability on gender mainstreaming. The SN, its theory of change and results framework will be fully aligned to the new CF 2022-2026. Through a dedicated outcome level result and the integration of gender outputs and indicators across other CF outcomes, the UN in Albania has adopted a twin track approach to gender equality and empowerment of women that is consistent with relevant QCPR guidance and ECOSOC resolutions, providing a window of opportunity to help Albania consolidate and accelerate progress on SDG 5 and other SDG gender-related targets, also in the context of the COVID-19 pandemic and related UN SERP. UN Women has made a rigorous effort to identify and distil key comparative advantages that it brings in the context of the new Cooperation Framework. Building on the history of Delivering as One in Albania, the CO will keep leveraging pooled funding mechanisms (both locally and at global level), to promote greater programmatic coherence and to expand its programmatic footprint. UN Women will lead and coordinate the EU4GE joint action (with UNFPA) that aims to strengthen governance structures and practices in central and local level institutions for the implementation of EU gender equality acquis, and to ensure effective gender mainstreaming in the new National Strategy on Sustainable Development and Integration, as well as in other sectoral strategies and actions plans. Joint interventions and approaches will continue on LNOB (with UNDP, UNICEF and UNFPA), Economic empowerment of rural women (with FAO) and on EVAW (with UNDP and UNFPA). The CO also aims to scale up joint actions with UNHCR, IOM, and other UN agencies in the area of mixed migration. The CO will continue to lead the UN Gender Thematic Results Group (GTRG), whose functions and set up have been validated in view of the new CF. The GTRG will implement the UNCT SWAP Scorecard and workplan, design and roll out joint advocacy campaigns, and serve as a UN policy conversation platform on key issues and challenges that stand in the way of gender equality and the empowerment of women. The Group will also support more systematic review of joint programs where UN Women is not a PUNO to ensure adequate gender mainstreaming, and work with other inter-agency groups on areas of common interest (e.g. UN Association, UN Youth Advisory Group, Joint Communication Group, PSEA TF and UNOMT).	Accepted	Not applicable	UN Coordination, Operational activities	Alignment with strategy, Advocacy	Relevance, Gender equality
Evaluation of the SN 2017-2021	Strategy/Policy Evaluation	Europe and Central Asia	Albania	2021	Very Good	The Country Office should build an innovative culture in the office and in the development of its up...		The CO fully accepts this recommendation. The CO has made full use of the finding and lessons learned from the CPE and other key evaluations in framing and developing the new SN for the period 2022-2026. In order to maximize ownership and promote innovation, the CO has made a deliberate choice to prepare the new SN without resorting to any external expertise. As confirmed by the CPE, the CO’s strong cross-programmatic synergies and integrated approaches proved effective in ensuring impact and sustainability of efforts, and helped keep a strong alignment with the SDGs, UNSDCF outcomes and GoA priorities. Such synergies will be further consolidated and expanded including by developing cross-thematic approaches to advance culture change, tackle discriminatory social norms and shift public discourse on the role of women and men in Albania. The CO specifically aims to draw on its participation in the innovation boot camp in the context of the ECA RO gender equality innovation lab, and to test innovative approaches to its interventions in the area of EVAW, by promoting enhanced participation of VAW survivors in programme supported strategies and activities. In response to two major shocks that hit the country in the past two years (the November 2019 earthquake and the COVID-19 pandemic) the Country Office was able to quickly readjust its programme implementation modality, using its expertise and knowledge across thematic areas to provide evidence based technical advice on gendered issues to national partners involved in the emergency response, as well as by strengthening the capacity of local CSOs to continue offering essential services in the new environment. The CO continues to be a key member of the UNCT, leads the gender outcome of the new CF as well as the UN GTRG, and cochairs the donor coordination group Gender, jointly with Sweden.	Accepted	Not applicable	UN Coordination	Alignment with strategy, Promoting inclusiveness/Leaving no one behind, Innovation and technology	Effectiveness, Impact, Gender equality
Evaluation of the SN 2017-2021	Strategy/Policy Evaluation	Europe and Central Asia	Albania	2021	Very Good	The Country Office should find ways to build the capacity of its personnel in flagship areas as well...		The CO fully accepts this recommendation. UN Women Albania personnel capacity has been a key of its historic high operational performance, demonstrated through consistent compliance with all operational results benchmarks and recognized across UN Women business units and departments, as well as UN agencies and other partners. In the context of UN Women ongoing change management efforts, continuing to invest in capacity development and strengthening of the CO is an important element of the overall right sizing approach, although there is not clarity on how further enhancement in CO capacity should be resourced. As pointed out in the CPE, the CO has recently gone through a significant increase in its number of personnel, thanks to successful resource mobilization in several programmatic areas, including gender responsive post-earthquake/COVID 19 actions, as well as women rural economic empowerment and gender responsive governance for the implementation of EU GE acquis. Sustaining CO capacity to perform key functions is also a priority, especially as there aren’t any core resources expected to be available in the short to medium term. This includes areas such as monitoring and reporting, UN coordination and data statistics. The CO will continue to rely on existing mechanism such as the UNV and JPO programs, UN Women internships, staff exchanges and detailed assignments to support its work in this area, and to also expand capacity in emerging areas, such as youth, climate change and women economic empowerment. CO will also continue to diligently take advantage of capacity building opportunities that are available within the Organization (both in RO and HQ) through its existing CoPs and knowledge networks across key impact areas.	Accepted	Not applicable	Organizational efficiency	Capacity development, Knowledge management	Relevance, Gender equality
Evaluation of the SN 2017-2021	Strategy/Policy Evaluation	Europe and Central Asia	Albania	2021	Very Good	The Country Office should develop a more strategic approach to resource mobilization.		The CO fully accepts this recommendation. Albania is an upper middle-income country with a limited funding base to support development cooperation. Main opportunities for financial support derive from the EU accession process through the EUD to Albania, and with few (mostly EU member) countries providing bilateral development assistance, including Germany, Italy, Sweden, Switzerland, the UK and USA. The CPE has confirmed that a new strategic approach to resource mobilization and long-term internal sustainability is already underway as part of the overall resource mobilization and planning for the new SN. The CO will continue to work to identify opportunities for diversified resource mobilization that build on donor priorities, on UN Women global strategic direction, and on the CO’s key comparative advantages. A UNCT joint resource mobilization strategy was developed in 2020 and will be reviewed and updated in early 2022, following the adoption of the new CF and related Funding Framework. UN Women will further detail its resource mobilization strategy and actions plan as needed, following the finalization of the joint UNCT approach, to which it will actively participate. The CO aims to consolidate and further enhance the positive results achieved in the last part of the existing SN with regards to increasing its financial resources. Key elements that will inform the CO strategic approach include the following: 1) leveraging the UN Albania SDG Acceleration Fund for continued access to a fair share of resources for development and implementation of JPs, and for ensuring that government cost sharing commitments to the Fund also address resource gaps for gender mainstreaming in the CF; 2) work with the UNRCO and other UNCT members to tap into opportunities from other global pooled funding mechanisms (e.g. the SDG Global Fund, the Peace Building Fund etc.); 3) Draw on global flagship programs (e.g. MEWGC) and ECARO resource mobilization efforts to address cross boundaries development challenges in the Western Balkans (e.g. on WPS, WEE, Digitalization etc.); 4) continue to expand its donor base and seek a diversified approach to funding, including by pursuing opportunities for unearmarked funding to the new SN; 5) reinforce partnerships with the private sector. UN Women will also pursue funding opportunities for horizontal positions such as monitoring, reporting and evaluation, UN coordination and data. A UN Youth volunteer funded by Switzerland is currently serving in the CO until February, while a JPO supported by Italy will enter on duty before the end of 2021.	Accepted	Not applicable	Partnership, Organizational efficiency	Alignment with strategy, Resource mobilization	Sustainability, Gender equality
Evaluation of the SN 2017-2021	Strategy/Policy Evaluation	Europe and Central Asia	Albania	2021	Very Good	The Country Office should continue to work with the national and local governments to drive towards ...		The CO fully accepts this recommendation. Promoting and supporting a functioning gender machinery in the country is a key concern and objective for the CO and the larger UNCT. The CO has identified a specific output level result in the SN 2022-2026 to ensure that ‘National Gender Machinery and public administration at central and local levels, public oversight institutions and CSOs have increased capacities to support, design and monitor implementation of international and national commitments and EU priorities for gender equality’. This intervention represents a key contribution to the UNSDCF Outcomes result according to which ‘By 2026, all persons contribute to, gender-responsive governance that strengthens equality and non-discrimination, promotes women’s empowerment and human rights, and reduces violence against women and children.’ The Albania CO will leverage its mandate and unique expertise to further the country’s normative framework and policy environment for women’s human rights. The CO will enhance the capacities of the national gender machinery, oversight institutions and civil society organizations to monitor and report on progress towards achievement of GEWE commitments. This includes Albania’s upcoming CEDAW reporting, UNSCR 1325, UPR, the SDGs as well as EU priorities for gender equality. In light of the Beijing+30 progress review, the CO will engage with its governmental and non-governmental partners to take stock of progress and identify strategic priorities for GEWE in line with other international commitments. To integrate international normative frameworks and standards on GEWE (including the EU GE acquis) the CO will identify and address gaps in the national legislative and policy framework for gender equality and women’s empowerment. The CO will also continue to ensure the sustainability of the Monitoring Network Against Gender-Based Violence, a platform of 50 CSOs established in 2018. It should be noted however that decisions on the institutional set up and related coordination mechanisms to ensure policy direction and implementation to the GEEW agenda are beyond the scope of the CO.	Accepted	Not applicable	UN Coordination, Normative Support	Oversight/governance, Capacity development, National ownership, Advocacy, South-South cooperation	Effectiveness, Sustainability, Impact, Gender equality
Evaluation of the SN 2017-2021	Strategy/Policy Evaluation	Europe and Central Asia	Albania	2021	Very Good	The Country Office should develop a cross-thematic approach to culture change and shifting social di...		The CO fully accepts this recommendation. As noted by the CPE, the CO’s strong cross-programmatic synergies and integrated approaches proved effective in ensuring impact and sustainability of efforts. Such synergies will be further consolidated and expanded by the CO including by developing cross-thematic approaches to advance culture change, tackle discriminatory social norms and shift public discourse on the role of women and men in Albania. The new SN 2022-2026 features an output level result that focuses on ensuring that ‘Influential leaders, communities, men and boys, women and girls have improved knowledge and capacities to address harmful norms, stereotypes, and behaviors that drive VAWG and gender discrimination, with an intersectional lens.’ This intervention directly contributes to the CF outcome result of according to which ‘By 2026, all persons contribute to, gender-responsive governance that strengthens equality and non-discrimination, promotes women’s empowerment and human rights, and reduces violence against women and children’. The CO will promote positive social norms and relationships that counter deeply rooted inequalities that justify and normalize violence. It will engage with men and boys, women and girls, feminist activists, and the media to address harmful norms and stereotypes. It will also continue engagement of faith leaders, as key allies and interlocutors for change in the community. Cultural change will be addressed in schools through resilience building approaches such as Empowerment Through Self-Defense (ESD). The CO will also target youth through the Peace Building Fund action for the Western Balkans on strengthening the role of youth in promoting constructive narratives, respect for diversity, and trust, with focus on supporting social movements and actors to address toxic masculinities, hate speech and social cohesion. Working with youth intends to help them gain confidence in the future through active participation and contribution to Albanian society, enhancing their trust in public institutions and countering the negative population growth in the country.	Accepted	Not applicable	Youth engagement, Engaging men and boys	Promoting inclusiveness/Leaving no one behind, Advocacy	Impact, Human Rights, Gender equality
Evaluation of the SN 2017-2021	Strategy/Policy Evaluation	Europe and Central Asia	Albania	2021	Very Good	Building on its current success, the Country Office should ensure that the needs of the most margina...		The CO fully accepts this recommendation The new draft SN includes a strong LNOB focus to ensure that its interventions reach women and girls at greatest risk of being left behind. A stakeholder mapping reveals the synergies built with civil society organisations to address the complexity and intersectionality of gender-related issues, notably by partnering with organisations across Albania detaining expertise on the marginalisation of vulnerable populations, such as people with disabilities, LGBTI persons, elderly persons, and Roma and Egyptian communities. Adopting LNOB Principles across its outcome areas, the new SN promotes redressing disadvantage, countering stigma and violence, transforming social and institutional structures, fostering participation and social inclusion. The CO has identified and will continue to apply an intersectional approach to its programmatic work including through participation in Joint Programmes to address the needs of those most marginalized and vulnerable, such as disabled women and men, LGBTI persons, elderly persons, and Roma and Egyptian women and men.	Accepted	Not applicable	Operational activities, Culture of results/RBM	Promoting inclusiveness/Leaving no one behind, Advocacy	Impact, Human Rights, Gender equality
Thematic evaluation of Women’s Political Empowerment (SN Outcome 1)	Thematic Evaluation	Europe and Central Asia	Albania	2018	Good	Evaluation Recommendation or Issue 1: Continued support to WLPP is recommended subject to funding av...		The CO fully endorses this recommendation. A full fledged proposal has been formulated incorporating most of the recommendations from this evaluation. An additional proposal is being developed specifically for the support to the CEC.	Accepted	Leadership and political participation (SPs before 2018)	Operational activities	Capacity development	Relevance
Thematic evaluation of Women’s Political Empowerment (SN Outcome 1)	Thematic Evaluation	Europe and Central Asia	Albania	2018	Good	Evaluation Recommendation or Issue 2.1: In the design of the new WLPP programme, UN Women CO Albania...		The CO partially endorses this recommendation. Identification of partners and definition of interventions will be carried out in the light of the continuous evolving political context in Albania.	Partially Accepted	Leadership and political participation (SPs before 2018)	Partnership	Not applicable	Efficiency
Thematic evaluation of Women’s Political Empowerment (SN Outcome 1)	Thematic Evaluation	Europe and Central Asia	Albania	2018	Good	Evaluation Recommendation or Issue 2.2: At central level, UN Women should continue to support CEC to...		The CO fully endorses this recommendation. A specific proposal to support the CEC is being prepared.	Accepted	Leadership and political participation (SPs before 2018)	Partnership, Normative Support	National ownership	Relevance, Sustainability, Gender equality
Thematic evaluation of Women’s Political Empowerment (SN Outcome 1)	Thematic Evaluation	Europe and Central Asia	Albania	2018	Good	Evaluation Recommendation or Issue 2.3: At local level, UN Women should narrow its scope of work on ...		The CO fully endorses this recommendation. The new project document on WLPP has made provisions to support the identification process of potential women councilors .	Accepted	Leadership and political participation (SPs before 2018)	Partnership, Operational activities	Capacity development	Effectiveness, Efficiency, Relevance, Sustainability, Gender equality
Thematic evaluation of Women’s Political Empowerment (SN Outcome 1)	Thematic Evaluation	Europe and Central Asia	Albania	2018	Good	Evaluation Recommendation or Issue 2.4: UN Women should continue support to capacity and organizatio...		The CO fully endorses this recommendation. However, further support to the AWC is subject to donors’ funds availability.	Accepted	Leadership and political participation (SPs before 2018)	Partnership, Normative Support, Operational activities	Capacity development, National ownership	Effectiveness, Relevance, Sustainability, Impact
Thematic evaluation of Women’s Political Empowerment (SN Outcome 1)	Thematic Evaluation	Europe and Central Asia	Albania	2018	Good	Evaluation Recommendation or Issue 3.1: Support to Political parties should focus on democratizing t...		The CO fully endorses this recommendation. The new WLPP project document has made provisions for supporting political parties in the selection of female candidates.	Accepted	Leadership and political participation (SPs before 2018)	Partnership, Normative Support, Operational activities	Capacity development, National ownership, Advocacy	Effectiveness, Relevance, Sustainability, Impact, Gender equality
Thematic evaluation of Women’s Political Empowerment (SN Outcome 1)	Thematic Evaluation	Europe and Central Asia	Albania	2018	Good	Evaluation Recommendation or Issue 3.2: Support to Women’s Forums to re-organize them as structures ...		The CO fully endorses this recommendation. The new WPP project document has made provisions for the organization of women’s fora.	Accepted	Leadership and political participation (SPs before 2018)	Partnership, Operational activities	Capacity development, National ownership, Advocacy	Effectiveness, Relevance, Sustainability
Thematic evaluation of Women’s Political Empowerment (SN Outcome 1)	Thematic Evaluation	Europe and Central Asia	Albania	2018	Good	Evaluation Recommendation or Issue 3.3: Civil society should be supported to monitor the internal pr...		The CO fully endorses this recommendation. The new WLPP project document has made provisions for an engagement of professional networks, CSO networks, social media networks and youth groups to advocate for gender equality and women’s political participation at the local and national levels.	Accepted	Leadership and political participation (SPs before 2018)	Partnership, Operational activities	Capacity development, National ownership, Advocacy	Effectiveness, Relevance, Sustainability, Gender equality
Thematic evaluation of Women’s Political Empowerment (SN Outcome 1)	Thematic Evaluation	Europe and Central Asia	Albania	2018	Good	Evaluation Recommendation or Issue 4: UN Women should continue to rely on the partnership building a...		The CO fully endorses this recommendation. Resource mobilization for the new WLPP project is currently on-going with donors, who have expressed an interest in this area.	Accepted	Leadership and political participation (SPs before 2018)	Partnership	Not applicable	Effectiveness, Efficiency, Sustainability, Impact
Thematic evaluation of Women’s Political Empowerment (SN Outcome 1)	Thematic Evaluation	Europe and Central Asia	Albania	2018	Good	Evaluation Recommendation or Issue 5: The new programme should capitalize and rely on CSO networks, ...		The CO fully endorses this recommendation. In the new project document on WLPP, active participation of CSOs and media has been foreseen as one of the activities.	Accepted	Leadership and political participation (SPs before 2018)	Partnership, Operational activities	Capacity development, National ownership	Effectiveness, Efficiency
Thematic evaluation of Women’s Political Empowerment (SN Outcome 1)	Thematic Evaluation	Europe and Central Asia	Albania	2018	Good	Evaluation Recommendation or Issue 6: In the design of the new programme, men in decision-making pos...		The CO fully endorses this recommendation. In the new project document on WLPP, engagement of men has been foreseen as one of the activities.	Accepted	Leadership and political participation (SPs before 2018)	Partnership, Operational activities, Engaging men and boys	Capacity development, Advocacy	Effectiveness, Sustainability, Gender equality
Thematic evaluation of Women’s Political Empowerment (SN Outcome 1)	Thematic Evaluation	Europe and Central Asia	Albania	2018	Good	Evaluation Recommendation or Issue 7.1: Design a project/programme with clearly articulated goal and...		The CO fully endorses this recommendation. Design of project/programme documents will be carefully subject to the internal vetting of the CO and the subsequent control by the LPAC.	Accepted	Leadership and political participation (SPs before 2018)	Culture of results/RBM	Alignment with strategy	Not applicable
Thematic evaluation of Women’s Political Empowerment (SN Outcome 1)	Thematic Evaluation	Europe and Central Asia	Albania	2018	Good	Evaluation Recommendation or Issue 7.2: In the future, evaluations should not be planned after a lon...		The CO endorses partially this recommendation. Evaluation planning is linked to what has been agreed in the project document and/or to funding availability.	Partially Accepted	Leadership and political participation (SPs before 2018)	Culture of results/RBM	Not applicable	Not applicable
Thematic evaluation of Women’s Political Empowerment (SN Outcome 1)	Thematic Evaluation	Europe and Central Asia	Albania	2018	Good	Evaluation Recommendation or Issue 7.3: Evaluation planning in the future should avoid data collecti...		The CO fully endorses this recommendation. Any future evaluation will be carried out not during the months of July/August.	Accepted	Leadership and political participation (SPs before 2018)	Culture of results/RBM	Not applicable	Not applicable
Final Evaluation of the Wanawake Wanaweza Project Phase I	Programme Evaluation	East and Southern Africa	Tanzania	2017	Satisfactory	Mapping and training of aspirants and training of candidates for 2015 elections: One of the key pro...		The recommendation is very relevant and immediate action has been taken by the CO. Currently, a consultancy is being undertaken by the Department of Political Science of the University of Dar es Salaam to review the methodology for the identification and capacity strengthening of the women political aspirants. It will consist of a comprehensive consultative process with all relevant stakeholders and will take account the following aspects: - lessons learned and best practices from the previous project, as well as regional and global experiences; - a long term approach to strengthening capacities of the women political aspirants; - most effective way of covering all regions of Tanzania; - setting up of a support structure for women political aspirants to seek advice and practical support.	Accepted	Leadership and political participation (SPs before 2018)	Operational activities	Capacity development, National ownership	Effectiveness, Relevance, Sustainability, Human Rights, Gender equality
Final Evaluation of the Wanawake Wanaweza Project Phase I	Programme Evaluation	East and Southern Africa	Tanzania	2017	Satisfactory	At a policy level, UN Women provided technical and financial support to ORPP on identifying gender g...		Continuous support has been provided to the Office of the Registrar of Political Parties (ORPP) in the implementation of the Gender Equality and Social Inclusion Strategy (GESIS), and law review. Negotiations have been undertaken with the National Electoral Commission to provide support for the development of a Gender Equality and Social Inclusion Strategy. Further support will be provided to the Zanzibar Electoral Commission for the implementation of the Gender Equality and Social Inclusion Policy, as soon as the political situation has been resolved and the engagement with ZEC is possible. All of these aspects have been integrated within the WLPP Phase 2 Project.	Accepted	Leadership and political participation (SPs before 2018)	Partnership, Normative Support, Operational activities	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Relevance, Sustainability, Human Rights, Gender equality
Final Evaluation of the Wanawake Wanaweza Project Phase I	Programme Evaluation	East and Southern Africa	Tanzania	2017	Satisfactory	Training and capacity strengthening of women’s caucus It is highly recommended that training and ca...		Recommendation is accepted.	Accepted	Leadership and political participation (SPs before 2018)	Partnership, Normative Support, Engaging men and boys	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Relevance, Sustainability, Impact
Final Evaluation of the Wanawake Wanaweza Project Phase I	Programme Evaluation	East and Southern Africa	Tanzania	2017	Satisfactory	Community awareness to increase the support for women, youth and PWD candidates Community mobilizat...		Accepted	Accepted	Leadership and political participation (SPs before 2018)	Partnership, Normative Support, Engaging men and boys	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Relevance, Sustainability, Impact, Gender equality
Final Evaluation of the Wanawake Wanaweza Project Phase I	Programme Evaluation	East and Southern Africa	Tanzania	2017	Satisfactory	Research and evidence building for effective advocacy One of the highlights of the project was the ...		Accepted	Accepted	Leadership and political participation (SPs before 2018)	Organizational efficiency	Advocacy, Knowledge management	Effectiveness, Sustainability, Human Rights, Gender equality
Final evaluation report E4P Planim Save UNW PNG 2016	Programme Evaluation	Asia and the Pacific	Papua New Guinea	2017	Good	Continue Work Focused on Women across Bougainville		Management has accepted this recommendation and work has begun by expanding the work to focus on the women leaders at the community governments and ward level for the entire region.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018)	Partnership	Not applicable	Relevance
Final evaluation report E4P Planim Save UNW PNG 2016	Programme Evaluation	Asia and the Pacific	Papua New Guinea	2017	Good	Field Presence and International Staff Needed in Bougainville		Management acknowledges this recommendation but partially accepted with the following justification; Due to funding constraints it is challenging to have field presence and international staff present in Bougainville when there is no funded project.	Partially Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018)	Organizational efficiency	Not applicable	Efficiency
Final evaluation report E4P Planim Save UNW PNG 2016	Programme Evaluation	Asia and the Pacific	Papua New Guinea	2017	Good	Peacebuilding Fund Should Lengthen Term and/or Simplify Reporting		The management acknowledges this recommendation however rejects it on the basis that this recommendation is aimed at PBF. UN Women cannot influence nor decide the terms of funding by PBF.	Rejected	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018)	UN Coordination	Not applicable	Efficiency
Final evaluation report E4P Planim Save UNW PNG 2016	Programme Evaluation	Asia and the Pacific	Papua New Guinea	2017	Good	Peacebuilding Fund Should Simplify Reporting		Management acknowledges this recommendation. However, has reservations about capability of CO to influence, organize or Implement on the basis that this is not within the manageable interest of UN Women as the agency/CO does not have authority over the reporting requirements by PBF.	Rejected	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018)	UN Coordination	Not applicable	Efficiency
Final evaluation report E4P Planim Save UNW PNG 2016	Programme Evaluation	Asia and the Pacific	Papua New Guinea	2017	Good	Use Bougainville Examples to Encourage Progress across the Pacific in Women’s Political Empowerment		Management acknowledges this recommendation and accepted to implement.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018)	Not applicable	South-South cooperation	Effectiveness
Final evaluation report E4P Planim Save UNW PNG 2016	Programme Evaluation	Asia and the Pacific	Papua New Guinea	2017	Good	Further Support for Women’s Political Empowerment Will be Even More Important		Management accepts this recommendation and will initiate resource mobilization request to its potential donors and UNW national committees.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018)	Operational activities	Not applicable	Effectiveness
Final evaluation report E4P Planim Save UNW PNG 2016	Programme Evaluation	Asia and the Pacific	Papua New Guinea	2017	Good	Equality for Progress Results Need Continued Support		Management accepts this recommendation and will be implemented	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018)	Operational activities	Not applicable	Effectiveness
Final evaluation report E4P Planim Save UNW PNG 2016	Programme Evaluation	Asia and the Pacific	Papua New Guinea	2017	Good	Planim Save Kamap Strongpela-Explore Extending Project Implementation		Management accepts this recommendation and resource mobilisation will be initiated.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018)	Operational activities	Not applicable	Sustainability
Final evaluation report E4P Planim Save UNW PNG 2016	Programme Evaluation	Asia and the Pacific	Papua New Guinea	2017	Good	Stronger Management Needed		Management accepts this recommendation and will be used a guide/lesson learnt to improve the implementation of the new GYPI project.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018)	Not applicable	Not applicable	Efficiency
Final evaluation report E4P Planim Save UNW PNG 2016	Programme Evaluation	Asia and the Pacific	Papua New Guinea	2017	Good	Build-in Ways to Learn More about What Works Best at Community-Level		Management accepts this recommendation and will consider in the next project phase	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018)	Operational activities	Not applicable	Efficiency, Gender equality
Final evaluation report E4P Planim Save UNW PNG 2016	Programme Evaluation	Asia and the Pacific	Papua New Guinea	2017	Good	Community-Level Work Should Continue to Connect to Government Institutions		Management accepts this recommendation and will be implemented in 2017 and beyond.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018)	Operational activities	Not applicable	Gender equality
test	Programme Evaluation	Global	Independent Evaluation Service (IES)	2017	Not Rated	This is a test recommendation	This is a test description	This is a test	Partially Accepted	Leadership and political participation (SPs before 2018)	Humanitarian action	Advocacy	Impact
Final Evaluation Zimbabwe Gender Peace and Security Programme	Programme Evaluation	East and Southern Africa	Zimbabwe	2019	Fair	UN Women has strategically positioned itself to influence the development and implementation of a NA...		The CO will continue to use new entry points such as the NPRC to develop a National Action Plan or strategy that positions Women’s leadership in Peace building and national cohesion. The 20th anniversary of UNSCR 1325 presents an opportunity to review progress in terms of implementation of the 1325. It must be noted that Zimbabwe has been utilizing the principles of UNSCR1325 in the absence of a NAP.	Partially Accepted	Peace and security (SPs before 2018)	Normative Support	Oversight/governance, Promoting inclusiveness/Leaving no one behind	Effectiveness, Impact
Final Evaluation Zimbabwe Gender Peace and Security Programme	Programme Evaluation	East and Southern Africa	Zimbabwe	2019	Fair	Considering the extensive work that UN Women has put in mainstreaming gender in curricula in academi...		The work with academia was significant and UN Women will make efforts to continue working in collaboration with academia, including conducting periodic review of progress.	Accepted	Peace and security (SPs before 2018)	Normative Support	Capacity development	Effectiveness, Impact
Final Evaluation Zimbabwe Gender Peace and Security Programme	Programme Evaluation	East and Southern Africa	Zimbabwe	2019	Fair	UN Women needs to build internal capacity to continuously map conflict hotspots as well as analyse a...		UN Women through Peace Building Fund (PBF) Programme is providing policy advise on the nexus between peace, economics and security. Mapping of hotspots in any country is a complex and sensitive process and the UN has been seized with this exercise since 2017. UN Women will leverage on the capacities of other agencies that also contribute in this area.	Partially Accepted	Peace and security (SPs before 2018)	Partnership, Organizational efficiency	Capacity development	Efficiency, Sustainability
Final Evaluation Zimbabwe Gender Peace and Security Programme	Programme Evaluation	East and Southern Africa	Zimbabwe	2019	Fair	UN Women has been using the same implementation strategy for all the communities under the GPS Progr...		UNW takes note of this recommendation for future project planning and will engage local organisations to conduct specific needs assessment and provide context analysis in order to channel funding appropriately.	Accepted	Peace and security (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind	Efficiency
Final Evaluation Zimbabwe Gender Peace and Security Programme	Programme Evaluation	East and Southern Africa	Zimbabwe	2019	Fair	There is need for UN Women to formally register all trained women election observers with ZESN and s...		The process of election observation is approved by election management body and requires resources and therefore while it is a critical to have women registered with ZESN, it is not a guarantee. However, UN Women will engage ZESN and request the inclusion of the trained women in their database and where funding permitting that they also consider the participation of these women as part of their observation teams.	Partially Accepted	Peace and security (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Normative Support	Promoting inclusiveness/Leaving no one behind, Advocacy	Sustainability, Gender equality
Final Evaluation Zimbabwe Gender Peace and Security Programme	Programme Evaluation	East and Southern Africa	Zimbabwe	2019	Fair	The GPS Programme is very relevant to the Zimbabwe context. There is good opportunity to build on th...			Accepted	Peace and security (SPs before 2018)	Operational activities, Organizational efficiency	Advocacy, Knowledge management	Sustainability, Impact
Final Evaluation Zimbabwe Gender Peace and Security Programme	Programme Evaluation	East and Southern Africa	Zimbabwe	2019	Fair	The evaluation concluded that the GPS Programme did not fully succeed in alleviating a series of cha...		It was not possible for the project to fully address national and deep-seated challenges such as political instability, poverty and public service delivery in the country even though efforts were made to contribute to the creation of a conducive environment to promote peace in Zimbabwe through various initiatives that were conducted through the project. There are certain issues that despite efforts by donors and CSOs will not record much traction without the key involvement of the state. The responsibility of the state in the provision of basic goods and service remains paramount in these circumstances. However, UN Women takes note of the need of crisis modifier mechanisms in future programmes.	Partially Accepted	Peace and security (SPs before 2018)	Organizational efficiency	Capacity development, Internal coordination and communication	Efficiency
Programme Evaluation for Institutional Strengthening for Gender Equality and Women’s Empowerment in Timor-Leste	Programme Evaluation	Asia and the Pacific	Timor Leste	2017	Good	RECOMMENDATION 1: A second phase of the project is needed to support the on-going initiatives in the...			Accepted	Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018)	Not applicable	Not applicable	Gender equality
Programme Evaluation for Institutional Strengthening for Gender Equality and Women’s Empowerment in Timor-Leste	Programme Evaluation	Asia and the Pacific	Timor Leste	2017	Good	RECOMMENDATION 2: Programming on Gender Responsive Budgeting is the key programme for integration of...			Accepted	Governance and planning (SPs before 2018)	UN Coordination	Not applicable	Gender equality
Programme Evaluation for Institutional Strengthening for Gender Equality and Women’s Empowerment in Timor-Leste	Programme Evaluation	Asia and the Pacific	Timor Leste	2017	Good	RECOMMENDATION 3: Programming on economic empowerment of women, especially of rural women, should be...			Accepted	Women economic empowerment (SPs before 2018)	UN Coordination	Not applicable, Advocacy	Gender equality
Programme Evaluation for Institutional Strengthening for Gender Equality and Women’s Empowerment in Timor-Leste	Programme Evaluation	Asia and the Pacific	Timor Leste	2017	Good	RECOMMENDATION 4 : Special attention to integration of training in specialized training institutions...			Accepted	Not applicable	Not applicable	Capacity development	Sustainability
Programme Evaluation for Institutional Strengthening for Gender Equality and Women’s Empowerment in Timor-Leste	Programme Evaluation	Asia and the Pacific	Timor Leste	2017	Good	RECOMMENDATION 5: Roll out development and implementation of pilot models in two or three selected m...			Accepted	Peace and security (SPs before 2018)	Partnership	Not applicable, Knowledge management	Gender equality
Programme Evaluation for Institutional Strengthening for Gender Equality and Women’s Empowerment in Timor-Leste	Programme Evaluation	Asia and the Pacific	Timor Leste	2017	Good	RECOMMENDATION 6: Further support partnerships among women’s rights groups and non-traditional NGO p...			Accepted	Peace and security (SPs before 2018)	Partnership	Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Programme Evaluation for Institutional Strengthening for Gender Equality and Women’s Empowerment in Timor-Leste	Programme Evaluation	Asia and the Pacific	Timor Leste	2017	Good	RECOMMENDATION 7: Utilize innovative strategies (social media) while continuing public awareness rai...			Accepted	Not applicable	Not applicable	Advocacy, Internal coordination and communication	Gender equality
Programme Evaluation for Institutional Strengthening for Gender Equality and Women’s Empowerment in Timor-Leste	Programme Evaluation	Asia and the Pacific	Timor Leste	2017	Good	RECOMMENDATION 8: Engage all stakeholders early in the design of programme, particularly with the no...			Accepted	Peace and security (SPs before 2018)	Culture of results/RBM	Not applicable	Impact
Programme Evaluation for Institutional Strengthening for Gender Equality and Women’s Empowerment in Timor-Leste	Programme Evaluation	Asia and the Pacific	Timor Leste	2017	Good	RECOMMENDATION 9: Assess the potential and opportunities for continued work in Oecusse and select pa...			Accepted	Governance and planning (SPs before 2018)	Partnership	Not applicable	Effectiveness, Efficiency
Programme Evaluation for Institutional Strengthening for Gender Equality and Women’s Empowerment in Timor-Leste	Programme Evaluation	Asia and the Pacific	Timor Leste	2017	Good	RECOMMENDATION 10: Strong linkages between UN Women programmes and projects should be continued whil...			Accepted	Governance and planning (SPs before 2018)	Culture of results/RBM	Knowledge management, Internal coordination and communication	Effectiveness, Efficiency, Relevance, Impact
Programme Evaluation for Institutional Strengthening for Gender Equality and Women’s Empowerment in Timor-Leste	Programme Evaluation	Asia and the Pacific	Timor Leste	2017	Good	RECOMMENDATION 11: In addition to the UN Women corporate reporting system, a project / programme spe...			Accepted	Governance and planning (SPs before 2018)	Culture of results/RBM	Knowledge management, Internal coordination and communication	Effectiveness, Efficiency, Relevance, Impact
Programme Evaluation for Institutional Strengthening for Gender Equality and Women’s Empowerment in Timor-Leste	Programme Evaluation	Asia and the Pacific	Timor Leste	2017	Good	RECOMMENDATION 12: Ensure iterative process for review of project performance measurement framework ...			Accepted	Governance and planning (SPs before 2018)	Culture of results/RBM	Knowledge management	Effectiveness, Efficiency, Relevance, Impact
Programme Evaluation for Institutional Strengthening for Gender Equality and Women’s Empowerment in Timor-Leste	Programme Evaluation	Asia and the Pacific	Timor Leste	2017	Good	RECOMMENDATION 13: Allocate adequate resources for systematic monitoring, including follow up survey...			Accepted	Not applicable	Culture of results/RBM	Knowledge management	Effectiveness, Efficiency, Relevance, Impact
Programme Evaluation for Institutional Strengthening for Gender Equality and Women’s Empowerment in Timor-Leste	Programme Evaluation	Asia and the Pacific	Timor Leste	2017	Good	RECOMMENDATION 14: Overall, training and refresher trainings on results based management for country...			Accepted	Not applicable	Culture of results/RBM	Capacity development, Knowledge management	Effectiveness, Efficiency, Relevance, Impact
Programme Evaluation for Institutional Strengthening for Gender Equality and Women’s Empowerment in Timor-Leste	Programme Evaluation	Asia and the Pacific	Timor Leste	2017	Good	RECOMMENDATION 15: UN Women should carry out evaluability assessment of projects at the beginning of...			Accepted	Governance and planning (SPs before 2018)	Culture of results/RBM	Not applicable	Impact
Programme Evaluation for Institutional Strengthening for Gender Equality and Women’s Empowerment in Timor-Leste	Programme Evaluation	Asia and the Pacific	Timor Leste	2017	Good	RECOMMENDATION 16: Consider establishing a project steering committee that would assess progress and...			Accepted	Governance and planning (SPs before 2018)	Culture of results/RBM	Not applicable	Sustainability, Impact
Final Evaluation of the Knowledge Gateway on Women’s Economic Empowerment Project (Empower Women)	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2017	Very Good	RECOMMENDATION 1: Leverage Empower Women for the recently created Flagship Programme Initiatives in...	Empower Women could function as a knowledge management platform for the Flagship Programme Initiatives (FPIs) on WEE where initiatives, knowledge, best practices and lessons learned related to the different thematic areas can be disseminated and shared. This integration can also help contribute to the implementation of Recommendation 5 on internal communication (see below). The alignment of Empower Women activities with the FPIs will also contribute to better integrate Empower Women in UN Women’s global, regional and national programming, help Empower Women to create a more coherent approach to content and to develop a clear editorial line with defined thematic areas.	UN Women agrees with the recommendation to better leverage Empower Women for the FPIs and other WEE programmes at the HQ, regional and country levels. It could contribute to enhanced knowledge management and communication which in turn can improve programme effectiveness and efficiency, and accelerate programme impact and results. UN Women has spent considerable time and efforts to design new WEE programmes, including the FPIs, that are now using the Empower Women platform and community. These include: 1. The FPI "Stimulating equal economic opportunities for women entrepreneurs," funded by and in partnership with NAMA Women Advancement Establishment, Procter & Gamble, Unilever and Google. 2. The "Promoting economic empowerment of women at work through responsible business conduct – G7 countries" (WE EMPOWER G7) programme, funded by and in partnership with the European Union (EU) and the International Labour Organization (ILO) 3. The "Win-Win: Gender equality means good business" programme, funded by and in partnership with the EU and ILO. 4. The “Promoting economic empowerment of women at work in Asia” (WE EMPOWER ASIA) programme, funded by and in partnership with the EU and ILO. 5. The "Promoting and Protecting Women Migrant Workers’ Labour and Human Rights," funded by the EU. 6. The "Expert Working Group for Addressing Women’s Human Rights in the Global Compact for Migration," funded by the Swiss Development Cooperation. 7. The "Accelerating Progress towards the Economic Empowerment of Rural Women" programme, funded by the Swedish International Development Cooperation Agency (Sida) and the Government of Norway, jointly implemented with the Food and Agriculture Organization (FAO), the International Fund for Agricultural Development (IFAD) and the World Food Programme (WFP). 8. The “Women’s land rights and tenure security in the context of the SDGs”, supported by the Government of Finland.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Capacity development, Advocacy, Knowledge management, Innovation and technology	Effectiveness, Human Rights
Final Evaluation of the Knowledge Gateway on Women’s Economic Empowerment Project (Empower Women)	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2017	Very Good	RECOMMENDATION 2: Create a resource mobilization action plan for phase 2 that includes financing key...	In order to ensure Empower Women’s financial sustainability for the second phase of the project, it is recommended to develop a resource mobilization plan based on two pillars: core funding and project funding. While the first can guarantee continuity of EW’s key activities, the latter will contribute to maintaining Empower Women’s flexible and innovative approach. Core funding should be allocated to Empower Women through an alignment with the FPIs for which Empower Women’s can fulfill an important knowledge management function. Core funding should be provided for Empower Women’s key staff and the implementation of activities related to project and knowledge management, community management and communications. This should also include M&E activities, as well as IT support that is vital for the project’s correct functioning. Non-core resources should be mobilized through resource mobilization activities with external organizations in coordination with the Economic Empowerment section. The mobilization of additional resources can also be guided by the partnership strategy for WEE. Non-core resources should be mobilized through resource mobilization activities with external organizations in coordination with the Economic Empowerment section.	UN Women agrees with the recommendation. Even though core funds to secure Empower Women staff has not been forthcoming, UN Women has spent considerable time and effort to raise non-core funds for programmes that will sustain the Empower Women platform and community for the next few years.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Resource mobilization	Sustainability
Final Evaluation of the Knowledge Gateway on Women’s Economic Empowerment Project (Empower Women)	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2017	Very Good	RECOMMENDATION 3: Develop a thorough partnership strategy for women’s economic empowerment to identi...	Empower Women, in coordination with the Economic Empowerment Section, carefully selects a small number of key partners per sector with which it wants to engage long term to work on defined objectives and maximize results. Thus, it is suggested to create strong and strategic partnerships at the global, regional and local level to increase outreach and impact of the initiative. This implies defining common goals, framing joint activities and aiming to achieve expected results through a thorough monitoring system in order to make sure that collaborations lead to the expected outcomes.	UN Women agrees with the recommendation. Partnership and collaborations with external organizations were critical to the success of EW. The alignment with the FPIs and the migration of the WEPs community to EW.org will help to drive enhanced partnerships.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Knowledge management	Impact
Final Evaluation of the Knowledge Gateway on Women’s Economic Empowerment Project (Empower Women)	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2017	Very Good	RECOMMENDATION 4: Leverage the champions initiative in order to continue reaching wider audiences, i...	It is recommended to enhance the champions initiative by providing alumni champions with the opportunity to engage in mentorship activities with new champions. Since many champions have expressed their will to continue their activities beyond the championship period, there is an interesting opportunity to leverage this asset. This approach would allow for decentralizing support to champions to the country level while at the same time reducing workload for the EW team.	UN Women agrees with the recommendation. The Champion for Change initiative was an effective strategy to engage Empower Women stakeholders. UN Women will apply the lessons learned for its WE EMPOWER G7 programming.	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Youth engagement, Engaging men and boys	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management, Innovation and technology	Efficiency
Final Evaluation of the Knowledge Gateway on Women’s Economic Empowerment Project (Empower Women)	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2017	Very Good	RECOMMENDATION 5: Improve internal communication and better leverage UN Women structures to implemen...	It is recommended to create stronger and more fruitful relationships with some strategic sections of UN Women that are relevant for the project such as the Strategic Partnership Division, the Communication Division, Civil Society section, the Training Center and the Fund of Gender Equality. Additionally, there is a need to improve Empower Women’s integration with the regional and country offices, as offline presence at country level has proven to be effective for achieving online engagement. It is recommended that each country office should have a focal point for Empower Women and that regional coordinators invest more time in relationship management with the country offices to engage them in Empower Women activities beyond content sourcing. It is also recommended that country offices integrate knowledge management activities related to Empower Women into their work plans and report back to HQ on the implementation of these activities.	UN Women agrees with the recommendation. Internal collaboration with strategic sections of UN Women is beneficial for all.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Internal coordination and communication	Effectiveness
Final Evaluation of the Knowledge Gateway on Women’s Economic Empowerment Project (Empower Women)	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2017	Very Good	RECOMMENDATION 6: Improve the online platform to enhance clarity on EW’s objectives and target audie...	Small improvements are recommended to be able to identify target groups, increase the platform’s relevance and clarity as well as to improve the interactivity of the platform. These include: (1) Better identify target groups by adding information requests to the registration function; (2) Improve clarity on Empower Women’s objectives; (3) Include more mobile friendly content; (4) Include more specific content for certain target groups; (5) Adequately maintain and manage different language versions	UN Women agrees with this recommendation. Empower Women has been relaunched with a new user-friendly design and structure. However, UN Women recognizes that while adding more questions to the registration process (e.g. education level, profession, age and rural/urban area) to better identify registered members, it might also deter the potential users from registering.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities	Knowledge management, Innovation and technology	Relevance
Final Evaluation of the Knowledge Gateway on Women’s Economic Empowerment Project (Empower Women)	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2017	Very Good	RECOMMENDATION 7: Integrate a Monitoring and Evaluation framework with a results-based management ap...		UN Women agrees with this recommendation as deeper collection of data for monitoring of progress and results will enable UN Women to better understand the impact of its activities, enhance the platform, and develop targeted content for the community. Evidence-based results will also attract new partners and donors.	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM	Evidence, Data and statistics	Relevance
Final Evaluation of the Knowledge Gateway on Women’s Economic Empowerment Project (Empower Women)	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2017	Very Good	RECOMMENDATION 8: Assign a specific section on the platform exclusively to private sector in order t...	Empower Women aims to be a platform for everyone interested in WEE, including government, the business community, entrepreneurs, international and national NGOs, grassroots organizations, as well as individuals in general, women and men, including marginalized groups. This leads to a dispersion of content, online activities and communication efforts with which Empower Women tries to reach out to all those different groups. However, certain groups like the private sector require more focused messages and private spaces in order to join the platform.	UN Women agrees with the recommendation. The transfer of the WEPs Secretariat to UN Women is a great opportunity for engaging the private sector on EW by providing targeted resources, tools and knowledge exchange opportunities.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Advocacy	Relevance
Regional meta-evaluation	Organizational Performance Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2017	Not Rated	Ensure that future programmes apply partnership-based models of programme design that are partner/st...		UN Women's RBM guidelines follow UNDG RBM guidelines, which provide the direction to UN development agencies on how to conduct planning, monitoring and evaluation. Critical elements of UN Women's RBM approach include inclusive and evidence-based planning through-out the programming cycle, which implies that partners and stakeholders are engaged at the planning, monitoring, implementation and evaluation stage of each programme and project. UN Women's inter-agency coordination mandate and approach to programming in the UN system at regional and country level further strengthen the UN systems coherence, joint programming (including UNDAF and joint programmes) and accountability to advancing international, regional and national priorities for GEEW. Given that the meta analysis was conducted on evaluations between 2011 and 2016, it is important to note that this period has seen significant investment by UN Women in RBM and its partnerships approach, corporately and in the region (See the management response to the MOPAN evaluation 2014 and the "Corporate Evaluation on Strategic Partnerships 2016, for evidence of this), including through capacity development (of individual staff through training; investing in institutional structures to support strategic planning, monitoring and reporting and evaluations; and the roll out of M&E systems - RMS, LEADS, DAMS) and creating space for civil society and other partners engagement through the establishment of civil society advisory groups where appropriate. In Asia and the Pacific, UN Women uses evidence from evaluations, reviews and analyses of reporting and engages in consultations with partners to inform its Strategic Notes and component project documents. UN Women in Asia and the Pacific applies Theories of Change at programme and project level, based on a solid engagement of partners through its programme/project cycle, as demonstrated by flagship projects and Strategic Notes developed in 2016/17. In addition, UN Women in Asia and the Pacific ensures that Strategic Notes and projects are based on existing quantitative and qualitative data (including recommendations from Human Rights Treaty bodies such as CEDAW). In recognition of the limited availability of accurate and comparable data on the advancement of GEEW (globally and within national statistical systems), UN Women's programmes and projects in the region increasingly seek to address the dearth of gender statistics and data in project activities at inception and through capacity development efforts with national partners. Indeed, the roll out of a regional project on gender data and statistics should support these efforts. New methodologies to measure prevention of VAW are also being tested in the region.	Accepted	Not applicable	Partnership	Promoting inclusiveness/Leaving no one behind	Relevance
Regional meta-evaluation	Organizational Performance Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2017	Not Rated	Explore ways to further diversify programmatic partnerships, particularly in relation to engagement ...		While UN Women in Asia and the Pacific has several examples of substantive programming engaging men, the judiciary, media, marginalized and vulnerable groups, the meta analysis highlights some pertinent points in terms of systematizing, scaling up and furthering this engagement. Indeed, this is a corporate priority as highlighted in the management response of the global corporate evaluation on strategic partnerships conducted in 2016, which underscores that "UN Women corporately recognizes that diverse strategic and catalytic partnerships are a prerequisite for UN-Women to achieve and scale up results. Through engagement with partners, UN-Women: supports movements for gender equality; advocates for gender equality commitments from decisionmakers at all levels; expands constituencies for gender equality; convenes partners against discriminatory social norms; and builds institutional partnerships and mobilizes resources to support UN-Women’s work and gender equality more broadly". UN-Women recognizes the need for a strategic partnership policy framework at corporate level and is committed to developing one, including in the region.	Partially Accepted	Not applicable	Partnership	Resource mobilization	Relevance
Regional meta-evaluation	Organizational Performance Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2017	Not Rated	Deepen partnerships and coordination, including through increased joint programming, in order to lev...		UN Women in Asia and the Pacific has seen an expansion of joint programming in the region during the period under review, recognizing that involving key stakeholders and deepening partnerships is crucial for achieving results for women and girls. Indeed, the collaborative co-creation of projects by multiple partners is a crucial part of its current modus operandi, as demonstrated, inter alia, by a number of projects designed and agreements finalized in 2017. As per UN Women's Corporate Evaluation on Strategic Partnerships, UN-Women agrees with this recommendation. In addition, a full evaluation of UN-Women’s implementation of its coordination mandate was finalized and submitted to its Executive Board in September 2016. In response to the evaluation of UN-Women’s coordination mandate and its strategic partnerships approach, the organization is already addressing elements reflected in this recommendation.	Accepted	Not applicable	UN Coordination	Not applicable	Effectiveness
Regional meta-evaluation	Organizational Performance Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2017	Not Rated	Continue building and leveraging platforms for South-South knowledge exchange in order to continue t...		UN Women in Asia and the Pacific successfully uses its triple mandate to support south-south collaboration, knowledge sharing, and policy advocacy by providing demand driven evidence based support to regional and sub-regional bodies. Recent examples at the regional level include collaboration with ASEAN under the regional CEDAW and EVAW projects. UN Women will continue to provide technical expertise and strengthen these platforms with its partners, including: ESCAP; AP Forum on Sustainable Development; APEC; ASEAN, SPC, PIF, etc. UN Women is in agreement that it is in a unique position to strengthen south-south collaboration through (intra) regional initiatives including the promotion of dialogue and knowledge sharing between government, academia, civil society and the Private sector AND; regional Intergovernmental platforms (ie. ASEAN; ESCAP), while ensuring key linkages to national and cross-border learning and knowledge exchange.	Accepted	Not applicable	Operational activities	South-South cooperation	Effectiveness
Regional meta-evaluation	Organizational Performance Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2017	Not Rated	Conduct a review of the Funds administered by offices within the region (including the China Gender ...		UN Women in Asia and the Pacific recognizes that while the funds mentioned are directly managed by the respective country programmes / offices, interaction between the respective CO fund managers and ROAP could be further strengthened. The regional office commits to facilitating learning from the global funds administered at the regional level, as there is a wealth of relevant information that can be shared. This recommendation is partially accepted because the Fund for Gender Equality carried out a global evaluation and meta-analysis of evaluation reports during 2017-Q1 2018, thus, the ROAP will leverage these results instead of carrying out a new review or meta-analysis of the funds. Communication between the respective fund focal points will be encouraged in order to ensure that learning from the Funds informs broader programming.	Partially Accepted	Not applicable	Operational activities	Knowledge management	Effectiveness
Regional meta-evaluation	Organizational Performance Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2017	Not Rated	Ensure that future programmes are responsive to GEEW and human rights by identifying possible barrie...		All of UN Women’s programmes and projects in Asia and the Pacific aim to advance GEEW and seek to apply a HRBA approach. However, it is recognized that the operationalization of a HRBA could be strengthened by further expanding the inclusion of rights holders into programming, and by more systematically integrating the recommendations of treaty bodies and (national) human rights institutions into analysis and programming. Nevertheless, Good practices exist in the region in this regard (ie FijI, Nepal, India, FGE and trust fund projects) and UN Women will ensure this information is shared and informs new programming.	Partially Accepted	Not applicable	Operational activities	Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Regional meta-evaluation	Organizational Performance Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2017	Not Rated	Ensure the development and further strengthening of M&E systems and plans (i.e. realistically commen...		UN Women in Asia and the Pacific agrees with the recommendation. Recognizing the importance of strong M&E for effective programme delivery/implementation, a dedicated Monitoring and Reporting unit has been created in the RO to support monitoring and reporting of the RO and of CO/POs. This unit will work closely with the Regional Evaluation Specialist to strengthen technical support and oversight in M&E. Also, RO/COs are making conscious effort to fully reflect the cost of monitoring and evaluation in project proposals, in line with the cost recovery policy.	Accepted	Not applicable	Culture of results/RBM	Knowledge management	Efficiency
Regional meta-evaluation	Organizational Performance Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2017	Not Rated	Continue to examine ways to simplify and streamline internal administrative and operational procedur...		The Regional Office for Asia and the Pacific has led, and continues to lead, the region in identifying operational and programmatic bottlenecks, propose solutions and implement them, and/or escalate to HQ for intervention. In fact, a number of new business processes or innovations in management effectiveness have been initiated in ROAP and then introduced as good practice to other regions/corporately. A lot of initiatives to simplify and streamline processes and workflows have been implemented in both the regional office and AP countries, and this will continue going forward. Infact, several new business processes and innovations have been initiated in the ROAP and adopted as best practices in other regions and Globally.	Accepted	Not applicable	Operational activities	Not applicable	Efficiency
Regional meta-evaluation	Organizational Performance Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2017	Not Rated	Ensure that future programmes contain clear exit strategies, designed with partners and stakeholders...		UN Women in Asia and the Pacific accepts this recommendation. Sustainability is a key criteria identified in the UN Women programme and operations manual for the appraisal of good projects and indeed UN Women’s capacity development support strives to ensure the sustainability and institutionalization of project initiatives at project finalization. However, limited predictability of sources of funding for project continuation, including due to shifting donor priorities, can hamper on-going demands and needs for financial or technical support. This calls for clear approaches for "Phasing out, down or over” of specific projects and programmes, including in the context of the UN reform.	Partially Accepted	Not applicable	Operational activities	National ownership	Sustainability
Regional meta-evaluation	Organizational Performance Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2017	Not Rated	Consider increased use of pooled funding in order to diversify funding sources, ensure a consistent ...		Agreed, as per the UN reforms and in line with the corporate direction, UN Women Asia and the Pacific will take this on board.	Accepted	Not applicable	Operational activities	Resource mobilization	Sustainability
Regional meta-evaluation	Organizational Performance Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2017	Not Rated	Country Offices should consider the conduct of Country Programme Evaluations. Such evaluations have ...		UN Women in Asia and the Pacific is fully committed to enhancing a culture of evaluation in the region. CPE’s are an important source of information for learning from previous programming and ensuring UN Women’s work in the country is strategic and effective. In cooperation with the evaluation office, the RO will advocate for the inclusion of CPE’s in the programme of work of CO’s in the region.	Accepted	Not applicable	Culture of results/RBM	Knowledge management	Impact
Regional meta-evaluation	Organizational Performance Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2017	Not Rated	In order to maximise learning from evaluations, meta-analyses of evaluation reports should be conduc...		UN Women in Asia and the Pacific is fully committed to enhancing a culture of evaluation in the region. Meta-analyses provide a rich source of evidence based knowledge that can be used to inform programme and project planning and enhance effective implementation. The UN Women evaluation handbook advocates for the inclusion of a lessons learned section in evaluation reports. Through the support of the Regional Evaluation Specialist support to staff managing evaluations will be strengthened including the planning of impact evaluations.	Accepted	Not applicable	Culture of results/RBM	Knowledge management	Impact
Final evaluation – Regional Project “Preventing exploitation of women migrant workers”	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2018	Good	The UN Women ROAP should define its strategic positioning within the ASEAN migration context.			Accepted	Women economic empowerment (SPs before 2018)	UN Coordination	Alignment with strategy, Knowledge management	Not applicable
Final evaluation – Regional Project “Preventing exploitation of women migrant workers”	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2018	Good	Future UN Women gender sensitive migration programming should consider supporting women’s organisati...			Accepted	Women economic empowerment (SPs before 2018)	UN Coordination, Partnership	Capacity development, Promoting inclusiveness/Leaving no one behind	Not applicable
Final evaluation – Regional Project “Preventing exploitation of women migrant workers”	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2018	Good	UN Women’s future migration programming should use a participatory approach, where the project is de...			Accepted	Women economic empowerment (SPs before 2018)	UN Coordination	Knowledge management, Evidence, Data and statistics	Not applicable
Final evaluation – Regional Project “Preventing exploitation of women migrant workers”	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2018	Good	Future gender sensitive migration programming that engages UN Women and the ILO should use more clea...			Accepted	Women economic empowerment (SPs before 2018)	UN Coordination	Knowledge management	Not applicable
Final evaluation – Regional Project “Preventing exploitation of women migrant workers”	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2018	Good	UN Women ROAP, UN Women country offices, and the managers of the Safe and Fair Spotlight Initiative ...			Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	UN Coordination, Organizational efficiency	Knowledge management	Not applicable
Final evaluation – Regional Project “Preventing exploitation of women migrant workers”	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2018	Good	UN Women Senior Management should further engage its donors in discussions around the importance of ...			Accepted	Women economic empowerment (SPs before 2018)	UN Coordination	Alignment with strategy	Not applicable
Final Evaluation of the One Stop Shop for Sustainable Development Joint Programme	Programme Evaluation	Arab States	Palestine	2018	Good	R1. Disseminate the achievements, lessons learnt and technical knowledge developed by the JP, at sev...		The Joint Programme Team took many measures during the implementation of the project to ensure that lessons learned and best practices are documented and disseminated to different stakeholders including national counterparts and international partners. These efforts included establishing a reference group for the Final Evaluation comprised of national stakeholders involved in the programme to disseminate the results, the lessons learned and the recommendations of the evaluation. Furthermore, UN Women provided the opportunity for the Business Women Forum to introduce the lessons learned and best practices through several platforms including the Commission on the Status of Women (CSW) meeting in New York in 2017 and through regional closing ceremony of the Spring Forward Regional Programme in March 2017. The BWF attended the 61st Session of the CSW in March 2017 to introduce the approach adopted by the JP. Moreover, the BWF and Agility Services (member of the national consortium implementing UN Women component of the JP) attended the closing ceremony of the Spring Forward Programme and introduced the lessons learned through the JP in a meeting that involved several civil society organizations from the Arab Region working on economic empowerment of women. Both opportunities provided by UN Women was in the efforts to increase BWF networking efforts. UN Women acknowledge the need to dissiamnate the findings of the evaluation and all knowledge and lessons learned generated through the project. UN Women will be developing a Knowledge Management Plan for all knowledge generated by the Office including evaluations.	Accepted	Women economic empowerment (SPs before 2018)	Normative Support	Knowledge management	Effectiveness
Final Evaluation of the One Stop Shop for Sustainable Development Joint Programme	Programme Evaluation	Arab States	Palestine	2018	Good	R2. Ensure that training is provided to cooperatives on how to operate the equipment they have recei...		This recommendation relates directly to FAP work in the JO; while UN Women did not target cooperatives it is essential that the recommendation is followed up by FAO.	Accepted	Women economic empowerment (SPs before 2018)	UN Coordination, Partnership	Advocacy	Effectiveness
Final Evaluation of the One Stop Shop for Sustainable Development Joint Programme	Programme Evaluation	Arab States	Palestine	2018	Good	R3. Ensure sufficient time and resources are allocated to the process of design of future JPs, with ...		The design phase of the JP was extensive and included multi consultative discussions among the UN Sister Agencies involved in the project. The design of the project was based on the ongoing dialogue with national counterparts and based on lessons learned from previous work completed by the three UN Sister Agencies involved. The work by each sister agency funded by the SDG-F was complemented by matching funds based on ongoing programmes/projects and therefore was based on previous experience and dialogue with national stakeholders. An international consultant was recruited also to draft the project document and the results chain which came about from the experience of the UN Sister Agencies. Documenting lessons learned and best practices and the ongoing and continuous dialogue with national stakeholders will continue to be the basis for developing JP in the near future. The UN Women CO is in the midst of developing the SN for the period between 2018 and 2022. The SN will include a robust Result Chain with very specific Outputs based on consultative process with national and international stakeholders. The SN results chain will be the bases for future UN Women programmes, including JP. UN Women invest extensively in designing programmes/projects through a participatory approach involving different stakeholders, both national and international stakeholders. UN Women will continue in investing in open and continuous dialogue with the government, women organizations, the private sector, UN Women Sister Agency and women to ensure that an effective dialogue is in place to identify priorities and needs of beneficiaries that becomes the basis of all programmes/projects. Concrete steps have been taken in 2017 through the design of the 2018-2022 SN design through consultations with the government, the donor community and women organizations to identify priorities for the next few years.	Accepted	Not applicable	UN Coordination	Oversight/governance	Efficiency
Final Evaluation of the One Stop Shop for Sustainable Development Joint Programme	Programme Evaluation	Arab States	Palestine	2018	Good	R.4. Strengthen Programme formulation, M&E guidelines and their implementation, and ensure that chan...		Monitoring and reporting tools and guidelines were developed for the JP based on Un Women standardised M&E System. The tools and templates were introduced to implementing partners through two separate workshops. It shall be noted that the Business Women Forum used the templates and the tools provided to them and continually monitored the progress in relation to the work done with the MSME’s. UN Women conducted several monitoring mission and implemented monitoring activities as set through the M&E Plan including direct observations, focus group sessions and semi-structured interviews with national stakeholders. UN Women Palestine Country Office follows Results Based Management guidelines for formulating outcomes and output level results for all its programmes/projects. Outputs for the JP were formulated with clear understanding that UN Women and its partners are fully responsible for achieving these results while Outcomes define higher level results that UN Women and partners are not fully responsible for achieving, but rather will contribute to achieving. The formulation of the results came through a consultative process with UN Sister Agencies based on priorities identified in the relevant strategies and needs at a national level. UN Women invested highly in setting an M&E Framework through an external consultant who was recruited to develop a baseline study and revise and improve the initial M&E Framework. UN Women acknowledges the need to strengthen the capacity of all implementing partners and responsible parties in RBM and Monitoring and Evaluation including the design of M&E Plans that is robust and systematic.	Partially Accepted	Not applicable	Culture of results/RBM	Oversight/governance	Effectiveness, Efficiency, Relevance
Final Evaluation of the One Stop Shop for Sustainable Development Joint Programme	Programme Evaluation	Arab States	Palestine	2018	Good	R.5. Ensure that Programme Governance and Management Structures are in place at the time of design, ...		UN Women has set a management system together with its UN Sister Agencies to ensure proper coordination and implementation of the programme. While the turnover of staff and changing of the Progarmme Manager has caused some issues with follow up, UN Women maintained a proper system of coordination among the three involved agencies and the responsible parties.	Partially Accepted	Not applicable	UN Coordination, Partnership, Operational activities, Culture of results/RBM, Organizational efficiency	Oversight/governance, Capacity development, Internal coordination and communication	Efficiency
Final Evaluation of the One Stop Shop for Sustainable Development Joint Programme	Programme Evaluation	Arab States	Palestine	2018	Good	R6. Using good practices already introduced, shift focus from supporting the development of individu...		A main component of the JP was the development of national policies that contributes to promoting women’s participation in the economy through providing incentives for MSME’s and through the provision of protection for MSME’s to provide them with opportunities to compete in the market. The process for developing the policies through the JP was extensive including a consultative process with all relevant stakeholders to ensure that the proposed policies are acceptable to all parties and are implementable. Due to the multiple needs and national priorities, the process of developing the policies was prolonged to ensure both consensus and commitment by national stakeholders on the proposed polices and also the production of implantable polices. A Policy Paper was produced through the JP in partnership with national stakeholders. Work is continuing through UN Women to provide the needed technical and financial support to the national stakeholders to translate the Policy Paper into actionable policy instruments that will enable the government to translate the Policy Papers into concrete actions that empower women MSME’s. A consultant was recruited by UN Women in the 2nd Quarter of 2017 to work with the Ministry of Women’s Affairs, the Ministry of Labour, the Ministry of National Economy and the Ministry of Agriculture to identify the main priorities in terms of policy instruments based on the Policy paper produced through the JP. It is expected that Policy Instruments will be produced by end of 2017 that will work on providing the needed policy framework to include women and women MSME’s into economic activities. UN Women Palestine Country Office developed the 2018-2022 SN with a clear theory change stating that there is a need to address structural barriears preventing women from effectively partcipating in the economy. Focus over the next few years will be on polciy change to ensure that all women have the oppurtunity and resources to partcipate in the economy.	Accepted	Women economic empowerment (SPs before 2018)	Normative Support	Alignment with strategy	Sustainability
Country Portfolio Evaluation	Country-level Evaluation	Arab States	Palestine	2017	Very Good	Build partnership to enhance outreach to community level	To create larger and more sustainable results, UN Women needs to engage more strongly in enhancing outreach to grassroots level through multiple pathways, including support to coalition and alliance building of CSOs and CBOs and by linking them to members of local councils.	UN will identify allies at the community level, including community leaders, women and men champions, who found unique, but replicable solutions to intractable problems and challenges with the view to cultivate partnerships to support the emerging new social norms, practices and behaviors that promote gender equality and women’s advancement.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Partnership	National ownership	Effectiveness, Sustainability, Impact
Country Portfolio Evaluation	Country-level Evaluation	Arab States	Palestine	2017	Very Good	Adapt the approach in WEE to benefit more women	UN Women needs ensure WEE related support benefits more women; a combination of focusing on support to policy development, introducing corporate social responsibility and an incubator model is recommended.	UN Women will focus through the next planning cycle on assisting its national partners to address key structural barriers to women economic participation and to ensure women entrepreneurs have the skills, the financial resources and the partnerships to access a more equal share of the market. Through our work under this impact area we aim to contribute to the fulfilment of the SDGs 8 and 10 and in particular to promote development-oriented policies that support decent job creation, entrepreneurship, and encourage the formalization and growth of micro-, small- and medium-sized enterprises, including through access to financial services, achieve full and productive decent work for women, including those who belong to the marginalized groups, and progressively achieve and sustain income growth to marginalized groups.	Accepted	Women economic empowerment (SPs before 2018)	Normative Support	Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Efficiency, Impact
Country Portfolio Evaluation	Country-level Evaluation	Arab States	Palestine	2017	Very Good	Rethink the strategy towards achieving female leadership	In order to give female leadership an impetus, UN Women may rethink their strategy to work with female local council members coupled with engaging male political leaders and combine this with continued support to the implementation of NAP 1325.	UN Women's efforts on leadership will be through advancing an enabling environment for the implementation of WPS commitments in Palestine and the engagement of women and their groups in humanitarian action. This will ensure that women lead, participate in and benefit from peace and security, humanitarian action and recovery efforts.	Accepted	Leadership and political participation (SPs before 2018)	Engaging men and boys	Advocacy	Effectiveness, Efficiency, Relevance, Impact
Country Portfolio Evaluation	Country-level Evaluation	Arab States	Palestine	2017	Very Good	Redefine characteristics of capacity building of MoWA	The capacity building of MoWA that has taken place on a continuous basis needs to be redefined towards on-the-job coaching and tools development in specific areas.	UN Women will work on further enhancing its partnership with the Ministry of Women’s Affairs to make it more effective.	Accepted	Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Partnership	Alignment with strategy, National ownership	Effectiveness, Efficiency, Relevance, Sustainability, Impact
Country Portfolio Evaluation	Country-level Evaluation	Arab States	Palestine	2017	Very Good	Further expansion of the holistic approach to GBV	UN Women needs to further expand their holistic approach for GBV survivors in collaboration with Government and other stakeholders, alongside continuing activities to increase prevention including of early marriage.	UN Women will support national actors to develop, reform and implement laws, policies, structures, systems, mechanisms and national strategies to promote gender equality and end violence against women and girls in alignment with international human rights standards. Additionally, UN Women with its partners seeks to ensure that victims and survivors of violence are afforded protection and remedies, and perpetrators are held accountable. To reinforce VAW prevention work, UN Women seeks to enhance the engagement and support the education and mobilization of women, girls, men and boys of all ages at the community level to promote social norms, attitudes and behaviors toward gender equality. UN Women seeks to ensure that these interventions respond to the needs of women, especially marginalized women. One of the major changes that we are planning to work on is to increasingly partner with women survivors of violence in their capacity of experts, based on the recognition of their unique expertise and solutions on eliminating violence against women and girls.	Accepted	Ending violence against women (SPs before 2018)	Normative Support, Engaging men and boys, Sports	Alignment with strategy, Advocacy	Effectiveness, Efficiency, Relevance, Sustainability, Impact
Country Portfolio Evaluation	Country-level Evaluation	Arab States	Palestine	2017	Very Good	Develop a detailed communication strategy and plan	A detailed communication strategy and plan needs to be developed, implemented and monitored. This should provide a basis for developing advocacy strategies and appropriate messages around women's rights.	Advocacy and communication has been considered a crucial and integral part of UN Women’s work in Palestine. We published research on gender issues, conducted a number of high-level advocacy events, and actively engaged in UN Women’s global initiatives such as International Women’s Day, 16 Days of Activism, etc. Also, it has established strategic relations with partners including public institutions, civil society organizations, human rights organizations, as well as networks to reach out at grass-roots level. Besides, it closely works with various women’s organizations to establish a team of gender equality advocates. During the period of the SN 2018-2022, UN Women Palestine will focus its advocacy and communication work on three essential areas. Firstly, it will continue to initiate and lead a diverse range of advocacy campaigns including the engagement of men and boys for gender equality. Secondly, it will increase brand positioning and visibility of UN Women’s work in Palestine through regular production of corporate information and fact sheets, and thirdly, it will incorporate Behavior Change Communication (BCC) methodology into its communication strategy to highlight positive images and roles of women and men as agents of change in the ‘new norm’ space. This will be done through actively utilizing digital platforms, social media, the CO website by presenting positive and replicable role models and champions for gender equality and women’s rights to inspire their peers and the new generation.	Accepted	Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership	Alignment with strategy, Advocacy, Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Impact
External Evaluation of ACO EVAW Portfolio	Programme Evaluation	Asia and the Pacific	Afghanistan	2017	Good	Legislative Reform: While recognizing the need for sensitivity when advocating as an international ...		ACO recognizes the importance of having a focused advocacy strategy, especially with regards to the law reform processes in Afghanistan. For this purpose, UN Women has prepared an advocacy guide, which will be further elaborated to design an advocacy strategy. UN Women has also initiated actions to design the key messages around specific issues, such as harmful traditional practices, role of religious leaders in combating violence against women, inclusion of men and boys as part of the advocacy agenda, among others. Regarding the recommendation for UN Women to play 'behind the scene' role as well as convening role to establish shared platforms for dialogue are well noted. ACO's key role as part of these initiatives is to convene and facilitate dialogues on key pertinent issues. For Instance, UN Women is currently convening various shared platforms to influence policy reforms i.e. WPS working group, technical gender working group (for gender analysis of draft laws pertaining to women's rights); criminal law reforms working group membership). Further, ACO's approach is to support/provide technical assistance for the development and implementation of national policy frameworks and programmes to advance gender equality, protection and promotion of women at national and subnational levels. These are well aligned to national development strategies, and in some cases, they have been included in national plans and budgets for ownership and sustainability. UN Women will scale up its work on gender responsive national/sectoral planning and budgeting - in ensuring government ownership of these initiatives.	Accepted	Ending violence against women (SPs before 2018)	Partnership, Normative Support, Engaging men and boys, Faith based	Advocacy	Effectiveness
External Evaluation of ACO EVAW Portfolio	Programme Evaluation	Asia and the Pacific	Afghanistan	2017	Good	In reviewing the UN Women ACO’s EVAW budgetary allocation and its overall allocation to staff/person...		Organizational restructuring based on the emerging need for Afghanistan is being considered. the 2018 plan shall incorporate this recommendation, and review all the job descriptions of the existing staff to align them to the technical capacities needed within the country office	Accepted	Ending violence against women (SPs before 2018)	Organizational efficiency	Capacity development	Efficiency, Gender equality
External Evaluation of ACO EVAW Portfolio	Programme Evaluation	Asia and the Pacific	Afghanistan	2017	Good	Addressing the Needs of WPCs and FGCs: It is recommended that future grants under the EVAW SF inclu...		Due to the limited resources, this has always been supported for the organizations that requested, and have been implemented through a separate funding source Taking note of the recommendation, all partners will be provided with capacity building assistance within their budget requests.	Accepted	Ending violence against women (SPs before 2018)	Partnership, Culture of results/RBM	Capacity development, Knowledge management	Impact
External Evaluation of ACO EVAW Portfolio	Programme Evaluation	Asia and the Pacific	Afghanistan	2017	Good	The Evaluation captured a number of capacity development needs as expressed by the EVAW Special Fund...		The discussions are initiated with MoWA to review the WPCs' locations as well as strategies to increase access to justice for women, as the reporting of cases have been abysmally low for some of the provinces. Community awareness and strengthening the justice delivery systems is needed in the long run, and this is being discussed with MoWA through active role of EVAW Commissions. However, the current capacity of MOWA does not allow this action to be undertaken in near future. Also, the donor community have also shown their reluctance to do so.	Accepted	Ending violence against women (SPs before 2018)	Partnership, Culture of results/RBM, Organizational efficiency	National ownership	Sustainability
External Evaluation of ACO EVAW Portfolio	Programme Evaluation	Asia and the Pacific	Afghanistan	2017	Good	National Ownership of MoWA and DoWAs: It is recommended that UN Women have MOWA take on a greater o...		Given the current capacity of MoWA leaving the third-party monitoring exclusively with MoWA may not provide the quality of oversight needed. However, the capacity building of MoWA will be undertaken to ensure that MoWA can fulfill this role	Partially Accepted	Ending violence against women (SPs before 2018)	Partnership	National ownership	Sustainability
External Evaluation of ACO EVAW Portfolio	Programme Evaluation	Asia and the Pacific	Afghanistan	2017	Good	It is recommended that UN Women focus on capacity development of DOWAs in those provinces under the ...		With the limited resources under this current phase, and priorities , DoWA capacity building had not been accorded the required attention. the next phase of the project will give more attention to capacity development at the provincial level, through DoWA and EVAW commissions	Accepted	Ending violence against women (SPs before 2018)	Partnership	National ownership	Impact
External Evaluation of ACO EVAW Portfolio	Programme Evaluation	Asia and the Pacific	Afghanistan	2017	Good	The Evaluation recommends that UN Women – through the DoWAs and MOWA – do more to strengthen the adv...		EVAW Commission's external evaluation confirms the same recommendation, and as soon as the resources are secured for the period 2018- 2020, this will be implemented	Accepted	Ending violence against women (SPs before 2018)	Normative Support	National ownership	Human Rights
External Evaluation of ACO EVAW Portfolio	Programme Evaluation	Asia and the Pacific	Afghanistan	2017	Good	Monitoring and Evaluation: The Evaluation recommends that UN Women commission a national consultant...		UN Women will draw from existing evidence to have baselines for future projects/Initiatives , and ACO takes note of this suggestion	Accepted	Ending violence against women (SPs before 2018)	Organizational efficiency	Oversight/governance, Knowledge management	Effectiveness
External Evaluation of ACO EVAW Portfolio	Programme Evaluation	Asia and the Pacific	Afghanistan	2017	Good	It is the Evaluation’s recommendation that the ACO continue to invest in producing case studies/stor...		ACO has developed a communication strategy, which will be implemented and will ensure the visibility of ACO 's work through collecting stories of change. This was initiated in 2016, and will be scaled up in 2018	Accepted	Ending violence against women (SPs before 2018)	Organizational efficiency	Evidence, Data and statistics	Effectiveness, Efficiency, Impact
Country Portfolio Evaluation/ SN 2014-2017	Programme Evaluation	Europe and Central Asia	Moldova	2017	Good	The Country Office should apply the skills and processes that it has learned for co-design to the pr...		The next strategic note for 2018-2022 will be co-created jointly with women from various groups and important stakeholders from local, regional and national level and.		Governance and planning (SPs before 2018)	UN Coordination	Not applicable	Sustainability
Country Portfolio Evaluation/ SN 2014-2017	Programme Evaluation	Europe and Central Asia	Moldova	2017	Good	Future programming in each of the impact areas, and/or flagships, would benefit from being brought t...		When developing the new Strategic Note, an overarching Theory of Change for the country will be developed based on an integrated approach across all thematic areas. As per recommendation, the ‘life-scenarios’ is being applied for the elaboration and later, for the actual implementation of the SN. In terms of the targeting, MDA SN will continue its focus on the furthest left behind as per CPE recommendation.		Governance and planning (SPs before 2018)	Partnership, Operational activities	Promoting inclusiveness/Leaving no one behind	Human Rights
Country Portfolio Evaluation/ SN 2014-2017	Programme Evaluation	Europe and Central Asia	Moldova	2017	Good	Expand working relations with the policy teams in State Chancellery, leverage UN Women’s role as con...		Country Office will continue cooperation with State Chancellery with an increased focus on engendering major national development policy (National Development Strategy 2030) and ensure Public Reform Agenda is impacting women and men alike.		Leadership and political participation (SPs before 2018)	UN Coordination, Partnership	Promoting inclusiveness/Leaving no one behind	Efficiency
Country Portfolio Evaluation/ SN 2014-2017	Programme Evaluation	Europe and Central Asia	Moldova	2017	Good	Apply lessons from WiP and CSAG to nurture a WEE network and ecosystem of private sector gender cham...		Women’s economic empowerment will remain a priority thematic area of the new SN of UN Women in Moldova and the work in this area will be further expanded in the next SN 5-year period		Women economic empowerment (SPs before 2018)	Culture of results/RBM, Not applicable	Capacity development, Advocacy, Knowledge management	Sustainability, Gender equality
Country Portfolio Evaluation/ SN 2014-2017	Programme Evaluation	Europe and Central Asia	Moldova	2017	Good	Prototype community-level approaches to connecting prevention and response services for GBV to econo...		UN Women Moldova Country Office will continue working with partners to build on existing results of the innovation prototypes to bridge economic and education opportunities with leadership initiatves and the experience of positive champions		Ending violence against women (SPs before 2018)	UN Coordination	Not applicable, Advocacy	Sustainability, Impact
Country Portfolio Evaluation/ SN 2014-2017	Programme Evaluation	Europe and Central Asia	Moldova	2017	Good	Convene a virtual media lab to apply innovation and action research techniques to influencing popula...		CO will target specific groups such as Roma women, women with special needs, rural women, violence survivors, women in decision making processes by disseminating success stories and information (printed and video) and by organizing discussions in local communities with the participation of successful women from similar groups who will share good practices		Not applicable	Partnership, Operational activities	Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management	Effectiveness, Efficiency
Country Portfolio Evaluation/ SN 2014-2017	Programme Evaluation	Europe and Central Asia	Moldova	2017	Good	Consolidate the central theory of change for the next strategic note around movement building and or...		The next SN will be guided by the central ToC, one of core element of which will be movement building and organizational outflanking		Governance and planning (SPs before 2018)	UN Coordination, Partnership, Culture of results/RBM	Capacity development, Advocacy, Internal coordination and communication	Efficiency, Sustainability
Country Portfolio Evaluation/ SN 2014-2017	Programme Evaluation	Europe and Central Asia	Moldova	2017	Good	Renew and revitalize coordination mechanisms, in particular the Gender Theme Group and the Gender Do...		UN Women will continue exercising its coordination role for GE within UN, development partners and civil society by exercising a single extended GTG as per recommendation from evaluation		Not applicable	UN Coordination, Partnership	Internal coordination and communication	Effectiveness
Country Portfolio Evaluation/ SN 2014-2017	Programme Evaluation	Europe and Central Asia	Moldova	2017	Good	Continue to build on the legacy of Joint Programmes with UNDP and other entities (JILDP, WiP, Statis...		As part of the developemnt of the new SN, UN Women Moldova will co-develop a Country Theory of Change on GEWE, including EVAW, which will servce as bais for joint UN initiatves		Ending violence against women (SPs before 2018)	Partnership	Internal coordination and communication	Effectiveness, Efficiency
Country Portfolio Evaluation/ SN 2014-2017	Programme Evaluation	Europe and Central Asia	Moldova	2017	Good	Apply the innovation approach to UN Women Moldova’s own internal systems, processes and relationship...		UN Women CO will continue applying and sharing the innovation		Not applicable	Operational activities	Not applicable	Effectiveness, Efficiency
Country Portfolio Evaluation/ SN 2014-2017	Programme Evaluation	Europe and Central Asia	Moldova	2017	Good	Continue to strengthen UN Women’s independent communications capacity in addition to cooperation wit...		UN Women CO has extended its communication capacities as part of its recently developed country communication strategy, and continuosly building communications capacities of the entire UN Women Moldova team		Not applicable	Operational activities	Advocacy, Knowledge management	Gender equality
Country Portfolio Evaluation/ SN 2014-2017	Programme Evaluation	Europe and Central Asia	Moldova	2017	Good	Combine the social and political capital of UN Women’s previous support to data and statistics, eGov...		The recommendation will be taken into account during the planning and implementation of the next SN		Governance and planning (SPs before 2018)	Culture of results/RBM	Not applicable	Sustainability
Country Portfolio Evaluation/ SN 2014-2017	Programme Evaluation	Europe and Central Asia	Moldova	2017	Good	Apply UN Women’s innovation approach to strengthening to structure and agency of the Gender Equality...		This is one of the priorities of the new National Strategy for Gender Equality 2017-2020 and CO will work closely with national counterparts to provide support for the achievement of this objective		Governance and planning (SPs before 2018)	UN Coordination, Partnership	Not applicable, Advocacy	Sustainability
Country Portfolio Evaluation/ SN 2014-2017	Programme Evaluation	Europe and Central Asia	Moldova	2017	Good	Continue and strengthen work with Civil Society and Public Authorities on self-led gender mainstream...		UN Women’s next SN will continue focusing on strengthening the CSOs by identifying and building networking among the positive deviants/champions and their collaboration with well established CSO Organizations and Public Authorities, including those from GEP, CALM and others		Not applicable	UN Coordination, Partnership	Promoting inclusiveness/Leaving no one behind, Internal coordination and communication	Sustainability
Country Portfolio Evaluation/ SN 2014-2017	Programme Evaluation	Europe and Central Asia	Moldova	2017	Good	Fully apply UN Women’s new corporate risk management system, paying particular attention to the uniq...		The recommendations is accepted and UN Women CO will fully comply to it.		Not applicable	Operational activities	Internal coordination and communication	Effectiveness, Efficiency
Meta evaluation of the NCOs WPS evaluations	Thematic Evaluation	Asia and the Pacific	Nepal	2018	Not Rated	Recommendation 1: Ensure conflict affected survivors are integrated as one of the target groups thro...		The management response has been discussed with the team. In total seventeen management response have been received. The office decided to club together all the recommendations related to the programme design and implementation into one framework. All recommendations have been accepted.	Accepted	Peace and security (SPs before 2018)	Culture of results/RBM	Promoting inclusiveness/Leaving no one behind, Evidence, Data and statistics, Resource mobilization	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Meta evaluation of the NCOs WPS evaluations	Thematic Evaluation	Asia and the Pacific	Nepal	2018	Not Rated	Support the establishment of an independent monitoring mechanism run by women’s civil society groups...		Partially Accepted	Partially Accepted	Peace and security (SPs before 2018)	Culture of results/RBM	Oversight/governance, National ownership	Effectiveness, Efficiency
Meta evaluation of the NCOs WPS evaluations	Thematic Evaluation	Asia and the Pacific	Nepal	2018	Not Rated	Continue advocating for local level allocation of funds for GEWE as part of National Level Gender Re...		Accepted	Accepted	Peace and security (SPs before 2018), Governance and planning (SPs before 2018)	Partnership, Normative Support, Culture of results/RBM	Oversight/governance, National ownership, Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Sustainability
Final evaluation of project “Anticipating and preventing women and young girls vulnerability to terrorism through their empowerment, community dialogue and education in the Northern part of Côte d’Ivoire	Programme Evaluation	West and Central Africa	Cote d'Ivoire	2017	Good	RECOMMANDATION 1 : Renforcer les critères de recrutement des PMO, accentuer le suivi-évaluation et l...		Le recrutement des partenaires d’implémentation (IPs) s’accentue sur l’expérience et les preuves de performance antérieures. Aussi un renforcement de capacités en GAR et sur les procédures de ONU Femmes des IPs sélectionnées est réalisée. Par ailleurs, l’approche de décentralisation du Bureau à travers des représentations dans les zones de projets facilite un meilleur suivi des actions programmatiques.	Accepted	Governance and planning (SPs before 2018)	Partnership, Culture of results/RBM	Capacity development, Knowledge management	Sustainability
Final evaluation of project “Anticipating and preventing women and young girls vulnerability to terrorism through their empowerment, community dialogue and education in the Northern part of Côte d’Ivoire	Programme Evaluation	West and Central Africa	Cote d'Ivoire	2017	Good	Recommandation 2: Négocier une seconde phase pour la poursuite de certaines activités, identifier de...		REPONSES DE LA DIRECTION Une autre proposition projet a été soumise au bailleur ; des prospections sont faites auprès d’autres bailleurs en vue d’obtenir un autre financement. Impliquer les acteurs étatiques dans la conception, la planification des projets en vue de susciter leurs intérêts dans la mise en œuvre. Acceptée	Accepted	Governance and planning (SPs before 2018)	Partnership	Not applicable	Effectiveness, Sustainability
Final evaluation of project “Anticipating and preventing women and young girls vulnerability to terrorism through their empowerment, community dialogue and education in the Northern part of Côte d’Ivoire	Programme Evaluation	West and Central Africa	Cote d'Ivoire	2017	Good	Accroître le partage d’expériences entre les PMO,		Le bureau a initié deux reunions ( fevrier 2015 et mars 2016) de coordination des IPs pour leur peremttre de faire le bilan des actions programmatiques qui leur sont assignées et échanger sur les bonnes partiques dans leurs zones d'intervention. Ces initiatives devront continuer avec un accent particulier sur les lessons apprises et bonnes pratiques.	Partially Accepted	Global norms and standards (SPs before 2018)	Partnership	Knowledge management	Sustainability
Final evaluation of the project "Strengthening women's capacity in disaster risk reduction to cope with climate change" (2013-2016)	Programme Evaluation	Asia and the Pacific	Vietnam	2017	Very Good	Build on UN Women’s facilitation role and influence a range of actors to support inclusion of gender...	UN Women is in unique position as a trusted facilitator – An opportunity has been built for UN Women to facilitate among the Government of Vietnam, the Vietnam Women’s Union, civil society coalitions, partnerships, donors, the private sector and the overall UN System to promote for the inclusion of gender into DRR/DRM policies.	UN Women will continue to take the opportunity as a trusted facilitator to lead the work on gender mainstreaming in DRR/CCA.	Accepted	Peace and security (SPs before 2018)	Normative Support	Advocacy	Effectiveness
Final evaluation of the project "Strengthening women's capacity in disaster risk reduction to cope with climate change" (2013-2016)	Programme Evaluation	Asia and the Pacific	Vietnam	2017	Very Good	Support meaningful women’s input into local government and Committees for Disaster Prevention and Re...		The project narrowed the gender gap in knowledge about DRR/DRM in its target areas and demonstrated that women can be fully involved in decision making and be change makers. However, further work need to be done to support women's meaningful inputs into the Committee for Disaster Prevention and Control.	Accepted	Peace and security (SPs before 2018)	Climate change	Capacity development	Gender equality
Final evaluation of the project "Strengthening women's capacity in disaster risk reduction to cope with climate change" (2013-2016)	Programme Evaluation	Asia and the Pacific	Vietnam	2017	Very Good	Continue to use the VWU network and strength of VWU capacity to institutionalize changes that provid...		UN Women will continue the strategic partnership with VWU to promote greater women's voice in the DRR/DRM planning and implementation.	Accepted	Peace and security (SPs before 2018)	Climate change	Promoting inclusiveness/Leaving no one behind	Relevance
Final evaluation of the project "Strengthening women's capacity in disaster risk reduction to cope with climate change" (2013-2016)	Programme Evaluation	Asia and the Pacific	Vietnam	2017	Very Good	Continue to use UN Women influence with government to build on project results aimed at mainstreamin...		UN Women will work closely with Ministry of Agriculture and NGOs to build on project's results and influence policies associated with international standards.	Accepted	Peace and security (SPs before 2018)	Climate change	Advocacy	Sustainability
Final evaluation of the project "Strengthening women's capacity in disaster risk reduction to cope with climate change" (2013-2016)	Programme Evaluation	Asia and the Pacific	Vietnam	2017	Very Good	Scale up with further innovative and gender sensitive pilot projects adapted to each locale with inp...		UN Women will utilize lesson learnt from the projec to develop new programme in this area.	Accepted	Peace and security (SPs before 2018)	Climate change	Resource mobilization	Sustainability
Final evaluation of the project "Strengthening women's capacity in disaster risk reduction to cope with climate change" (2013-2016)	Programme Evaluation	Asia and the Pacific	Vietnam	2017	Very Good	Promote DRR/DRM as a multiplier for gender equality with a range of stakeholders.		UN Women will continue to focus on the DRR/DRM area and promote for gender equality in this area.	Accepted	Peace and security (SPs before 2018)	Climate change	Advocacy	Gender equality
Evaluation of the partnership between Ministry of Interior, General Directorate of Local Governments and UNW	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2018	Very Good	Poursuivre les efforts de renforcement d’institutionnalisation de l’UEG et des points focaux au nive...		Elaboration et mise en œuvre de plans de formation visant notamment les membre de l’UEG au niveau central, ainsi que des points focaux préalablement identifiés au sein des administrations territoriales.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Normative Support	Oversight/governance	Effectiveness
Evaluation of the partnership between Ministry of Interior, General Directorate of Local Governments and UNW	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2018	Very Good	Poursuivre les efforts de l’amélioration de la gouvernance locale sensible au genre en accompagnant ...		Finalisation et diffusion des guides et manuels développés en matière de planification locale sensible au genre et d’opérationnalisation des IEECAG et accompagnement des collectivités territoriales à leur utilisation	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Capacity development	Effectiveness
Evaluation of the partnership between Ministry of Interior, General Directorate of Local Governments and UNW	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2018	Very Good	Poursuivre l’effort de la promotion de la participation des femmes dans la gestion des affaires loca...		Renforcement des capacités techniques et politiques des femmes élues et sensibilisation des élus masculins au rôle du leadership féminin	Partially Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Capacity development	Gender equality
Evaluation of the partnership between Ministry of Interior, General Directorate of Local Governments and UNW	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2018	Very Good	Développer des modules de formations au sein de la DGCL sur la promotion de la participation des fem...		Elaboration d’un plan de formation pour l’intégration du genre au sein de la DGCL.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Capacity development	Effectiveness, Sustainability
Evaluation of the partnership between Ministry of Interior, General Directorate of Local Governments and UNW	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2018	Very Good	Mettre en place un dispositif de motivation des cadres de la DGCL impliqués dans la gestion du proje...		Elaboration d’un dispositive de motivation pour les points focaux genre de la DGCL	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Not applicable	Effectiveness
Evaluation of the partnership between Ministry of Interior, General Directorate of Local Governments and UNW	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2018	Very Good	Poursuivre activement les efforts de l’accompagnement des changements attendus et qui sont en cours ...		Mise en œuvre d’actions spécifiques encourageant l’intégration du genre dans les documents produits par la DGCL (circulaires, stratégies, programmes) ainsi que dans son organisation interne.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Alignment with strategy	Gender equality
Evaluation of the partnership between Ministry of Interior, General Directorate of Local Governments and UNW	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2018	Very Good	Développer une démarche spécifique d’intégration de la planification et la budgétisation sensible au...		Production d’outils spécifiques pour l’intégration du genre dans la planification locale (échelon communal, préfectoral ou provincial et régional) et accompagnement à leur utilisation.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Alignment with strategy, Capacity development	Gender equality
Evaluation of the partnership between Ministry of Interior, General Directorate of Local Governments and UNW	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2018	Very Good	Renforcer les structures de gouvernance du projet pour éviter les retards d’exécution et améliorer l...		Renforcement de la régularité des rencontres des structures de gouvernance et des processus de planification et de suivi du projet.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Operational activities	Capacity development	Efficiency
Women's Economic Empowerment and Integration into the Value Chain of the Coca-Cola Company in Brazil, Egypt and South Africa	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2017	Good	Recommendation 1: UN Women should ensure the following in its future programming: a) Developing an e...		The Programme Management Team agrees with the recommendation and notes that the sustainability of results achieved and exit strategy was a key issue throughout the programme implementation. Sustainability of result has been codified in the knowledge asset document developed by the programme. In some countries results made by the programme were supported by the Government which was part of the programme exit strategy. The participating offices will be expected to submit a project plan showing how they will ensure further sustainability of results after the end of the programme	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM	Knowledge management	Efficiency, Sustainability
Women's Economic Empowerment and Integration into the Value Chain of the Coca-Cola Company in Brazil, Egypt and South Africa	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2017	Good	UN Women should replicate (adopt/adapt) the programme governance and management structures and pract...		The Programme Management Team agrees with the recommendation and welcomes the suggestion to replicate programme governance structure applied within TCCC programme to other private sector funded global programme/projects.	Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Not applicable	Effectiveness
Women's Economic Empowerment and Integration into the Value Chain of the Coca-Cola Company in Brazil, Egypt and South Africa	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2017	Good	UN Women should strive to leverage its comparative advantage and technical expertise on WEE by partn...		The Programme Management Team agrees with the recommendation and will continue to closely engage and discuss with UN Women Strategic partnership division and private sector unit further partnership with private sector based on mutual collaboration and comparative advantage.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Capacity development, Advocacy	Gender equality
Women's Economic Empowerment and Integration into the Value Chain of the Coca-Cola Company in Brazil, Egypt and South Africa	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2017	Good	UN Women and TCCC should explore opportunities to continue partnership. a) Within the 5by20 initiati...		The programme management agrees with the recommendation. While 5by20 initiative supports women entrepreneurs in retail segment, it also has certain boundaries. The programme demonstrated also a success story of public-private partnerships, in contributing to women’s economic empowerment which is beyond 5by20 initiative	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Capacity development	Sustainability
Women's Economic Empowerment and Integration into the Value Chain of the Coca-Cola Company in Brazil, Egypt and South Africa	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2017	Good	UN Women should keep in mind that while partnering with private sector companies, finding the balanc...		The programme management agrees with the recommendation, partnership with Coca – Cola generated essential learnings for both organizations for future programming and longer term strategic partnership for women women’s economic empowerment. Established Trust, transparency and investing time to understand each other were key enablers for attaining results with the programme.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Not applicable	Efficiency
Thematic evaluation for the Women Political Empowerment programme	Thematic Evaluation	Arab States	Egypt	2017	Very Good	Support the institutionalization of a unit within NCW with a structure, a curriculum, and a dedicat...		UN Women ECO supported the establishment of the “Political Participation Support Unit” within the National Council for Women (NCW), with the objective of extending technical assistance to women candidates, elected members of parliament and/or local councils, as well as raising the voter awareness in 2012. The unit has indeed been institutionalized within the NCW, and continues to function and carry out its mandate, despite the lack of resources. UN Women ECO intends to further strengthen and support the Political Participation Support Unit within the scope of the objectives outlined in the National Women’s Strategy 2030, the United Nations Partnership Development Framework (UNPDF), and UN Women’s Strategic Note 2018-2022.	Accepted	Leadership and political participation (SPs before 2018)	Partnership, Normative Support	Capacity development, National ownership	Effectiveness, Efficiency
Thematic evaluation for the Women Political Empowerment programme	Thematic Evaluation	Arab States	Egypt	2017	Very Good	Scale-up the citizenship initiative (CI). The CI needs to scale up not only in numbers but by adopti...		UN Women ECO strongly supports the scaling-up of the Women’s Citizenship Initiative, which has indeed been included in the Political Participation Pillar of the National Women’s Strategy 2030. In addition, UN Women has supported the National Council for Women (NCW) to implement the innovative knocking door campaigns, as the main awareness raising methodology across Egypt’s 27 Governorates. Building on such previous success, UN Women intends to further support the activation of the National Women’s Strategy 2030 and expand on the knocking door campaigns, upon the mobilization of further financial resources.	Accepted	Leadership and political participation (SPs before 2018)	Partnership	Resource mobilization	Sustainability
Thematic evaluation for the Women Political Empowerment programme	Thematic Evaluation	Arab States	Egypt	2017	Very Good	Create an enabling environment for WPE’s programme through replicating successful interventions such...		The current environment in Egypt could be characterized by being highly welcoming and supportive of women’s leadership at the highest levels of decision making. UN Women ECO intend to capitalize on this momentum and strong national commitment to further support women’s participation in decision making in the upcoming elections (local and parliamentary).	Accepted	Leadership and political participation (SPs before 2018)	Normative Support	Capacity development, National ownership, Advocacy	Effectiveness, Gender equality
Thematic evaluation for the Women Political Empowerment programme	Thematic Evaluation	Arab States	Egypt	2017	Very Good	Support Egypt in its national interventions to meet the SDG indicators in 2030. UN Women can embark ...		UN Women ECO is the lead UN agency mandated to coordinate among all other agencies on Women’s Empowerment and Gender Equality issues. UN Women has recently supported the development of work packages to operationalize the National Women’s Strategy 2030. The National strategy is aligned to the UN Sustainable Development Goals (SDGs 2030).	Accepted	Leadership and political participation (SPs before 2018)	UN Coordination, Partnership, Normative Support, Youth engagement	Promoting inclusiveness/Leaving no one behind, Advocacy	Gender equality
Thematic evaluation for the Women Political Empowerment programme	Thematic Evaluation	Arab States	Egypt	2017	Very Good	Encourage more cooperation with NGOs under the WPE programme through increased: a. Coordination bet...		UN Women ECO supports information sharing on key gender issues, initiatives, lessons learned and success stories as relevant to all its programmes. UN Women has recently launched a website and has further activated its Facebook page in an effort to utilize the power of social media to engage the widest audience possible, including traditional and non-traditional partners.	Partially Accepted	Leadership and political participation (SPs before 2018)	Partnership	Capacity development, Knowledge management	Effectiveness
Thematic evaluation for the Women Political Empowerment programme	Thematic Evaluation	Arab States	Egypt	2017	Very Good	Encourage comprehensive women empowerment through thematic interlinkage. UN Women should enhance int...		UN Women ECO highly supports this approach and hence has integrated and highlighted such complementarities in its new Strategic Note (2018-2022). The Strategic Note includes SMART indicators with clear time frames and targets.	Accepted	Leadership and political participation (SPs before 2018)	Operational activities, Organizational efficiency	Internal coordination and communication	Efficiency
Thematic evaluation for the Women Political Empowerment programme	Thematic Evaluation	Arab States	Egypt	2017	Very Good	Continue to cultivate long-term partnerships- Good partnerships have been cultivated through the WPE...		UN Women ECO values enhanced and strengthened partnerships at all levels. ECO will also use its membership in the Development Partners Group, and its co-chairing role of the thematic DPG ‘Gender and Development’ Group - comprising 15 bilateral, 13 multi-lateral partners and ten CSOs - to coalesce their technical and financial support in favor of GEWE in Egypt, and to strengthen relations with current and potential partners and donors.	Accepted	Leadership and political participation (SPs before 2018)	UN Coordination, Partnership	Knowledge management, Internal coordination and communication	Efficiency
Thematic evaluation for the Women Political Empowerment programme	Thematic Evaluation	Arab States	Egypt	2017	Very Good	Restructure WPE's program theory of change for the coming phase.UN Women should restructure the WPE ...		UN Women ECO has already addressed the above in the formulation of its new strategic note, particularly under impact area 1: Egyptian women lead, participate in, and benefit equally from decision making systems and processes.	Partially Accepted	Leadership and political participation (SPs before 2018)	Organizational efficiency	Promoting inclusiveness/Leaving no one behind	Efficiency
Thematic evaluation for the Women Political Empowerment programme	Thematic Evaluation	Arab States	Egypt	2017	Very Good	Conduct an early participatory and elaborated stakeholder analysis. The new phase should decide on p...		UN Women ECO will base the formulation of all new programmes on the endorsed National Women’s Strategy 2030 and the new United Nations Partnership Development Framework (UNPDF), all of which relied on extensive consultation and participation of a diverse range of stakeholders.	Accepted	Leadership and political participation (SPs before 2018)	Partnership, Organizational efficiency	Promoting inclusiveness/Leaving no one behind	Efficiency
Thematic evaluation for the Women Political Empowerment programme	Thematic Evaluation	Arab States	Egypt	2017	Very Good	Introduce participatory planning approaches at all levels Phase 2 of the WPE programme should emphas...		UN Women ECO promotes and fosters a strong culture of results-based and knowledge management, participatory planning, monitoring and evaluation at all levels. Newly designed programmes will incorporate a more rigorous M&E component with SMART indicators (including proper baselines and targets) to ensure that the overall objectives are achieved. Through the implementation of the 2018-22 monitoring, research and evaluation plan (MERP), and through enhanced compliance with the RMS monitoring mechanism, the ECO will ensure that all programmes are implemented on time and with the expected high-quality results.	Accepted	Leadership and political participation (SPs before 2018)	Culture of results/RBM	Promoting inclusiveness/Leaving no one behind, Knowledge management	Effectiveness, Efficiency
Final Evaluation of the Securing Rights and Improving Livelihoods of Women project	Programme Evaluation	Arab States	Egypt	2018	Good	The “Knocking Door Campaigns” were considered highly effective and efficient in spreading awareness....		The Knocking door campaigns were not only highly effective and efficient in spreading awareness but was also a sustained methodology used by the Government to raise awareness on other issues. The campaigns are still continuing after UN Women’s interventions supported by the Action were discontinued.	Accepted	Leadership and political participation (SPs before 2018)	Partnership, Operational activities	Promoting inclusiveness/Leaving no one behind	Effectiveness, Sustainability
Final Evaluation of the Securing Rights and Improving Livelihoods of Women project	Programme Evaluation	Arab States	Egypt	2018	Good	For future initiatives, UN Women and partners should consider conducting a mapping of services which...		Access to health services has been indeed among the reasons why women were encouraged to register for ID cards; however, the recent field visits to the beneficiaries reveal that most women were encouraged to register to get access to finance and engage in economic opportunities that would leverage family income. Husbands and male family members have also encouraged women to register for the ID cards as the eligibility of conditional cash transfer programmes like Takaful and Karama puts a higher priority for women who are in need.	Accepted	Not applicable	Operational activities	Evidence, Data and statistics	Effectiveness, Efficiency
Final Evaluation of the Securing Rights and Improving Livelihoods of Women project	Programme Evaluation	Arab States	Egypt	2018	Good	It is recommended that for future programming, UN Women and partners increase and support linkages b...		The linkage has already been established, and MSMEDA was indeed a partner in the programme in their former capacity as SFD and 30,000 ID cards were issued for women who benefitted from their services. The same linkage exists with the Ministry of Social Solidarity, where there is an already signed protocol between the National Council for Women and the Ministry of Social Solidarity on joining efforts to issue ID cards for women, who will in turn benefit from social solidarity programmes.	Accepted	Not applicable	UN Coordination, Operational activities	Not applicable	Effectiveness, Sustainability
Final Evaluation of the Securing Rights and Improving Livelihoods of Women project	Programme Evaluation	Arab States	Egypt	2018	Good	UN Women should continue to expand and strengthen it awareness raising and advocacy efforts around w...		This has already been happening through the knocking door campaigns, where usually the husbands and male members of the family were present in the discussion and many of them have actually encouraged their wives to register for the ID card and participate in other interventions, including VSLAs.	Accepted	Not applicable	Engaging men and boys	Promoting inclusiveness/Leaving no one behind	Effectiveness
Final Evaluation of the Securing Rights and Improving Livelihoods of Women project	Programme Evaluation	Arab States	Egypt	2018	Good	In future programming focusing on several thematic areas, UN Women should strengthen integration amo...		As mentioned, this has indeed been commenced and has become the standard modality of work within the UN Women ECO.	Accepted	Not applicable	Partnership	Knowledge management	Effectiveness
Final Project Evaluation - Integrating Gender in Peace Support Operations	Country-level Evaluation	East and Southern Africa	Kenya	2017	Good	RECOMMENDATIONS 1: IPSTC needs to expand on the achievements within the counties reached and reach ...		This is very much in plans of IPSTC who are looking to engage with other counties (Mandera, Pokot) using the success made and lessons from its interventions in other counties.	Accepted	Peace and security (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind	Effectiveness, Impact
Final Project Evaluation - Integrating Gender in Peace Support Operations	Country-level Evaluation	East and Southern Africa	Kenya	2017	Good	RECOMMENDATIONS 6 The component of the strengthening cross-border initiatives was unique and critica...		MANAGEMENT RESPONSE This recommendation is accepted. Given Kenya regional positioning it is imperative that IPSTC support cross boarder programmes that have political, social and economic implication to Kenya.	Accepted	Peace and security (SPs before 2018)	Partnership	Promoting inclusiveness/Leaving no one behind, South-South cooperation	Effectiveness
Final Project Evaluation - Engaging Women in Preventing and Countering Extremist Violence in Kenya	Country-level Evaluation	East and Southern Africa	Kenya	2017	Good	RECOMMENDATIONS 1: Scale up CVE capacity building programme to reach more beneficiaries.	The programme should incorporate improvement in the design to include use of sandwich training programmes (Trainings which consist of some days in workshop and some other time within the community applying the knowledge learnt after which participants join in workshop again to share experiences and to overcome challenges faced) which allow for continued experiential learning, close mentorship of beneficiaries and post-training follow-up or mentorship of beneficiaries to provide basic support to the beneficiaries, including at the grassroot level	This is very much in plans for the second phase of the programme which is heavily investing in the capacity building component, building on and levering on forged partnerships, activities initiated and results gained in the first phase of the pilot project. UN Women will invest in specialized trainings for women and also youth on early warning signs of radicalizations, enhancing their conflict resolution skills as well as facilitating women networks established under the pilot project in phase I.	Accepted	Peace and security (SPs before 2018)	Operational activities	Capacity development	Effectiveness, Impact
Final Project Evaluation - Engaging Women in Preventing and Countering Extremist Violence in Kenya	Country-level Evaluation	East and Southern Africa	Kenya	2017	Good	RECOMMENDATIONS 2: Promote and scale up use of social network platforms (well managed and monitored)...		The recommendation is also accepted. As part of the efforts of scaling up the women’s networks, UN Women will support CSOs in the target counties to work with the networks also women who have make deliberate effort to link up state institutions, particularly security institutions.	Accepted	Peace and security (SPs before 2018)	Operational activities	Advocacy	Effectiveness, Impact
Final Project Evaluation - Engaging Women in Preventing and Countering Extremist Violence in Kenya	Country-level Evaluation	East and Southern Africa	Kenya	2017	Good	RECOMMENDATIONS 3: Establish a pool of Women Training of Trainers (TOTs) (from selected from CSOs ne...		Women who will benefit from capacity building interventions will include women and also men from CSOs who are then expected to cascade the knowledge and skills gained to colleagues but also the people they work with on the ground as a suitability measure.	Accepted	Peace and security (SPs before 2018)	Operational activities	Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness, Relevance
Final Project Evaluation - Engaging Women in Preventing and Countering Extremist Violence in Kenya	Country-level Evaluation	East and Southern Africa	Kenya	2017	Good	RECOMMENDATIONS 4: Establish strong linkages and collaborations with the media organizations aimed a...		This recommendation is partially accepted. UN Women will seek to engage with media professionals on gender sensitive and non-discriminatory reporting including social media platform as a means of contributing to development of communication strategies that counter the narratives/messaging of terrorists/ violent extremists, building coalitions. However, UN Women cannot force media houses as part of their SCR to engage women and communities affected. What we can do as part of our capacity building and advocacy efforts is to their engagement in advancing gender sensitive messages and countering extremist narratives.	Partially Accepted	Peace and security (SPs before 2018)	Operational activities	Advocacy	Effectiveness, Impact
DRC SN 2014-2017 FINAL EVALUATION	Country-level Evaluation	West and Central Africa	Democratic Republic of Congo	2017	Not Rated	Renforcer la structure organisationnelle en recrutant plus de personnel qui devront couvrir les posi...	structure organisationnelle	La recommandation est acceptée et déjà incluse dans le plan de recrutement de 2018.	Accepted	Not applicable	Organizational efficiency	Oversight/governance	Efficiency
DRC SN 2014-2017 FINAL EVALUATION	Country-level Evaluation	West and Central Africa	Democratic Republic of Congo	2017	Not Rated	Renforcer la structure organisationnelle en recrutant plus de personnel qui devront couvrir les posi...	structure organisationnelle	La recommandation est acceptée et déjà incluse dans le plan de recrutement de 2018.	Accepted	Not applicable	Organizational efficiency	Oversight/governance	Efficiency
DRC SN 2014-2017 FINAL EVALUATION	Country-level Evaluation	West and Central Africa	Democratic Republic of Congo	2017	Not Rated	Dans le nouveau cycle de programmation, veiller à un alignement adéquat des interventions sur les do...	alignement adéquat des interventions	La recommandation est acceptée et prise en compte dans le AWP 2018 et confirmé par le PPGU durant le PRG	Accepted	Not applicable	Culture of results/RBM	Oversight/governance	Effectiveness
DRC SN 2014-2017 FINAL EVALUATION	Country-level Evaluation	West and Central Africa	Democratic Republic of Congo	2017	Not Rated	Accroître la responsabilité de ONU femmes sur l’intégration de la dimension du genre dans l'ensemble...	Coordination	La recommandation est acceptée et prise en compte dans l’implémentation des activités du AWP 2018	Accepted	Global norms and standards (SPs before 2018)	Normative Support	Not applicable	Effectiveness
DRC SN 2014-2017 FINAL EVALUATION	Country-level Evaluation	West and Central Africa	Democratic Republic of Congo	2017	Not Rated	Maintenir et appuyer les différents mécanismes de coordination mis en place notamment les GTG y comp...	coordination	La recommandation est acceptée et prise en compte dans l’implémentation des activités du AWP 2018	Accepted	Not applicable	UN Coordination	Oversight/governance	Effectiveness
DRC SN 2014-2017 FINAL EVALUATION	Country-level Evaluation	West and Central Africa	Democratic Republic of Congo	2017	Not Rated	Renforcer les capacités et les mécanismes de dissémination pour mener un plaidoyer de haut niveau en...	global norms	La recommandation est acceptée et prise en compte dans l’implémentation des activités du AWP 2018	Accepted	Not applicable	Normative Support	Advocacy	Effectiveness
DRC SN 2014-2017 FINAL EVALUATION	Country-level Evaluation	West and Central Africa	Democratic Republic of Congo	2017	Not Rated	Déléguer l’autorité au sous-bureau de la province du Sud-Kivu et créer un bureau dans la province du...	décentralisation	La recommandation n’est plus applicable actuellement et sera revue en ligne avec la recommandation 1	Partially Accepted	Not applicable	Not applicable	Not applicable	Efficiency
UN Women CIV Portfolio Evaluations 2014-2016	Country-level Evaluation	West and Central Africa	Cote d'Ivoire	2017	Good	UN Women CIV should strengthen advocacy with national institutions to harmonize national gender laws...		The key actions will be Implemented In the on-going project and other initiatives.	Accepted	Global norms and standards (SPs before 2018)	Partnership, Normative Support	Advocacy	Relevance
UN Women CIV Portfolio Evaluations 2014-2016	Country-level Evaluation	West and Central Africa	Cote d'Ivoire	2017	Good	UN Women VIC needs to put in place a monitoring mechanism to ensure that UN agencies projects and pr...		Recommendations are accepted	Accepted	Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination	Capacity development, Knowledge management, Evidence, Data and statistics	Effectiveness
UN Women CIV Portfolio Evaluations 2014-2016	Country-level Evaluation	West and Central Africa	Cote d'Ivoire	2017	Good	UN Women CIV must build theories of change for each theme that take into account the specificity of ...		Recommendations are accepted	Accepted	Governance and planning (SPs before 2018)	Culture of results/RBM	Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency
UN Women CIV Portfolio Evaluations 2014-2016	Country-level Evaluation	West and Central Africa	Cote d'Ivoire	2017	Good	UN Women needs to strengthen the financial management mechanism of projects to ensure their performa...	Recommendations are accepted	Recommendations are accepted	Accepted	Not applicable	Operational activities	Oversight/governance	Efficiency
UN Women CIV Portfolio Evaluations 2014-2016	Country-level Evaluation	West and Central Africa	Cote d'Ivoire	2017	Good	UN Women CIV needs to support analysis and assessment of national capacities on gender issues and su...	Capacity Building and parity law	Recommendation accepted	Accepted	Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018)	Partnership, Normative Support	Capacity development, National ownership	Efficiency, Sustainability
UN Women CIV Portfolio Evaluations 2014-2016	Country-level Evaluation	West and Central Africa	Cote d'Ivoire	2017	Good	UN Women CIV needs to establish partnerships with decentralized state structures, CSO networks and m...	Increase partenariaships	Recommendations accepted	Accepted	Not applicable	Partnership, Normative Support	Capacity development, National ownership	Sustainability, Gender equality
Country Portfolio Evaluation for Malawi	Country-level Evaluation	East and Southern Africa	Malawi	2017	Very Good	UN Women CO needs to engage in a system-wide approach that involves multi-stakeholder, multi-sectori...		UN Women Malawi CO must strengthen collaboration across sectors of government, UN, donors, and sectors of civil society, including women themselves. Bringing strong government sectors like health, education, and finance together with gender and social welfare needs to be done to leverage their strength, expertise, and funding.	Accepted	Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Partnership	Capacity development, Internal coordination and communication	Sustainability
Country Portfolio Evaluation for Malawi	Country-level Evaluation	East and Southern Africa	Malawi	2017	Very Good	UN Women CO should redefine its relationship with partners.		Review the existing approach to partnership selection while also integrating capacity building for CSOs.	Accepted	Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Partnership	Capacity development	Effectiveness, Efficiency
Country Portfolio Evaluation for Malawi	Country-level Evaluation	East and Southern Africa	Malawi	2017	Very Good	UN Women CO should create a Road Map that highlights the gaps and way forward on critical legislatio...		UN Women CO should develop a comprehensive road map on the status of gender friendly legislation. The road map would include: the status of all gender friendly legislation (including acts, draft laws, and laws), the stage (still in draft, being considered by parliament, or a law), and then a focus on what next steps are necessary. The various steps might include raising public awareness, lobbying government, and/or holding government accountable for implementation.	Accepted	Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Normative Support	Capacity development, Advocacy	Gender equality
Country Portfolio Evaluation for Malawi	Country-level Evaluation	East and Southern Africa	Malawi	2017	Very Good	UN Women CO should develop and implement a strategy for the structural engagement of men that cuts a...		UN Women CO should develop and implement a strategy for the structural engagement of men that cuts across all impact areas	Accepted	Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	Engaging men and boys	Alignment with strategy, Promoting inclusiveness/Leaving no one behind	Effectiveness, Gender equality
Country Portfolio Evaluation for Malawi	Country-level Evaluation	East and Southern Africa	Malawi	2017	Very Good	UN Women CO should strengthen the internal workings of its office, including a review of roles and e...		UN Women CO must invest further in their staff and partners to strengthen the capacity to collect and utilize data.	Accepted	Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	Culture of results/RBM	Capacity development	Effectiveness, Efficiency, Relevance, Impact, Human Rights, Gender equality
Country Portfolio Evaluation for Malawi	Country-level Evaluation	East and Southern Africa	Malawi	2017	Very Good	UN Women CO should revamp its resource mobilization strategy by enhancing visibility on GEWE		UN Women CO should explore all its potential entry points with the UN, which would start with utilizing the One UN Strategy to end Harmful Traditional Practices as an opportunity and entry point to fully engage the UN family.	Accepted	Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Partnership	Resource mobilization	Sustainability, Gender equality
Mid-Term evaluation of GBG project	Programme Evaluation	East and Southern Africa	Malawi	2017	Good	The programme Theory of Change for the GBG programme should be examined closely by UN Women in colla...	Rejection justification: This recommendation will be difficult to respond to as the project has been completed based on the initial ToC. Further, there is lack of clarity on which parts of the ToC need adapting.	The programme Theory of Change for the GBG programme should be examined closely by UN Women in collaboration with implementing partners in order to decide whether it should be adapted wholesale or with some adaptations.	Rejected	Leadership and political participation (SPs before 2018), Governance and planning (SPs before 2018)	Partnership, Culture of results/RBM	Evidence, Data and statistics	Effectiveness, Efficiency, Relevance, Sustainability, Impact
Mid-Term evaluation of GBG project	Programme Evaluation	East and Southern Africa	Malawi	2017	Good	Strengthening the GBG Results Framework: The framework should be matched with the proposed ToC for t...	Rejection justification: This recommendation will be difficult to respond to as the project has been completed based on the initial ToC. Further, there is lack of clarity on which parts of the ToC need adapting. Further,	Review GBG Results Framework and align it with programme ToC.	Accepted	Leadership and political participation (SPs before 2018), Governance and planning (SPs before 2018)	Culture of results/RBM	Alignment with strategy	Impact
Mid-Term evaluation of GBG project	Programme Evaluation	East and Southern Africa	Malawi	2017	Good	The programme should focus on fewer activities	Rejection justification: Time inefficiency and irrelevant activities have not been cited as problems in the achievement of the programme’s objectives. Hence, reducing number of activities in this case doesn’t add much. Further, the project activities have all been implemented thus far.	UN Women must reduce number of activities under this programme to ensure a more focused and results oriented approach.	Rejected	Leadership and political participation (SPs before 2018), Governance and planning (SPs before 2018)	Culture of results/RBM	Alignment with strategy	Effectiveness, Efficiency, Impact
Mid-Term evaluation of GBG project	Programme Evaluation	East and Southern Africa	Malawi	2017	Good	Re-orientation of activities to show link with poverty situation in Malawi.	Rejection justification: Programme activities were proposed based on country situation – including poverty analysis. This will continue for all UN Women interventions in Malawi. Further, there is lack of clarity on which activities do not reflect the poverty context of the country.	UN Women should review the programme activities and ensure they respond to the poverty situation and gaps in the country.	Rejected	Leadership and political participation (SPs before 2018), Governance and planning (SPs before 2018)	Culture of results/RBM	Alignment with strategy	Effectiveness, Efficiency, Impact
Mid-Term evaluation of GBG project	Programme Evaluation	East and Southern Africa	Malawi	2017	Good	UN Women Malawi must conduct thorough partner assessments before partner engagement to assess their ...		Efforts should be made to review the existing approach to partnership selection.	Accepted	Leadership and political participation (SPs before 2018), Governance and planning (SPs before 2018)	Partnership	Capacity development	Effectiveness, Sustainability, Impact
Fortalecimiento de Organizaciones de la Sociedad Civil que promueven la Igualdad de Género en Chile	Programme Evaluation	Americas and the Caribbean	Chile	2017	Satisfactory	Identificar las áreas de fortalecimiento organizacional para orientar la aprobación de los proyectos...		Para poder identificar aquellas dimensiones que requieren fortalecimiento de las organizaciones que promueven la igualdad de género, se necesitaría hacer un diagnóstico o levantamiento de información previa. El riesgo de centrarse en estas dimensiones y no en las temáticas de género, es que el programa cumpla el objetivo de fortalecimiento de organizaciones de la sociedad civil, pero no necesariamente abordar temas de incidencia política en los temas de género.		Leadership and political participation (SPs before 2018)	Partnership	Advocacy	Effectiveness
Fortalecimiento de Organizaciones de la Sociedad Civil que promueven la Igualdad de Género en Chile	Programme Evaluation	Americas and the Caribbean	Chile	2017	Satisfactory	Diseñar una estrategia de gestión del conocimiento que permita aprovechar y poner a disposición de m...		La estrategia de gestión de conocimiento depende de la OR y la oficina programática puede poner a disposición los conocimientos producidos y buenas prácticas. Los recursos destinados para esa estrategia dependen de la oficina regional.		Leadership and political participation (SPs before 2018)	Partnership, Culture of results/RBM	Knowledge management	Effectiveness
Fortalecimiento de Organizaciones de la Sociedad Civil que promueven la Igualdad de Género en Chile	Programme Evaluation	Americas and the Caribbean	Chile	2017	Satisfactory	Fortalecer el equipo encargado de la gestión y sus instrumentos de seguimiento y evaluación		Este proyecto fue liderado por una sola persona como coordinadora de programa. No había un Equipo dedicado a la gestión del programa. La oficina de programa en chile vio la necesidad de contar con un equipo más grande para el seguimiento de los 15 proyectos apoyados bajo este programa		Leadership and political participation (SPs before 2018)	Partnership	Capacity development	Effectiveness
Fortalecimiento de Organizaciones de la Sociedad Civil que promueven la Igualdad de Género en Chile	Programme Evaluation	Americas and the Caribbean	Chile	2017	Satisfactory	Fortalecer la sostenibilidad de las iniciativas aplicando los principios de la Declaración de París ...		Es relevante crear las condiciones para poder transferir la experiencia y el conocimiento al gobierno como base para la creación del fondo para la sociedad civil		Leadership and political participation (SPs before 2018), Global norms and standards (SPs before 2018)	Culture of results/RBM	Not applicable	Effectiveness, Efficiency, Sustainability, Impact
Promoting rural women’s food security in Jordan	Programme Evaluation	Arab States	Jordan	2017	Very Good	More inclusive measures are needed in future projects that include male beneficiaries. This could be...		UN Women expanded their work when it comes to engaging men and boys. Whether through direct engagement with activities, building on the experiences and lessons learned with the partner ARDD in the camps, or He4She campaign, engaging men to achieve gender equality and to reduce gender based violence is adopted and encouraged.		Women economic empowerment (SPs before 2018)	Not applicable, Engaging men and boys	Capacity development	Gender equality
Promoting rural women’s food security in Jordan	Programme Evaluation	Arab States	Jordan	2017	Very Good	Continue to focus on interventions that provide spaces for vulnerable Jordanian and Syrian women to ...		UN Women supported projects that engage both Syrians and Jordanians whether for protection services or WEE opportunities, or awareness raising, as well as social activities for adolescent girls. The next SN includes a focus on social cohesion activities and preventing violent extremism		Women economic empowerment (SPs before 2018)	Culture of results/RBM, Not applicable	Capacity development, Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Promoting rural women’s food security in Jordan	Programme Evaluation	Arab States	Jordan	2017	Very Good	To work on a policy level to push for legislation to enable Syrian women to become members of income...		This is a very valid recommendation that emphasis on women’s engagement in public spaces, however this is restricted to many elements and political intention. The current situation of encouraging Syrians engagement in the Jordanian labor market can be a good access point for legislative reform for Syrian’s engagement in COOPs as an example. However this is a long term process.		Leadership and political participation (SPs before 2018)	Not applicable	Not applicable	Relevance, Impact, Human Rights
Promoting rural women’s food security in Jordan	Programme Evaluation	Arab States	Jordan	2017	Very Good	As well as building the awareness and capacities of beneficiaries, future programming may benefit fr...		UN Women ensured WEE interventions since 2014 and will continue the focus on WEE via different approaches including income generating activities. This is included in SN 2018 – 2022 as well as all developed proposals for 2017 and beyond.		Women economic empowerment (SPs before 2018)	Not applicable	Capacity development, Not applicable	Human Rights, Gender equality
Promoting rural women’s food security in Jordan	Programme Evaluation	Arab States	Jordan	2017	Very Good	Provide women with holistic skills sets needed for them to develop sustainable and ‘decent; liveliho...		This project did not aim to enhance women business skills and focused on food security. Nevertheless, all UN Women WEE interventions adopts a holistic approach when it comes to income generating activities, including market analysis, and full training and capacity building process for women that helps them rum their businesses and income generation initiatives.		Women economic empowerment (SPs before 2018)	Not applicable	Capacity development	Sustainability
Promoting rural women’s food security in Jordan	Programme Evaluation	Arab States	Jordan	2017	Very Good	Conduct regular assessments to evaluate effectiveness of UN Women’s focal points at ministries. In...		UN Women recognizes the need to strengthen the gender architecture of line ministries and build national capacity.		Not applicable	Culture of results/RBM	Capacity development, Not applicable	Effectiveness
Promoting rural women’s food security in Jordan	Programme Evaluation	Arab States	Jordan	2017	Very Good	Rather than implementing projects through INGOs, a more cost effective alternative for UN Women coul...		UN Women emphasizes on the importance of a cost-effective approach and adopting solutions that have a greater impact in relation to the value of money invested in the projects. UN Women also has a mandate to build local capacities and ensure women and local communities empowerment.		Women economic empowerment (SPs before 2018)	Partnership	Capacity development, Not applicable	Effectiveness, Efficiency
Promoting rural women’s food security in Jordan	Programme Evaluation	Arab States	Jordan	2017	Very Good	Increase the role of women in municipal and local councils, and formulating policies that support th...		UN Women will mainstream rural women into its strategic planning on leadership and political participation		Leadership and political participation (SPs before 2018)	Partnership, Not applicable	Not applicable, Capacity development	Human Rights, Gender equality
Thematic Evaluation of UN Women’s Humanitarian Action in the Arab States Region	Regional Evaluation	Arab States	Regional Office for Arab States (Egypt)	2017	Very Good	UN Women’s presence in humanitarian action in the Arab States region could be better supported by a ...		UN Women recognizes that there were areas for further clarity needed to be made in the LEAP framework and has been working on further contextualizing its humanitarian action strategy for the region.	Accepted	Peace and security (SPs before 2018)	Humanitarian action	Not applicable	Gender equality
Thematic Evaluation of UN Women’s Humanitarian Action in the Arab States Region	Regional Evaluation	Arab States	Regional Office for Arab States (Egypt)	2017	Very Good	Engagement with humanitarian donors, with whom one-year funding is the norm, should be based on stro...		UN Women recognizes the importance of multi-year funding for promoting GEWE in humanitarian action. It has been and will continue to advocate with donors for multi-year funding.	Accepted	Peace and security (SPs before 2018)	Culture of results/RBM	Evidence, Data and statistics, Resource mobilization	Effectiveness
Thematic Evaluation of UN Women’s Humanitarian Action in the Arab States Region	Regional Evaluation	Arab States	Regional Office for Arab States (Egypt)	2017	Very Good	UN Women should continue to develop close strategic partnerships with UNH/CT and the UN Office for t...		Strategic partnerships with UNH/CT and OCHA are viewed as central to UN Women’s coordination on GEWE in humanitarian action. UN Women will continue to explore how these partnerships can be expanded and will work to roll out the model of seconding staff with expertise in gender and humanitarian action to OCHA in the context of available resources.	Accepted	Peace and security (SPs before 2018)	UN Coordination, Humanitarian action	Not applicable	Effectiveness
Thematic Evaluation of UN Women’s Humanitarian Action in the Arab States Region	Regional Evaluation	Arab States	Regional Office for Arab States (Egypt)	2017	Very Good	UN Women should formalize a strategic and productive partnership with UNFPA to provide SGBV assistan...		UN Women at regional and country level is committed to continuing to strengthen the partnership with UNFPA and will continue to explore ways in which to do so.	Accepted	Peace and security (SPs before 2018)	UN Coordination, Humanitarian action	Not applicable	Effectiveness
Thematic Evaluation of UN Women’s Humanitarian Action in the Arab States Region	Regional Evaluation	Arab States	Regional Office for Arab States (Egypt)	2017	Very Good	UN Women should clarify the positioning of HA in country office organigrams; the HA portfolio should...		UN Women COs will use a variety of arrangements depending on the country to ensure that one staff member, working in coordination with other colleagues, is responsible for the humanitarian portfolio.	Accepted	Peace and security (SPs before 2018)	Operational activities	Not applicable	Efficiency
Thematic Evaluation of UN Women’s Humanitarian Action in the Arab States Region	Regional Evaluation	Arab States	Regional Office for Arab States (Egypt)	2017	Very Good	UN Women should strengthen surge capacity and, where funds allow, create new positions of Gender Adv...		UN Women HQ is developing a global roster for surge capacity. UN Women at regional and country level will work to complement these efforts. See Recommendations 3 and 4 for actions at country level.	Accepted	Peace and security (SPs before 2018)	UN Coordination	Capacity development	Effectiveness, Human Rights
Thematic Evaluation of UN Women’s Humanitarian Action in the Arab States Region	Regional Evaluation	Arab States	Regional Office for Arab States (Egypt)	2017	Very Good	UN Women should develop a strategy to reach out to women’s organizations representing marginalized w...		UN Women recognizes that the level of support and approach to supporting mechanisms to bring women’s voices into HCT humanitarian structures has varied between countries and will increase efforts on this in the coming period.	Accepted	Peace and security (SPs before 2018)	Partnership	Promoting inclusiveness/Leaving no one behind	Gender equality
Thematic Evaluation of UN Women’s Humanitarian Action in the Arab States Region	Regional Evaluation	Arab States	Regional Office for Arab States (Egypt)	2017	Very Good	UN Women should advocate within humanitarian structures that project designs submitted by partners s...		UN Women will continue to work within humanitarian structures to promote and track GEWE integration through existing and new tools and mechanisms.	Accepted	Peace and security (SPs before 2018)	Culture of results/RBM, HIV/AIDS	Capacity development, Evidence, Data and statistics	Effectiveness, Gender equality
Programme d’Appui au renforcement de la participation des femmes dans les domaines de la Paix et la Sécurité et l’Assistance aux femmes et filles touchées par le conflit en RCA	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2016	Good	Poursuivre et accentuer les efforts financiers, à travers les mécanismes appropriés, pour appuyer le...		Accepted		Peace and security (SPs before 2018)	Operational activities	Not applicable	Efficiency
Programme d’Appui au renforcement de la participation des femmes dans les domaines de la Paix et la Sécurité et l’Assistance aux femmes et filles touchées par le conflit en RCA	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2016	Good	Adopter et accélérer la mise en oeuvre des mesures et des programmes de relèvement, de réconciliatio...		Accepted		Peace and security (SPs before 2018)	Operational activities	Not applicable	Effectiveness
Programme d’Appui au renforcement de la participation des femmes dans les domaines de la Paix et la Sécurité et l’Assistance aux femmes et filles touchées par le conflit en RCA	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2016	Good	Consolider, pérenniser et étendre les acquis du Programme		Accepted		Not applicable	Operational activities	Not applicable	Relevance
Programme d’Appui au renforcement de la participation des femmes dans les domaines de la Paix et la Sécurité et l’Assistance aux femmes et filles touchées par le conflit en RCA	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2016	Good	Plaidoyer en vue de concevoir la prise en charge holistique des vvbg pour répondre à tous les besoin...		Concevoir la prise en charge holistique des VVBG de manière à répondre à tous les besoins de la personne prise en charge et à aplanir les obstacles qui peuvent se dresser à propos du cheminement dans le circuit de prise en charge		Ending violence against women (SPs before 2018)	Operational activities	Advocacy	Relevance
Programme d’Appui au renforcement de la participation des femmes dans les domaines de la Paix et la Sécurité et l’Assistance aux femmes et filles touchées par le conflit en RCA	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2016	Good	Effectuer le plaidoyer nécessaire aboutissant à concevoir et à mettre en place des intervenions et d...		Accepted		Peace and security (SPs before 2018)	Normative Support	Not applicable	Relevance
Programme d’Appui au renforcement de la participation des femmes dans les domaines de la Paix et la Sécurité et l’Assistance aux femmes et filles touchées par le conflit en RCA	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2016	Good	Créer un cadre inclusif national de concertation regroupant les organisations, institutions et pers...		Accepted		Peace and security (SPs before 2018)	Culture of results/RBM	Knowledge management	Effectiveness
Programme d’Appui au renforcement de la participation des femmes dans les domaines de la Paix et la Sécurité et l’Assistance aux femmes et filles touchées par le conflit en RCA	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2016	Good	Définir et adopter des canevas de rapports pour le rapportage des données et informations en s’assur...		accepted		Not applicable	Culture of results/RBM	Knowledge management, Internal coordination and communication	Effectiveness
Endline Evaluation Report Leveraging Technical Tools, Evidence and Community Engagement to Advance the Implementation of Laws and Provision of Services to Women Experiencing Violence in South-East Asia	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2016	Good	RECOMMENDATIONS 1 Document and disseminate details pertaining to Programme results: The Programme’s...				Women economic empowerment (SPs before 2018)	Culture of results/RBM	Not applicable	Effectiveness, Relevance
Endline Evaluation Report Leveraging Technical Tools, Evidence and Community Engagement to Advance the Implementation of Laws and Provision of Services to Women Experiencing Violence in South-East Asia	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2016	Good	RECOMMENDATIONS 2 Continue building and leveraging platforms for South-South knowledge exchange: Th...				Ending violence against women (SPs before 2018)	Culture of results/RBM	Internal coordination and communication	Effectiveness, Relevance, Sustainability
Endline Evaluation Report Leveraging Technical Tools, Evidence and Community Engagement to Advance the Implementation of Laws and Provision of Services to Women Experiencing Violence in South-East Asia	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2016	Good	RECOMMENDATIONS 3 Utilize and evaluate methods and tools: The methods and tools developed under the ...				Ending violence against women (SPs before 2018)	Culture of results/RBM	Not applicable	Effectiveness, Efficiency, Relevance
Endline Evaluation Report Leveraging Technical Tools, Evidence and Community Engagement to Advance the Implementation of Laws and Provision of Services to Women Experiencing Violence in South-East Asia	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2016	Good	Make methods and tools available across countries: Tools and methods from one country can serve as a...				Ending violence against women (SPs before 2018)	Culture of results/RBM	Not applicable	Effectiveness, Efficiency, Relevance
Endline Evaluation Report Leveraging Technical Tools, Evidence and Community Engagement to Advance the Implementation of Laws and Provision of Services to Women Experiencing Violence in South-East Asia	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2016	Good	Develop a technical support hub as a mechanism to help governments scale-up their achievements relat...				Ending violence against women (SPs before 2018)	Culture of results/RBM	Not applicable	Effectiveness, Relevance, Sustainability
Endline Evaluation Report Leveraging Technical Tools, Evidence and Community Engagement to Advance the Implementation of Laws and Provision of Services to Women Experiencing Violence in South-East Asia	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2016	Good	Utilize costing study results to prepare guidelines for providing essential services to VAWG survivo...				Ending violence against women (SPs before 2018)	Partnership, Culture of results/RBM	Capacity development, Not applicable	Effectiveness, Relevance, Human Rights
Endline Evaluation Report Leveraging Technical Tools, Evidence and Community Engagement to Advance the Implementation of Laws and Provision of Services to Women Experiencing Violence in South-East Asia	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2016	Good	Develop the programme with a longer timeframe: Social norm change to EVAWG takes time; in addition,...				Ending violence against women (SPs before 2018)	Operational activities	Not applicable	Sustainability
Endline Evaluation Report Leveraging Technical Tools, Evidence and Community Engagement to Advance the Implementation of Laws and Provision of Services to Women Experiencing Violence in South-East Asia	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2016	Good	Consider partnering with a research institution(s) for deeper research potential on EVAWG: To prope...				Ending violence against women (SPs before 2018)	Operational activities, Culture of results/RBM	Not applicable	Effectiveness, Efficiency, Relevance
UN Women Sida Strategic Partnership Framework 2011-2016	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2016	Not Rated	Provide clarity to UN Women staff on the role and function of the Strategic Partnership Framework as...		The Programme Management Team agrees with the recommendation to provide further communication and guidance to UN Women offices on the nature of the Strategic Partnership Framework and how it works including the specificities of the distinct thematic areas. With the new Results Management System (RMS) now in place for both country level and HQ level planning, management and reporting, UN Women will be better positioned to capture country level results and how they contribute to global results under supported impact areas of the UN Women Strategic Plan on a more regular basis. The Programme Management Team also takes note of the recommendation for future evaluations and will take it into account when conducting the evaluations of the new Strategic Partnership Framework 2017-2020.		Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018)	Operational activities	Internal coordination and communication	Efficiency
UN Women Sida Strategic Partnership Framework 2011-2016	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2016	Not Rated	Institutionalize the mechanism for allocating SPF funding to foster clarity, accountability and tran...		The Programme Management Team agrees with the recommendation and though fund allocation mechanisms, including eligibility criteria, are already in place the programme would benefit from their further strengthening and streamlining. Distinctive nature of the programme components will need to be taken into account and good practices from the SPF1 implementation, such as allocation mechanism established under Impact Area 1, will be assessed for possible replication. The flexibility and thematic decentralization of the SPF needs to be maintained to ensure its responsiveness and allocation of resources guided by expertise. The Programme Management Team welcomes the suggestion to compile Strategic Briefing Note on Good Practice Examples and will assess the benefits of having it as a separate advocacy tool or possibility of having it embedded in the existing reporting mechanism.		Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018)	Operational activities	Not applicable	Effectiveness
UN Women Sida Strategic Partnership Framework 2011-2016	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2016	Not Rated	Where SPF surge support is activated in response to a humanitarian need and crisis, consider focusin...		UN Women is seeking to establish its added value in being present in humanitarian crisis settings, through the provision of coordination and capacity building support and through the provision of targeted programmes where specific humanitarian service gaps for women and girls are identified and are feasible for UN Women to deliver. To this end, UN Women has identified a set of core actions in humanitarian settings to guide its engagement, through coordination, capacity building, evidence-based response and targeted programming. In addition, UN Women has developed two flagship programmes addressing response and recovery (LEAP) and disaster risk management (Gender Inequality of Risk), providing consolidated, theory of change based, operational templates for UN Women’s gender equality programming in responding to and preparing for humanitarian crises. These core actions and the flagship programmes will establish UN Women’s ‘operational brand’ in humanitarian action by ensuring a consolidated and consistent set of actions and deliverable for UN Women in humanitarian contexts. This will ensure a system wide recognition of what the added value of UN Women’s presence is in the humanitarian landscape and what it is the entity will be doing to facilitate response, recovery and preparedness.		Peace and security (SPs before 2018)	Operational activities	Not applicable	Effectiveness, Efficiency
UN Women Sida Strategic Partnership Framework 2011-2016	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2016	Not Rated	Taking the balance between prioritizing needs and responding to demand into account, consider alloca...		While the Programme Management Team sees the benefits of synergies and value added when allocating SPF funding to fully fledged country offices, it is important to emphasize the very purpose of the strategic partnership framework with Sida that is to enable UN Women to strengthen delivery of results in a variety of contexts including conflict, post-conflict and transition countries; and to build UN Women’s internal capacity on women, peace & security, humanitarian action and women’s political participation and strengthen that of the UN System as a whole. Therefore, in the case of Impact Area 4, the deployment of Gender Advisors to conflict-affected countries currently without UN Women presence and/or conflict affected countries where UN Women has a project presence but not a country office represents a strategic investment and important instrument of the SPF programme to address demand from the Government, the Resident Coordinator or a UN mission for a gender advisor for Government/UNCT-wide support. These investments have also been strategic and targeted and have led to catalytic and sustainable change – from Guinea to Somalia to CAR – whether this has been in pushing key actors to take over the posts themselves, or in strategically positioning UN Women for new sources of resources. The greatest benefits in the area of peace and security have been in strategic placements of expertise in addition to the support to UN Women Country Offices. In the case of Impact Area 1, while support has prioritized UN Women Country presence, coordination with Regional Offices to provide support to countries with UN Women programme presence has provided opportunities to leverage resources and enhance UN Women’s coordination with UN partners on gender mainstreaming on elections programming and/or promoting women’s political participation broadly. The Programme Management Team agrees that where SPF funding is allocated to a pilot initiative (no country office presence), the decision is informed by a rigorous risk assessment that takes into account the role and functioning of the UNCT and commitment to supporting the deployed UN Women staff.		Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018)	Operational activities	Not applicable	Effectiveness, Efficiency
UN Women Sida Strategic Partnership Framework 2011-2016	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2016	Not Rated	Given the importance of sex-disaggregated data for evidence-based advocacy and promoting dialogue, i...		While the Programme Management Team agrees with the importance of sex-disaggregated data for evidence-based advocacy and programming responses, it is important to note that this is a global problem in relation to the generation of gender statistics broader in scope than the SPF. A UNW initiative to strengthen sex-disaggregated data is the Flagship on Gender Statistics which aims to address interrelated policy, technical, legal and c capacity challenges which limit the production of gender statistics at a national level. This Programme will support governments to improve the production of gender statistics to monitor the SDGs, inform policy and ensure accountability. In relation to Impact Area 1, a key result area of the Flagship of WPE is to oversee research and knowledge generation aimed to fill knowledge and data gaps on political participation. Support to Country Offices will also include as a priority area building capacities to enhance sex-disaggregated data collection and analysis on key niche areas related with women’s political participation (i.e. technical support to Electoral Management Bodies on sex-disaggregated data collection; research and implementation of tools for measurement violence against women in politics; women’s political participation at local level, in line with SDG indicator 5.5.1b).		Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018)	Not applicable	Knowledge management	Effectiveness, Efficiency
UN Women Sida Strategic Partnership Framework 2011-2016	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2016	Not Rated	Ensure the phasing-out process and exit strategy included in SPF-funded projects include explicit an...		The Programme Management Team agrees with the recommendation and notes that the concept of sustainability and exit strategy was a key feature and expectation of the first Strategic Partnership Framework. The results and lessons learnt of SPF1 include several examples of how the SPF was used in a catalytic manner and used to leverage other resources. This good practice will be further elaborated in the next phase. There will be a policy of decreasing contributions over time whereby it is expected of participating offices and units to include a transition strategy from SPF support. Participating offices will be expected to submit a plan showing how they will resource positions and programmatic activities where applicable from other sources of funds over time, making these positions sustainable. This will mainly apply to deployments supported through the SPF as the nature of support provided through the Women in Politics Fund for example, does not necessarily require plans for post-project sustainability or other resources.		Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018)	Operational activities	Not applicable	Sustainability
UN Women Sida Strategic Partnership Framework 2011-2016	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2016	Not Rated	Note that institutionalizing SPF-funded positions and long-term deployments requires timely follow-u...		UN Women agrees that the SPF flexible funding model and investment in human resource capacity of UN Women had positive multiplier effects. UN Women will therefore explore at the HQ level interests of other donors to follow the Sida partnership model, and will also encourage its Country Offices to showcase SPF results as part of their resource mobilization efforts. UN Women is of the opinion that the donor’s support and advocacy within the donor community would be very beneficial as well.		Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018)	Operational activities	Advocacy	Sustainability
UN Women Sida Strategic Partnership Framework 2011-2016	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2016	Not Rated	Capitalize on UN Women’s strategic positioning during the process of developing the SDGs and effecti...		The Programme Management Team agrees with the recommendation. In the case of Impact 1, the SPF will support the implementation of the Global Technical Support Facility (GTSF) that will oversee the Implementation of the Flagship Programme on Women’s Political Empowerment (FPI WPE). Grounded in a comprehensive Theory of Change based on the achievements and lessons learned to date including those from the implementation of the SPF 2012-2016; the FPI is designed to advance implementation of UN-Women’s Strategic Impact Area 1, as well as to guide countries towards reaching SDG Target 5.5: to “ensure women’s full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life.” For the Impact area 4, the SPF funding supports the FPI on WPS and whose core aim is to further implementation of SDGs 5 and 16. SDG indicators were used in the development of the flagship which will help ensure the SPF2 is contributing to this overall and also ensure UN Women COs use of SDG compatible indicators. Similarly, the outcomes of the humanitarian flagship programme initiatives (LEAP and GiR) aim to ensure gender equality and women’s empowerment in both crisis response and preparedness contexts. They aim to break the poverty linked cycle of recurring crisis by enhancing the response and recovery prospects for women and girls, as well as establish their resilience.		Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018)	Culture of results/RBM	Not applicable	Not applicable
Women Leadership and Participation in Peace Security and Humanitarian Action Final Evaluation	Programme Evaluation	West and Central Africa	Mali	2016	Good	Renforcer davantage le système de suivi-évaluation du programme en adoptant à la fois une stratégie ...		Le bureau prévoit de doter tous les projets/programmes d’une certaine taille, d’un assistant Opération/programme qui auront pour tâche de guider les partenaires de manière rapprochée durant tout le long de la mise en œuvre.		Peace and security (SPs before 2018)	Culture of results/RBM	Knowledge management	Effectiveness
Women Leadership and Participation in Peace Security and Humanitarian Action Final Evaluation	Programme Evaluation	West and Central Africa	Mali	2016	Good	Organiser des formations auprès des acteurs sur les normes et procédures de l’ONU Femmes		Acceptée		Peace and security (SPs before 2018)	Partnership	Promoting inclusiveness/Leaving no one behind	Not applicable
Women Leadership and Participation in Peace Security and Humanitarian Action Final Evaluation	Programme Evaluation	West and Central Africa	Mali	2016	Good	Adopter une loi spécifique contre les VBG		Bien que l'adoption de la loi ne soit pas entièrement du ressort d'ONU Femmes, UNW-MLI encouragera les dispositions favorables à un tel résultat.		Ending violence against women (SPs before 2018)	Normative Support	Advocacy	Not applicable
Women Leadership and Participation in Peace Security and Humanitarian Action Final Evaluation	Programme Evaluation	West and Central Africa	Mali	2016	Good	Appuyer techniquement les groupements de femmes en allant vers les coopératives, GIE		Cette initiative est déjà prise en compte dans le DRF WEE de UNW-MLI		Peace and security (SPs before 2018)	Partnership	Capacity development	Not applicable
Women Leadership and Participation in Peace Security and Humanitarian Action Final Evaluation	Programme Evaluation	West and Central Africa	Mali	2016	Good	Appuyer techniquement et financièrement les groupements de femmes bénéficiaires d’AGR dans le but d’...	Acceptée	Acceptée		Women economic empowerment (SPs before 2018)	Normative Support, Operational activities	Capacity development	Not applicable
Women Leadership and Participation in Peace Security and Humanitarian Action Final Evaluation	Programme Evaluation	West and Central Africa	Mali	2016	Good	Renforcer et équiper les unités de prise en charge holistique en formant de personnel compétent.		Acceptée		Governance and planning (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind	Not applicable
Women Leadership and Participation in Peace Security and Humanitarian Action Final Evaluation	Programme Evaluation	West and Central Africa	Mali	2016	Good	Adopter des stratégies novatrices pour vaincre les obstacles liés à la religion en termes de prévent...		Acceptée		Ending violence against women (SPs before 2018)	Operational activities	Not applicable	Not applicable
Women Leadership and Participation in Peace Security and Humanitarian Action Final Evaluation	Programme Evaluation	West and Central Africa	Mali	2016	Good	Prendre en compte les enfants issus de viols, mariage forcé et les familles d’accueil dans les inter...		Le projet mené par le partenaire GREFFA à GAO a formulé des activités à l’endroit des enfants issus des viols….Toutefois, il faut signaler que des appuis financiers accordés aux victimes pour entreprendre les AGR visant en partie aussi de donner les moyens aux victimes de subvenir aux besoins des enfants issus des viols.		Ending violence against women (SPs before 2018)	Operational activities	Not applicable	Not applicable
Women Leadership and Participation in Peace Security and Humanitarian Action Final Evaluation	Programme Evaluation	West and Central Africa	Mali	2016	Good	Appuyer techniquement et financièrement les femmes candidates pour les élections municipales à venir		ONU Femmes, dans le cadre de ce même programme P&S a créé un cadre fédérateur des femmes des partis politique CCFPP. Cet espace est aussi le lieu de renforcement des candidates et surtout l’orientation vers les ressources		Leadership and political participation (SPs before 2018)	Operational activities	Capacity development	Not applicable
Final Evaluation of Regional Programme on Improving Women’s Human Rights in South East Asia – CEDAW SEAP	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2016	Good	Engage all stakeholders early in the design of the Programme		When a new programme on CEDAW Implementation is being designed, there will be extensive consultations involving grassroots and marginalized women; expanded engagement with non-traditional NGO partners including non-gender focused groups; expanded engagement with non-traditional government partners; broader involvement to include teachers/academics, law enforcers, the private sector and the medical field		Global norms and standards (SPs before 2018)	Partnership	Promoting inclusiveness/Leaving no one behind	Gender equality
Final Evaluation of Regional Programme on Improving Women’s Human Rights in South East Asia – CEDAW SEAP	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2016	Good	Select programmatic areas that reflect a balance between investment, efficiency, effectiveness and l...		UN Women will discuss this recommendation further.		Global norms and standards (SPs before 2018)	Culture of results/RBM	Not applicable	Effectiveness, Relevance, Sustainability, Impact, Gender equality
Final Evaluation of Regional Programme on Improving Women’s Human Rights in South East Asia – CEDAW SEAP	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2016	Good	Consider the structure and availability of UN Women human and financial resources in the region		This recommendation arises from UN Women’s transition from UNIFEM to UN Women and its implications on CEDAW SEAP.		Not applicable	Normative Support	Capacity development	Effectiveness, Efficiency
Final Evaluation of Regional Programme on Improving Women’s Human Rights in South East Asia – CEDAW SEAP	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2016	Good	Reinforce strong visibility and communication		UN Women will strengthen use of various communication tools and strategies in future regional programme implementation.		Not applicable	Not applicable	Not applicable	Effectiveness, Relevance
Final Evaluation of Regional Programme on Improving Women’s Human Rights in South East Asia – CEDAW SEAP	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2016	Good	Mainstream gender responsive planning and service delivery at local levels		UN Women will build on the results of CEDAW SEAP to make greater impact at sub national level and will expand work on GRB.		Not applicable	Not applicable	Not applicable, Capacity development	Effectiveness, Gender equality
Final Evaluation of Regional Programme on Improving Women’s Human Rights in South East Asia – CEDAW SEAP	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2016	Good	Renew focus on engagement of government by CSOs on gender equality		UN Women will continue to work with CSOs and will continue to work with broader gender groups and marginalised women’s groups		Governance and planning (SPs before 2018)	Partnership	Capacity development	Gender equality
Final Evaluation of Regional Programme on Improving Women’s Human Rights in South East Asia – CEDAW SEAP	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2016	Good	Ensure appropriate partnership & management modalities		UN Women will continue to provide trainings, tools for CSOs to be able to get access to UN Women funds. UN Women will also diversify the partnership base as mentioned in the previous recommendation to include more marginalised groups. However it has to be within the rules and regulations of UN Women.		Global norms and standards (SPs before 2018)	Partnership, Not applicable	Capacity development	Gender equality
Final Evaluation of Regional Programme on Improving Women’s Human Rights in South East Asia – CEDAW SEAP	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2016	Good	Strengthen focus and appropriate resourcing for effective RBM		UN Women will put in place monitoring plans and tools when the programme is being designed. UN Women will also discuss with the donors to ensure once monitoring plan is put in place and PMF is agreed to , it is not modified during the course of programme implementation.		Not applicable	Not applicable	Not applicable	Effectiveness
Final Evaluation of Regional Programme on Improving Women’s Human Rights in South East Asia – CEDAW SEAP	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2016	Good	Utilise innovative methods of programme implementation		UN Women is committed to better use of ICT and ensuring such access to youth with whom it works.		Global norms and standards (SPs before 2018)	Operational activities, Not applicable	Not applicable	Effectiveness, Relevance
Final Evaluation of Regional Programme on Improving Women’s Human Rights in South East Asia – CEDAW SEAP	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2016	Good	Develop clear exit strategies across all programme countries		UN Women is committed to strengthening national frameworks and partnerships to ensure sustainability of initiatives.		Global norms and standards (SPs before 2018)	Not applicable	Not applicable	Sustainability
Final external evaluation of UN Women/EU project "Unite to Fight Violence against Women in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2019	Fair	]Evaluation and assessment framework for the domestic violence risk assessment tool (GRADA). While ...			Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Oversight/governance	Effectiveness
Final external evaluation of UN Women/EU project "Unite to Fight Violence against Women in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2019	Fair	Evaluation and assessment framework for the rehabilitation programme for perpetrators of DV in priso...			Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	National ownership	Effectiveness
Final external evaluation of UN Women/EU project "Unite to Fight Violence against Women in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2019	Fair	Assess VAW/DV mainstreaming effectiveness in the LAS and PDO. The Unite project invested in traini...		The assessment of the quality of LAS services vis a vis victim outcomes, together with the assessment of the PDO’s effectiveness in its oversight functions will be assessed by GREVIO as a part of its monitoring of the implementation of the Istanbul Convention by Georgia in 2020 . Additionally, within the framework of the UN Joint Programme to Enhance Gender Equality in Georgia (UNJP) funded by the government of Sweden, UN Women has already institutionalized mandatory trainings for lawyers on VAW/DV under the Georgian Bar Association (GBA) thus ensuring sustainability of UN Women’s efforts in the area of mainstreaming VAW/DV in legal education.	Rejected	Ending violence against women (SPs before 2018)	Culture of results/RBM	Oversight/governance	Effectiveness
Final external evaluation of UN Women/EU project "Unite to Fight Violence against Women in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2019	Fair	Build rapid assessment loops into future public awareness campaigns. Public awareness is essential ...		UN Women is regularly collecting data on its public awareness raising campaign (e.g. number of events held, number of social media reach etc.). However, when assessing impact of campaigns, we are looking at a bigger picture i.e. change in public opinion which can only be measured by population surveys, not focus group interviews or phone surveys as suggested above. Investing in population surveys to assess individual campaigns will require additional financial and human resources which is not available given the limited resources of our organization. However, we will continue conducting periodic public opinion surveys. We are also considering using omnibus surveys for collecting data in future in between the periodic public opinion surveys as necessary.	Rejected	Ending violence against women (SPs before 2018)	Not applicable	Advocacy, Knowledge management	Effectiveness
Final external evaluation of UN Women/EU project "Unite to Fight Violence against Women in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2019	Fair	Assess court application and social dimensions of GPS monitoring system. As noted above, because th...		Incarceration or probation is irrelevant, since the GPS system will only be applied in administrative proceedings, while pretrial detention is used in almost 90 per cent of cases in criminal proceedings and the large majority of convictions imply deprivation of liberty as punishment, therefore there is no need for electronic monitoring. We will however monitor how the electronic monitoring system is used by the courts vis-à-vis the level of risk identified as per the risk assessment tool	Partially Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM, Organizational efficiency	Oversight/governance, Knowledge management	Efficiency
Final external evaluation of UN Women/EU project "Unite to Fight Violence against Women in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2019	Fair	Support the development of legislation to give victims immediate access to shelter. At the present ...			Accepted	Ending violence against women (SPs before 2018)	Normative Support	National ownership, Promoting inclusiveness/Leaving no one behind	Sustainability, Impact
Final external evaluation of UN Women/EU project "Unite to Fight Violence against Women in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2019	Fair	Pilot options for economic livelihood support for survivors.			Accepted	Ending violence against women (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind	Human Rights
Final external evaluation of UN Women/EU project "Unite to Fight Violence against Women in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2019	Fair	Revisit crisis center staff roles vis a vis outreach (demand generation). The crisis center offers...		State Fund for Protection and Assistance of (Statutory) Victims of Human Trafficking is the target agency for this recommendation. UN Women will ensure that this recommendation is communicated to the State Fund.	Partially Accepted	Ending violence against women (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind	Sustainability, Human Rights, Gender equality
Final external evaluation of UN Women/EU project "Unite to Fight Violence against Women in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2019	Fair	High level stock taking by IA Commission. The National Action Plan on VAW/DV will expire in 2020. ...			Accepted	Ending violence against women (SPs before 2018)	Not applicable	National ownership, Promoting inclusiveness/Leaving no one behind	Relevance, Sustainability, Human Rights
Final external evaluation of UN Women/EU project "Unite to Fight Violence against Women in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2019	Fair	Advocate for government to provide on-going secretariat support to the IA Commission. Several more ...			Accepted	Ending violence against women (SPs before 2018)	Not applicable	Advocacy	Relevance, Sustainability, Human Rights, Gender equality
Final external evaluation of UN Women/EU project "Unite to Fight Violence against Women in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2019	Fair	More shelters, in more places, for longer. The most immediate need victims of DV often face is a sa...		State Fund for Protection and Assistance of (Statutory) Victims of Human Trafficking is the target agency for this recommendation. UN Women will ensure that this recommendation is communicated to the State Fund.	Partially Accepted	Ending violence against women (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Final external evaluation of UN Women/EU project "Unite to Fight Violence against Women in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2019	Fair	Public awareness, behavior change via edu entertainment. The media has been an important contributo...			Accepted	Ending violence against women (SPs before 2018)	Not applicable	Advocacy	Relevance, Sustainability
Final external evaluation of UN Women/EU project "Unite to Fight Violence against Women in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2019	Fair	Engaging with schools, teachers. Because violence at home and corporal punishment in school is stil...			Accepted	Women economic empowerment (SPs before 2018)	Youth engagement, Engaging men and boys	Promoting inclusiveness/Leaving no one behind	Sustainability, Human Rights, Gender equality
Final external evaluation of UN Women/EU project "Unite to Fight Violence against Women in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2019	Fair	Guidelines for medical professionals. The National Action Plan (2018-2020) anticipated training an...		This is not UN Women’s area of work. Per its mandate, UNFPA is working with the health actors to develop guidelines for medical professionals on violence against women.	Rejected	Ending violence against women (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind	Relevance
Final external evaluation of UN Women/EU project "Unite to Fight Violence against Women in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2019	Fair	Briefing, orientation for judges. The critical role of judges in addressing the State’s response to...		UN Women is in agreement with this recommendation. However, this work is already being carried out (working with judges on VAW/DV issues) under the UNJP funded by the government of Sweden.	Rejected	Ending violence against women (SPs before 2018)	Not applicable	Capacity development	Relevance
Final external evaluation of UN Women/EU project "Unite to Fight Violence against Women in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2019	Fair	Briefing, orientation for judges. The critical role of judges in addressing the State’s response to...		UN Women is in agreement with this recommendation. However, this work is already being carried out (working with judges on VAW/DV issues) under the UNJP funded by the government of Sweden.	Rejected	Ending violence against women (SPs before 2018)	Not applicable	Capacity development	Relevance
Final external evaluation of UN Women/EU project "Unite to Fight Violence against Women in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2019	Fair	16. Include M&E expertise on team (operational recommendation). M&E expertise should be included ...		Even though UN Women acknowledges the need to have dedicated M&E staff in the office, we do not have financial resources available to cover the costs associated with this cost as donors are reluctant to commit resources.	Rejected	Ending violence against women (SPs before 2018)	Culture of results/RBM	Evidence, Data and statistics	Effectiveness
Final external evaluation of UN Women/EU project "Unite to Fight Violence against Women in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2019	Fair	16. Include M&E expertise on team (operational recommendation). M&E expertise should be included ...		Even though UN Women acknowledges the need to have dedicated M&E staff in the office, we do not have financial resources available to cover the costs associated with this cost as donors are reluctant to commit resources.	Rejected	Ending violence against women (SPs before 2018)	Culture of results/RBM	Evidence, Data and statistics	Effectiveness
Systematization of Final Results of the UN Joint Programe “For Gender Equality”	Programme Evaluation	Europe and Central Asia	Georgia	2021	Very Good	In its formulation of Phase III of the programme, the UNJP should continue to refine the Theory of C...		All UNJP PUNOs agree with this recommendation. The principle of Leaving No One Behind (LNOB) is a core concept of the UN mandate. The key priority groups that will be targeted by the UNJP III while operationalizing the LNOB principle are women with disabilities, single mothers, rural women, including women belonging to ethnic minorities, survivors of violence against women, including sexual violence and representatives of LBTIQ+ community.	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Promoting inclusiveness/Leaving no one behind	Relevance
Systematization of Final Results of the UN Joint Programe “For Gender Equality”	Programme Evaluation	Europe and Central Asia	Georgia	2021	Very Good	In its formulation of Phase III of the programme, the UNJP should commit to a more aspirational prog...		All UNJP PUNOs agree with this recommendation. The targets set under Phase II of the program have been met and surpassed. Considering experience of Phase II, realistic and more ambitious targets will be set for the next proposal, including the contingency plan for underachievement.	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Advocacy	Effectiveness, Impact
Systematization of Final Results of the UN Joint Programe “For Gender Equality”	Programme Evaluation	Europe and Central Asia	Georgia	2021	Very Good	The UNJP should explore the link between its efforts related to vocational educational training and ...		During 2020, UNDP and UN Women introduced first synergies between VET support and protection of survivors of VAWG/DV, this collaboration will be expanded in Phase III.	Accepted	Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	UN Coordination	Capacity development	Efficiency
Systematization of Final Results of the UN Joint Programe “For Gender Equality”	Programme Evaluation	Europe and Central Asia	Georgia	2021	Very Good	The UNJP should continue its advocacy for services for survivors of VAWG/DV including access to shel...		UN Women agrees with this recommendation and considers continuation of this efforts by UNJP as essential to ensure sustainability of its results.	Accepted	Ending violence against women (SPs before 2018)	Partnership	Capacity development, Advocacy	Effectiveness, Sustainability
Systematization of Final Results of the UN Joint Programe “For Gender Equality”	Programme Evaluation	Europe and Central Asia	Georgia	2021	Very Good	The UNJP should hone its VAWG/DV focus to target women with multiple and intersectional areas of soc...		UN Women agrees with this recommendation and is committed to integrate LGBTIQ+ women, single mothers and women living with disabilities in its programming in the III phase of UNJP	Accepted	Ending violence against women (SPs before 2018)	Partnership, Culture of results/RBM	Capacity development, Promoting inclusiveness/Leaving no one behind	Relevance, Sustainability
Systematization of Final Results of the UN Joint Programe “For Gender Equality”	Programme Evaluation	Europe and Central Asia	Georgia	2021	Very Good	The UNJP should work with partners for a more holistic data collection process in key areas of GEEW		Within the EU-funded EVAWGG project, UN Women has started active work rendering technical support to the government in the area of collection of administrative data regarding violence against women and girls.	Accepted	Governance and planning (SPs before 2018)	Partnership, Normative Support	Knowledge management	Impact, Gender equality
Systematization of Final Results of the UN Joint Programe “For Gender Equality”	Programme Evaluation	Europe and Central Asia	Georgia	2021	Very Good	The UNJP should maintain a targeted focus on strengthening civil society, especially local women’s o...		All UNJP PUNOs agree with this recommendation. New partnership has already been initiated with WISG to conduct the perception study on SOGI. UN agencies will integrate the perspective of strengthening Civil Society Organizations on the grass-root level in the UNJP III.	Accepted	Not applicable	Partnership	Capacity development	Relevance
Systematization of Final Results of the UN Joint Programe “For Gender Equality”	Programme Evaluation	Europe and Central Asia	Georgia	2021	Very Good	The UNJP should develop a strategy for maintaining the long-term support of current champions and ex...		The PUNOs will ensure further capacity development of the current and new champions including on advocacy for LGBTIQ issues and their engagement in future interventions.	Accepted	Ending violence against women (SPs before 2018)	Partnership	Capacity development	Effectiveness
Systematization of Final Results of the UN Joint Programe “For Gender Equality”	Programme Evaluation	Europe and Central Asia	Georgia	2021	Very Good	The UNJP should develop a coordinated and timed transition plan to the end of the programme and move...		The ongoing bridging year has been conceived with an emphasis on transition and, where appropriate, phase-out of certain activities. Based on the final evaluation findings, UNJP team will revise the log-frame and will draft Phase III proposal accordingly. The activities that have been fully achieved and ready for the national ownership transition will be dropped, while others in need of further advocacy will be carried over in Phase III with realistic targets set.	Partially Accepted	Not applicable	UN Coordination	National ownership	Sustainability
Systematization of Final Results of the UN Joint Programe “For Gender Equality”	Programme Evaluation	Europe and Central Asia	Georgia	2021	Very Good	The UNJP should develop a holistic and evidence-based strategy for the inclusion of the LGBTQI commu...		All UNJP PUNO’s agree with this recommendation. UNJP is jointly leading a perception study on SOGI issues in 2021 based on which a communication strategy will be elaborated to lead advocacy and programming of SOGI issues within the framework of a new proposal.	Accepted	Ending violence against women (SPs before 2018)	Partnership	Promoting inclusiveness/Leaving no one behind	Effectiveness, Relevance
Systematization of Final Results of the UN Joint Programe “For Gender Equality”	Programme Evaluation	Europe and Central Asia	Georgia	2021	Very Good	The UN in Georgia should internalize and develop strategies to respond to the lessons learned from t...		UNJP PUNOs agree with this recommendation and will discuss its implementation with its main target audience – the UN Country Team.	Accepted	Not applicable	UN Coordination	Internal coordination and communication	Efficiency
Mid-term evaluation of UN Joint Programe “For Gender Equality”	Programme Evaluation	Europe and Central Asia	Georgia	2019	Very Good	Consider further advocacy to enhance the human resource capacity of GE Commission under the Prime Mi...		Accepted: All UNJP PUNOs agree with this recommendation and consider it highly relevant for the sustainability of work in relation to building national institutional mechanism for gender equality and women's empowerment.	Accepted	Ending violence against women (SPs before 2018)	Partnership	Advocacy	Sustainability
Mid-term evaluation of UN Joint Programe “For Gender Equality”	Programme Evaluation	Europe and Central Asia	Georgia	2019	Very Good	Continue to develop sustainable strategies to address the application of harmful customary law in so...		Rejected: UNJP sees the relevance of the recommendation, however, considers that its implementation is beyond the scope of any particular project’s scope / lifespan and deems unrealistic to address it as proposed before the end of the UNJP II implementation cycle – 2020/12. As proposed by the evaluation report, this recommendation will be discussed further with the government of Georgia and development partners, including Government of Sweden.	Rejected	Ending violence against women (SPs before 2018)	Youth engagement	Advocacy	Gender equality
Mid-term evaluation of UN Joint Programe “For Gender Equality”	Programme Evaluation	Europe and Central Asia	Georgia	2019	Very Good	Consider employing systematic, consistent and long-term strategies for beneficiaries in Pankisi Gorg...		Rejected: UNJP can tangibly offer only interventions foreseen by the project document / theory of change and is limited in terms of resources and time allocated to the programme. More importantly, UNJP believes that the assumption that short-term and even one-time interventions with beneficiaries in Pankisi Gorge contribute to further radicalization and polarization of the communities there is wrong and unsubstantiated either by the findings of the evaluation or by work experiences of development partners active in the Gorge.	Rejected	Ending violence against women (SPs before 2018)	Partnership	Promoting inclusiveness/Leaving no one behind	Sustainability
Mid-term evaluation of UN Joint Programe “For Gender Equality”	Programme Evaluation	Europe and Central Asia	Georgia	2019	Very Good	Consider initiating a study to assess the rate of recidivism and level of behavioral change in crimi...		Accepted: UN Women is in agreement with this recommendation and integrated it into the implementation of the remaining activities of the project.	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Capacity development	Impact
Mid-term evaluation of UN Joint Programe “For Gender Equality”	Programme Evaluation	Europe and Central Asia	Georgia	2019	Very Good	Consider improving data gathering in terms of UNJP’s results to better gauge how the project elimina...		Accepted: UN Women is in agreement with this recommendation and integrated it into the implementation of the remaining activities of the project.	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Capacity development	Impact
Mid-term evaluation of UN Joint Programe “For Gender Equality”	Programme Evaluation	Europe and Central Asia	Georgia	2019	Very Good	Consider conducting analyses of the practical application of norms governing standards for the opera...		Accepted: UN Women and UNFPA are in agreement with this recommendation, however, the PUNOs would like to note that crisis centers operate either under public or NGO domain, there exist no private crisis centres.	Accepted	Ending violence against women (SPs before 2018)	Normative Support	Capacity development	Relevance
Mid-term evaluation of UN Joint Programe “For Gender Equality”	Programme Evaluation	Europe and Central Asia	Georgia	2019	Very Good	Increase the level of understanding of grassroots-level partners regarding the link between their ne...		Accepted: UN Women CO will engage with local partners to ensure localization of national-level policies in the field of EVAW/DV	Accepted	Ending violence against women (SPs before 2018)	Partnership	National ownership	Relevance
Mid-term evaluation of UN Joint Programe “For Gender Equality”	Programme Evaluation	Europe and Central Asia	Georgia	2019	Very Good	Consider developing mechanisms for better measuring the effectiveness of judicial training for DV an...		Accepted: UN Women CO Georgia will consider developing mechanisms for better measuring the effectiveness of judicial training for DV and GBV, which include the introduction of relevant indicators and baselines.	Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Capacity development	Effectiveness
UN WOMEN ETHIOPIA COUNTRY PORTFOLIO EVALUATION 2017-2020	Country-level Evaluation	East and Southern Africa	Ethiopia	2021	Fair	RECOMMENDATION 1: Based on the development of clear theories of change for the overall portfolio and...		While UN Women Ethiopia Country Office (ECO) has increased its program footprint over the past years, ECO fully agrees that there is a need to shift focus from outputs, activities and incremental progress to transformational outcomes and impact. More streamlined approaches, strategic positioning, a consistent focus on outcomes, and a robust results-based management and reporting system will be put in place to realize strategic results. ECO structure affected the approaches taken, and despite additional resources mobilized and ECO’s committed and dedicated staff, increased capabilities and some reorganization of internal structures is needed to ensure high level gender technical expertise, advice, and influence on persistent and emerging GEWE issues will be effectively delivered. ECO will have a stronger emphasis on providing strategic, high-impact technical, policy and normative expertise that enables transformative change, and a move away from implementing many small-scale activities across disparate geographies, governance levels, and thematic areas. This approach entails and requires a focus on building capacity among partners to expand, strengthen, implement, and monitor normative gender equality frameworks, laws, policies, standards, institutions, and practices, and advance the creation of new ones where there are gaps.	Accepted	Not applicable	Culture of results/RBM	Alignment with strategy	Effectiveness, Efficiency, Impact
UN WOMEN ETHIOPIA COUNTRY PORTFOLIO EVALUATION 2017-2020	Country-level Evaluation	East and Southern Africa	Ethiopia	2021	Fair	RECOMMENDATION 2: As part of the Strategic Note development sharpen analysis of intersecting forms o...		ECO made important contributions to mainstreaming gender equality in the production and use of gender statistics in Ethiopia. Utilizing good practices and international guidelines, ECO will continue to build the relationships it developed with Central Statics Agency (CSA), sector ministries, research institutions, civil society organizations, academia and international organizations, to harmonize and intensify efforts to improve regularly available, reliable, quality, comparable, timely and accessible gender data in Ethiopia. ECO will focus on supporting the role gender data plays in informing priority setting and enabling gender-responsive policy formulation and implementation in different settings, and on monitoring and implementation of GEWE and Sustainable Development Goals. A new and growing area of involvement will be supporting the production and use of quality citizen generated data. ECO will focus on greater investment in generating, coordinating, and sharing relevant, high-quality data, knowledge, models and standardized tools through research, analysis and documenting practice with partners. This will include strengthening capacities to produce, analyze and use gender statistics.	Accepted	Not applicable	Culture of results/RBM, Organizational efficiency	Oversight/governance	Effectiveness, Efficiency, Impact
UN WOMEN ETHIOPIA COUNTRY PORTFOLIO EVALUATION 2017-2020	Country-level Evaluation	East and Southern Africa	Ethiopia	2021	Fair	RECOMMENDATION 3. Develop strategies to address highly sensitive GEWE and human rights issues in pro...		UN Women ECO played a key role in responding to the needs of vulnerable and marginalized women, particularly survivors of violence and women and girls who are internally displaced. An explicit focus on the priorities of some vulnerable groups of women and girls is needed, including women with disabilities, women and girls living in conflict contexts, and IDPs. Given the lack of robust gender data in the country, in future programming and normative work, there is a need to develop strategies to address highly sensitive gender and human rights issues, and to identify vulnerable women and girls and marginalized groups. ECO will continue mainstreaming strategies to shift discriminatory gender norms in all aspects of the program, and maintaining some targeted support to civil society organizations, faith-based organizations, and the media. Emphasizing strategies explicitly intended to transform the underlying social structures, policies and broadly held norms that perpetuate and legitimize gender inequalities in all aspects of the program, while maintaining some targeted support to civil society organizations, faith-based organizations, and the media that are fostering critical examination of inequalities and gender roles, norms and dynamics and promoting the relative position of women, girls and marginalized groups.	Accepted	Global norms and standards (SPs before 2018)	UN Coordination, Partnership, Normative Support, Culture of results/RBM	Alignment with strategy, Oversight/governance	Effectiveness, Relevance, Impact, Human Rights, Gender equality
UN WOMEN ETHIOPIA COUNTRY PORTFOLIO EVALUATION 2017-2020	Country-level Evaluation	East and Southern Africa	Ethiopia	2021	Fair	RECOMMENDATION 4: Consider including Women, Peace and Security as a thematic area in the new Strateg...		While ECO has not had an explicit focus on Women, Peace and Security previously, due to persistent conflict and humanitarian crises in Ethiopia, there is demand for UN Women to intensify work in this area and on and humanitarian action, and to ensure that a gender inequality lens is prioritized in approaches to disaster preparedness and response, including climate related disasters. Ensuring that women ́s experiences of the conflict and resulting needs are taken into consideration, that their contributions to conflict prevention and peacebuilding are heard and prioritized and that women are systematically involved at key decision-making tables on peace, security, humanitarian and recovery is a priority.	Accepted	Peace and security (SPs before 2018), Global norms and standards (SPs before 2018)	Normative Support, Culture of results/RBM, Humanitarian action	Alignment with strategy	Impact
UN WOMEN ETHIOPIA COUNTRY PORTFOLIO EVALUATION 2017-2020	Country-level Evaluation	East and Southern Africa	Ethiopia	2021	Fair	RECOMMENDATION 5: Explore mechanisms and develop a strategy on ECO’s support to emerging women’s mov...		UN Women ECO addressed some of the root causes of gender inequality and human rights in its work in Ethiopia, but more strategic, system-based shifts are needed to ensure that women and women-led organizations contribute to decision making, the development, implementation and monitoring of laws, policies and action plans, humanitarian response strategies, and decisions on funding. UN Women’s demonstrated experience convening government, women’s civil society organizations and development partners was highly valued, and there is a demand for increased focus and effort in facilitating dialogue, consultations, and forums for women to share their expertise, needs and priorities at all levels.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Partnership, Normative Support, Culture of results/RBM	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind	Sustainability, Gender equality
UN WOMEN ETHIOPIA COUNTRY PORTFOLIO EVALUATION 2017-2020	Country-level Evaluation	East and Southern Africa	Ethiopia	2021	Fair	RECOMMENDATION 6: Strengthen the quality and usability of ECO’s results-based management and reporti...		In support of delivering high-quality programming and strengthening results-based management (RBM), ECO will strengthen its M&E system to collect data, monitor and report on cumulative progress during the SN period 2021-2025, both in its Results Management System (RMS) and to its external partners. To strengthen the capacities of ECO staff and its partners, and to ensure the standards are applied, standard operating procedures (SOPs)/toolkits and trainings on monitoring and program feedback will be developed and applied during the SN 2021-2025. The office will also contribute to UNCT-level monitoring and reporting on the UNSDCF 2021-2025 implementation, especially regarding gender-sensitive outputs and indicators, through technical support and periodic meetings of the outcome results groups. These monitoring methods will both continuously assess the progress of ECO towards the achievement of its outcomes, while also documenting lessons learnt and successes for scaling up and sharing good practices to inform further programming.	Accepted	Not applicable	Operational activities, Organizational efficiency	Oversight/governance, Knowledge management, Evidence, Data and statistics	Effectiveness, Efficiency, Not applicable
UN WOMEN ETHIOPIA COUNTRY PORTFOLIO EVALUATION 2017-2020	Country-level Evaluation	East and Southern Africa	Ethiopia	2021	Fair	RECOMMENDATION 7: Undertake an assessment of the role, resourcing, institutional structure, strategi...		In 2022, The UN Women Liaison to African Union (AU) and the Economic Commission for Africa (ECA) operating under the Ethiopia Country Office is proposed to be established as a separate Liaison presence to advance continental GEWE priorities in policies, processes and initiatives. As a result, Liaison priorities and activities are not included in the Ethiopia Country Office Strategic Note for 2022-205. Therefore, pending the finalization of the establishment of the new Liaison office presence, an annual work plan covering 2022 will guide programming and partnerships at the regional level. The transition period will thus facilitate the development of a full-fledged Liaison Office SN for 2023-2025.	Accepted	Not applicable	Organizational efficiency	Oversight/governance	Relevance, Impact, Human Rights
UN WOMEN ETHIOPIA COUNTRY PORTFOLIO EVALUATION 2017-2020	Country-level Evaluation	East and Southern Africa	Ethiopia	2021	Fair	RECOMMENDATION 8: Undertake an analysis of ECO’s interventions and results related to transformativ...		UN Women ECO established itself as a credible and trusted leader on GEWE in Ethiopia, achieving important results and delivering technical and substantive knowledge, capacity building and normative results related to its thematic areas. Enhancing and sustaining transformative change requires greater investment in high-level strategies that address systemic and structural barriers to GEWE, including adopting and implementing gender-responsive laws and policies, including on ending VAWG, increasing women’s leadership, expanding women’s economic rights, engaging on peace and security issues, and strengthening the collection and monitoring of gender data. Due to size of the country and CO resources, more focus on and investment in upstream interventions and strategies aimed at transforming fundamental structures, and a scaling back of diverse, smaller scale activities, is needed to consolidate gains and strengthen mechanisms, platforms and relationships that would enable women’s movements and machineries to articulate their agenda and consistently advocate for it.	Accepted	Global norms and standards (SPs before 2018)	UN Coordination, Partnership, Normative Support, Culture of results/RBM	Oversight/governance, Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind	Sustainability, Impact, Not applicable
Mid-termn evaluation of Enhancing equal participation and representation of women in leadership in Ethiopia Program	Programme Evaluation	East and Southern Africa	Ethiopia	2020	Very Good	Sort hierarchical Issues, Institutionalization and Establishment of the WTLGE Training Program	There appears to be a risk that the center of Bahir Dar University, and its programme based on a regional needs assessment and baseline, would not be accepted by all regional stakeholders as a truly national, multi-regional solution. The programme on transformative leadership training at Bahir Dar University, which according to Amhara-based stakeholders is foreseen to eventually evolve into an independent center in its structure and funding, is currently only serving the Amhara region. The programme is about to be given revised credentials upgrading its status from an affiliated entity under the Gender and Developments Program (soon to be a faculty) to that of a full-fledged training center. UN Women should immediately address any tendencies that might result in competing curricula and training mechanisms. UN Women ECO should maximize coordination between regional and central-level stakeholders to prevent any inefficiencies such as potential, nascent or already existing divergent curriculum design initiatives or training approaches being further pursued. ECO also needs to critically reconsider the sustainability of funding separate needs assessments at regional level as part of its scaling up and roll-out intervention strategy.	UN Women understands the need for coordination and complementary between the leadership capacity building support provides to its partners both at federal and regional level. Hence, it encourages collaboration between these actors. For instance, in Amhara and Oromia regions, where the institutionalization of a Transformative Leadership for Gender Equality Training curriculum is currently being supported, UN Women is facilitating experience sharing to ensure that the later benefits from all interventions carried out already in Amhara. Where a curriculum exists, for instance in Oromia region, UN Women supports its contextualization to address the challenges women leaders face based on a needs assessment carried out in the region. For UN Women evidence-based interventions are critical to ensure relevance. Though the general challenges women face towards participation and representation in leadership spaces are similar, their capacities and needs are various partially due to their varied access and the patriarchal ecosystem they live in. Hence, capacity building needs assessment is critical to identify their specific needs. Therefore, UN Women will continue to carry out need assessments where it decides to support a leadership enhancement intervention.	Partially Accepted	Leadership and political participation (SPs before 2018)	Not applicable	Capacity development, National ownership	Effectiveness
Mid-termn evaluation of Enhancing equal participation and representation of women in leadership in Ethiopia Program	Programme Evaluation	East and Southern Africa	Ethiopia	2020	Very Good	Adaptation & Roll-out to Regions	The implementation approach of the Transformational Leadership Training programme needs to be reconsidered in favor of implementing standard modules of transformative leadership training. Rather than reinventing the wheel by creating specific stand-alone curriculum and content for each and every region, the focus should shift to state-of-the-art translations and, if need be, culturally sensitive vetting of content by, to the extent possible, adapting any generic standard content to local realities and specific needs (e.g., choosing examples based on local socio-cultural specificities and idiosyncracies; using or adding specific terminology and concepts in local language or dialect(s) etc.). In view of programme implementation, the cascading, recycling and adaptation processes should also be checked for tracking quality of the training delivered and the way forward in proceeding in alignment with the specificities of the respective region of implementation.	UN Women already started the effort to ensure coordination among partners where an experience sharing mission is planned to take place between Oromia Leadership Academy, Curriculum Development Committee Members and Bahir Dar University, Curriculum Development Committee members which are currently the main partners in this intervention. Regarding training delivery approach and method, it has been similar from the start as UN Women closely worked with all its stakeholders and ensured that in all TL capacity building intervention knowledge is transferred to each of its partners from Federal level MoWCY to Regional level in Amhara and Oromia Regions. TORs and resource persons are shared across regions. As for needs assessment, at least for the currently targeted regions, Amhara and Oromia, it is critical to ensure cultural specificities as correctly noted by the evaluators in this recommendation.	Partially Accepted	Leadership and political participation (SPs before 2018)	Not applicable	Capacity development, National ownership	Efficiency, Sustainability
Mid-termn evaluation of Enhancing equal participation and representation of women in leadership in Ethiopia Program	Programme Evaluation	East and Southern Africa	Ethiopia	2020	Very Good	Improve the efficiency and impact of trainings through a series of interrelated measures.	These should include, among others, such measures as a. standardizing female leadership in governance training materials; b. focus of central level training on training of master trainers; c. implementing standard modules of transformative leadership training (including model curriculum of foundations), different modules should start with the foundation modules that work for all contexts.	UN Women is currently supporting Bahir Dar University to copy, edit and clean a Facilitators Guide and Learners Handout in addition to the technical support provided during the entire training material preparation process. It also identified the need to create a pool of master trainers and organized a first-round training solely focusing on adult learning skills which will be followed by content-based training for the same batch of trainees. The Transformative Leadership module is already considered as foundational module based on which other modules will be developed. This is already being implemented where a Women Political Empowerment module is being developed by Bahir Dar University where the previously developed Transformative Leadership Training Modules are taken as foundational courses.	Accepted	Leadership and political participation (SPs before 2018)	Not applicable	Capacity development, National ownership	Efficiency, Sustainability
Mid-termn evaluation of Enhancing equal participation and representation of women in leadership in Ethiopia Program	Programme Evaluation	East and Southern Africa	Ethiopia	2020	Very Good	Sustainability of current efforts	To enhance the sustainability of current efforts to build a pool of female aspirants, the most important issues to be immediately considered are: a. Advocating for legislating and subsequent implementation of female quotas for political parties to ensure a gender balance among electoral candidates; b. Widening the scope of aspirant scouting and of support measures provided to female political talent; esp. training as well as non-training support (such as coaching and mentorship) provided to aspirants among all political parties, in preparation of elections even within parties (determination of party ticket through party-internal voting which means training to not-yet-elected, potential party candidates).	UN Women understands the need to further advocate for promotion of legislative quota and affirmative action to increase the participation of women in leadership. Such advocacy has been going on since 2019 where UN Women started to implement an electoral support project towards Ethiopia’s 6th general election. UN Women will expand its effort on this by revising its women in leadership and governance program to include such advocacy . Also, UN Women already supported the development of a mentorship guideline as part of its transformative leadership capacity building support. This will be reviewed to expand its application to participation of women in political parties.	Accepted	Leadership and political participation (SPs before 2018)	Partnership, Normative Support	Capacity development, National ownership	Sustainability
Mid-termn evaluation of Enhancing equal participation and representation of women in leadership in Ethiopia Program	Programme Evaluation	East and Southern Africa	Ethiopia	2020	Very Good	Enhance the Inclusiveness and Gender-friendliness of Training Interventions	To allow mothers of small children and infants to participate in training sessions offered through the programme it is recommended to introduce adequate measures to take care of the children during the training, through off-site or on-site support. On-site support could consist in a sort of “day care service“ at the institutional training centre, or ensuring that there are hired temporary caretakers/nanny staff available at the training site, if trainings are conducted in external facilities (hotels etc.).	It is common sight to see women leaders coming to training carrying either infants together with caretakers or toddlers. Noting this, UN Women has already included the setting up of a day-care space as part of its support to Bahir Dar University Transformative Leadership program. It is also exploring a way to check with training participants beforehand whether they are coming with children and caretakers to facilitate meal and sleeping arrangements by factoring such issues in its training budget.	Accepted	Leadership and political participation (SPs before 2018)	Normative Support, Operational activities	Promoting inclusiveness/Leaving no one behind	Gender equality
Mid-termn evaluation of Enhancing equal participation and representation of women in leadership in Ethiopia Program	Programme Evaluation	East and Southern Africa	Ethiopia	2020	Very Good	Revise Theory of Change	The ToC of the programme should be reviewed, not least in light of the changed overall political landscape. Also, there are some weaknesses in the current formulation, from a syntactical point of view. For instance, the current formulation used for the ToC (and at Outcome statement-level) generically refers to leaders without further specification of the targeted domain(s). This can be interpreted as if the scope goes beyond political governance including the judiciary, the economic realm, the security sector etc. This ambiguity calls either a.) for restricting the scope of the formulation in the ToC and at the level of result statements; or, alternatively, b.) widening the overall scope of the project to also include such areas as economic governance, judiciary, tertiary education, the security sector (army, police etc.).	UN Women understands the need to revise its TOC most significantly due to the change in the political landscape of the country in line with Option a) of the evaluation where it will restrict the scope of the formulation in the TOC and at the level of its result statements. It however does not plan to expand its outreach to economic governance and other similar sectors since this is outside the scope of the UN Women HQ Flagship Program Initiative guideline where UN Women globally focus on enhancing women’s political participation under its result area one. Leadership in other sectors is expected to be covered by other portfolios of UN Women i.e. for instance Women Economic Empowerment will have a component of women’s leadership in the economic sector. The program teams at UN Women Ethiopia will ensure coordination within different interventions and thematic areas.	Accepted	Leadership and political participation (SPs before 2018)	Culture of results/RBM, Organizational efficiency	Evidence, Data and statistics	Relevance
Mid-termn evaluation of Enhancing equal participation and representation of women in leadership in Ethiopia Program	Programme Evaluation	East and Southern Africa	Ethiopia	2020	Very Good	Revise the M&E Arrangements including Indicators & means of Verification	A standard, easily understandable multiple-choice tool that can be easily and quickly administered and analyzed should be designed for pre-post training assessments. The tool could be applied for assessing all types of transformative leadership trainings at the central and regional level(s). A long-term training impact assessment tool for assessing the results of all types of transformative leadership trainings should be designed. In this respect, the Bahir Dar training programme developed a standard pre and post assessment tool and this could be used. In terms of enhancing the SMARTNESS of existing indicators, UN Women should team up with relevant stakeholders to discuss limits and possibilities, distribution of tasks and responsibilities, funding and technical issues to expand the set of outcome indicators of the programme. At the technical level, a number of to-be-introduced new indicators, data sources and related tools are to be considered. This includes quick-fix quantitative measures (such as, e.g., a dashboard to quantify the gender ratio of key managerial or technical leadership positions held across key institutions at central and regional level(s) incl. the judiciary, economy etc.; or a “Governance GEWE“ index created by combining related key indicators) and qualitative measures (longitudinal knowledge/skills survey to track the effect of trainings by collecting qualitative data among cohorts of trainees; perception survey tool). Supported by UN Women, some promising steps pointing in that direction involving experts at the Ministry and the central statistics agencys, are currently already underway and can be built on.	As already indicated in the evaluation, under the TLGE Training program a pre and post training assessment tool has been prepared and will be used for all other TL trainings. UN Women also plans to develop a long-term impact assessment tool. One of the objectives of the MTE was to provide input on how to ensure indicators are SMART and inputs from the MTE in addition to other comments from partners will be used to further refine the program indicators. UN Women is currently supporting a national status of women in leadership assessment which will help build the first step towards having a national baseline data. This combined with the different in-depth baseline studies, adequate quantitative data is expected to be generated to serves as a baseline to track progress. UN Women is also supporting the development of a database system where all capacity building trainings will be registered with details including who, where what, when. As for qualitative measures to track changes, UN Women ensured that its partners such as Bahir Dar University learn from institutions such as ACTIL that has a system in place to track changes in different capacity building training cohorts. Accordingly, UN Women will build upon already started initiatives to ensure that the programs’ changes are tracked both in qualitative and quantitative terms.	Accepted	Leadership and political participation (SPs before 2018)	Culture of results/RBM	Knowledge management, Evidence, Data and statistics	Not applicable
End evaluation of “Preventing and Responding to Violence against Women and Girls in Ethiopia” Programme	Programme Evaluation	East and Southern Africa	Ethiopia	2018	Good	RECOMMENDATION 1 (FOR UN WOMEN): Support the revitalization and capacity building of the National Co...		The recommendation is fully accepted, and UN Women will continue providing technical and financial support to revitalize the National Coordinating Body (NCB) on the prevention and response to VAWG. UN Women will support the strengthening of this body in selected regions and at the federal level by providing trainings on the Essential Services Package for survivors of VAWG, support its adopt and integration of global standards and guidelines on essential services and follow up on the implementation of essential services. UN Women will be working closely with Federal Office of General Attorney (FOGA), current chair of NCB, in providing the above support and setting up a monitoring framework and system.	Not applicable	Ending violence against women (SPs before 2018)	Normative Support, Organizational efficiency	Capacity development, National ownership	Relevance
End evaluation of “Preventing and Responding to Violence against Women and Girls in Ethiopia” Programme	Programme Evaluation	East and Southern Africa	Ethiopia	2018	Good	RECOMMENDATION 2 (FOR UN WOMEN) In collaboration with UN sister agencies, take a leadership role in ...		This recommendation is partially accepted. It is noted that there has been limited coordination on EVAWG among UN agencies which might have created a risk of duplication. UN Women as a mandated agency to coordinate and lead UN efforts on GEWE, has recently been assigned to chair UNDAF’s Result sub-group on women (part of the Equality and Empowerment UNDAF group). Through this result sub-group, UN Women will attempt to ensure coordination among UN agencies and coherence in their programmes to eliminate EVAWG in Ethiopia. On the other hand, establishing and leading an informal UN working group would be a duplication of the UNDAF groups coordination efforts, the Protection cluster and GBV sub-cluster in addition to the Ethiopia Network of Women’s Shelters that brings together all organizations working on shelters in Ethiopia including prevention and advocacy intervention.	Partially Accepted	Ending violence against women (SPs before 2018)	UN Coordination, Partnership	Internal coordination and communication	Efficiency
End evaluation of “Preventing and Responding to Violence against Women and Girls in Ethiopia” Programme	Programme Evaluation	East and Southern Africa	Ethiopia	2018	Good	RECOMMENDATION 3 (FOR UN WOMEN): Provide high-level technical support towards a robust and detailed ...		While the inclusion of VAW indicators in the 2016 EDHS for the first time is an important step forward in documenting the status of women in Ethiopia. UN Women understands that it is imperative to further analyse the data to determine the full impact of VAW on Ethiopian women and society. UN Women s collaborated with UNFPA and Packard foundation to support the undertaking of additional analysis of 2016 EDHS VAW findings and their correlation with other variables. The draft analysis is ready for validation, the validated findings will assist government and stakeholders in planning and implementing appropriate policy initiatives and programs to mitigate and eventually eliminate VAW. UN Women will also organize policy dialogue forum on the findings of the analysis to inform policies and help guide the next EDHS.	Accepted	Ending violence against women (SPs before 2018)	Normative Support	Evidence, Data and statistics	Sustainability
End evaluation of “Preventing and Responding to Violence against Women and Girls in Ethiopia” Programme	Programme Evaluation	East and Southern Africa	Ethiopia	2018	Good	RECOMMENDATION 4 (FOR UN WOMEN): In partnership with the CSA and other stakeholders, prepare for the...		UN Women will work closely with CSA and MOWCA to ensure that quality, comprehensive and reliable national data on VAW is collected in the next EDHS which will be held in 2021. UN Women aims to do this through building experts and data collectors’ capacity on VAW data collection, analysis and report writing based on globally VAW prevalence survey methodologies standards. In addition, UN Women will actively participate in technical working group meetings and ensure all global standard indicators on VAW survey are included in the next EDHS.	Accepted	Ending violence against women (SPs before 2018)	Partnership, Normative Support	Capacity development, Evidence, Data and statistics	Effectiveness
End evaluation of “Preventing and Responding to Violence against Women and Girls in Ethiopia” Programme	Programme Evaluation	East and Southern Africa	Ethiopia	2018	Good	RECOMMENDATION 5 (FOR UN WOMEN): Invest in the development of the Network of Shelters to become a re...		Following the momentum that was created in 2017, the Ethiopian Network of Women’s Shelters (ENWS) and UN Women acknowledges the need to have an overall strategy (2018-2020) to support the network’s agenda. In June 2018, UN Women supported the ENWS to develop an extensive five-year strategic plan (2018-2022) and detail implementation and operational mechanisms. The strategic plan is based on the assessment of shelters “Shelters for women and girls who are survivors of violence in Ethiopia”, which was commissioned by UN Women, UN Global essential service package and the context of Ethiopia. The developed strategic plan focuses on seven intervention areas: referral and coordination, enhancing rehabilitation and reintegration services, developing national SOPs for shelters, capacity building for first line service providers, coordinated prevention initiatives on violence against women and girls, national policy intervention and communication and outreach.	Accepted	Ending violence against women (SPs before 2018)	Normative Support, Organizational efficiency	Capacity development, National ownership	Effectiveness
End evaluation of “Preventing and Responding to Violence against Women and Girls in Ethiopia” Programme	Programme Evaluation	East and Southern Africa	Ethiopia	2018	Good	RECOMMENDATION 6 (FOR UN WOMEN): Support the development of policies and protocols elaborating the r...		UN Women will continue to work towards improvement of institutional and operational capacity of the justice sector organizations through supporting the development of tools, guidelines and curriculums on handling and responding to VAWG cases. UN Women will also build the capacity of service providers including, police, prosecutors, judges and health professional on providing quality essential services for survivors of violence. UN Women will also support the establishment and strengthening of coordination bodies (including NCB), referral systems and one stop centers that provide coordinated services for women and girls. Moreover, UN Women will ensure that the essential services package that set out roles and responsibilities of each service provider is adopted and internalized by the coordination bodies. UN Women will also work closely with FOGA to put in place a clear accountability mechanism for the NCB.	Partially Accepted	Ending violence against women (SPs before 2018)	Normative Support	Capacity development, National ownership	Effectiveness
End evaluation of “Preventing and Responding to Violence against Women and Girls in Ethiopia” Programme	Programme Evaluation	East and Southern Africa	Ethiopia	2018	Good	RECOMMENDATION 7 (FOR UN WOMEN): Support a comprehensive assessment of the legal and policy framewor...		UN Women is in the process of undertaking a robust ‘protection assessment in Hawassa city’ as part of a new initiative. The assessment will have a section on legal and policy framework analysis both at national and regional level. In addition, UN Women planned an assessment on the adoption of family law in Somali region that will provide accurate information. UN Women will thus consider undertaking comprehensive assessment of legal and policy framework on VAWG’ if recommended by the above studies.	Partially Accepted	Ending violence against women (SPs before 2018)	Normative Support	Alignment with strategy, National ownership	Effectiveness, Human Rights
End evaluation of “Preventing and Responding to Violence against Women and Girls in Ethiopia” Programme	Programme Evaluation	East and Southern Africa	Ethiopia	2018	Good	RECOMMENDATION 8 (FOR UN WOMEN): Deepen relationships with legal aid providers and enhance justice s...		This recommendation is accepted and will be embodied in the new programme on EVAWG. UN Women will continue to work towards strengthening the coordination and networking among justice sector and shelters in Oromia and Amhara regions. Using the essential services package, UN Women will support capacity building of front line service providers on providing coordinated essential services. Public awareness on the rights of women to access essential services will also be ensured using standardized tools tailored for targeted audience.	Accepted	Ending violence against women (SPs before 2018)	Partnership, Normative Support	Capacity development	Effectiveness
End evaluation of “Preventing and Responding to Violence against Women and Girls in Ethiopia” Programme	Programme Evaluation	East and Southern Africa	Ethiopia	2018	Good	RECOMMENDATION 9 (FOR UN WOMEN) Provide support to ensure counseling practice is based on a set of a...		Various studies (including the UN Women commissioned national Assessment on Women’s Shelters) have already indicated the gap in the quality and accessibility of professional counselling tailored for survivors of VAWG. Thus, the part related to undertake a national assessment is not valid as the information is already available. UN Women will, however, work towards increasing the availability of quality and standard counselling services for survivors of violence through various interventions.	Partially Accepted	Ending violence against women (SPs before 2018)	Not applicable	Capacity development	Effectiveness
End evaluation of “Preventing and Responding to Violence against Women and Girls in Ethiopia” Programme	Programme Evaluation	East and Southern Africa	Ethiopia	2018	Good	RECOMMENDATION 10 (FOR UN WOMEN) In cooperation with relevant national and regional governments and ...		This recommendation is partially accepted as the framework proposed would overlap the essential services package which outline core competencies and skills needed by all service providers. UN Women will ensure that existing workforces on VAWG including the NCB and ENWS are operating up to this essential services standard, globally recognised, and advocate with government for coherent capacity building.	Partially Accepted	Ending violence against women (SPs before 2018)	Partnership, Normative Support, Organizational efficiency	Alignment with strategy, Oversight/governance, Capacity development	Sustainability
End evaluation of “Preventing and Responding to Violence against Women and Girls in Ethiopia” Programme	Programme Evaluation	East and Southern Africa	Ethiopia	2018	Good	RECOMMENDATION 11 (FOR UN WOMEN) Increase and improve partnerships with the police, BOJs, MoWCA, BoW...		UN Women will continue its partnership with these sectors to strengthen the referral systems and coordination of services for survivors in selected regions of the country. To ensure sustainability of the programme results, UN Women will continue building institutional and human capacity of these sectors to better prevent VAWG and respond to the needs of survivors of VAWG.	Accepted	Ending violence against women (SPs before 2018)	Partnership	Internal coordination and communication	Effectiveness
End evaluation of “Preventing and Responding to Violence against Women and Girls in Ethiopia” Programme	Programme Evaluation	East and Southern Africa	Ethiopia	2018	Good	RECOMMENDATION 12 (FOR DONOR PARTNERS) Consider and discuss options for combining VAWG programme fun...		UN Women accepted this recommendation and has already agreed with donors to combine funds and harmonize reporting systems	Accepted	Not applicable	Organizational efficiency	Internal coordination and communication	Effectiveness
Evaluation of Joint Program on Rural Women Economic Empowerment (RWEE)	Programme Evaluation	East and Southern Africa	Ethiopia	2019	Very Good	Guideline for roll-out of partnerships and collaboration among programme stakeholders should be deve...		The Participating UN agencies acknowledges the existence of the following documents at the global level: 1) An Operational Guidance Note for the Participating UN Organizations; 2) Partnership Building and Resource Mobilisation at global and country Level Information & Guidance Note; and 3)“ Strengthening Knowledge Management and communication in managing the Joint Programme Accelerating Progress towards the Economic Empowerment of Rural Women Indicative Framework”, however finds relevant, based on the existing documents, to have a country specific document. as the sustainability and specific partnership approach built by the joint programme is exemplary to inform future programmes of similar nature. It is also believed that having such guideline will provide clear direction, purpose and responsibility for all stakeholders involved in such kind of joint programme implementation and also to scale up and replicate good practices.	Accepted	Women economic empowerment (SPs before 2018)	Organizational efficiency	Capacity development, Knowledge management	Effectiveness
Evaluation of Joint Program on Rural Women Economic Empowerment (RWEE)	Programme Evaluation	East and Southern Africa	Ethiopia	2019	Very Good	The government of Ethiopia and participating UN agencies should commit fund, take up the ownership o...		The recommendation is partially accepted due to the fact that the JP has already considered replicating the JP to other regions by preparing a scale up and sustainability strategy, but the expansion of the programme will depend on availability of funds, which is an external factor Given the strong will of Government to scale up and replicate the JP, coupled with the minimal fund allocated from government and participating agencies, the effort will be strengthened by revising the scale up plan with the lessons extracted from the evaluation. Going forward, all fund mobilization efforts will also consider showing commitments from government and participating agencies to ensure the replication of this JP in a bigger scale /to other regions.	Partially Accepted	Women economic empowerment (SPs before 2018)	Partnership	Resource mobilization	Sustainability
Evaluation of Joint Program on Rural Women Economic Empowerment (RWEE)	Programme Evaluation	East and Southern Africa	Ethiopia	2019	Very Good	All parties but specifically, the government of Ethiopia must focus on immediate results with long-t...		The recommendation to move rural women from enhancing smallholder farm productivity to higher level value-chain promoting interventions (such as processing) is accepted. Though feasibility and marketing assessment were conducted to ensure the availability of surplus supply of inputs (milk, fodder/pasture etc.), practical challenges were observed hence the recommendation is accepted to remedy future interventions of similar nature.	Accepted	Women economic empowerment (SPs before 2018)	Organizational efficiency	Capacity development, National ownership	Sustainability
Evaluation of Joint Program on Rural Women Economic Empowerment (RWEE)	Programme Evaluation	East and Southern Africa	Ethiopia	2019	Very Good	Government of Ethiopia and participating UN agencies should think of developing more strategies othe...		Though the employed sensitization and community conversation strategies showed promising results, the recommendation is accepted to explore more on other male engagement strategies and incentives to ensure economic empowerment of women.	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Engaging men and boys	Capacity development, Knowledge management	Effectiveness
Evaluation of Joint Program on Rural Women Economic Empowerment (RWEE)	Programme Evaluation	East and Southern Africa	Ethiopia	2019	Very Good	Government of Ethiopia and UN participating agencies must understand that women’s empowerment is not...		JP RWEE was implemented by applying a multi-sectoral and integrated approach to address the barriers of rural women at individual, community and institutional level. However, except the economic and political aspect, the cognitive and psychological dimension of empowerment was not addressed to the expected level to ensure empowerment of rural women at individual level, but as per the Evaluation Report seems to have been addressed indirectly. This recommendation, therefore is accepted valuing the proposed new approaches to see the overall empowerment of women along with identifying specific indicators accordingly.	Partially Accepted	Women economic empowerment (SPs before 2018)	UN Coordination, Normative Support	Not applicable	Relevance
Evaluation of Joint Program on Rural Women Economic Empowerment (RWEE)	Programme Evaluation	East and Southern Africa	Ethiopia	2019	Very Good	Government of Ethiopia and UN participating agencies must ensure that future program activities need...		Although a needs assessment was conducted in the beginning of the programme. This recommendation is accepted considering the challenges observed while managing the two different contexts of rural women targeted in Oromia and Afar regions. For the way forward, a rapid need assessment which will include a specific aspect of the different contexts of the different types of targeted women (age, disability, health situation, etc… ) will be conducted to inform the programme planning and implementation of ongoing and future initiatives.	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Agriculture	National ownership	Relevance
Final Evaluation of Economic Empowerment of Syrian Women Regional Project	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2017	Good	As the Syrian response moves towards an increasing focus on resilience, UN Women should consider art...		The LEAP Framework articulates a clear framework for women’s empowerment in a humanitarian setting (leadership, protection, access to money). However, the degree to which these elements are implemented may vary across projects. (better articulated and implemented in project documents (adapted to the extent that it needs to be).	Partially Accepted	Peace and security (SPs before 2018)	Humanitarian action	Not applicable	Gender equality
Final Evaluation of Economic Empowerment of Syrian Women Regional Project	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2017	Good	UN Women should establish a comprehensive Monitoring Evaluation Accountability and Learning (MEAL) s...		UN Women recognizes the need to strengthen its monitoring and evaluation efforts. The establishment of the organization-wide results monitoring system has introduced a greater results orientation. UN Women at regional and country level will continue to strengthen RBM capacity and build a user-friendly system for project/programme level monitoring and evaluation which can feed into more strategic and longer-term analysis of humanitarian action.	Accepted	Peace and security (SPs before 2018)	Culture of results/RBM, Humanitarian action	Evidence, Data and statistics	Effectiveness
Final Evaluation of Economic Empowerment of Syrian Women Regional Project	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2017	Good	UN Women should place greater focus on the capacity development of implementing partners to strength...		UN Women will increase its efforts on capacity development of implementing partners in future interventions based on needs identified in a capacity assessment.	Accepted	Peace and security (SPs before 2018)	Humanitarian action	Capacity development	Effectiveness, Relevance, Gender equality
Final Evaluation of Economic Empowerment of Syrian Women Regional Project	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2017	Good	UN Women should include a more robust SGBV component as part of its broader efforts to enhance socia...		UN Women will continue to strengthening and expanding its current SGBV interventions and the capacities of its staff, with a focus on awareness raising, referrals and documentation	Accepted	Peace and security (SPs before 2018)	Humanitarian action, Engaging men and boys	Not applicable	Effectiveness
Final Evaluation of Economic Empowerment of Syrian Women Regional Project	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2017	Good	The creation of sustainable economic opportunities for Syrian refugees and host communities remains ...		UN Women is currently exploring supporting more sustainable economic opportunities within the LEAP interventions based on the current policy context. This work be undertaken in close cooperation with the regional WEE advisor.	Accepted	Peace and security (SPs before 2018)	Partnership, HIV/AIDS	Not applicable	Effectiveness, Sustainability
Final Evaluation of Economic Empowerment of Syrian Women Regional Project	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2017	Good	UN Women should advocate for multi-year funding to enable longer-term planning and programming in hu...		UN Women at regional and country level is already in discussions with donors on multi-year funding and is submitting proposals which reflect this.	Accepted	Peace and security (SPs before 2018)	Humanitarian action	Resource mobilization	Effectiveness, Efficiency
UN Women Fund for Gender Equality (FGE) Meta Evaluation/Meta Analysis of WPP and WEE (Impact 1 and Impact 2) programme evaluations undertaken between 2009-2015	Programme Evaluation	Global	Fund for Gender Equality	2016	Not Rated	Explore opportunities to extend the timeframe of the grants mechanism to a four-year timeframe in in...		FGE will explore opportunities and take action as needed.		Women economic empowerment (SPs before 2018)	Not applicable	Capacity development	Gender equality
UN Women Fund for Gender Equality (FGE) Meta Evaluation/Meta Analysis of WPP and WEE (Impact 1 and Impact 2) programme evaluations undertaken between 2009-2015	Programme Evaluation	Global	Fund for Gender Equality	2016	Not Rated	Further strengthen the quality of programme design by developing a database of the practice, models ...		These recommendations touch the heart of the Fund’s Knowledge Management, and offers an opportunity to turn the programmatic experiences from FGE’s 7 years of existence into programmatic knowledge that can feed into UN Women mainstreamed programming, the new FPIs and even its policy work.		Women economic empowerment (SPs before 2018)	Partnership, Operational activities, Culture of results/RBM	Not applicable, Capacity development	Sustainability, Gender equality
UN Women Fund for Gender Equality (FGE) Meta Evaluation/Meta Analysis of WPP and WEE (Impact 1 and Impact 2) programme evaluations undertaken between 2009-2015	Programme Evaluation	Global	Fund for Gender Equality	2016	Not Rated	Continue to reinforce the importance of a clear and shared management structure for projects based o...		FGE will provide more guidance to grantees in terms of the importance of setting strong and successful partnerships.		Women economic empowerment (SPs before 2018)	Partnership, Operational activities, Culture of results/RBM	Not applicable, Capacity development	Sustainability, Gender equality
UN Women Fund for Gender Equality (FGE) Meta Evaluation/Meta Analysis of WPP and WEE (Impact 1 and Impact 2) programme evaluations undertaken between 2009-2015	Programme Evaluation	Global	Fund for Gender Equality	2016	Not Rated	Leverage the flagships initiative in UN Women to enhance synergies and clarity of roles with UN Wome...		In the context of the new corporate FPIs, FGE will serve as an entry point to strengthen civil society, and specifically, women’s organizations. FGE has already taken a series of steps to link its work to the FPIs. The 50 finalist programmes from cycle III (grantees and Next-in-Lines selected in 2015) were linked to 8 FPI, and were included in to the respective CO/MCO/RO AWPs 2016. FGE will further contribute to the FPIs - please see actions below.		Not applicable	UN Coordination, Not applicable	Internal coordination and communication	Gender equality
UN Women Fund for Gender Equality (FGE) Meta Evaluation/Meta Analysis of WPP and WEE (Impact 1 and Impact 2) programme evaluations undertaken between 2009-2015	Programme Evaluation	Global	Fund for Gender Equality	2016	Not Rated	Taking into account changes in the grant sizes of different rounds, investigate options to promote F...		The Fund will intentionally promote the establishment of synergies between FGE supported grantee programmes and higher level initiatives taking place at national and international levels, both led by UN Women and beyond.		Women economic empowerment (SPs before 2018)	Partnership, Not applicable	Capacity development	Gender equality
UN Women Fund for Gender Equality (FGE) Meta Evaluation/Meta Analysis of WPP and WEE (Impact 1 and Impact 2) programme evaluations undertaken between 2009-2015	Programme Evaluation	Global	Fund for Gender Equality	2016	Not Rated	Within WEE, ensure that interventions that aim to enhance knowledge and self-awareness about one’s r...		Since 56% of new portfolio from cycle III is on WEE, there is great potential for implementation of this recommendation.		Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018)	Not applicable	Capacity development	Effectiveness, Relevance
UN Women Fund for Gender Equality (FGE) Meta Evaluation/Meta Analysis of WPP and WEE (Impact 1 and Impact 2) programme evaluations undertaken between 2009-2015	Programme Evaluation	Global	Fund for Gender Equality	2016	Not Rated	Continue to build on work with men and boys to enhance the effectiveness and impact of both WPP and ...		- The Fund will make sure that the strategy of working with men and boys is thoroughly integrated in the finalization of the programme design as well as it will monitor its implementation of cycle III grantees. - FGE will also draw and share knowledge and lessons learned from the grantee experiences and results engaging men and boys in their programmes, as part of its Annual Reporting and ME/MA dissemination processes.		Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018)	Partnership	Capacity development, Promoting inclusiveness/Leaving no one behind	Sustainability
UN Women Fund for Gender Equality (FGE) Meta Evaluation/Meta Analysis of WPP and WEE (Impact 1 and Impact 2) programme evaluations undertaken between 2009-2015	Programme Evaluation	Global	Fund for Gender Equality	2016	Not Rated	Empower existing FGE-supported networks and self-help groups by promoting the ICT approaches develop...		FGE will also draw and share knowledge and lessons learned from the grantee experiences and results on use of ICT. Some proposed steps could be:		Leadership and political participation (SPs before 2018), Governance and planning (SPs before 2018)	Partnership, Not applicable	Not applicable, Knowledge management	Effectiveness
UN Women Fund for Gender Equality (FGE) Meta Evaluation/Meta Analysis of WPP and WEE (Impact 1 and Impact 2) programme evaluations undertaken between 2009-2015	Programme Evaluation	Global	Fund for Gender Equality	2016	Not Rated	Enhance training and capacity development interventions with strong targeting strategies, medium-ter...		FGE will undertake necessary actions.		Governance and planning (SPs before 2018)	Operational activities, Culture of results/RBM	Capacity development	Effectiveness
UN Women Fund for Gender Equality (FGE) Meta Evaluation/Meta Analysis of WPP and WEE (Impact 1 and Impact 2) programme evaluations undertaken between 2009-2015	Programme Evaluation	Global	Fund for Gender Equality	2016	Not Rated	Continuous investment in networks and partnerships promises to both enhance the sustainability of in...		FGE will take necessary measures to implement this key recommendation.		Governance and planning (SPs before 2018)	Partnership, Not applicable	Not applicable, Capacity development	Efficiency, Relevance
Regional Evaluation on Capacity Development initiatives during 2014-17	Regional Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2017	Good	RECOMMENDATION 1: ESARO to develop a more systematic approach to do Capacity Development (CD) and ...		The RO will in 2018 and based on existing resources develop guidance on how to design, implement and follow up on Capacity Development (CD) initiatives in the ESA region. This will include a discussion around the role of the Regional Office versus Country Offices in this area, quality assurance and M&E of CD initiatives and the tracking of RO support and of resulting CD changes in different areas.		Not applicable	UN Coordination, Partnership, Normative Support, Operational activities, Culture of results/RBM	Not applicable, Capacity development, Promoting inclusiveness/Leaving no one behind, Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality
Regional Evaluation on Capacity Development initiatives during 2014-17	Regional Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2017	Good	RECOMMENDATION 1.1 To develop a more articulated definition of CD as a continuous engagement proces...		The RO will in 2018 and based on existing resources develop guidance on how to design, implement and follow up on Capacity Development (CD) initiatives in the ESA region. This will be done through developing an explicit CD Strategy for the ESA region. The CD strategy will distinguish between CD initiatives undertaken by the RO and CD initiatives undertaken by COs which the RO is supporting and provide a common understanding of 'CD as continuous engagement'.		Not applicable	UN Coordination, Partnership, Normative Support, Culture of results/RBM, Not applicable	Not applicable, Capacity development, Promoting inclusiveness/Leaving no one behind, Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality
Regional Evaluation on Capacity Development initiatives during 2014-17	Regional Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2017	Good	RECOMMENDATION 1.2 To develop guidance and quality criteria for the design and implementation of CD...		The RO will in 2018 and based on existing resources develop guidance on how to design, implement and follow up on Capacity Development (CD) initiatives in the ESA region. The guidance will cover questions related to quality assurance and effective Monitoring and Evaluation (M&E) of CD initiatives. It will also specify the role of the RO vis a vis COs in the area of quality assurance and M&E.		Not applicable	UN Coordination, Partnership, Normative Support, Culture of results/RBM, Not applicable	Not applicable, Capacity development, Promoting inclusiveness/Leaving no one behind, Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality
Regional Evaluation on Capacity Development initiatives during 2014-17	Regional Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2017	Good	RECOMMENDATION 1.3 To find new and innovative ways to measure capacity development and training ini...		The RO will in 2018 and based on existing resources develop guidance on how to design, implement and follow up on Capacity Development (CD) initiatives in the ESA region. This will include looking into ways for more innovative systematic tracking and documentation of the support and trainings provided by the RO and of the resulting CD changes in various areas. Examples include: 1) Improvement of donor reports / Improvement of communication activities / Improvement of documentation on financial/ HR activities resulting from RO support and trainings. In order to improve the documentation and communication of CD results it will be key to engage RO Communications, Knowledge Management etc. colleagues in this initiative. The details of the tracking system will be discussed in 2018 when developing the strategy on CD initiatives and take into account e.g. the following: tracking format and timing, human and financial resources incl. issues of staff turnover, risk of ‘over-monitoring’ etc.		Not applicable	UN Coordination, Partnership, Normative Support, Culture of results/RBM, Not applicable	Not applicable, Capacity development, Promoting inclusiveness/Leaving no one behind, Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality
Regional Evaluation on Capacity Development initiatives during 2014-17	Regional Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2017	Good	RECOMMENDATION 1.4 To develop a strategic approach around CD programs and develop a more articulate...		The RO will in 2018 and based on existing resources develop guidance on how to design, implement and follow up on Capacity Development (CD) initiatives in the ESA region. The forthcoming 2018-21 RO Strategic Note will cover the full spectrum of the RO portfolio and where applicable take into account recommendations from the evaluation related to capacity development.		Not applicable	UN Coordination, Partnership, Normative Support, Culture of results/RBM, Not applicable	Not applicable, Capacity development, Promoting inclusiveness/Leaving no one behind, Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality
Regional Evaluation on Capacity Development initiatives during 2014-17	Regional Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2017	Good	RECOMMENDATION 2: To capitalize on the results of the CD initiatives and to adapt some of their pro...		This recommendation is directed towards the specific case studies selected for this evaluation and requires individual responses from the following thematic leads: Women Leadership (for ACTIL); Women Economic Empowerment (for 2014 and 2016 Sharefairs and Makutano Junction); Women Peace and Security (for P&S training in Rwanda); RO Operations (for RO training package)		Not applicable	UN Coordination, Partnership, Normative Support, Culture of results/RBM, Not applicable	Not applicable, Capacity development, Promoting inclusiveness/Leaving no one behind, Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality
Regional Evaluation on Capacity Development initiatives during 2014-17	Regional Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2017	Good	RECOMMENDATION 3 To further clarify the strategic, knowledge and convening role of ESARO and make i...		The forthcoming 2018-21 RO Strategic Note will outline the role and functions of the RO. The RO will also in 2018 review the existing 2014 UNW guidance "Implementation of the Regional Architecture in ESAR: Regional Support Services". This will include an update on the role and functions of the RO in the areas of 1) Strategic and technical advice, 2) Oversight and quality assurance, 3) UN interagency coordination, 4) Intergovernmental support, 5) Representation and advocacy, 6) Partnerships and resource mobilization and 7) Knowledge management.		Not applicable	UN Coordination, Partnership, Normative Support, Culture of results/RBM	Not applicable, Capacity development, Promoting inclusiveness/Leaving no one behind, Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality
Country Portfolio Evaluation 2014 - 2016	Country-level Evaluation	East and Southern Africa	Tanzania	2016	Good	1. UN Women needs to get strongly involved into joint advocacy for Government disbursement of funds...		UN Women has been supporting a number of initiatives on financing for gender equality, including capacity development of government institutions on GRB tools and methodologies; awareness raising among government officials of a gender responsive Public Expenditure Review exercise; partnership with women members of parliament over gender responsive budget analysis methodologies as well as partnership with civil society organizations over tracking of expenditure for GEWE in local communities. UN Women has been working through different structures and institutions including the macro-policy working group on gender coordinated by the Ministry of Health, Community development, Gender, Elderly and Children, the National Planning Commission, the Ministry of Finance and Planning, Tanzanian Women Cross Party Platform, Tanzania Gender Networking Programme. Advocacy to Mainstreaming Gender Equality and Women Empowerment (GEWE) in the Public Expenditure Review (PER) has been a priority of the Gender Mainstreaming Working Group – Macro Policies (GMWG-MP) working in partnership with the Ministry of Finance and Planning (MOFP) as part of the on-going efforts to strengthen gender responsive budgeting (GRB). There have been discussions over the development of a comprehensive programmatic framework on financing for gender equality that outlines a better structured and comprehensive approach to UN Women’s work in this area.		Not applicable	Partnership, Normative Support	Capacity development, Not applicable	Effectiveness, Gender equality
Country Portfolio Evaluation 2014 - 2016	Country-level Evaluation	East and Southern Africa	Tanzania	2016	Good	UN Women should prioritise coordination and policy and advocacy engagement and leave direct implemen...		UN Women partially agrees with this recommendation. UN Women has not been implementing directly, except for strategic activities such as capacity building of partners, evaluations and research. Resource allocation between partners and UN Women testifies that partners do most of the direct implementation across the different priority thematic areas. Direct implementation is a preferred modality in cases where UN Women considers this a strategic investment for capacity development of partners.		Not applicable	Operational activities, Not applicable	Capacity development	Effectiveness, Efficiency
Country Portfolio Evaluation 2014 - 2016	Country-level Evaluation	East and Southern Africa	Tanzania	2016	Good	UN Women needs to re-strategize its partnership involvement		UN Women accepts this recommendation. UN Women routinely conducts institutional assessments to ensure selection of relevant and capable partners. Specific measures have been taken to overcome identified weaknesses. Such strategies and systems need to be further elaborated and strengthened.		Not applicable	Partnership	Capacity development	Effectiveness, Efficiency, Sustainability
Country Portfolio Evaluation 2014 - 2016	Country-level Evaluation	East and Southern Africa	Tanzania	2016	Good	UN Women needs to find a broader and more structural approach to supporting WEE		UN Women accepts this recommendation and has started refocusing the WEE portfolio along these lines. UN Women is working in close partnership with the National Economic Empowerment Council under the Prime Minister’s Office -among other initiatives- and has supported the National Economic Empowerment Policy review as well as the Empowerment Funds assessment to identify entry points of strategic and effective support for women in local communities and in particular women entrepreneurs.		Women economic empowerment (SPs before 2018)	Partnership, Normative Support, Operational activities	Not applicable	Effectiveness, Efficiency, Sustainability, Impact
Country Portfolio Evaluation 2014 - 2016	Country-level Evaluation	East and Southern Africa	Tanzania	2016	Good	UN Women should develop and implement a strategy for the structural engagement of men to achieve pro...		UN Women Accepts this recommendation and is strengthening existing programmes in this area		Not applicable	Engaging men and boys	Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Sustainability
Country Portfolio Evaluation 2014 - 2016	Country-level Evaluation	East and Southern Africa	Tanzania	2016	Good	Women needs to use a more structural approach on evidence gathering and knowledge management, includ...		UN Women accepts this recommendation. The CO recognizes the need to develop a more comprehensive approach on evidence gathering, data collection and knowledge management.		Not applicable	Normative Support, Not applicable	Knowledge management	Effectiveness, Efficiency, Relevance
Kazakhstan Country Office Country Portfolio Evaluation 2016-2020	Programme Evaluation	Europe and Central Asia	Kazakhstan	2021	Very Good	Strategically define the CO’s theory of change, focusing solely on Kazakhstan and carefully balancin...		UN Women Country Office's Theory of Change was inherited from UN Women Multi-Country Office. A mid-term review conducted by the Country Office in July 2018 highlighted the necessity of its revision. Using the opportunity of the new Strategic Note development for the period 2022-2025 the Country Office actualized and revised the Theory of Change by fully aligning it with national priorities in accordance with UNSDCF 2021-2025 for Kazakhstan, and also the new UN Women Strategic Plan 2022-2025.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Partnership, Normative Support, Operational activities, Organizational efficiency	Alignment with strategy	Relevance, Human Rights, Gender equality
Kazakhstan Country Office Country Portfolio Evaluation 2016-2020	Programme Evaluation	Europe and Central Asia	Kazakhstan	2021	Very Good	Mobilize evidence-based arguments and strategies to advocate for gender equality and the empowerment...		Country Office works closely and supports state bodies and the key partner the National Commission in implementation of the Concept on Family and Gender Policy until 2030 through actual participation and financing of national prevalence studies on EVAW in Kazakhstan which is a valuable evidence-based resource for developing national policies and programmes in EVAW. In addition, the Country Office submitted official recommendations to the ongoing process of updating the Concept on Family and Gender Policy in order to align it with international standards. Also, using the ongoing reforms and President’s initiatives in the field of Human Rights UN Women leveraged its mandate and suggested to the national government its active engagement in the recently developed Plan on priority measures in the area of Human Rights. Based on strong cooperation with the Ombudsperson for Human Rights in Kazakhstan the Country Office is able to monitor timely the latest changes on the policy level and Government’s efforts on the programmatic level to advocate for gender equality and the empowerment of women priorities and promote gender equality path in the Concept of Family and Gender Policy pursued by the national government.	Accepted	Global norms and standards (SPs before 2018)	Normative Support	Alignment with strategy, Capacity development, National ownership, Advocacy, Internal coordination and communication	Human Rights, Gender equality
Kazakhstan Country Office Country Portfolio Evaluation 2016-2020	Programme Evaluation	Europe and Central Asia	Kazakhstan	2021	Very Good	Define the portfolio accountability mechanism with a clear monitoring and evaluation framework and a...		The process of the new Strategic Note development for the period of 2022-2025 which is currently ongoing includes the identification of clear indicators which will allow monitor and evaluate the progress towards delivering on the output and outcome levels. The corporate mechanisms such as quarterly monitoring and mid-term reviews of the SN implementation are useful tools for accountability and adequate reporting with a possibility for correction of actions.	Accepted	Not applicable	Operational activities, Culture of results/RBM	Alignment with strategy, Capacity development, Internal coordination and communication	Effectiveness, Efficiency
Kazakhstan Country Office Country Portfolio Evaluation 2016-2020	Programme Evaluation	Europe and Central Asia	Kazakhstan	2021	Very Good	Improve the balance of efforts across the implementation of UN Women’s integrated triple mandate by ...		Due to the fact that the Government of Kazakhstan is the key Donor of the Country office and a crucial actor in the integration of gender aspects in national policies and programmes significant efforts were directed to the building of a strong partnership with state bodies, Governmental mechanisms, line ministries etc. Furthermore, the Country Office worked with the Civil Society through a Civil Society Advisory Group and promoted Women Empowerment Principles on the corporate level. As the Country Portfolio Evaluation highlighted for a balanced approach the Country Office will work on more active engagement with CSOs and the Private sector. In addition, the Country Office already works on strengthening partnership within the UN system in Kazakhstan through the core and extended Gender Theme Group, the Spotlight Initiative Regional Programme and other joint initiatives.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	Partnership	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Sustainability, Human Rights, Gender equality
Kazakhstan Country Office Country Portfolio Evaluation 2016-2020	Programme Evaluation	Europe and Central Asia	Kazakhstan	2021	Very Good	Advocate for stronger gender mainstreaming across United Nations programming through supporting the ...		Country Office will continue to advocate for stronger gender mainstreaming across United Nations programming through supporting the Gender Thematic Group by mobilizing strategic guidance of the UNCT and through strengthening the functioning of the Gender Thematic Group. It is expected to conduct this work continuously throughout the implementation of SN 2022-2025	Accepted	Not applicable	UN Coordination	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management, Evidence, Data and statistics	Human Rights, Gender equality
Kazakhstan Country Office Country Portfolio Evaluation 2016-2020	Programme Evaluation	Europe and Central Asia	Kazakhstan	2021	Very Good	Strategically define the role of the presence of UN Women in Kazakhstan when leading multi-country/ ...		The Country Office operates in a highly competitive environment for Donor Funds. In addition, the lack of Donors due to Kazakhstan’s upper-middle-income country creates a demand on looking for regional opportunities. Also, one of the prerequisites is the very active role of Kazakhstan in the Central Asian region especially in the field of regional security and economic empowerment of women. The priorities of Kazakhstan on the regional level fit the Country Office’s programming. Moreover, the Government of Kazakhstan considers UN Women as a reliable partner to implement joint regional initiatives. Furthermore, the biggest actor in the region, the European Union implements in Central Region important initiatives such as the Spotlight Regional Programme for Central Asia and Afghanistan and PVE Programme in Central Asia where UN Kazakhstan is a coordinator and UN Women is entrusted one of the important roles. The Country Office will strategically define the presence of UN Women in regional programming through self-capacity assessment and in close consultations with the Regional Office.	Partially Accepted	Peace and security (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Partnership	National ownership, South-South cooperation	Human Rights, Gender equality
Kazakhstan Country Office Country Portfolio Evaluation 2016-2020	Programme Evaluation	Europe and Central Asia	Kazakhstan	2021	Very Good	Invest in resource mobilization and in the diversification of the Country Office’s donor base with a...		Country Office will work with the Private, Quasi-state sectors and Embassies of Kazakhstan in order to identify areas of collaboration and joint programming in the GEWE sphere. The priority areas will be STEM, WEPs, advocacy initiatives. Furthermore, Country Office will continue investing time and efforts in the join UN Kazakhstan programming through the development of joint proposals to ensure a strong gender dimension in all suggested interventions to achieve gender-focused results. Country Office already participates in global joint MPTF calls aimed at UN-wide socio-economic recovery efforts from COVID-19. Also, the Country Office invested in Socio-Economic COVID-19 Impact Assessment in Kazakhstan to identify the areas thereby finding the niche for UN Women in Kazakhstan to partner with other UN agencies and key strategic partners.	Accepted	Not applicable	Partnership	Resource mobilization	Effectiveness, Efficiency, Relevance, Sustainability
Kazakhstan Country Office Country Portfolio Evaluation 2016-2020	Programme Evaluation	Europe and Central Asia	Kazakhstan	2021	Very Good	Raise the reputation of the CO among its UN and external partners in the country and strengthen its ...		UN Women Country Office has its reputation as a gender expert which is reflected in the Country Office’s Chair role in UNSDCF Result Group work under the Pillar Human Rights and Gender Equality entrusted by UNCT. Moreover, Kazakhstan’s UNSDCF is considered one of the strongest in the region in terms of gender mainstreaming and inclusion. In terms of external partners, Country Office will work on aligning its programming with existing and emerging partners from the national authorities, CSOs and other national and international stakeholders. The ongoing development of the Strategic Note 2021-20215 will allow identifying strategically focused areas to strengthen its portfolio of activities.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018), Leadership and participation in governance systems (SP 2018-2021)	UN Coordination, Partnership, Normative Support, Climate change, Youth engagement	Capacity development, Advocacy, Knowledge management, Internal coordination and communication	Relevance, Sustainability, Human Rights, Gender equality
MID-TERM EVALUATION OF THE CHINA GENDER FUND	Programme Evaluation	Asia and the Pacific	China	2016	Good	• Private sectors’ TAC membership		Not agreed.		Women economic empowerment (SPs before 2018)	Partnership	Not applicable	Not applicable
MID-TERM EVALUATION OF THE CHINA GENDER FUND	Programme Evaluation	Asia and the Pacific	China	2016	Good	4.2 From revolving fund to inclusive platform • The CGF should shift from an emphasis on grant makin...		Not applicable． CGF has already being doing a lot networking. We can’t do more.		Women economic empowerment (SPs before 2018)	Operational activities, Culture of results/RBM	Capacity development, Knowledge management	Effectiveness
Mid Term Evaluation of Pacific Regional EVAW Facility Fund	Thematic Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2016	Satisfactory	RECOMMENDATION 1 ...		MANAGEMENT RESPONSE: AGREED. UNW agrees that there is a need to focus on addressing key gaps in EVAW programming across the region. A country by country analysis outlining the national EVAW context in Solomon Islands, Kiribati, Vanuatu, Fiji, Nauru, Tonga and Samoa is currently underway (all of these countries align to the Pacific Fund countries). This analysis will be complete by July 2016. In addition, UNW anticipates undergoing a Pacific Fund Phase II design workshop with DFAT in mid-July, which will provide critical guidance for the future operations and decisions regarding grant making investments moving forward. Given the diversity of programming in the region, thematic areas of focus must be country driven and driven by specific factors such as: scale and scope of the problem; current state of response and prevention programming underway; and an analysis of what different donors, particularly DFAT, is already funding. The Pacific Fund is committed to funding evidence-based and evidence-generating interventions. Most recently, the Pacific Fund conducted a project design workshop with our current/past grantee Talitha (in Tonga), to ensure the interventions are in-line with current evidence and best practice related to adolescent girls social and economic empowerment programming. Involvement at this early stage of the process also ensures that M&E processes are well established to ensure evidence can be both generated and captured by the intervention. The current process in place for open funding calls presents a challenge to this kind of intensive support however. One recommendation is to create a two-step process, with the first step being a brief concept paper submitted by the lead agency. After initial selection by the RPAC, the selected grantee would then work on a fully fledged proposal, with support from the Pacific Fund team to ensure evidence-based programming and/ or evidence-generating project design. This change in process would require careful thought to ensure that it does not slow down the process of granting, and should be discussed in more detail in the Phase II design workshop.		Ending violence against women (SPs before 2018)	Partnership, Operational activities	Capacity development, Knowledge management	Gender equality
Mid Term Evaluation of Pacific Regional EVAW Facility Fund	Thematic Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2016	Satisfactory	RECOMMENDATION 2: UN Women should provide more substantial grants to a smaller pool of grantees in o...		MANAGEMENT RESPONSE: AGREED. UN Women welcomes this recommendation not only on the grounds of good investment, but also in terms providing more quality technical support from the team to grantees. New grants awarded in 2016 through limited country-specific calls (i.e. Tonga and Papa New Guinea), are in line with this recommendation, resulting in 1 grantee per country and awards at or near the maximum allowable under the Funds’ operational guidelines ($100,000 USD). In the medium to long term this change will result in fewer grantees and more efficient grants administration; however the Fund notes that this change will take time to have a significant effect, with 17 active grants as of May 2016 (projected to be 14 active grantees by the end of the year). In the meantime, tracking and quality control around tranches, reporting tools and compliance has been given more attention and general improvements have been observed in Quarter 1 of 2016. UN Women agrees that awarding a smaller number of larger grants has the potential to support more comprehensive and coherent programming across the region. The Pacific Fund is open to changes to allowable expenses, which should be discussed at the upcoming Phase II design workshop, and which will need to conform to UN operating procedures. Current expenses are capped on a percentage basis, e.g. 15% for M&E, 10% for project personnel, 3% for technical assistance and consultancies, which with a larger grant size becomes an adequate sum to allow for quality external evaluation of interventions. It is imperative that the Pacific Fund be able to support core costs to grantees. DFAT remains on the selection committee for new grantees at national level NSCs and the RPAC (regional) and is heavily involved in processes and determination of grantees in limited calls, reducing the risk of duplication of funding. More systematic consultations with DFAT have increased at the regional level, e.g. in Quarter 1 around the support for grantees’ activities after TC Winston, MTR and with regards to the next phase of the fund. UN Women is also working on building a stronger working relationship and regular communications with PWSPD, e.g. sharing information and impact stories from grantees and the EVAW Specialist is a member of the reference group for two DFAT bodies of work, including the counselling review and the EVAW Road Map.		Ending violence against women (SPs before 2018)	Partnership, Not applicable	Capacity development	Gender equality
Mid Term Evaluation of Pacific Regional EVAW Facility Fund	Thematic Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2016	Satisfactory	RECOMMENDATION 3: Increase investment in Project Coordinators as a key strategy for reducing costs, ...		MANAGEMENT RESPONSE: AGREED. UN Women notes that since the Project Coordinators have been hired, we have seen improvements in grantee performance, operationally and technically, and agrees that investment in these staff is likely to improve efficiency. Improvements in grantee performance are evidenced in part by the improvement of compliance and quality of reports/reporting from grantees in Quarter 1 2016. Internal capacity building of PCs is largely delivered by specialists from the MCO-based team and service contractors. This informal support mostly consists of one- to- one technical support on issues identified by PCs. Fiji MCO staff are in contact on almost a daily basis with in-country PCs. To strengthen capacity support and technical knowledge of PC’s, UN Women will initiate twice yearly technical trainings, bringing together all PCs with MCO-based staff. Incorporating these technical EVAW trainings into pre-existing meetings, i.e. the Annual Work plan Meeting (conducted for the first time in January 2016) and annual EVAW team retreat, ensures efficient delivery of the capacity development support. Recognizing the existing capacity of the Project Coordinators, UN women will also aim to include peer-to-peer learning in these training sessions. In 2016, one Project Coordinator (from Tonga) has also been selected to participate in FWCC’s RTP training, and UN Women continues to explore additional more intensive training opportunities for PC’s, including the upcoming Primary Prevention Workshop.		Ending violence against women (SPs before 2018)	Operational activities, Not applicable	Capacity development	Efficiency, Sustainability
Mid Term Evaluation of Pacific Regional EVAW Facility Fund	Thematic Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2016	Satisfactory	RECOMMENDATION 4 UN Women should strengthen the Pacific Fund’s knowledge management and communicati...		MANAGEMENT RESPONSE: AGREED. The Pacific Fund acknowledges the evaluations’ recognition of improvements in this area since 2012, and agrees that knowledge management and communication can be further strengthened. A whole knowledge management strategy needs to be developed with the implementation led by the M&E and Knowledge Management Coordinator. PF Project Coordinators are being supported to produce stories from grantee organisations and beneficiaries, ensuring that stories are captured from a range of countries, communities and grantees. In response to the evaluation, UN Women has ensured that stories are regularly shared with PWSPD Newsletter and UNW Pacific social media sites as well as the with the Pacific Fund’s Nesian Tok Subscribers. The Fund is working to improve its Knowledge Management Systems with the aim of strengthening and expanding knowledge management and effective communication of results, and a Communications Strategy is currently being developed. Priorities in the communication strategy include more coordination, visibility and clarity in collecting, sharing, use and management of knowledge products. In addition, UN Women will produce two knowledge products in 2016, one on primary prevention and one on survivor-centred response. Both products will synthesise global best practice and Pacific-specific contextual information, with accompanied dissemination plans. As noted in the response to Recommendation 1 and 2 above, there has been an increase in communications with DFAT in 2016, which will be a continued priority for UN Women ongoing. At the country level, UN Women proposes to institute regular monthly or quarterly meetings between UNW Country Programme Coordinators and DFAT country level representatives to ensure effective relationships and timely communication.		Ending violence against women (SPs before 2018)	UN Coordination, Culture of results/RBM	Knowledge management, Internal coordination and communication	Efficiency, Sustainability, Impact
Mid Term Evaluation of Pacific Regional EVAW Facility Fund	Thematic Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2016	Satisfactory	RECOMMENDATION 5 Capacity building of grantees requires moving away from “one-off” trainings and to ...		MANAGEMENT RESPONSE : AGREED The Pacific Fund has now engaged the full complement of technical experts, providing wrap-around capacity development in prevention, response/service delivery, organisational development, and advocacy and lobbying, and enabling UN Women to provide continuous and systematic capacity building and support to grantees. Support is delivered through in-country trainings and workshops (allowing multiple members of organisations to attend), and through organisation-specific mentoring, both remotely and in-person. Project Coordinators are involved in all work with grantees in their country, ensuring that they also benefit from capacity development through the visits, which will increase the long-term sustainability of capacity support to grantees. In some areas, e.g. financial and narrative reporting, the Pacific Fund is looking at a cascaded training approach whereby PCs are trained to give basic trainings for grantees. Areas of focus for institutional strengthening in 2016 include monitoring and results-based reporting and baselines and baseline assessment to form part of project design during call for proposal. A key achievement for capacity building of grantees in 2015 was the finalisation and launch of the EVAW Toolkit, ‘How to design projects to end violence against women and girls’. In Quarter 1 2016, the EVAW Toolkit was rolled-out in all programming countries with a few organizations adapting these models as part of their organizational and management development strategies for their projects in-country. UN Women also continues to perfect its internal systems for storage, reporting and information management system to complement its service delivery to grantees at every level.		Ending violence against women (SPs before 2018)	Operational activities, Not applicable	Capacity development, Advocacy	Efficiency, Sustainability, Impact
Mid Term Evaluation of Pacific Regional EVAW Facility Fund	Thematic Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2016	Satisfactory	RECOMMENDATION 6: UN Women should invest in developing a robust monitoring and evaluation system to ...		MANAGEMENT RESPONSE: AGREED. In 2015, the Pacific fund contracted a consultant to work with selected (new) grantees to collect baseline data and create baseline reports. From 2016, Pacific Fund staff are paying particular attention to new grantees, ensuring that baseline data is collected as part of programme activities and that new project designs are compatible with an RBM approach. In late 2015/ early 2016, templates for proposals, progress reports and final reports were simplified, leading to improved data reporting as well as positive feedback from grantees. Having completed hiring of the M&E Coordinator in January 2016, the Fund is also moving forward with increased support for grantees in data collection in quarter 2 and beyond, including support to all new grantees with the development of their project designs, baseline data and training on results-based reporting on their monitoring activities. This will also include technical support to active grantees with the analysis of their baseline surveys already conducted as well as their end line data and analysis. In addition, M&E field visits per programming country will begin in Quarter 2 and 3, to ensure comprehensive reporting and quality programming,. UNW recognizes the need for field monitoring visits to verify and support project progress, to build closer relationships with grantees and answer more in-depth questions relevant to reporting and program quality, such as the social impact assessments at the end of the year.		Not applicable	Partnership, Operational activities, Culture of results/RBM	Knowledge management	Sustainability
Mid Term Evaluation of Pacific Regional EVAW Facility Fund	Thematic Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2016	Satisfactory	RECOMMENDATION 7: UN Women should use the Pacific Fund to support grant recipients to implement thei...		MANAGEMENT RESPONSE: AGREED. The Pacific Fund management recognizes that grantees require support in strengthening the rights-based approach to their work, especially in the design stage of projects. The current granting process presents a challenge that requires revamping in order to improve programme design, as a detailed programme design has already been developed as part of the granting application requirements. One possibility may be to create a two-step process, with the first step being a brief concept paper submitted by interested applicants for initial short-listing selection. After initial shortlisting selection by the RPAC, presumptive grantees would then be required a fully-fledged proposal, which would be supported by the PF team to ensure sound design based on evidence, inclusion of human rights based approaches, and participation of intended beneficiaries. This change in process would require careful thought to ensure that it does not slow down the process of granting, and should be discussed in more detail in the Phase II design workshop. In terms of ensuring continued use of a rights-based approach to programming through the life of each grant, the M&E and technical specialist continue to work with grantees to gather feedback from beneficiaries and to be responsive to that feedback. In particular, the newly hired Service Delivery Specialist will work with selected grantees to ensure that Client Satisfaction Surveys are developed and implemented, in the second half of 2016.		Ending violence against women (SPs before 2018)	Partnership, Operational activities	Promoting inclusiveness/Leaving no one behind	Sustainability, Gender equality
Mid Term Evaluation of Pacific Regional EVAW Facility Fund	Thematic Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2016	Satisfactory	RECOMMENDATION 8: UN Women should advocate for additional donors for the Pacific Fund to ensure its ...		MANAGEMENT RESPONSE: AGREED. UN Women has developed an internal resource mobilization strategy which includes a donor diversification strategy for EVAW programming, of which the Pacific Fund is a key component. In April and May 2016, the EVAW Specialist had meetings in Washington D.C. and New York to discuss with UN Women HQ staff strategies for diversifying donors within the Pacific, both through the US Government as well as private foundations. There are on-going discussions with donors in the region.		Not applicable	Not applicable	Internal coordination and communication	Sustainability, Gender equality
Mid Term Evaluation of the WEE BE Funded Project in Gaza Province	Thematic Evaluation	East and Southern Africa	Mozambique	2017	Good	RECOMMENDATIONS 1: EFECTIVENESS	Due to the delay in project implementation, and considering the time left in the next project cycle, it is recommended for the project to complete interventions that are on standby (the Poultry and Business interventions), and to concentrate on the interventions already launched, consolidating their implementation in the next cycle of the project, rather than launching new interventions or grow into new districts or areas;	UN Women do recognize the recommendation above. To maximize the actions already started in the next few months (6 months), the CO will intensify the actions already launched in order to complete the interventions initiated. However, considering the need to diversify the interventions to achieve different interests and priorities, gradually introduce other actions in the same place while strengthening those already initiated. Expansion to other districts will not be done primarily for more complex and investment-intensive actions.	Partially Accepted	Women economic empowerment (SPs before 2018)	Organizational efficiency	Not applicable	Effectiveness
Mid Term Evaluation of the WEE BE Funded Project in Gaza Province	Thematic Evaluation	East and Southern Africa	Mozambique	2017	Good	RECOMMENDATIONS 2: EFFECTIVENESS	The women beneficiaries recommended that after training and support with start-up kit for economic empowerment, the project should consider continued support to the beneficiaries for at least one year, to guarantee strengthened capacity for self-reliance and sustainability of the project. This implies supporting the cost of the project for at least one year until the first phase when the created businesses start to make profits;	To improve the economic capacity of women and contribute to the sustainability and continuity of the actions after the end, continuing to support women after the end of the project is not feasible mainly because of administrative constraints. Being an important action, the CO will focus on intensifying its support so that they can better manage their businesses and ensuring better follow-up from the project team. UN Women has started discussions with sister agencies such as FAO to integrate beneficiaries into the farmer field schools. Additionally, through continued work with the District Department of Agriculture (SDAEs) since the onset of the activities including equipping them with motorbikes, women farmers will benefit from continued extension services.	Partially Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Capacity development	Effectiveness
Mid Term Evaluation of the WEE BE Funded Project in Gaza Province	Thematic Evaluation	East and Southern Africa	Mozambique	2017	Good	RECOMMENDATIONS 3: Effectiveness	For enhanced project effectiveness, it is important that the beneficiaries are provided with a starter kit only after they develop and present their business plan. Their participation improves their ownership and commitment to the project. It also facilitates monitoring and technical support by the project, contributing to greater chances to achieve self-reliance.	The starter kit is meant to allow that the beneficiaries have initial conditions to set out their business, and the business plan is an important element in the process.	Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Not applicable	Effectiveness
Mid Term Evaluation of the WEE BE Funded Project in Gaza Province	Thematic Evaluation	East and Southern Africa	Mozambique	2017	Good	RECOMMENDATIONS 4: Effectiveness	The MTE suggests implementing refresher training of government stakeholders on application of the GRPB model within their work, within the technical support from Eduardo Mondlane’s CeCAGe, and strengthen monitoring of the stakeholders for continued orientation and technical support and training of CAHWs on business management and administration to guarantee achievement of project results, and for the women to achieve self-reliance and a training of CAHWs on business management and administration to guarantee achievement of project results, and for the women to achieve self-reliance.	GRPB training is part of the technical support the CO provides to its government partners through CeCAGe, involving not only the central level but the district technicians who are directly involved in the planning process. In this sense the Co will coordinate with the districts covered by the mod project that may be covered in the next training, however this action does not depend only on UN Women since it requires the availability of the partner. Regarding business management skills action 3 mentioned below will address the issue.	Partially Accepted	Women economic empowerment (SPs before 2018)	Partnership	Capacity development	Effectiveness
Mid Term Evaluation of the WEE BE Funded Project in Gaza Province	Thematic Evaluation	East and Southern Africa	Mozambique	2017	Good	RECOMMENDATIONS 5: Effectiveness	Beneficiary local government institutions do not have systematic tools and frameworks to register, monitor and analyze disaggregated data on their own work. To contribute to the achievement of output 2.2, the MTE recommends identifying the gaps in data collection, elaboration, dissemination and usage, and to design and implement a strategy for compilation of data in a systematic way (also listed in Monitoring and KM recommendations).	Gaps in data gender are recognized as one of the limitation faced by government institution to address the needs of specific groups (women, men, boys and girls). However, since the partner institutions of the government, with the planning processes are centrally determined and oriented, it would be unsustainable to focus only on the institutions where this specific project is being implemented, especially to focus on the creation of tools that may not be useful to the end of the project. As a strategy the CO will continue to support the MGCAS and INE central level in the production and use of disaggregated data.	Rejected	Women economic empowerment (SPs before 2018)	Culture of results/RBM	Evidence, Data and statistics	Effectiveness
Mid Term Evaluation of the WEE BE Funded Project in Gaza Province	Thematic Evaluation	East and Southern Africa	Mozambique	2017	Good	RECOMMENDATIONS 6: Relevance	Considering the huge need for water caused by the extreme dry conditions in Gaza province and the targeted districts, it is crucial that the project coordinates and builds strategic partnerships with relevant stakeholders to improve water supply and sanitation coverage in the targeted rural areas. This will allow beneficiary women to travel shorter distances to fetch water and to have more time to engage in productive activities and participation in the public space (such as consultative and decision-making processes). The project beneficiaries in both Guijá and Mabalane referred to water supply as one of the main need for the success of their projects on animal husbandry;	The project sites were initially selected in a participatory manner giving priorities to sites near a water stream and foreseen water installations from Government and other agencies for synergies. Water provision was not an investment for which allocations where made. However, the protracted drought resulted in rivers and water dams completely drying. On the other hand coordination challenges made it difficult to ensure water access from the system as initially planned. UN Women recognizes that water provision in irregular rainfall region of Gaza will improve the capacity for women engaged in livestock farming and foster their transition to market-oriented and commercial livestock farming (goat and swine), thus increasing women’s access to and control over productive assets and strengthening women’s role in and benefit from the meat value-chain.	Accepted	Women economic empowerment (SPs before 2018)	Climate change	Not applicable	Relevance
Mid Term Evaluation of the WEE BE Funded Project in Gaza Province	Thematic Evaluation	East and Southern Africa	Mozambique	2017	Good	RECOMMENDATIONS 7: RELEVANCE	The project should upscale one of its initiative on sharefairs for the access of services for rural women empowerment to ensure the minimum conditions for women to access key registration, market information, social protection and financial services. This should be conducted in close collaboration with local government services to ensure continuity of the intervention and full coverage of the target districts.	UN Women is very interested in narrowing the gap in the access to key civil registration and information about NUIT (tax payer card), INSS card (for social security), DUAT (for land deeds), education, health, and financial and telecommunication services for women and girls in Guijá.	Partially Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Not applicable	Relevance
Mid Term Evaluation of the WEE BE Funded Project in Gaza Province	Thematic Evaluation	East and Southern Africa	Mozambique	2017	Good	RECOMMENDATIONS 8: Efficiency	It is urgent for the project to conduct a budget revision to suit a new project plan to be developed for consolidation of project interventions in the last cycle of the project (Project Implementation Plan to be developed as part of re-planning according to MTE findings to allow on consolidation of launched investment projects in the last part of the project cycle);	Budget revision are undertaken as part of UN Women normal management processes in ATLAS. We feel there is no need to change the global approved budget package and allocation of resources. However, UN Women will take special attention in assuring that most of the investments are focusing at district level and at consolidation of Initiated businesses. UN Women will also seek to enlarge the resource base so to assure wide coverage in the field recognizing high level of demand in the Province of Gaza.	Rejected	Women economic empowerment (SPs before 2018)	Operational activities	Not applicable	Efficiency
Mid Term Evaluation of the WEE BE Funded Project in Gaza Province	Thematic Evaluation	East and Southern Africa	Mozambique	2017	Good	RECOMMENDATIONS 9: Efficiency	The MTE findings urges the project management to assign more human resources to the field for wide geographic coverage and to maximize/accelerate delivery of project outputs and recovery from delays in investments as witnessed in the past. It is recommended for the project to assign a Project Assistant with driver functions in Gaza, to support the Project Officer on logistic and technical support tasks in the field.	Due to budget limitations and the need to allocate more resources to development Interventions in the field UN Women is not in agreement with this proposal. Allocating more staff to the field would consume precious resources and increase project administrative costs. Instead UN Women will extend its geographic coverage and technical assistance by signing contracts with implementing partners with presence in the field.	Partially Accepted	Women economic empowerment (SPs before 2018)	Organizational efficiency	Not applicable	Efficiency
Mid Term Evaluation of the WEE BE Funded Project in Gaza Province	Thematic Evaluation	East and Southern Africa	Mozambique	2017	Good	RECOMMENDATIONS 10: Efficiency	It is urgent that the project attends to the transport needs for the project on Gaza to accelerate project implementation, strengthen monitoring and support the project partners. So far, there is no permanent vehicle allocated to the project (resorting in rented cars) and this is limiting the field work for the Project Officer who is based in Gaza, and is affecting project on timely implementation	Due to budget constraints no vehicle will be permanently allocated in Gaza. Instead, resources where used to Improve local stakeholders capacity. Extension services were equipped to enhance their capacity to reach out women’s agricultural associations and entrepreneurs in remote areas. UN Women equipped Mabalane and Guijá districts public entities responsible for agricultural extension services and transfer of know-how with means of transportation. Four off-road motorcycles were acquired for that end and it was in response to the lack of technical assistance by women involved in agricultural value chain. A closer technical support from extension services has the potential of expanding agricultural production and productivity among women farmers.	Rejected	Women economic empowerment (SPs before 2018)	Operational activities	Not applicable	Efficiency
Mid Term Evaluation of the WEE BE Funded Project in Gaza Province	Thematic Evaluation	East and Southern Africa	Mozambique	2017	Good	RECOMMENDATIONS 11: Monitoring and Knowledge Management	Develop and implement M&E Framework that includes field monitoring plan for the last part of the project cycle for enhanced project monitoring that guarantees support to the project stakeholders, partners and beneficiaries;	The CO will recruit a full time M&E Officer to assist the Project team monitoring function including reviewing existing monitoring tools. Additionally, training modules to implementing partners (IP) will be encouraged. The training will be based on the RBM training module recently developed by UN Women’s Program and Planning Guidance Unit (PPGU) which addresses the following:  Planning for results using the Theory of Change as a planning tool  The results chain (outcomes, outputs and indicators)  Monitoring results and Results reporting  Evaluations	Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Evidence, Data and statistics	Not applicable
Mid Term Evaluation of the WEE BE Funded Project in Gaza Province	Thematic Evaluation	East and Southern Africa	Mozambique	2017	Good	RECOMMENDATIONS 12: Monitoring and Knowledge Management	In partnership with CeCaGe (Eduardo Mondlane University), support the project stakeholders and partners on development and adaption of gender-responsive monitoring and evaluation tools for improved data collection and reporting as a mechanism to apply the principles of GRB in the partner institutions.	The project consolidated the work of the cadre of provincial government planners on gender responsive budgeting and planning processes for the development of appropriate policies interventions and institutions to monitor the SDGs, gender equality and women’s empowerment progress. As a result, the new Provincial Strategic Development Plan (2017 - 2022) is paying attention to gender mainstreaming which will assist in sustaining the results of the project. UN Women will continue its work in partnership with CeCAGe and other actors in order to develop a national capacity on gender responsive monitoring, reporting and evaluations.	Partially Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Knowledge management	Not applicable
Mid Term Evaluation of the WEE BE Funded Project in Gaza Province	Thematic Evaluation	East and Southern Africa	Mozambique	2017	Good	RECOMMENDATIONS 13: Sustainability	There is a huge need to consolidate the project’s sustainability approaches in a documented sustainability strategy, with a clear exit plan. Importantly, the sustainability plan should consider providing the model on which the interventions will be run after the end of the project, either as associations or cooperate business entities;	Gender-responsive budgeting at district and provincial levels is an important sustainability measure for women’s economic empowerment initiatives and increase government accountability. During the design of the project sustainability was considered as paramount, so the team has integrated a section on Sustainability in the Project Document. Monitoring missions have also been focusing on measures for sustainability. UN Women will still be working at project site following project closure. A partnership with FAO was also considered to keep technical assistance of women farmers assisted by the project going.	Partially Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Not applicable	Sustainability
Mid Term Evaluation of the WEE BE Funded Project in Gaza Province	Thematic Evaluation	East and Southern Africa	Mozambique	2017	Good	RECOMMENDATIONS 14: Sustainability	Due to the relevance of the project to Gaza and the targeted districts, it is recommended to mobilize resources for a project extension for period of more three additional years to allow to further build the capacity of local stakeholders and project beneficiaries on the implementation of project sustainability approaches, and, respond to the recent challenges of economic deceleration of the Mozambican economy.	The country office has engaged in resource mobilization in order to promote participation of rural women in development and review of community adaptations plans to address climate risks. This activity has been integrated into the Flagship Programme on Economic Empowerment of Rural Women and Climate Resilience (under finalization). Besides meetings held with representatives of ILO, FAO and WFP with the aim of engaging sister agencies in a joint programme taking advantage of comparative advantage and the capacity of each agency. So far no resources were secured.	Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Resource mobilization	Sustainability
Mid Term Evaluation of the WEE BE Funded Project in Gaza Province	Thematic Evaluation	East and Southern Africa	Mozambique	2017	Good	RECOMMENDATIONS 15: Sustainability	It is important that the project conduct extensive dissemination of existing funding and financial education for women and increase women's awareness of access to credit that is appropriate to their needs; this will widen access to financial sources for the women and respond to women’s financial needs after UN Women’s project phase-out.	The Office is also setting the ground for affirmative procurement as part of the Women's Empowerment Principles. A series of meetings with the private sector (Mozal, BCI, Cotour, Maragra, etc) has aimed at influencing them to enlarge the market share of women business in their supply chain.	Partially Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Not applicable	Sustainability
Country Portfolio Evaluation at end of Ethiopia SN 2014/2015-2016	Country-level Evaluation	East and Southern Africa	Ethiopia	2016	Very Good	UN Women can best serve its mission by focusing its resources across a narrower set of thematic area...		UN Women ECO in its 2017-2020 has prioritized only on four thematic areas to be implemented in limited geographic areas. In addition, taking the lessons learned from the Joint Programme on GEWE, which was being implemented in all regional states across several thematic areas for the past four years, UN Women ECO is now focusing on only one thematic area in joint programming – the Joint Programme on Rural Women’s Economic Empowerment. This Joint Programme, under the leadership of UN Women is being implemented in two regions of Afar and Oromia, targeting women farmers and pastoralists more vulnerable to climate changes and poverty.		Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	Operational activities, Not applicable	Not applicable	Efficiency
Country Portfolio Evaluation at end of Ethiopia SN 2014/2015-2016	Country-level Evaluation	East and Southern Africa	Ethiopia	2016	Very Good	UN Women should capitalize on favorable policy environment for normative support		UN Women will continue to support the government of Ethiopia to fulfill its normative obligations, especially the ones related to CEDAW, SDGs and outcome recommendations from CSW. The government of Ethiopia and UN in Ethiopia continues to prioritize gender equality and empowerment of women, and this was demonstrated as GEWE is a stand-alone pillar of Ethiopia’s Growth and Transformation Plan II (2016 – 2020) and UNDAF 2016-2020 respectively. Gender is also mainstreamed within these plans, with clear indicators for measuring GEWE impact. This constitutes a huge opportunity for effective delivery of results for women in Ethiopia. The GoE through the GTP II has also for the first time prioritized the reduction of VAWG in the country for the next five years and has also included a module/section on getting comprehensive data on violence against women in the 5 yearly NDHS data collection. These present opportunities for UN Women to strengthen the capacity of the gender machinery at federal and regional levels to improve their capacity for gender disaggregated data collection and analysis for policy making, and importantly for tracking the implementation, resourcing, progress of the Growth and Transformation Plan II and the SDGs across pro-poor sectors as defined by the government of Ethiopia.		Global norms and standards (SPs before 2018)	Normative Support	Not applicable	Human Rights, Gender equality
Country Portfolio Evaluation at end of Ethiopia SN 2014/2015-2016	Country-level Evaluation	East and Southern Africa	Ethiopia	2016	Very Good	UN Women should strengthen its human resource base for becoming a knowledge hub for GEWE evidence ba...		UN Women ECO has been continuously strengthening its knowledge management strategy, including the consistent documentation of ‘drivers of change’ and the successes of its programmes, including best practices to inform national planning and systems. UN Women ECO is currently restructuring for the roll out of the Strategic Notes 2017 – 2020 to have a ‘Strategic Partnerships, Communications and Knowledge Management Unit’. This will be used to strengthen human resources available for KM, leverage programme investments into sustainable scalable solutions leading to improvements in the strategic programmatic choices and policy advocacy; and revise the existing Knowledge Management, Communications and Advocacy plan to capitalize investments as a critical enabler to accelerate the programme at country level. UN Women ECO’s resources mobilization strategy will be placed within this strategy, and continue to focus on deepening the partnership with traditional donors, while also diversifying the donor base.		Not applicable	Culture of results/RBM, Not applicable	Knowledge management, Internal coordination and communication	Effectiveness, Efficiency
Country Portfolio Evaluation at end of Ethiopia SN 2014/2015-2016	Country-level Evaluation	East and Southern Africa	Ethiopia	2016	Very Good	UN Women is advised to strengthen its Results Based Management Systems		UN Women ECO’s internal monitoring, reporting and evaluation mechanisms will continue to be strengthened to demonstrate progress related to actual results. UN Women ECO will continue to implement its comprehensive monitoring, evaluation and research plan of the entire SN 2017-2020 portfolio, monitor and measure the performance of all strategic interventions for results and learning for future strategies, and measure UN Women ECO’s management performance according to the achievement of results.		Not applicable	Operational activities, Culture of results/RBM	Not applicable, Capacity development, Knowledge management	Effectiveness, Efficiency
Country Portfolio Evaluation at end of Ethiopia SN 2014/2015-2016	Country-level Evaluation	East and Southern Africa	Ethiopia	2016	Very Good	UN Women needs to develop an explicit strategy note for its liaison function in Ethiopia with AUC an...		UN Women Regional Offices in Nairobi and Dakar are currently developing an All Africa Strategy which will be used to identify key advocacy interventions and partnerships with regional organizations, including the African Union and UN ECA. This will clearly define the Liaison functions of UN Ethiopia Country Office		Not applicable	UN Coordination, Normative Support	Not applicable, Advocacy	Effectiveness, Efficiency, Sustainability
Country Portfolio Evaluation at end of Ethiopia SN 2014/2015-2016	Country-level Evaluation	East and Southern Africa	Ethiopia	2016	Very Good	UN Women should approach the choice of partnership from a strategic impact perspective		Partnerships in Ethiopia are with the government institutions and there is limited scope for engagement with civil society beyond provision of services. This is already being done through interventions on WEE and EVAWG. However, UN Women ECO will continue to support engagement of women’s organizations and CSOs with broader conversations around gender equality in Ethiopia and how to be linked more closely with the women’s movement in Africa to strengthen advocacy on key models for government to adopt for larger impact on women’s lives.		Not applicable	Partnership	Not applicable, Promoting inclusiveness/Leaving no one behind	Impact
Country Portfolio Evaluation at end of Ethiopia SN 2014/2015-2016	Country-level Evaluation	East and Southern Africa	Ethiopia	2016	Very Good	UN Women needs to strengthen capacity building for sustainability of its GEWE efforts in Ethiopia		Capacity building of partners has been an integral part of ECO strategy in each of its Impact areas to enable results to be achieved for GEWE. UN Women ECO has been providing strategic ongoing support to MoWCYA, as the lead agency on gender equality and empowerment of women, to strengthen its ability to influence at the regional levels, support parliamentary oversight functions over gender equality targets and funding, provide support to other sectors on gender mainstreaming, and reporting on key normative frameworks. UN Women ECO has also been supporting other federal ministries and regional bureaus of different pro-poor sectors (Health, Justice, Agriculture) to strengthen internal capacities for mainstreaming gender, strengthened gender sensitive polices and analysing budgets for bridging gender gaps. There is additional support to the Ministry of Finance and Economic Cooperation to strengthen gender within the Public Finance Management System, and more effectively track ODA and domestic resources for GEWE		Not applicable	Partnership	Capacity development, Not applicable	Sustainability
End Evaluation of the Joint Programme on GEWE	Programme Evaluation	East and Southern Africa	Ethiopia	2016	Good	The GoE and participating UN agencies should develop an exit plan for Phase II that includes a commu...		The recommendation is accepted and a JP GEWE Concluding Workshop will be organized where the key elements of an exit plan and how government counterparts might be able to absorb key line items of the JP GEWE will be discussed. Also, the platform will be used to communicate with partners and stakeholders regarding the end of the JP GEWE as it exists currently and the plan regarding the way forward.		Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Operational activities, Not applicable	Not applicable	Sustainability
End Evaluation of the Joint Programme on GEWE	Programme Evaluation	East and Southern Africa	Ethiopia	2016	Good	UN agencies and donors should support separate and thematically focused JPs that continue and streng...		UN agencies and donors are ready to take the lessons from the JP and move forward by identifying thematic areas in collaboration with GoE, develop a programme document and implement the same. Hence going forward, mapping will be carried out to identify already ongoing programmes and identify thematic areas which would be suited for and benefit from joint implementation.		Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Partnership	Not applicable	Effectiveness, Efficiency, Impact, Gender equality
End Evaluation of the Joint Programme on GEWE	Programme Evaluation	East and Southern Africa	Ethiopia	2016	Good	GoE and UN agencies should ensure affirmative action as an essential element of any GEWE Programme i...		The recommendation is partially accepted as in the current JP there were only few positions that were fully dedicated to manage the JP solely and most focal persons were playing the role as an additional responsibility apart from their main portfolio in their respective offices. Hence, the recommendation was found not to take note of the situation at hand. However, going forward, other JPs on GEWE will consider this recommendation and ensure that key JP positions are accessed by female candidates and further capacity building options are available to them.		Not applicable	Not applicable	Capacity development, Promoting inclusiveness/Leaving no one behind	Gender equality
End Evaluation of the Joint Programme on GEWE	Programme Evaluation	East and Southern Africa	Ethiopia	2016	Good	UN agencies should have a realistic planning with different fundraising scenarios, based on availabl...		Recognizing the huge funding gap the JP has faced, particularly in the final years of the programme implementation, an attempt was made to have realistic planning particularly at the Annual Work Plan (AWP) planning level. Accordingly, AWPs were made to be realistic and within the available budget. Going forward, UN agencies are committed to ensure realistic planning and incorporate different fundraising scenarios.		Not applicable	UN Coordination, Partnership, Operational activities, Not applicable	Internal coordination and communication	Effectiveness, Efficiency, Impact
End Evaluation of the Joint Programme on GEWE	Programme Evaluation	East and Southern Africa	Ethiopia	2016	Good	Participating UN agencies and government counterparts should ensure participation of all relevant st...		GoE and participating UN agencies will ensure that all key stakeholders will participate in the consultation leading towards the development of upcoming JPs related to GEWE.		Not applicable	Partnership, Operational activities, Culture of results/RBM	Not applicable, Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality
End Evaluation of the Joint Programme on GEWE	Programme Evaluation	East and Southern Africa	Ethiopia	2016	Good	Where a JP already exists, participating agencies should avoid parallel activities and instead inves...		For the future, participating agencies will ensure that there will not be an overlap between interventions covered by the JP and a parallel bilateral project unless there is a need for additional geographical coverage i.e. the geographical coverage of the bilateral programme is not adequate to address the need. In the latter case, the need to divide allocation of budget between a JP and another bilateral programme for the same intervention cannot be avoided, which is why the recommendation is partially accepted.		Not applicable	UN Coordination, Not applicable	Internal coordination and communication	Effectiveness, Efficiency, Relevance
End Evaluation of the Joint Programme on GEWE	Programme Evaluation	East and Southern Africa	Ethiopia	2016	Good	In designing future JPs on GEWE, UN agencies and government counterparts should balance geographic f...		The recommendation is partially accepted as the management has reached agreement to focus on thematic areas per region and focus on few Woredas rather than limit the number of regions. Hence, the upcoming JP is expected to have a national geographic coverage depending on the availability of resource.		Not applicable	Partnership, Operational activities	Not applicable	Effectiveness, Efficiency, Impact
End Evaluation of the Joint Programme on GEWE	Programme Evaluation	East and Southern Africa	Ethiopia	2016	Good	In future JPs on GEWE, UN agencies and government counterparts should develop M&E systems that can s...		Though the JP had an M&E mechanism that is embedded in its programme document, it lacked a detailed and separate performance monitoring framework which impeded the systematic collection of data and evidence regarding the implementation of the programme. In view of this, the recommendation is fully accepted and future JPs will ensure the availability of such framework.		Not applicable	Operational activities, Culture of results/RBM, Not applicable	Not applicable, Capacity development, Knowledge management	Effectiveness, Efficiency, Impact
End Evaluation of the Joint Programme on GEWE	Programme Evaluation	East and Southern Africa	Ethiopia	2016	Good	Balance between direct support and addressing structural issues (i.e. Economic empowerment should co...		As correctly noted by the evaluators under outcome three and four, there is better focus on structural issues of gender inequality whereas, under outcome one and outcome two, focus is made on direct support for beneficiaries and building the capacity of service providers. Therefore, going forward measures will be taken to ensure structural issues are given adequate focus under all Outcomes.		Not applicable	Operational activities, Culture of results/RBM	Advocacy	Effectiveness, Relevance, Sustainability, Impact, Human Rights, Gender equality
End Evaluation of the Joint Programme on GEWE	Programme Evaluation	East and Southern Africa	Ethiopia	2016	Good	Need for greater coordination, communication and transparency: 1) Between programme leads, participa...		Coordination and effective communication has indeed been noted as a significant element to achieve intended outcomes under the JP. Where such was lacking, the JP suffered setbacks in achieving intended results. Accordingly, the recommendation for enhancing coordination and communication is fully accepted. However, as the recommendation related to transparency is not clear and supported by the findings and analysis of the evaluation it was not accepted.		Not applicable	UN Coordination, Partnership, Not applicable	Not applicable, Internal coordination and communication	Effectiveness, Efficiency
Promoting Social Cohesion through Women's Economic Empowerment and Protection Initiatives in Irbid and Zarqa	Programme Evaluation	Arab States	Jordan	2016	Good	UN Women and other agencies should provide women as rights holder– when appropriate- with more space...		Accepted. UN Women plans for 2017 includes continuation of supporting safe spaces for women in Zaatari and Azraq camps, as well as enhance women spaces to interact with the community and flourish their leadership, this includes supporting the formulation of women committees in the camps and in host communities.	Accepted	Not applicable	Not applicable	Not applicable	Not applicable
Promoting Social Cohesion through Women's Economic Empowerment and Protection Initiatives in Irbid and Zarqa	Programme Evaluation	Arab States	Jordan	2016	Good	UN Women should hold an initial meeting with all project partners to discuss the overall goals of th...		Accepted. UN Women will continue the approach of engaging all partners and stakeholders in the planning, monitoring and evaluation of projects. More opportunities to create linkages among different stakeholders on different projects will be coordinated.	Accepted	Not applicable	Not applicable	Not applicable	Not applicable
Promoting Social Cohesion through Women's Economic Empowerment and Protection Initiatives in Irbid and Zarqa	Programme Evaluation	Arab States	Jordan	2016	Good	UN Women should make it a practice to develop a theory of change for all of its projects; it will al...		Accepted. UN Women Jordan adopts theories of change in formulating projects and programs. UN Women will continue this approach and utilize theory of change modality in building and monitoring next projects and programs.	Accepted	Not applicable	Not applicable	Not applicable	Not applicable
Promoting Social Cohesion through Women's Economic Empowerment and Protection Initiatives in Irbid and Zarqa	Programme Evaluation	Arab States	Jordan	2016	Good	Safe spaces should be equipped to welcome and host disabled beneficiaries. Many women expressed that...		Accepted. UN Women programming ensures values of inclusiveness, including accessibility to people with disability for provided services. UN Women Jordan will ensure taking into consideration the mandatory measurements for any new interventions, and guarantee easy access for people with disability. For established centers and services by other partners, UN Women will highlight the importance of providing accessible and friendly services for people with disability. In order to insure this, UN Women will consider adding criteria on disable accessibility in the CBO’s assessment.	Accepted	Not applicable	Not applicable	Not applicable	Not applicable
Promoting Social Cohesion through Women's Economic Empowerment and Protection Initiatives in Irbid and Zarqa	Programme Evaluation	Arab States	Jordan	2016	Good	The contents of the social cohesion training should be collected into one curriculum to be developed...		Accepted. UN Women will ensure in any form of collaboration to develop a curriculum TOT approach as recommended for future sustainability. UN Women has previously produced and trained beneficiaries using ToT approach, however specifically in this project, AYA and JEFE were contracted as service providers. Both organizations utilized their own training modules which they hold the copy rights for. For future partnerships or contracts with service providers, a production for toolkits or curriculum and conducting a TOT will be integrated.	Accepted	Not applicable	Not applicable	Not applicable	Not applicable
Promoting Social Cohesion through Women's Economic Empowerment and Protection Initiatives in Irbid and Zarqa	Programme Evaluation	Arab States	Jordan	2016	Good	There should also be a final in-kind reward for women who completed the full social cohesion trainin...		Applicable. Though in all other interventions there was a form of rewarding whether through a ceremony or project closing event, yet for women who attended the social cohesion sessions there was no plans in this regard, as they are open sessions for women and do not require registration or commitment. Overall this is an important note for the evaluator, UN Women will continue rewarding women involved in projects.	Accepted	Not applicable	Not applicable	Not applicable	Not applicable
Promoting Social Cohesion through Women's Economic Empowerment and Protection Initiatives in Irbid and Zarqa	Programme Evaluation	Arab States	Jordan	2016	Good	The modality of targeting the poorest women -who benefited from social cohesion component- with econ...		Accepted. UN Women under the UN charter is mandated to work with the most vulnerable and excluded women. UN Women will do a thorough vulnerability analysis when targeting women in the host communities. The vulnerability analysis will inform the livelihood programme design to make sure that livelihood projects are well-tailored to vulnerable women needs and priorities.	Accepted	Not applicable	Not applicable	Not applicable	Not applicable
Promoting Social Cohesion through Women's Economic Empowerment and Protection Initiatives in Irbid and Zarqa	Programme Evaluation	Arab States	Jordan	2016	Good	An advanced protection capacity-building process should target the social workers of community-based...		Accepted. This recommendation was shared by the evaluator while the project is running. Based on that UN Women organized a retreat for all social workers involved to reflect on their practical experience after the training and build their capacities when it comes to critical issues in their work including confidentiality, referral and counselling practices.	Accepted	Not applicable	Not applicable	Not applicable	Not applicable
Promoting Social Cohesion through Women's Economic Empowerment and Protection Initiatives in Irbid and Zarqa	Programme Evaluation	Arab States	Jordan	2016	Good	The existing results monitoring system should be revised so reporting system should be unified start...		Accepted. For future programming; the project's results monitoring framework is to be shared with partners as appropriate so that they can report on the same indicators.	Accepted	Not applicable	Not applicable	Not applicable	Not applicable
Promoting Social Cohesion through Women's Economic Empowerment and Protection Initiatives in Irbid and Zarqa	Programme Evaluation	Arab States	Jordan	2016	Good	Revision of modality of monitoring women workers placed into the new jobs, ensure decent work condit...		Accepted. UN Women experience in women and job placements under several projects highlights the key issue of monitoring.	Accepted	Not applicable	Not applicable	Not applicable	Not applicable
ANÁLISIS METODOLÓGICO, CUALITATIVO, CUANTITATIVO Y POTENCIAL DEL CLASIFICADOR DE ORIENTACIÓN DEL GASTO EN POLÍTICAS DE IGUALDAD DE GÉNERO	Thematic Evaluation	Americas and the Caribbean	Ecuador	2015	Good	Revisar las categorías del Clasificador Presupuestario para fusionarlas y/o mejorarlas		Mejorar las notas explicativas y ejemplos de acuerdo a responsabilidades de los sectores y categorías del Clasificador		Governance and planning (SPs before 2018)	Operational activities	Not applicable	Effectiveness
ANÁLISIS METODOLÓGICO, CUALITATIVO, CUANTITATIVO Y POTENCIAL DEL CLASIFICADOR DE ORIENTACIÓN DEL GASTO EN POLÍTICAS DE IGUALDAD DE GÉNERO	Thematic Evaluation	Americas and the Caribbean	Ecuador	2015	Good	Mejorar la consistencia y calidad del registro de la inversión de género por parte de las institucio...		Escoger instituciones con programas, productos y servicios clave para mejorar el registro de acciones y recursos en el clasificador presupuestario		Governance and planning (SPs before 2018)	Culture of results/RBM	Not applicable	Effectiveness
ANÁLISIS METODOLÓGICO, CUALITATIVO, CUANTITATIVO Y POTENCIAL DEL CLASIFICADOR DE ORIENTACIÓN DEL GASTO EN POLÍTICAS DE IGUALDAD DE GÉNERO	Thematic Evaluation	Americas and the Caribbean	Ecuador	2015	Good	Fortalecer los procesos de rendición de cuentas sobre la inversión en género por parte de las instit...	De acuerdo a la Ley las Instituciones públicas deben presentar informe de gestión anual. Considerando el Art. Constitucional que obliga a todo el estado implementar acciones a favor de la igualdad de género se aprovecharía para fortalecer estos procesos con la información del Clasificador Presupuestario.	ONU Mujeres trabajará con el Ministerio de Finanzas, Asamblea Nacional para dar cumplimiento a la recomendación de la Asamblea de entregar informes sobre los resultados de la inversión en la reducción de desigualdades. Se tomarán como piloto las instituciones del Sector Social y aquellas parte del Plan de Erradicación de la Violencia.		Governance and planning (SPs before 2018)	Culture of results/RBM	Not applicable	Impact
ANÁLISIS METODOLÓGICO, CUALITATIVO, CUANTITATIVO Y POTENCIAL DEL CLASIFICADOR DE ORIENTACIÓN DEL GASTO EN POLÍTICAS DE IGUALDAD DE GÉNERO	Thematic Evaluation	Americas and the Caribbean	Ecuador	2015	Good	Reposicionar la importancia del Clasificador a nivel de las máximas autoridades públicas relacionada...	Mejroar el posicionamiento estratégico y político del clasificador, su información y utilidad para la toma de decisiones	En el contexto de un año electoral, ONU Mujeres posicionará la información del Clasificador para presentar los avances y desafíos frente a la igualdad de género y contar con compromisos de candidatos/as presidenciales para mejorar el financiamiento en el marco de la Agenda 2030.		Governance and planning (SPs before 2018)	Partnership	Not applicable, Advocacy	Sustainability
ANÁLISIS METODOLÓGICO, CUALITATIVO, CUANTITATIVO Y POTENCIAL DEL CLASIFICADOR DE ORIENTACIÓN DEL GASTO EN POLÍTICAS DE IGUALDAD DE GÉNERO	Thematic Evaluation	Americas and the Caribbean	Ecuador	2015	Good	Trabajar con las Asociaciones de los Gobiernos Autónomos Descentralizados (AME y CONGOPE) para facil...	El Clasificador será utilizado por Gobiernos Locales, desde sus Asociaciones se sugiere acompañar técnicamente el uso del clasificador	ONU Mujeres apoyará al Ministerio de Finanzas a la capacitación y Asistencia Técnica a los Consorcios de Gobiernos Provinciales y Municipales para el uso del Clasificador.		Governance and planning (SPs before 2018)	Partnership	Capacity development	Not applicable
Thematic Evaluation on Women’s Leadership and Political Participation (2011-2015)	Thematic Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2016	Satisfactory	Redesign the regional WPP program in a way that takes into account population diversity. The new pro...		MANAGEMENT RESPONSE [The management response specifies the reaction to the recommendation and highlights key issues raised and steps UN Women will take.] The evaluation correctly identifies the need for UN Women to redesign its regional WPP program so that it can be continuous (3-5 years) and seek to address strategic issues. The four thematic areas identified are relevant in the framework of women’s political participation. The point on training of female leaders should however comprise the training of newly elected women (women parliamentarians or women elected at the local level). Another key recommendation would also be preventing political violence against women as women candidates are increasingly targets of gender-based violence, which preclude them from participating fully in the electoral process. Existing regional frameworks including the Maputo Protocol as well as ECOWAS’ legal framework on gender equality and the African Union Agenda 2063 will keep informing regional flagship programs ( this Include , most notably: The African Charter on Human and Peoples’ Rights (1986) and its Protocol on the Rights of Women in Africa (Maputo Protocol, 2003), which explicitly states that the enjoyment of such rights are to be without distinction of any kind, including sex or gender; the ECOWAS Protocol on Democracy and Good Governance (2001); and the African Charter on Democracy, Elections and Governance (2007). The promotion of women’s rights in the zone of the Economic Community of West African States (ECOWAS) is captured in the Supplementary Act on Equality of Rights between Women and Men for Sustainable Development in the ECOWAS Region, adopted by the Conference of ECOWAS Heads of State and Government in 2015.) UN Women is currently elaborating a proposal for a four-year program on women’s political participation that will be implemented in the Central African Republic, Guinea, Liberia and Nigeria. This program targets the same areas: enhanced capacity of national stakeholders (governments, parliaments, EMBs),improved legislative practices and frameworks, increased technical capacities of women, support to civil society networks) UN Women is also developing a broader regional Flagship targeting 13 countries in West and Central Africa to be implemented over 4 years. UN Women acknowledges the importance of educating men and boys to support women’s leader and remains committed to continuing to advocate for capacity-building for women and to eradicate financial barriers to women’s participation in electoral processes.		Leadership and political participation (SPs before 2018)	Operational activities	Not applicable	Relevance
Thematic Evaluation on Women’s Leadership and Political Participation (2011-2015)	Thematic Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2016	Satisfactory	Prioritize working with political parties to ensure that their protocols, manifestos and guidelines ...		UN Women is committed to leading through partnerships and is deepening the work currently implemented partnerships with political parties in strategic areas of women’s political participation. During a workshop on women’s participation to elections in West and Central Africa, an important number of stakeholders highlighted the importance of integrating the provision on WPP in the political parties’ day to day work to allow them to present more women to the different elections. UN Women has already been working with political parties at the country level and will continue mapping parties who are willing to change their internal rules in terms of women’s engagement in the parties. The proposal currently under elaboration also targets “Capacity building and awareness raising to political parties on gender equality in candidate nomination, including ways of identifying and supporting potential women leaders”		Leadership and political participation (SPs before 2018)	Normative Support	Capacity development	Relevance
Thematic Evaluation on Women’s Leadership and Political Participation (2011-2015)	Thematic Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2016	Satisfactory	Adopt a more comprehensive reporting approach that surpasses the emphasis on activities and examines...		UN Women accepts the recommendation that a more comprehensive reporting approach that examines the performance of the entire WPP program at national and regional levels. UN Women will support the Country Offices to report on regular basis and to establish a database of key indicator (number of women parliamentarians, number of women in the government, at the local level etc.). A community of practice will also be used to share good practices and lessons learned UN-Women’s WCARO office will provide policy and programmatic support to countries to implement, ensuring effective and consistent regional oversight, and partnership building, and generate knowledge through capturing lessons learned. Reporting to accelerate the realization of women’s political rights is an integral part of UN Women’s programs, helping UN Women to deliver sustainable results through impacting the normative framework as a contribution towards tackling key structural barriers.		Not applicable	Culture of results/RBM	Not applicable	Effectiveness
Thematic Evaluation on Women’s Leadership and Political Participation (2011-2015)	Thematic Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2016	Satisfactory	Build resource mobilization capacity at the national and regional levels by creating positions in re...		UN Women WCARO has mobilized funds from the Canadian Government to implement a regional WPP Flagship for CAR, Guinea, Liberia and Nigeria. Country Offices are already supported by the Regional Office to apply resource mobilization tools in their own context. Within the framework on the regional flagship, countries also have the option to tailor the flagship to the national context and COs can reach to RO and HQ to mobilize funds to support them. UN Women agrees it is important to leverage resources and approaches to keep influencing electoral processes. Successful initiatives can also be taken to scale with other donors. Resource mobilization will be undertaken using existing human resources. Donor roundtables at the country level will be organized within the framework of the flagship program. The flagship proposal itself is a resource mobilization strategy to bring partners on board. There is no specific need for creating positions to lead resource mobilization.		Leadership and political participation (SPs before 2018)	Operational activities	Not applicable	Efficiency
End Term Evaluation of Women Leadership and Social Reconstruction Project	Programme Evaluation	Asia and the Pacific	Pakistan	2016	Good	1.Institutional partnerships strengthened by WLSR should be taken forward strategically and Gender C...	Institutional partnershps	UN Women is in agreement with the recommendation. 1.1 The accomplishment of the GCCs and the momentum created is important and should not be lost. Resource Mobilization efforts by the UN Women Pakistan are being vigorously pursued. To this effect, concept notes have been submitted to donors including Swiss Development Corporation and Department for International Development (DFID), whereby considerations are in progress. One key element included in these proposals is continued support to GCCs, DMAs, women’s machineries and other relevant government line departments. As UN Women continues to scope for donor interest, any further programmatic investment from UN Women is contingent upon availability of funding.		Peace and security (SPs before 2018)	Partnership, Humanitarian action	Not applicable, Capacity development	Effectiveness, Efficiency, Sustainability, Human Rights, Gender equality
End Term Evaluation of Women Leadership and Social Reconstruction Project	Programme Evaluation	Asia and the Pacific	Pakistan	2016	Good	2. Continue Capacity-building on Gender Equality (GE). Consistent support is recommended for capaci...	Capacity development	UN Women is in agreement with the recommendation. UN women agrees to provide continued support for capacity building of government officials and parliamentarians on gender equality issues. Frequent staff turnover within the bureaucracy is a common challenge faced by many programmes in Pakistan and in order to build institutional capacities as opposed to individual capacities, it is important to invest in capacities across the various tiers of the organization so that there is continuity and a critical mass of gender sensitive officials to keep progress on track. As this is contingent on funding availability, UN Women will continue to seek donor support for this activity.		Peace and security (SPs before 2018)	Partnership	Capacity development	Impact
End Term Evaluation of Women Leadership and Social Reconstruction Project	Programme Evaluation	Asia and the Pacific	Pakistan	2016	Good	3. The Gender Task Force (GTF) needs to be sustained and scaled up to include members from the distr...	Sustainability of Gender Task Forces	UN Women is in agreement with the recommendation. 3.1 As co-chair of the GTF, UN Women will advocate with GTF members and the DMAs for the extension of membership of the GTF at the district level.		Peace and security (SPs before 2018)	Partnership, Humanitarian action	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Sustainability, Human Rights, Gender equality
End Term Evaluation of Women Leadership and Social Reconstruction Project	Programme Evaluation	Asia and the Pacific	Pakistan	2016	Good	4. Continued support should be provided to the GCCs: 4.1 The success of the GCCs and the momentum ...	Sustainability of Gender and Child Cells	The management is in agreement with the recommendation.		Peace and security (SPs before 2018)	Humanitarian action	Promoting inclusiveness/Leaving no one behind	Relevance
End Term Evaluation of Women Leadership and Social Reconstruction Project	Programme Evaluation	Asia and the Pacific	Pakistan	2016	Good	5. The community based DRMs and District DRR/M policies should be gender responsive: 5.1 Support c...	Gender responsive DRR/M policies	Management is in agreement with the recommendation. 5.1 UN Women will continue to identify donors and advocate and support NDMA and PDMAs technically to pilot community based DRR/M initiatives in the 25 high risk districts as identified in a study commissioned by UN Women in collaboration with NDMA. This will ensure linkages with communities for making their voices heard.		Peace and security (SPs before 2018)	Humanitarian action	Not applicable, Promoting inclusiveness/Leaving no one behind	Relevance
End Term Evaluation of Women Leadership and Social Reconstruction Project	Programme Evaluation	Asia and the Pacific	Pakistan	2016	Good	6. First Responder Training should be supported and extended: 6.1 While it has only been initiated...	Gender responsive first responder training	The management is in agreement with the recommendation - UN Women, through the GHTF, GTF and the GCC interface, will continue to advocate for women’s leadership in DRR as well as, including persons with disabilities and minorities. 6.1 As the recommendation highlights it is too early to assess the impact. However, as it appears to have the potential to promote female leadership, therefore, women will be encouraged to be involved in these trainings, especially those with disabilities and from minorities.		Peace and security (SPs before 2018)	Partnership	Capacity development, Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
End Term Evaluation of Women Leadership and Social Reconstruction Project	Programme Evaluation	Asia and the Pacific	Pakistan	2016	Good	7. Community hearings should be regular feature of the project: 7.1 These are a potent means of ai...	Enhancing women's voices and visibility in policy planning and decision-making	The management is in agreement with the recommendation. UN Women will include the element of community hearings in future project proposals, as appropriate.		Peace and security (SPs before 2018)	Humanitarian action	Advocacy	Relevance, Sustainability
End Term Evaluation of Women Leadership and Social Reconstruction Project	Programme Evaluation	Asia and the Pacific	Pakistan	2016	Good	8. Knowledge and best practices generated through assisting women to obtain CNIC’s: 8.1 Different ...	Knowledge and best practices generation	The management is in agreement with the recommendation. 8.1 UN Women will strengthen its advocacy for women’s rights to CNIC with relevant line departments including NADRA.		Peace and security (SPs before 2018)	Partnership, Humanitarian action	Capacity development, Not applicable, Promoting inclusiveness/Leaving no one behind, Advocacy	Human Rights, Gender equality
End Term Evaluation of Women Leadership and Social Reconstruction Project	Programme Evaluation	Asia and the Pacific	Pakistan	2016	Good	9. The work with the NUST-CIPS on gender sensitization of peacekeepers should be continued: 9.1 A ...	Gender sensitization of Pakistani peacekeepers	The management is in partial agreement with the recommendation. 9.1. UN Women will identify and suggest names to NUST-CIPS to maintain a roster of experienced facilitators with different expertise. 9.2 UN women recognizes the importance of the training on gender mainstreaming in areas of access to justice and rule of law. While UN Women have plans to carry out training for law enforcement agencies and the justice sector, it will be contingent on the availability of funding. Regarding pre-deployment training, UN Women has been delivering periodic/need based sessions at CIPS NUST. However, in future UN Women’s engagement in providing training is contingent upon the availability of human resources/ funding.		Peace and security (SPs before 2018)	Partnership, Humanitarian action	Not applicable, Promoting inclusiveness/Leaving no one behind, Advocacy	Sustainability, Human Rights, Gender equality
End Term Evaluation of Women Leadership and Social Reconstruction Project	Programme Evaluation	Asia and the Pacific	Pakistan	2016	Good	10. The Afghan-Pakistan women’s peace dialogue should be made part of the larger regional peace netw...	cross border dialogue	The management is in agreement with the recommendation.		Peace and security (SPs before 2018)	Humanitarian action	Advocacy	Sustainability
End Term Evaluation of Women Leadership and Social Reconstruction Project	Programme Evaluation	Asia and the Pacific	Pakistan	2016	Good	11. Project Management and Governance: 11.1 Enhance support to the sub-offices of UN Women: Sub-offi...	Project management	11. UN Women is in agreement with the recommendations, with some minor reservations. 11.1 Enhance support to the sub-offices of UN Women: UN Women Country Office has already granted financial autonomy based on technical and operational capacity present at each sub offices. Sub-offices are encouraged to seek resource mobilization opportunities. As a pilot action, funds for Programme activities/resource mobilization were put at the disposal of each Sub-offices. To be noted, the actual decision-making on funding rests with the donors in Islamabad. Hence, the opportunity for resource mobilization at the sub-national level is limited. Sub-offices however, can and do provide useful information on donors’ activities and priorities in the provincial level which UN Women Islamabad has been using/can use to more effectively advocate for its programming support. 11.2 All relevant policies and templates are available on UN Women’s SharePoint as well as the website. The Country Office is in touch with Regional Office and Head Quarters to fast track financial statements and processes. Priority for fast tracking is obtained depending on the independent merit of task and the urgency. 11.3 UN Women will endeavor to find 3-year funding; however, this is based on donor priorities and funding streams. The CO has endeavored to ensure that all new proposals for projects are for a longer term (3-5 years) and are funded against the AWP.		Not applicable	Culture of results/RBM, Not applicable	Not applicable, Capacity development, Internal coordination and communication	Effectiveness, Efficiency, Sustainability, Impact
End of Term Evaluation of the Project ‘Towards Gender Equality Women’s Economic Empowerment Home Based Workers, Phase II’ (2012-2015)	Programme Evaluation	Asia and the Pacific	Pakistan	2016	Very Good	Evaluation recommendation 1 - Communication and Collaboration Amongst Stakeholders (Private sector c...		Management response 1 - UN Women is in agreement with the recommendation. 1.1 UN Women plans to ensure the employment of new and innovative ways to engage private sector in the current and future programming. One of the UN Women projects to be funded by Benetton includes the recommendation 1. This project starting in the second half of 2016 maintains an innovative approach to engage 5-7 companies in Sialkot who had signed Women’s Empowerment Principles (WEP) under the Norway funded Phase II Project in 2015. The Benetton project specifically focuses on improving women’s access to sustainable livelihoods options in Sialkot district by supporting them in availing formal employment opportunities with the private sector companies, thereby allowing them to have higher and steadier incomes. This intervention will also enhance women’s access to skills enhancement programs, income generating opportunities, awareness about their rights, gender issues, importance of vocational education, leadership skills and provide a conducive environment to encourage them to break the barriers of tradition and become part of the formal workforce. Women will be able to work outside of their homes and independently if their family members, especially the men, are also convinced of the benefits associated with women’s mobility and economic productivity through the interventions that are aimed to bring change in beliefs, attitudes and behaviors. UN Women has developed two more concept notes delineating private sector coordination as one of the areas to employ to improve women’s access to income generation opportunities. 1.2 The Benetton project is planned to have far reaching results in women’s economic and social empowerment as well as act as a showcase project for adoption and replication in other districts. Women informal workers will be facilitated in receiving extensive trainings (including literacy and information technology trainings depending on their education level) from the selected public and private skills enhancement providers to improve their chances of accessing formal employment opportunities in the garment factories in Sialkot. Also, this intervention is aligned with UN Women Global Strategic Plan Development Results Framework Impact 2, Outcome 2.2 (Women’s sustainable livelihoods enhanced by gender-responsive services and access and control over means of production and resources). Moreover, the formal employment opportunities will ascertain women’s access to sustainable livelihoods options. Similarly, the other concept notes if funded and implemented will also promote WEP projects for further replication.		Global norms and standards (SPs before 2018)	UN Coordination, Culture of results/RBM	Not applicable, Knowledge management, Internal coordination and communication	Gender equality
End of Term Evaluation of the Project ‘Towards Gender Equality Women’s Economic Empowerment Home Based Workers, Phase II’ (2012-2015)	Programme Evaluation	Asia and the Pacific	Pakistan	2016	Very Good	Evaluation recommendation 2 - Programming (UN Women, federal and provincial governments, statistical...		Management response 2 - UN Women is in agreement with the recommendation. 2.1 UN Women has submitted project proposals to different donors including JICA, Norway and Benetton to increase its outreach. Similarly, UN Women has initiated a one-year project in 2016 to collect data on home based workers (HBWs) in Punjab in collaboration with ILO, UNIDO and Punjab Bureau of Statistics. 2.2 UN Women in its proposed projects to donors has specifically focused on the capacity enhancement of the right holders by providing them trainings on leadership development, financial literacy, technology and life skills training programmes. 2.3 UN Women plans to strengthen linkages and partnerships with MFIs. The HBWs groups, through a new Project under negotiation, will be connected to different MFIs in order to provide them with financial services. 2.4 UN Women, in its future programming would ensure that IP baseline survey forms are similar for all IPs (if there is more than one IP) to provide consistency across data collected. Or UN Women can plan one comprehensive baseline survey for all project outputs in its future projects to ensure data consistency and informed end term project evaluations. 2.5 The strategic partnerships with NCSW and the Ministry of Finance is considered to be key in women’s economic empowerment agenda. UN Women will continue to strengthen its partnership with NCSW and Ministry of Finance in its current interventions and future programming. 2.6 UN Women will continue advocacy efforts for the ratification of ILO Convention 177 (1996) in collaboration with ILO. In this regard, UN Women, would keep working on the approval and adoption of HBW’ policies and laws in Punjab and Sindh. Through its proposed intervention under future proposed projects, UN Women plans to build the capacity of both HBWs and organizations to minimise the exploitation of right holders i.e. HBWs. 2.7 UN Women has proposed to expand DACs to other districts of different provinces however its representation at the Tehsil level will have to be determined in consultation with the DACs members. UN Women WEE programme along with the DAC members will be involved in developing programme implementation strategies in future programming.		Women economic empowerment (SPs before 2018)	Partnership, Operational activities	Advocacy	Gender equality
End of Term Evaluation of the Project ‘Towards Gender Equality Women’s Economic Empowerment Home Based Workers, Phase II’ (2012-2015)	Programme Evaluation	Asia and the Pacific	Pakistan	2016	Very Good	Evaluation recommendation 3 - Evidence based policy formulation (Federal and provincial government s...		Management response 3 - UN Women agrees with the recommendation 3.1 UN Women is closely coordinating with UNFPA and other relevant agencies to support the Government of Pakistan in conducting a national household census. Through UN Women’s advocacy in the previous years, ‘place of work’ has been added as a category in the Census questionnaire that will ensure that HBWs are enumerated during the exercise. Unfortunately, the Government has postponed the Census and future date has not been confirmed yet. UN Women will continue to coordinate with UNFPA to enable the Government to conduct a gender responsive census exercise. UN Women in collaboration with ILO and UNIDO has also initiated a provincial level demographic survey to produce number and assess the socioeconomic profile of HBWs in Punjab. BOSP is undertaking this exercise and this would not only support the legislation and policy making process but would also aim to inspire other provinces to conduct such surveys in Pakistan. UN Women has also added one HBWs survey in Sindh in one of the proposed interventions for mobilizing resources on women’s economic empowerment 3.2 UN Women plans to analyse the extensive data collected on women HBWs through the Punjab and Sindh LHRD surveys to strengthen its advocacy efforts towards the HBW Policy and law through its proposed interventions on women’s economic empowerment.		Women economic empowerment (SPs before 2018)	Partnership, Operational activities	Advocacy, Knowledge management	Gender equality
Final evaluation of the "Localizing women, peace and security agenda in central Terai districts of Nepal" (GPI-CT)	Country-level Evaluation	Asia and the Pacific	Nepal	2016	Satisfactory	The timing of the project activities should be matched with the time frame of the government’s 14-st...				Peace and security (SPs before 2018), Governance and planning (SPs before 2018)	Partnership, Operational activities	Not applicable, Capacity development	Relevance
Final evaluation of the "Localizing women, peace and security agenda in central Terai districts of Nepal" (GPI-CT)	Country-level Evaluation	Asia and the Pacific	Nepal	2016	Satisfactory	The ongoing exit plan should specify clear roles and responsibilities of its partners with action po...		Partially Accepted - This has been addressed in the revised strategy. The revised exit strategy (plan) includes clear roles and responsibilities of partners in post-project scenario including monitoring mechanisms.		Peace and security (SPs before 2018), Governance and planning (SPs before 2018)	Operational activities, Culture of results/RBM	Not applicable, Internal coordination and communication	Sustainability, Impact
Final evaluation of the "Localizing women, peace and security agenda in central Terai districts of Nepal" (GPI-CT)	Country-level Evaluation	Asia and the Pacific	Nepal	2016	Satisfactory	In an inter-agency project like GPI-CT having a dedicated project manager will enhance the project’s...		Rejected- The ProDoc had budgeted for a dedicated Primary Contract Person-Unit Manager. A dedicated Project Officer was also recruited by UN Women to coordinate with the partners and support project implementation.		Peace and security (SPs before 2018), Governance and planning (SPs before 2018)	Operational activities, Not applicable	Not applicable	Effectiveness
Final evaluation of the "Localizing women, peace and security agenda in central Terai districts of Nepal" (GPI-CT)	Country-level Evaluation	Asia and the Pacific	Nepal	2016	Satisfactory	The evaluation team recommends expansion of similar initiative like GPI-CT project with some adjustm...		Partially accepted- The project was the last project funded by the United Nations Peace Fund for Nepal (UNPFN). The expansion of similar project is subject to availability of funds. However, UN Women will consider adequate time frame for projects, continue to organise consultations with stakeholders and beneficiaries, prepare an exit plan and contingency plan during the design phase.		Peace and security (SPs before 2018), Governance and planning (SPs before 2018)	UN Coordination, Operational activities	Promoting inclusiveness/Leaving no one behind	Efficiency
Final evaluation of the "Localizing women, peace and security agenda in central Terai districts of Nepal" (GPI-CT)	Country-level Evaluation	Asia and the Pacific	Nepal	2016	Satisfactory	Awareness raising programmes on gender equity and equality related issues should be organized at the...				Peace and security (SPs before 2018), Governance and planning (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency
Final evaluation of the "Localizing women, peace and security agenda in central Terai districts of Nepal" (GPI-CT)	Country-level Evaluation	Asia and the Pacific	Nepal	2016	Satisfactory	The project partners should pursue any possibility for the continuation of the project jointly. Howe...		Partially accepted- The project was the last project funded by the UNPFN. There is no possibility for the continuation of the project. However, UN Women will explore the possibility of similar joint projects and continue to outline clear roles for each agency.		Peace and security (SPs before 2018), Governance and planning (SPs before 2018)	Partnership, Operational activities, Not applicable	Not applicable	Efficiency, Sustainability
Final evaluation of the "Localizing women, peace and security agenda in central Terai districts of Nepal" (GPI-CT)	Country-level Evaluation	Asia and the Pacific	Nepal	2016	Satisfactory	Training and orientation programmes for stakeholders must be held before the budget allocation meeti...				Peace and security (SPs before 2018), Governance and planning (SPs before 2018)	Culture of results/RBM, Not applicable	Capacity development	Sustainability
Final evaluation of the "Strengthening implementation of women, peace and security agenda in Nepal" (SIWPSAIN) project	Country-level Evaluation	Asia and the Pacific	Nepal	2016	Very Good	Proportionate representation of different beneficiaries in project design and implementation in futu...				Peace and security (SPs before 2018)	Partnership, Culture of results/RBM	Promoting inclusiveness/Leaving no one behind	Relevance
Final evaluation of the "Strengthening implementation of women, peace and security agenda in Nepal" (SIWPSAIN) project	Country-level Evaluation	Asia and the Pacific	Nepal	2016	Very Good	Keep the project flexible to adjust the left out genuine target persons in all future projects inclu...				Peace and security (SPs before 2018)	Culture of results/RBM	Promoting inclusiveness/Leaving no one behind	Effectiveness
Final evaluation of the "Strengthening implementation of women, peace and security agenda in Nepal" (SIWPSAIN) project	Country-level Evaluation	Asia and the Pacific	Nepal	2016	Very Good	Increase per day training hours to shorten duration of the training and integrate Council for Techni...				Peace and security (SPs before 2018)	Operational activities	Capacity development	Efficiency
Final evaluation of the "Strengthening implementation of women, peace and security agenda in Nepal" (SIWPSAIN) project	Country-level Evaluation	Asia and the Pacific	Nepal	2016	Very Good	Categorise VDCs by remoteness for project implementation.				Peace and security (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind	Relevance
Final evaluation of the "Strengthening implementation of women, peace and security agenda in Nepal" (SIWPSAIN) project	Country-level Evaluation	Asia and the Pacific	Nepal	2016	Very Good	Involve both men and women in WPS related projects in future.				Peace and security (SPs before 2018)	Engaging men and boys	Promoting inclusiveness/Leaving no one behind	Relevance, Impact
Final evaluation of the "Strengthening implementation of women, peace and security agenda in Nepal" (SIWPSAIN) project	Country-level Evaluation	Asia and the Pacific	Nepal	2016	Very Good	Prepare progress reports considering achieved and non-achieved indicators.				Peace and security (SPs before 2018)	Culture of results/RBM	Knowledge management	Effectiveness
Final evaluation of the "Strengthening implementation of women, peace and security agenda in Nepal" (SIWPSAIN) project	Country-level Evaluation	Asia and the Pacific	Nepal	2016	Very Good	Coordinate efforts on the issues of victims of torture and conflict related sexual violence.				Peace and security (SPs before 2018), Governance and planning (SPs before 2018)	Partnership, Normative Support, Engaging men and boys	Not applicable, Advocacy	Impact
Final evaluation of EVAW Programme (83187 and 90454)	Programme Evaluation	Asia and the Pacific	Cambodia	2016	Very Good	Evaluation recommendation 1: As 2nd NAPVAW implementation progresses, UN Women’s focus should move t...		- The pilot implementation of the VAW Service coordination at provincial and district levels in four districts of Kampong Speu and Preah Sihanouk provinces has already started and possible expansion of this initiative is being discussed with MoWA. Capacity building of the government institutions at national and sub-national is also part of the initiative. - As part of this pilot initiative, CCO and UNFPA are implementing the Joint Programme on the Essential Services Package for Women and Girls Subject to violence. - The introduction of Minimum Service Standards for VAW services, including Mediation Guidelines, will further strengthen sub-national services		Ending violence against women (SPs before 2018)	Partnership	Capacity development	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Final evaluation of EVAW Programme (83187 and 90454)	Programme Evaluation	Asia and the Pacific	Cambodia	2016	Very Good	Evaluation recommendation 2: Training of Trainers should be provided to the staff of the Provincial ...		- Through the pilot of VAW service coordination at the sub-national level, CCO is building the capacity of PDoWA staff and local NGOs to support the capacity development at District and Commune level, including the Commune Committee for Women and Children to coordinate and support VAW services. - This support is under consideration for expansion for the next round of EVAW programming		Ending violence against women (SPs before 2018)	Partnership	Capacity development, Not applicable	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Final evaluation of EVAW Programme (83187 and 90454)	Programme Evaluation	Asia and the Pacific	Cambodia	2016	Very Good	Evaluation recommendation 3: Equivalent training should also be offered to anti-trafficking police i...		- Capacity building for anti-trafficking police will be supported through the current pilot initiative as mentioned in the responses to recommendation 1 and 2 above. - The anti-human trafficking and juvenile protection police are already members of the Provincial Women and Children Consultative Committee which are also targeted for capacity development for VAW response and service coordination.		Ending violence against women (SPs before 2018)	Partnership	Not applicable, Capacity development	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Final evaluation of EVAW Programme (83187 and 90454)	Programme Evaluation	Asia and the Pacific	Cambodia	2016	Very Good	Evaluation recommendation 4: Efforts should be made to engage national police to a greater extent. A...		- UN Women plans to develop mediation guidelines and a Judicial Bench Book. Police officers will be among the officials from different sectors invited for the training on the bench book and mediation, once drafts are available. UN Women in partnership with MoWA, will jointly identify areas for integration into the existing curriculum of the police academy, building on the work DFAT-funded Community Policing Initiative (CPI) project has already done with the CNP.		Ending violence against women (SPs before 2018)	Partnership	Capacity development, Not applicable	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Final evaluation of EVAW Programme (83187 and 90454)	Programme Evaluation	Asia and the Pacific	Cambodia	2016	Very Good	Evaluation recommendation 5: Similar initiatives should be taken with the judicial system, since eff...		- CCO will support MoWA and Ministry of Justice (MoJ) to develop a Judicial Bench Book to guide judges and prosecutors in dealing with VAW cases. - Based on the above, CCO will engage MoJ to conduct judicial training to judges and prosecutors - A core group of judges and lawyers will be trained in feminist jurisprudence.		Ending violence against women (SPs before 2018)	Partnership	Capacity development, Not applicable	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Final evaluation of EVAW Programme (83187 and 90454)	Programme Evaluation	Asia and the Pacific	Cambodia	2016	Very Good	Evaluation recommendation 6: The ten-year old Law on the Prevention of Domestic Violence and the Pro...		- CCO supported MoWA to initiate the process of review and reform of the law with a multi-sectoral consultation that also included CSOs - Further legal analysis is planned for 2017 in preparation for legal reform following the 2018 national election		Ending violence against women (SPs before 2018)	Partnership	Capacity development, Not applicable	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Final evaluation of EVAW Programme (83187 and 90454)	Programme Evaluation	Asia and the Pacific	Cambodia	2016	Very Good	Evaluation recommendation 7: The UNCT, and UN Women in particular, should advocate for contributions...		- CCO continues to support the Technical Working Group on Gender - Gender-Based Violence (TWGG-GBV) to use the annual operational plan (AOP) in which lie ministries implementation budget is included in order to advocate for more national budget allocation. - CCO is supporting MoWA to set up a Core Group of officials from key line ministries including Ministry of Economics and Finance (MEF) to act as champions leading the promotion of Gender Responsive Budgeting through the entry point of the Public Financial Reform process.		Ending violence against women (SPs before 2018)	Partnership	Capacity development, Not applicable	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Final evaluation of EVAW Programme (83187 and 90454)	Programme Evaluation	Asia and the Pacific	Cambodia	2016	Very Good	Evaluation recommendation 8: In order to begin addressing the budgetary issues being encountered by ...		- CCO has been supporting the TWGG-GBV to include representative of MEF as a new member so that MEF will be well informed about the required budget for implementation of the 2nd NAPVAW - CCO will work with TWGG-GBV to ensure that the representative of MEF who have relative decision making authority will be presented in future TWGG-GBV meetings.		Ending violence against women (SPs before 2018)	Partnership	Capacity development, Not applicable	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Final evaluation of EVAW Programme (83187 and 90454)	Programme Evaluation	Asia and the Pacific	Cambodia	2016	Very Good	Evaluation recommendation 9: Those facilitating informal mediation also need training. The recommend...		a. CCO is currently supporting the development of Mediation Guidelines b. After the Mediation Guidelines are adopted, the training the gender-sensitivity in line with the guideline will be conducted for mediators c. CCO will work with MoWA, MoJ and MoI to develop the DV Law Explanatory Notes once the DV Law revision is approved by the National Assembly of the Kingdom of Cambodia d. Some aspects of justice and policing will be covered under the Minimum Service Standards. In addition we will seek to influence Police practice as mentioned under recommendation 5 above.		Ending violence against women (SPs before 2018)	Partnership	Capacity development, Not applicable	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Final evaluation of EVAW Programme (83187 and 90454)	Programme Evaluation	Asia and the Pacific	Cambodia	2016	Very Good	Evaluation recommendation 10: Another environment where women and girls experience gender-based hara...		CCO will review the final evaluation of the CARE’s Safe Workplace Safe Community Project which is funded by the UNTF for possible expansion and replication for the next possible DFAT grant.		Ending violence against women (SPs before 2018)	Partnership	Capacity development, Not applicable	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
Final evaluation of EVAW Programme (83187 and 90454)	Programme Evaluation	Asia and the Pacific	Cambodia	2016	Very Good	Evaluation recommendation 11: Since the workplace can also be a place where survivors of violence at...		CCO will leverage its relationship with MoLVT in support of Domestic Workers rights and safety to explore the opportunities to support DV policies for the workplace as well as exploring the opportunities for private sector collaboration on this topic, which will be considered for the next phase of EVAW programming		Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership	Capacity development, Not applicable	Effectiveness, Efficiency, Relevance, Sustainability, Human Rights, Gender equality
End line evaluation of RNE supported project “Promoting Women's Political Participation in Sri Lanka”	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2017	Unsatisfactory	Recommendation 1: It is possible to change sexist attitudes of the populous by ‘Re-Framing’ the argu...		UN Women in Sri Lanka is actively working towards challenging gender stereotypes and changing mindsets. Through this project UN Women aimed to work towards building the capacity of both Government and Non-Government stakeholders towards enhancing women’s political participation. We believe that re – framing the argument or changing the dialogue to “Partnership for Democracy” is likely to undermine the engendered outcome while not necessarily providing any more support than we have already garnered. Through this project UN Women in Sri Lanka was able to establish and engage Women Parliamentary Caucus and Eight Political Parties of Sri Lanka in the dialogue for Women’s Political Participation and Leadership.	Rejected	Leadership and political participation (SPs before 2018)	Not applicable	Capacity development, Advocacy	Relevance
End line evaluation of RNE supported project “Promoting Women's Political Participation in Sri Lanka”	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2017	Unsatisfactory	RECOMMENDATION 2 Strategy to promote women’s political participation by focusing on obstacles and e...		UN Women through its work focusses on building an enabling ecosystem for Women to be able to lead and participate in leadership positions. UN Women uses a three-pronged strategy to build this ecosystem: a) Building capacity of the government and non-government stakeholders on Gender Responsive Governance b) Building capacity of the potential and elected women representatives to be able to be able to effectively participate in leadership positions c) Challenge existing gender stereotypes and change mindsets. All our programme interventions are informed by evaluations of similar interventions and programmes both internal and external to UN Women, focusing on what has worked and what has not, in the past. UN Women will continue to do so in the future.	Accepted	Leadership and political participation (SPs before 2018)	Not applicable	Advocacy, Knowledge management, South-South cooperation	Effectiveness
End line evaluation of RNE supported project “Promoting Women's Political Participation in Sri Lanka”	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2017	Unsatisfactory	RECOMMENDATION 3 Activism for Women: Holding campaigns, having workshops and trainings are essenti...		UN Women will continue working towards building capacities of the stakeholders through campaign, trainings and workshops.	Accepted	Leadership and political participation (SPs before 2018)	Not applicable	Knowledge management	Effectiveness
End line evaluation of RNE supported project “Promoting Women's Political Participation in Sri Lanka”	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2017	Unsatisfactory	RECOMMENDATION 4 Political participation of women: While political participation of women is essent...		The suggestion to have greater dialogue on best ways enhance Women’s Political Participation, is well taken. However, UN Women has already validated the demands of special provisions for women through quota system after analysing similar provisions made in other countries and found it empowering for women	Partially Accepted	Leadership and political participation (SPs before 2018)	Not applicable	Alignment with strategy	Effectiveness
End line evaluation of RNE supported project “Promoting Women's Political Participation in Sri Lanka”	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2017	Unsatisfactory	RECOMMENDATION 5 Voter Education: Voter education to the public should be undertaken along with wom...		The project in consideration did not focus on voter’s education but rather building capacities of stakeholders and raising awareness on Gender Responsive Governance. The suggestion on including voter’s education in future projects is well received.	Partially Accepted	Leadership and political participation (SPs before 2018)	Not applicable	Alignment with strategy	Relevance
End line evaluation of RNE supported project “Promoting Women's Political Participation in Sri Lanka”	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2017	Unsatisfactory	RECOMMENDATION 6 Internal democracy in political parties: As long as there is no transparency and a...		UN Women through this project worked towards building the capacities of a Women Parliamentary Caucus and eight political parties of Sri Lanka. Going ahead, UN Women will continue its work with political parties and women caucus to sensitize them on Gender Responsive Governance.	Accepted	Leadership and political participation (SPs before 2018)	Not applicable	Alignment with strategy	Relevance
End line evaluation of RNE supported project “Promoting Women's Political Participation in Sri Lanka”	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2017	Unsatisfactory	RECOMMENDATION 7 Capturing the Motivation of Women: It is possible to capture motivation by women w...		The recommendation to capture the motivation of women is well received and UN Women acknowledges the potential of such an exercise. However, there is no universally accepted methodology of identifying and capturing motivations.	Rejected	Leadership and political participation (SPs before 2018)	Not applicable	Alignment with strategy	Relevance
Final evaluation of Decent Work through Migration	Programme Evaluation	Asia and the Pacific	Bangladesh	2015	Not Rated	• Fifth Annual Labour Attachés Conference (2013) and training and orientation sessions (2014) for la...		UN Women Bangladesh Country Office is in agreement with all of these suggestions and will consider to incorporate those based on the merit of the recommendations and organization’s mandate and scope. UN Women to continue its work on migration and supporting Ministry of Expatriates’ Welfare and Overseas Employment (MOEWOE) through gender analysis of the Bilateral Agreements and MoU for advancing the protection of rights of women migrant workers, capacity building of MOEWOE to implement the national policy on Expatriates’ Welfare and Overseas Employment and facilitating role of MOEWOE to advocate for the rights of women migrant workers through Global and regional process on migration, such as Global Forum on Migration and Development (GFMD) and Abu Dhabi Dialogue (ADD).	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Not applicable, Capacity development	Effectiveness, Gender equality
Final evaluation of Gender and Climate Change project	Programme Evaluation	Asia and the Pacific	Bangladesh	2016	Satisfactory	• Continue supporting most vulnerable women to reduce their vulnerability and enhance resilience thr...		UN Women Bangladesh Country Office is in full agreement with all of these suggestions and in the response details actions that will be taken to implement these recommendations.		Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	UN Coordination, Partnership, Climate change	Promoting inclusiveness/Leaving no one behind, Advocacy	Human Rights, Gender equality
Final evaluation of Gender and Climate Change project	Programme Evaluation	Asia and the Pacific	Bangladesh	2016	Satisfactory	• Continue to feed in knowledge gap in gender aspects of disaster management, climate change and hum...		UN Women Bangladesh Country Office is in full agreement with all of these suggestions and in the response details actions that will be taken to implement these recommendations.		Global norms and standards (SPs before 2018)	UN Coordination	Knowledge management	Human Rights, Gender equality
Final evaluation of SDC funded part of Regional Programme on Empowering Women Migrant Workers in Asia (Phase III EWMWA 2012-2015)	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2016	Good	Evaluation Recommendation or Issue 1: Programming 1. Continue promoting UN Women’s comparative adv...		partially agree		Global norms and standards (SPs before 2018)	UN Coordination, Partnership, Normative Support	Capacity development, Advocacy	Human Rights, Gender equality
Final evaluation of SDC funded part of Regional Programme on Empowering Women Migrant Workers in Asia (Phase III EWMWA 2012-2015)	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2016	Good	Evaluation Recommendation or Issue 2: Evidence-based policy formulation 1. Continue strengthening t...		agree		Governance and planning (SPs before 2018)	Partnership, Operational activities	Advocacy, Knowledge management	Human Rights, Gender equality
Final evaluation of SDC funded part of Regional Programme on Empowering Women Migrant Workers in Asia (Phase III EWMWA 2012-2015)	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2016	Good	1. Strengthen effective participatory processes - such as the “road map” as an example - to promote ...		All activities have been completed.		Global norms and standards (SPs before 2018)	UN Coordination, Partnership, Normative Support	Capacity development, Advocacy	Human Rights, Gender equality
Final evaluation of SDC funded part of Regional Programme on Empowering Women Migrant Workers in Asia (Phase III EWMWA 2012-2015)	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2016	Good	1. Ensure that the country level results framework captures the country contexts and constraints wit...		Action point 4.1 has been completed.		Not applicable	Partnership, Normative Support, Culture of results/RBM	Not applicable, Promoting inclusiveness/Leaving no one behind, Advocacy	Human Rights, Gender equality
END OF PROJECT EVALUATION OF THE EC STRONGIM MERE: PROMOTING WOMEN’S POLITICAL PARTICIPATION AND REPRESENTATION IN THE SOLOMON ISLANDS (2014 – 2016)	Thematic Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2017	Unsatisfactory	1. Future programmes adopt an action-learning approach to programme design that encourages programme...		All projects developed by UN Women in the Pacific include a learning component allowing the project to be adapted in consultation with the project board where and when necessary.	Accepted	Leadership and political participation (SPs before 2018)	Operational activities	National ownership	Relevance
END OF PROJECT EVALUATION OF THE EC STRONGIM MERE: PROMOTING WOMEN’S POLITICAL PARTICIPATION AND REPRESENTATION IN THE SOLOMON ISLANDS (2014 – 2016)	Thematic Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2017	Unsatisfactory	2. Care is taken to ensure that programme outcomes and indicators are realistic, relevant and measur...		The new projects in the field of women's leadership and political participation were developed using a result based programming model	Accepted	Leadership and political participation (SPs before 2018)	Operational activities	National ownership	Relevance
END OF PROJECT EVALUATION OF THE EC STRONGIM MERE: PROMOTING WOMEN’S POLITICAL PARTICIPATION AND REPRESENTATION IN THE SOLOMON ISLANDS (2014 – 2016)	Thematic Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2017	Unsatisfactory	3. That UN Women continue to use South-South exchanges to promote knowledge sharing and exchange on ...		Agreed and UN Women did continue with South South exchanges including a regional conference held in September 2016 to compile lessons learned from programming in this space which included a wide range of stakeholders and all development partners.	Accepted	Leadership and political participation (SPs before 2018)	Operational activities	National ownership	Relevance
END OF PROJECT EVALUATION OF THE EC STRONGIM MERE: PROMOTING WOMEN’S POLITICAL PARTICIPATION AND REPRESENTATION IN THE SOLOMON ISLANDS (2014 – 2016)	Thematic Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2017	Unsatisfactory	4. That UN Women continue to use radio dramas and dialogues as an advocacy tool to promote dialogue ...		UN Women did not continue with a similar program on WEPL in Solomon Islands but did adapt the radio drama for a parallel project in Samoa.	Accepted	Leadership and political participation (SPs before 2018)	Operational activities	National ownership	Relevance
END OF PROJECT EVALUATION OF THE EC STRONGIM MERE: PROMOTING WOMEN’S POLITICAL PARTICIPATION AND REPRESENTATION IN THE SOLOMON ISLANDS (2014 – 2016)	Thematic Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2017	Unsatisfactory	5. In future programming, communications products are initially produced in the common language of t...		While it is essential to have material for beneficiaries in their own languages the sequence of production and translation will depend on the programmatic context. For instance in some cases, it may be that global products and documents are used as a basis and then translated from English whereas in other cases, products may be developed directly in local language.	Partially Accepted	Leadership and political participation (SPs before 2018)	Operational activities	National ownership	Relevance
END OF PROJECT EVALUATION OF THE EC STRONGIM MERE: PROMOTING WOMEN’S POLITICAL PARTICIPATION AND REPRESENTATION IN THE SOLOMON ISLANDS (2014 – 2016)	Thematic Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2017	Unsatisfactory	6. The Transformational Leadership training manual be revised and updated, taking into account feedb...		The Fiji MCO agrees that transformational leadership trainings need to be improved and tailored to the needs of the participants. This is valid not just for the TL training manual but for all training developed for women candidates.	Accepted	Leadership and political participation (SPs before 2018)	Operational activities	National ownership	Relevance
END OF PROJECT EVALUATION OF THE EC STRONGIM MERE: PROMOTING WOMEN’S POLITICAL PARTICIPATION AND REPRESENTATION IN THE SOLOMON ISLANDS (2014 – 2016)	Thematic Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2017	Unsatisfactory	7. Engaging men as champions of women’s political participation should be done so with a clear purpo...		UN Women agrees entirely that engaging men and boys around projects supporting women's political participation should be done with a clear theory of change and clearly designed and measurable interventions and not just as a gimmick.	Accepted	Leadership and political participation (SPs before 2018)	Operational activities	National ownership	Effectiveness
END OF PROJECT EVALUATION OF THE EC STRONGIM MERE: PROMOTING WOMEN’S POLITICAL PARTICIPATION AND REPRESENTATION IN THE SOLOMON ISLANDS (2014 – 2016)	Thematic Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2017	Unsatisfactory	8. Identification of aspiring female candidates should be done in partnership with community leaders...		While it is essential that communities and local organizations be stakeholders in all programming in country, UN Women disputes that these organizations or local leaders should be choosing which women should or should not be candidates and benefit from project activities. It is essential that project focus on giving all women a chance to come forward in this respect, whether or not they have the support from their community leaders (who most often are men). It is much more essential however to ensure that project activities aimed at promoting WEPL focus on helping women candidates to connect with their local communities and organizations.	Partially Accepted	Leadership and political participation (SPs before 2018)	Operational activities	National ownership	Effectiveness
END OF PROJECT EVALUATION OF THE EC STRONGIM MERE: PROMOTING WOMEN’S POLITICAL PARTICIPATION AND REPRESENTATION IN THE SOLOMON ISLANDS (2014 – 2016)	Thematic Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2017	Unsatisfactory	9. UN Women continue to work with political parties to ensure that they provide meaningful support t...		UN Women agrees that working with political parties is one of the important channels to work on WEPL in Solomon Islands. This work is however led at the moment by UNDP and any UN Women project in the field would ensure complimentary rather than automatically taking on the work with political parties itself.	Partially Accepted	Leadership and political participation (SPs before 2018)	Operational activities	National ownership	Effectiveness
END OF PROJECT EVALUATION OF THE EC STRONGIM MERE: PROMOTING WOMEN’S POLITICAL PARTICIPATION AND REPRESENTATION IN THE SOLOMON ISLANDS (2014 – 2016)	Thematic Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2017	Unsatisfactory	10. Where capacity exists, goods and services should be procured locally. To enable this, a wider ra...		UN Women agrees with this finding and systematically favors and prioritizes finding and working with local service providers. Registration as UN vendors does however require strict conditions which are not up for UN Women to waive. In addition, UN Women has a duty to ensure value for money at a Pacific level.	Accepted	Leadership and political participation (SPs before 2018)	Operational activities	National ownership	Efficiency
END OF PROJECT EVALUATION OF THE EC STRONGIM MERE: PROMOTING WOMEN’S POLITICAL PARTICIPATION AND REPRESENTATION IN THE SOLOMON ISLANDS (2014 – 2016)	Thematic Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2017	Unsatisfactory	11. UN Women should consider working more intensively with a smaller number of individuals and/or in...		UN Women agrees that in certain circumstances programming may benefit from being focused and initiated in some locations to test interventions that may then later be scaled up.	Accepted	Leadership and political participation (SPs before 2018)	Operational activities	National ownership	Impact
END OF PROJECT EVALUATION OF THE EC STRONGIM MERE: PROMOTING WOMEN’S POLITICAL PARTICIPATION AND REPRESENTATION IN THE SOLOMON ISLANDS (2014 – 2016)	Thematic Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2017	Unsatisfactory	12. If candidate training programmes are used, female candidates who are unsuccessful in their campa...		UN Women entirely agrees with this finding which it has shared widely as one of the most important lessons learned from programming in the WPEL field.	Accepted	Leadership and political participation (SPs before 2018)	Operational activities	National ownership	Impact
END OF PROJECT EVALUATION OF THE EC STRONGIM MERE: PROMOTING WOMEN’S POLITICAL PARTICIPATION AND REPRESENTATION IN THE SOLOMON ISLANDS (2014 – 2016)	Thematic Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2017	Unsatisfactory	13. In future programming, all implementing partners should be engaged in a formal MOU or partnershi...		UN Women agrees and in fact, programmatic partners are always connected to projects through LoAs or PCAs.	Accepted	Leadership and political participation (SPs before 2018)	Operational activities	National ownership	Sustainability
Evaluation of UN Women Regional Architecture	Organizational Performance Evaluation	Global	Independent Evaluation Service (IES)	2016	Very Good	RECOMMENDATION 1: UN-Women should build greater flexibility into the regional architecture and deplo...		UN-Women agrees with this recommendation. UN-Women’s ability to respond to stakeholder needs has significantly increased since 2012 at all levels (global, regional and country) as a consequence of the regional architecture exercise. However, despite the rapid build-up of UN-Women’s country and regional presence, as a result of the Regional Architecture, UN-Women’s field presence is insufficient to ensure the implementation of the Entity’s composite mandate, as financial resources have not been translated in line with the budgets approved by the Executive Board. Since 2011, UN-Women has expanded from having presences in 74 countries with varying capacities and resources, including six regional offices, six multi-country offices, 45 country offices and 43 programme presences at the end of 2016. These observations and this recommendation underpin the need for UN-Women to be flexible and able to continuously adapt the organisation’s footprint, capacities and structures to deliver on its universal tripartite mandate in an effective and efficient manner. Member States, including in UN-Women’s Executive Board, have been unambiguous in their support for UN-Women’s mandate and its role in accelerating delivery of transformative results on gender equality and women’s empowerment. However, this support has not yet translated into financial resources that are aligned to Member State pledges and commitments. One aspect of UN-Women’s response to this recommendation will be to review the scale of its field presence to ensure optimal distribution of capacity and support. In this regard UN-Women will within the context of the new Strategy Plan 2018-2021, conduct consultations at all levels within the organisation, to develop a tool based on a set of objective criteria and data, which will help to inform considerations for the type of country differentiated presence. This will help to more effectively leverage resources in support of the rights of women and girls.		Not applicable	Operational activities, Not applicable	Not applicable	Effectiveness, Efficiency
Evaluation of UN Women Regional Architecture	Organizational Performance Evaluation	Global	Independent Evaluation Service (IES)	2016	Very Good	RECOMMENDATION 2: UN-Women should strengthen HQ integration within the regional architecture framewo...		UN-Women agrees with this recommendation, noting that the regional architecture approved by the Executive Board in 2012 was successfully implemented. In recognition and anticipation of the issues raised by the regional architecture evaluation, UN-Women’s Bureau for Policy and Programme (Pillar B) initiated a functional review of its Programme Division at Headquarters in April 2016. The overall purpose of the process is to streamline business processes, align functions and address some of the capacity gaps to optimise the Bureau’s human resources, tools and systems in an effective and efficient manner to better serve country offices, foster learning and knowledge sharing across the organisation, and leverage economies of scale. UN-Women, based on the past experience and in line with the evaluation’s recommendations, will update the functional review of Headquarters functions to assess ways to strengthen services to the regional and country levels and make adjustments accordingly.		Not applicable	Not applicable	Not applicable	Effectiveness, Efficiency
Evaluation of UN Women Regional Architecture	Organizational Performance Evaluation	Global	Independent Evaluation Service (IES)	2016	Very Good	RECOMMENDATION 3: UN-Women should make specific adjustments to each level in the regional architectu...		UN-Women agrees with the principle of this recommendation and will consider it closely with recommendation number one. UN-Women will conduct an analysis to validate its differentiated country presence typology and develop a risk mitigation plan to minimise impact on staff, as laid out under recommendation one. In addition, UN-Women will be undertaking a review of the current Delegation of Authority (DoA) Policy, and the Internal Control Framework Policy, with the overall purpose to adjust the current delegations, to better align the DoA with level of capacity and to meet the needs of country and regional offices. UN-Women will continue to invest in capacity development of staff and personnel at all levels of the organisation, to enhance their capacity to managing resources and large budgets. This will include continued training, webinars, one-on-one guidance and development of tools, as appropriate. As noted by the evaluation, UN-Women will also review its capacities within the regional offices to better align the regional support functions to country offices, based on experience and learning UN-Women has gathered since the roll-out of the 2012 Regional Architecture. The review of regional office capacities will also allow a better alignment of those capacities with the financial realities under which UN-Women works, and the real support needs on the ground.		Not applicable	Operational activities, Culture of results/RBM, Not applicable	Not applicable	Effectiveness, Efficiency
Evaluation of UN Women Regional Architecture	Organizational Performance Evaluation	Global	Independent Evaluation Service (IES)	2016	Very Good	UN-Women should develop and strengthen knowledge sharing and learning communities.		UN-Women agrees with this recommendation. At present, UN-Women’s capacity for knowledge management and learning is dispersed across several existing functions including the UN-Women Training Centre, Human Resource Learning, the newly established Innovation Unit, the Programme and Policy Divisions, DMA and through activities at country and regional level. While recognising the need to further strengthen UN-Women’s knowledge management function, UN-Women has already developed a number of knowledge products, including guidance notes, reports, policy briefs in priority areas within the context of the FPI, as well as discussion papers on emerging issues. An example is the E-learning training on Ending Violence Against Women. Communities of practices have also been established in a wide range of issues: WPS, Humanitarian, coordination, EVAW. In response to the recommendations of the regional architecture evaluation, UN-Women’s Policy Division will lead the work to establish and manage a corporate Knowledge Management Group, to review existing mechanisms and initiatives on knowledge management, including the development of strategies to streamline the exchange of experiences, the dissemination of expertise and the collaboration between key stakeholders within and outside the organisation as well as country offices and regional offices. These strategies are expected to contribute to a higher degree of cross-fertilisation. Guidance on good practice in knowledge management at different levels will be also provided. In undertaking this work, the Knowledge Management Group will address the establishment of Communities of Practice for the Flagship Programme Initiatives; establishing standard corporate practices for development of knowledge products and research; strengthened internal communication strategies to foster greater collaboration and transparency across divisions at HQ/field offices; it will also prioritise improving external communication to UN partners and key stakeholders in the field of gender equality. UN-Women has also made significant advances in the development of its Results Management System (RMS). This system greatly enhances UN-Women’s capacity to share knowledge internally, granting all staff the capacity to search for information, as well as analyze what is being done in each impact area. UN-Women will continue to enhance the Results Management System as a knowledge sharing tool and RBM system during 2017 in particular to adapt to the new Strategic Plan.		Not applicable	Operational activities, Culture of results/RBM, Not applicable	Knowledge management	Effectiveness, Efficiency
Evaluation of UN Women strategic partnerships on gender equality and women's empowerment	Organizational Performance Evaluation	Global	Independent Evaluation Service (IES)	2017	Very Good	Evaluation recommendation 1: Establish a sufficiently resourced, integrated, and commonly agreed upo...		This recommendation is well received. Diverse strategic and catalytic partnerships are a prerequisite for UN-Women to achieve and scale up results. Through engagement with partners, UN-Women: supports movements for gender equality; advocates for gender equality commitments from decision makers at all levels; expands constituencies for gender equality; convenes partners against discriminatory social norms; and builds institutional partnerships and mobilizes resources to support UN-Women’s work and gender equality more broadly. UN-Women recognizes the need for a strategic partnership policy framework and intends to prepare one in the context of the new Strategic Plan 2018-2021. UN-Women has incorporated enhanced content on partnerships, including indicators, in the zero-draft Strategic Plan 2018-2021 presented for consideration of the Executive Board in its 2017 Annual Session	Accepted	Not applicable	Partnership	Oversight/governance	Effectiveness
Evaluation of UN Women strategic partnerships on gender equality and women's empowerment	Organizational Performance Evaluation	Global	Independent Evaluation Service (IES)	2017	Very Good	Evaluation recommendation 2: Establish clarity regarding roles and responsibilities within the curre...		In support of a more coherent partnership approach, in September 2016 the decision was made that the SPD Division Director, under the oversight of the Deputy Executive Director of the Intergovernmental Support and Strategic Partnerships Bureau (Pillar A), would also report to the Deputy Executive Director of the Policy and Programme Bureau (Pillar B) to strengthen support to regional and country offices. This dual reporting line facilitates the progressive engagement of SPD in supporting the rest of the organization. In addition, the Programme Division in consultation with the Human Resource Unit has updated the job descriptions of the Regional Directors and Country Representatives to clarify their roles and responsibilities, especially on representation and partnerships. In this context, UN-Women carried out the resource mobilization (RM) workshops “Helping your Clients succeed,” to improve the capacities of key personnel on RM. Where processes are concerned, at the end of 2015 UN-Women initiated a thorough business mapping and re-engineering exercise of Pillar B operations that addressed barriers to partnerships with a wide range of partners, including the private sector. Critical steps have been taken to create internal mechanisms and processes to strengthen coordination to manage partnerships under the Flagship Programme Initiatives (FPIs) through the designation of FPI focal points in both Pillar A and Pillar B. Changes in the way civil society partnerships are managed and prioritized have been implemented, including by separating the Civil Society Section from SPD; it now reports directly to the Deputy Executive Director of Pillar A, which enables specific engagement in civil society partnerships that are distinct from the private sector and other stakeholders. The system of RM Focal Points in the field that is now in place, complemented by the establishment of a Community of Practice and the launch of a client relationship management (CRM) system, are the channels through which this recommendation will be implemented. Roles and responsibilities will be further clarified under the strategic partnership policy framework that will be developed.	Accepted	Not applicable	Partnership	Oversight/governance	Effectiveness, Efficiency
Evaluation of UN Women strategic partnerships on gender equality and women's empowerment	Organizational Performance Evaluation	Global	Independent Evaluation Service (IES)	2017	Very Good	Evaluation recommendation 3: Undertake a systematic process of integrating strategic partnership con...		The SPD Director provided new guidance to the SPD team and one element is to develop joint platforms for partnerships to leverage diverse inputs and competencies for a single deliverable. This was built in to the FPI approach as well as the private sector engagement strategy under revision. The need to balance engagement with new partners and the advancement of existing partners is reflected in the SPD Annual Work Plan 2017, with an indicator to measure performance on the ratio of previous partnerships effectively sustained. While SPD is providing oversight and guidance on several aspects of partnerships, other UN-Women units (i.e. Civil Society Section, Coordination Division, “HeForShe” campaign team, Policy Division, Intergovernmental Support Division, and country and regional offices) are all engaged in partnerships development, which will be reflected in workflows. In October 2016, UN-Women decentralized donor reporting, requiring country offices to be fully accountable for narrative reporting to funding partners. Decentralized donor reporting followed the business process review in 2016, which was approved by the senior management team. The change in donor reporting accountability lines and systems, and the recent decision to launch the CRM project, are major steps forward to deliver on this recommendation. SPD is leading the project to develop a corporate CRM system to support partner outreach and engagement activities, working closely with other Divisions. The project plan anticipates delivery in 2018.	Accepted	Not applicable	Partnership	Internal coordination and communication, Resource mobilization	Effectiveness, Efficiency
Evaluation of UN Women strategic partnerships on gender equality and women's empowerment	Organizational Performance Evaluation	Global	Independent Evaluation Service (IES)	2017	Very Good	Evaluation recommendation 4: Further leverage UN-Women’s experience in using strategic partnerships ...		UN-Women is already implementing this recommendation. UN-Women delivers interventions at the country level through strategic multi-stakeholder partnerships with governments, CSOs, communitybased organizations, women’s groups and associations, community leaders, non-governmental organizations (NGOs), the private sector, academia, development partners and the UN. These partnerships complement and strengthen each other, to ensure that expected results are achieved, providing value for money and enhancing local ownership and sustainability. Through its convening role, UN-Women is bringing multiple stakeholders together to work in support of gender equality. Rather than try to mediate between different world views, which are the basis of diversity, UN-Women is working with diverse stakeholders towards a common vision of gender equality, women’s rights and women’s empowerment. In addition to partnership development with civil society UN-Women will: (i) support civil society mobilization and alliance-building at global and local levels, including through catalytic funding; (ii) use the organization’s political convening and advocacy role to bring multiple stakeholders together in support of an enabling environment for GEEW and feminist and social justice action and actors (including creating spaces and platforms for knowledge exchange, networking, sharing good practices, and supporting gender equality leaders and advocates from different constituencies to be heard in decision-making spaces); (iii) strengthen work with non-traditional partners, such as faith-based groups, men and boys, trade unions, academia, and others to expand the constituency of gender equality advocates and strengthen inclusive and HR-based approaches to gender equality that contribute to the Sustainable Development Goals (SDG) promise that no one will be left behind. UN-Women successfully works with youth-led organizations, movements and networks to strengthen gender perspectives in their work and secure partnership in achieving gender equality. UN-Women launched a youth-friendly Convention on the Elimination of All Forms of Discrimination (CEDAW) against Women publication to raise awareness and strengthen participation of youth in promoting GE and HR-based societies. In managing the UN Inter-Agency Network on Youth Development’s Working Group on Youth and gender equality, UN-Women will continue to work with over 1,500 members of youth activist and youth-led/youth-focused organizations such as Young Women’s Christian Association, World Association of Girls Scouts and Girls Guides, Plan International, Save the Children, Lion International, World Federation of United Nations Associations, and Junior Chamber International. UN-Women will continue to identify ways to incentivise its leadership, particularly at the country level, to identify opportunities for partnership and to formulate strategies for the achievement of results that leverage partnerships effectively as outlined in the key actions below.	Accepted	Not applicable	Partnership	Internal coordination and communication, Innovation and technology, Resource mobilization	Efficiency, Sustainability
Evaluation of UN Women strategic partnerships on gender equality and women's empowerment	Organizational Performance Evaluation	Global	Independent Evaluation Service (IES)	2017	Very Good	Evaluation recommendation 5: Extend UN-Women’s global approach to movement-building to country-level...		UN-Women is already implementing this recommendation and will continue to extend support to women’s organizations at the country level. UN-Women has a long-standing relationship with women’s organizations, gender equality advocates and CSOs. These partnerships continue to expand to address systemic GEEW challenges, including preventing and ending violence, enhancing women’s leadership and political participation, and promoting women’s economic empowerment in context of peace, conflict and in humanitarian response. UN-Women has developed strong partnerships with relevant community-based organizations, often targeting marginalized women in rural and semi-urban areas. UN-Women uses its access to governments to open spaces for civil society participation in decisionmaking at global, regional, national and local levels, and supports the efforts of gender equality advocates and organizations through capacity development, access to funding and knowledge sharing. For example, UN-Women’s Civil Society Advisory Groups (CSAGs) have contributed to the normative advancement of gender equality at the country level, including through new or revised laws (e.g. Moldova and Mexico) and influencing inter-governmental processes (e.g. Latin America and the Caribbean and Asia-Pacific regional preparatory meetings for the Commission on the Status of Women). In addition, UN-Women successfully works with CSAGs and other civil society partners on advocacy for norm/cultural change (e.g. Ethiopia and Lebanon). UN-Women brings multiple CSOs together to create a national discourse that recognizes and respects women’s rights, while ensuring that this support also includes good practice initiatives of community based organizations at grassroots level. At the country level, for many women’s rights organizations, UN-Women has served as a steady and reliable partner, advocating with governments, UN agencies and development partners. UN-Women’s support to women’s rights and civil society movement building at the country level is aimed at strengthening the ability of civil society to hold governments accountable to their national and international commitments to gender equality and the empowerment of all women and girls, including in the gender equality compact of the SDGs. UN-Women notes that the evaluation did not sufficiently contextualize the differences between specific UN-Women partnerships and its efforts towards broad-based alliance and movement building. As the evaluation findings indicate, UN-Women has prioritized partnerships with civil society and women’s rights organizations as a key component of its partnership approach to advance GEEW. Through the different modalities articulated in the key actions section below, UN-Women will focus on: (i) strengthening civil society and women’s organizations’ core capacities beyond programme implementation; (ii) supporting women’s agendas towards building an inclusive movement for GEEW; and (iii) strengthening our mechanisms to ensure mutual accountability in partnerships with civil society.	Accepted	Not applicable	Partnership, Youth engagement, Engaging men and boys	Capacity development, Promoting inclusiveness/Leaving no one behind	Relevance
Evaluation of UN Women strategic partnerships on gender equality and women's empowerment	Organizational Performance Evaluation	Global	Independent Evaluation Service (IES)	2017	Very Good	Evaluation recommendation 6: Address the dual relationship with private enterprises and public compa...		UN-Women is already implementing this recommendation. UN-Women’s approach to private sector partnerships does not only look at private sector partners as donors but also agents of change within their corporate culture and sphere of influence (e.g. by implementing and reporting on the Women’s Empowerment Principles (WEPs), now managed by the Policy Division). There is greater coordination between SPD and the Programme and Policy Divisions to explore programmatic collaboration with private sector partners. The “HeForShe” campaign Impact Champions and Thematic Champions initiatives have demonstrated success in getting corporate leaders to bring about changes in their respective companies through the implementation of concrete commitments, in addition to providing funding to UN-Women. UN-Women notes that the evaluation could have distinguished between non-profit foundations and for -profit corporations, which require different approaches and due diligence practices. Because of UN -Women’s unique mandate and its relatively recent establishment in comparison to other UN agencies, cost -effective and pragmatic approaches have been identified to pursue these non-profit foundations and for-profit corporations differently, as evidenced by UN-Women’s successful engagement with the Gates Foundation, Coca-Cola company, and Unilever, among others. These engagements are resulting in partnerships that generate financial contributions for UN-Women and enhance partners’ focus on gender and advocacy with other stakeholders to increase support for UN-Women. Another example of coordination across the organization includes the growth of the partnership with the International Olympic Committee (IOC). It resulted from collaboration over several years between SPD (Communications and RM), the LAC Regional Office and the Country Office in Brazil for the 2016 Olympics in Rio de Janeiro. The Olympic in Brazil was understood as a strategic opportunity to: (i) link the complimentary missions of the IOC (peace through sport) and UN -Women and to showcase these on the world stage as never previously done; (ii) implement a transformative and replicable programme to enable girls to realize their rights through sports, and to become agents of change in their communities and beyond; and (iii) use sport (and well-known sporting figures) as a means to communicate messages in support of gender equality. The success of the partnership required coordination at multiple levels: HQ liaising directly with global IOC; the LAC Regional Office connecting with innovators in the field of sport to develop a proposal that was accepted for funding; linking HQ and Regional Office communications regarding the programme; the Country Office establishing partners in-country and taking on management and monitoring of the programme. Diversifying UN-Women’s funding base to include individuals is a priority and the 15 UN-Women National Committees (NCs) play an important role in this area. Corporations offer the potential for RM from individuals. For example, in 2017, Citi group will promote public giving to UN-Women from its customers through a donate button on the digital screens of all 165 Citibank branches in the United States. Another partnership under development is digital giving in Asia with MasterCard. Regarding due diligence/risk mitigation, UN-Women notes that clear and structured methodologies were already established at the time of the evaluation, and recently enhanced in 2016, on due diligence and risk mitigation in partnerships with the private sector. For example, all high-risk, high-value potential partnerships are being subjected to a full risk assessment in order to comprehensively identify, evaluate and measure risks related to the potential partnership. These may relate to reputational risks, stakeholder management risks, and delivery. A mitigation and response plan is developed and monitored on a regular basis by the partnership relationship management, SPD, and the risk focal point. The enhanced due diligence system enables UN-Women to engage with the private sector by improving their gender performance. It also enables UN-Women to consider working with some companies that may not have a good record on gender, but are willing to change the way they operate. UN-Women developed the risk mitigation plan to evaluate corporate partnerships and will only work with a company after they take steps to change their corporate performance and make gender equality a priority. In 2017, UN-Women is making further investments in the system by developing an online tool and a global training programme. UN-Women recognizes that it could strengthen its capacities and structures with regard to partnerships with the private sector. However, it operates in a context of modest financing and of competing demands for organizational resources. UN-Women agrees that the number of private sector specialists is limited due to core resource constraints that prevent the recruitment of additional capacity. For expertise in specific sectors (e.g. Information and Communication Technologies), this is being mitigated, in part, through the planned establishment of an “Executive in Residence” programme to develop the organization’s technical capacity. The plan is to launch and pilot the programme at the global level in 2017 and possibly expanded to the regional level in 2018. There remains a capacity deficits in countries and regions, as well as at HQ, which is under discussion by Management vis-à-vis the budget allocation priorities for the 2018-2019 biennial.	Accepted	Not applicable	Partnership	Advocacy, Resource mobilization	Effectiveness, Efficiency
Evaluation of UN Women strategic partnerships on gender equality and women's empowerment	Organizational Performance Evaluation	Global	Independent Evaluation Service (IES)	2017	Very Good	Evaluation recommendation 7: Identify and address barriers to country-level coordination of relation...		UN-Women agrees with this recommendation. A full evaluation of UN-Women’s implementation of its coordination mandate was finalized and submitted to its Executive Board in September 2016. In response to the evaluation of UN-Women’s coordination mandate, the organization is already addressing elements reflected in this recommendation. UN-Women played a key role in engaging member states through the The Economic and Social Council (ECOSOC) Dialogue on the longer-term positioning of the UN development system, leading to the new Quadrennial Comprehensive Policy Review (QCPR). The ECOSOC Dialogue and the QCPR specifically addressed the issue of partnerships and the contributions that are expected by the UN development system. At the regional and country level, UN-Women is leveraging existing UN coordination mechanisms, such as gender theme groups, to ensure a coherent approach to engaging common partners of regional United Nations Development Groups and United Nations Country Teams. In at least one region (Arab States), UN-Women established and chairs the regional gender working group, which has membership from 22 agencies, and is due to become a formal working group of the UNDG. Furthermore, UNWomen is a strong partner in UN Joint Programming modalities, where joint management of relations and programming with strategic partners that are common to multiple UN entities offers an opportunity to scale-up the partnership. This is an area that UN-Women will work to strengthen at the global and country levels, including where UN-Women leads/chairs the donor gender theme groups. A good example of country-level coordination is in Colombia, where UN-Women manages the secretariat for the Mesa de Genero of International Cooperation which is composed of 42 international aid agencies, UN agencies and international NGOs. It has two working groups that discuss and develop joint actions that focus on: (i) Leadership, Inclusion and Political Representation of Women; and (ii) Peacebuilding and Gender Justice in the context of the official peace process in Colombia. Currently, Canada serves as the President of this group, which is a model for international cooperation and coordination that has been a significant factor in amplifying the voices of women in the official peace process. The roundtable represents a replicable model for other countries to advance peace, as well as the SDGs. This has also allowed UN-Women to maintain regular and coordinated contact with donors to mobilize significant resources and to eliminate duplication of efforts among donors – for more efficient allocation and use of resources. UN-Women has adapted the abovementioned model in Haiti where the Donors Coordination Group on Gender Equality was officially launched in May 2017. The first meeting was convened by Switzerland, Canada and UN-Women bringing, together a wide range of bilateral and multilateral partners resident in Haiti at the level of Ambassador and Head of Cooperation, including high-level representation from Canada, Chile, the European Union, Panama, Spain, Switzerland and the World Bank and heads of UN Agencies, among others. UN-Women will also manage the Secretariat, with member states serving rotationally as President and Vice President of the group. Finally, the introduction of FPIs – high-impact, scalable initiatives grounded on strong theories of change – at the core of its programmatic agenda, is contributing to significantly reduce transaction costs and staff burden in partnership development and stewardship. In fact, the average size of noncore grants has increased from USD 300,000 to USD 600,000 between 2015 and 2016 and is expected to further expand. The FPIs are already serving as effective partnership vehicles in some areas, with FPIs like Safe Cities, Gender Inequality of Risk, and Data and Statistics all bringing together multiple partners around the FPI Theory of Change for joint programming. The FPIs also serve as partnership vehicles more broadly, and provide the programmatic basis for partnership going forward.	Accepted	Not applicable	UN Coordination, Partnership	Internal coordination and communication, Resource mobilization	Effectiveness, Efficiency
Evaluation of UN Women strategic partnerships on gender equality and women's empowerment	Organizational Performance Evaluation	Global	Independent Evaluation Service (IES)	2017	Very Good	Evaluation recommendation 8. Establish a model for a strategic partnership between UN-Women and the ...		UN-Women takes note of this recommendation. However, a single model is not likely to be suited given the diversity of Member States and the complex contexts in which UN-Women works. Given the complexities involved, UN-Women has explored possible models to support improved coordination of strategic partnerships. For example, in 2016, UN-Women found an effective model that might apply to a range of donors, but not all partners. The UN-Women/Australia Strategic Partnership Framework Agreement 2016-2020 2 outlines nine shared objectives across UN-Women’s triple mandate, and six mechanisms for implementation, which cover these multiple connections such as Department of Foreign Affairs and Trade (DFAT), Embassies and Australian High Commissions, the Permanent Mission to the UN, Australian Civilian Corps. It also includes engagement with women’s organizations and coalitions, non-government organizations to promote GEEW, including through supporting the National Committee. As part of partnership implementation, the Agreement also includes the identification of opportunities to increase private sector engagement, including innovative approaches and how DFAT can support this engagement. Another example is the UN-Women/Spain Strategic Partnership Framework Agreement, which focuses on the programmatic priorities in the 2014-2017 Strategic Plan and in alignment with the Strategic Plan 2018-2021, the Agreement will also be renewed. It provides a unique mechanism to tap into funding from local and regional government bodies, as well as other ministries. The Agreement establishes that other parties can make financial contributions to UN-Women by adding amendments to the main Strategic Partnership Framework Agreement, signed between the Signatories and the joining entity thereby simplifying the process, reducing transaction costs, and increasing coordination. In addition, UN-Women NCs, whose partnership is managed by SPD, are actively working to advocate with their respective governments (including different agencies in the government) in support of UNWomen in coordination with the UN-Women Partnership Managers in SPD. As part of their work to raise funds for UN-Women from individuals, corporations and foundations, NCs are in close communication with UN-Women offices depending on their thematic and geographic priorities, which sometimes include field visits to UN-Women programmes. To further strengthen coordination between UN-Women Programme, Policy and SPD, in September 2016, UN-Women revised the terms of reference for SPD, through which it is now reporting to both Deputy Executive Directors and supporting both pillars. While remaining at the same level of resources, SPD is now ensuring that: o A project to deliver a shared information system (CRM) was launched and is expected to be completed by May 2018; o Outreach to member states by partnership and management across UN-Women is informed by a common partner-intelligence system on SharePoint; o Outreach to ministries and agencies is coordinated by Partnership Managers in its Resource Mobilization team; o Regional and country staff seeking non-core and other support from donors have access to shared information on SharePoint and benefit from Partnership Managers’ guidance and participate in joint training; o Outreach to donor partners on the FPIs is supported by a tripartite management team including SPD and Policy and Programme Divisions, coordinating the engagement process; and o A Community of Practice is being established as well as a programme of periodic staff secondment.	Accepted	Not applicable	Partnership, Normative Support	National ownership, Promoting inclusiveness/Leaving no one behind, Advocacy, Resource mobilization	Effectiveness, Efficiency
UN Women contribution to the United Nations system coordination	Strategy/Policy Evaluation	Global	Independent Evaluation Service (IES)	2016	Very Good	UN Women should continue to actively engage in strategic dialogue with other UN entities and Member ...		UN Women fully agrees with this recommendation. Greater coordination and coherence across the work on gender equality and the empowerment of women, including its mainstreaming in the broader work and functions of the UN system constitutes an imperative of the current political and economic context. Most specifically, the SDGs constitute a set of interconnected goals that require an integrated approach for implementation such that the sum of the contributions of the UN system lead to a result larger than the component parts of its contributions. It is this integration of approaches and complementarity of mandates that makes the UN fit for purpose. The Entity will continue to ensure UN coordinated input to the annual sessions of the Commission on the Status of Women, including through developing UN joint statements on its priority themes. It will also continue to leverage the UN system to ensure effective gender mainstreaming in key intergovernmental processes and outcomes, such as for example in Habitat III and the UN summit on migrants and refugees. The Entity will support the implementation of the 2030 agenda for sustainable development in line with the common principles guiding the UN System that were endorsement by the CEB in April 2016. By contributing to the ECOSOC Dialogue on the longer term positioning of the UN Development System, UN Women will assist member states, as needed and jointly with other UN entities, in the development of the new QCPR, including with regards to UN coherence and delivering as one for gender equality and the empowerment of women. UN Women will continue to leverage the UNDG through its Advisory Group and the Working Group on Sustainable Development. It will also co-chair the Programme Working Group, the Communication and Advocacy Working Group as well as the Task Team on Gender Equality. As co-chair of the Programme Working Group, UN Women will focus on the finalization and roll out of the new UNDAF guidance for UNCTs, which includes a strong focus on human rights and gender equality as key programming principles for the UNDAF. At the country level, it will also support the finalization and application of the updated Gender Scorecard. UN Women will work with UNCTs to strategically position gender equality and the empowerment of women, using a human rights based approach including through joint analysis of inequalities and discrimination patterns. Since its establishment, UN Women has formalized over 130 MOUs with UN/IFI/IGO entities aimed at fostering partnerships collaboration and joint action in areas of mutual interest. The Entity will continue to enter into formal agreements as necessary to further its system wide and inter agency functions and collaboration with UN System entities. UN Women's Regional Offices will support Regional UNDGs with leadership and substantive contributions, including through dedicated working groups on gender equality issues in the context of the SDGs		Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination	Not applicable, Internal coordination and communication	Gender equality
UN Women contribution to the United Nations system coordination	Strategy/Policy Evaluation	Global	Independent Evaluation Service (IES)	2016	Very Good	UN Women should align the current Coordination Strategy with the Strategic Plan and current UN conte...		UN Women fully agrees with this recommendation. Aligning its system wide and interagency functions with its Strategic Plan is key. In the current Strategic Plan (2014-2017) leveraging the collective strength of the UN system forms an integral part of the Entity's approach to achieving gender equality results. Both the Development Results Framework (DRF) and the Operational Effectiveness and Efficiency Framework (OEEF) feature specific coordination results. In its new Strategic Plan (2018-2021) these aspects and leveraging of the entity's triple mandate (normative, coordination and operational) in a coherent and mutually reinforcing fashion are expected to be further strengthened. UN Women will continue to support policy development for enhanced gender mainstreaming as a key lever for fostering substantive results for GEEW across the UN system UN Women's coordination strategy and related ToC will be reviewed and updated to address the findings of this evaluation, and those emerging from the evaluation of the implementation of the Entity's regional architecture. The Mid Term Review of the Strategic Plan 2014-2017 addresses coordination results and UN Women contribution to the implementation of the QCPR. The ultimate objective of the Entity's coordination functions is to expand and maximize positive changes for gender equality consistently with the SDGs. In this context, the Entity's engagement in inter agency coordination mechanisms ad process at all levels will be closely linked with supporting the achievement of substantive changes for gender equality and the empowerment of women. Its Results Management System will be further upgraded to better capture results of the Entity's coordination functions (e.g. Joint Programmes - Gender Theme Groups - UNDAF results groups etc.). The Flagship Programme Initiatives (FPIs) - currently being rolled out - will constitute a key aspect of the updated coordination strategy. Thanks to their comprehensive theories of change, the FPIs provide clear opportunities to capitalize on the vast expertise and capacity available in the UN System to support transformative change for gender equality and the empowerment women, beyond the specific contributions of UN Women. Ongoing changes in accountability frameworks for gender equality and the empowerment of women, both at global and country levels, address the need to ensure stronger linkages between institutional performance and development results, consistently with the SDGs, and to increase overall effectiveness of the UN System (see response to recommendation 5 for greater detail).		Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Culture of results/RBM	Not applicable, Internal coordination and communication	Relevance, Sustainability
UN Women contribution to the United Nations system coordination	Strategy/Policy Evaluation	Global	Independent Evaluation Service (IES)	2016	Very Good	UN Women should align the scope of its mandate with its resource base		UN Women partially agrees with this recommendation. The Entity does not have the authority to modify the scope of its mandates. However, UN Women concurs that resource constraints have impacted on the Entity's ability to fully leverage its system wide and inter agency functions, and to enhance gender mainstreaming in the UN System, especially at the country level. Notwithstanding this, and while simultaneously striving to diversify and raise its resource base, all efforts will be made to better align its implementation with its current resource base and in accordance with the findings of this evaluation, as well as of those emerging from the evaluation of the implementation of the Entity's regional architecture. This applies to its work in all locations. UN-Women is investing heavily in strengthening and focusing its programming, broadening its normative reach, and developing its operational systems, most notably its Results Management System (RMS) in order to ensure an ever more precise costing of the organization’s work and greater transparency and accountability on funding allocation and gaps as inputs to its structured dialogue. This system will allow the linking of results to resources and people, and enable regular progress monitoring. Notably, UN-Women will be able to track budgets and expenditures against its strategic plan, including the Flagship Progamme Initiatives (FPIs). With reference to implementation of its coordination mandate, UN Women will include a resource mobilization section in the forthcoming guidance (as per response to Recommendation 4). UN Women's approach to addressing existing resource constraints will be in line with option B identified by the evaluation, i.e. better integrating financing for the coordination function in the Entity’s resource mobilization strategy. These may include: applying direct costing for coordination functions into programme implementation; leveraging the FPIs as a platform to attract additional non-core resources to support transformative change through Inter agency engagement; accessing dedicated capacity for coordination through - inter alia - the Junior Professional Officer programme and UN Volunteers, as well as exploring the possibility of replicating models such the Swedish funded SARC (Special Assistant to the Resident Coordinator); reviewing functional responsibilities of regional planning and coordination specialists across ROs, to maximize capacity for coordination. With particular reference to the regional level, UN Women agrees that merging the strategic planning and coordination functions is not an ideal arrangement and limits the ability of regional offices to adequately support both aspects of the Entity's work. However, the Entity is currently not in a position to add a full time staff in each regional office.		Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Culture of results/RBM	Not applicable, Internal coordination and communication	Relevance, Sustainability
UN Women contribution to the United Nations system coordination	Strategy/Policy Evaluation	Global	Independent Evaluation Service (IES)	2016	Very Good	UN Women should provide operational guidance for UN Women staff on how to approach, plan, implement ...		UN Women fully agrees with this recommendation. This evaluation represented a timely exercise to better understand how the Entity adapts the implementation of its system wide and interagency functions across the themes and contexts in which it operates. The evaluation of the implementation of UN Women's regional architecture is currently being finalized and confirms that the ability of the Entity to integrate its triple mandate varies depending on the typology of field presence. UN Women will further clarify operational guidance for the implementation of its coordination role and functions. The operational guidance will complement the updated coordination strategy, by providing additional operational clarity - both internally as well as with respect to UN partners - on the implementation of the Entity's coordination mandate. The guidance will be aligned with the new QCPR, relevant CEB principles and policies, the new Strategic Plan and Strategic Framework of UN Women and its Flagship Programmes. Drawing on the principle of flexibility and context specific, it will identify 'minimum requirements' for coordination across the spectrum of contexts and typologies of field presence. UN Women will continue to strengthen its foundations for knowledge exchange and operational coherence. Knowledge platforms such as the internal Community of Practice for interagency coordination on Gender Equality and the Empowerment of Women will be maintained, while thematic ones are under development. Broader and deeper operational coherence will be supported through programming initiatives and instruments of system wide gender mainstreaming and accountability such as the flagship programmes, the new UN-SWAP and UNCT Scorecard.		Governance and planning (SPs before 2018)	UN Coordination, Operational activities, Not applicable	Not applicable	Impact, Human Rights
UN Women contribution to the United Nations system coordination	Strategy/Policy Evaluation	Global	Independent Evaluation Service (IES)	2016	Very Good	UN Women should enhance the role it plays in promoting UN system accountability for its commitments ...		UN Women fully agrees with this recommendation. UN Women agrees with the evaluation that the UN-SWAP has played a major role in improving overall accountability of the UN System on gender equality and the empowerment of women. UN Women will continue to support entities reporting in 2016 and 2017 assisting them, resource permitting, to further improving their implementation of performance standards. Working in consultation with the network of gender focal points system-wide, UN Women will update the UN SWAP (UN-SWAP 2), expecting to roll it out in 2018. The UN-SWAP 2 is to be piloted in 2017. Within the UNDG task team on gender equality, UN Women is working with UNDP to revise the existing gender scorecard and develop a country level UN SWAP for implementation by UN country teams. The new tool will align with the UN SWAP, the SDGs and the new UNDAF guidance that is currently being finalized by the UNDG. Following a pilot phase in 2016, the new tool will be made available to UNCTs - through the UNDG - in 2017.		Global norms and standards (SPs before 2018)	UN Coordination, Not applicable	Capacity development	Sustainability, Impact
UN Women contribution to the United Nations system coordination	Strategy/Policy Evaluation	Global	Independent Evaluation Service (IES)	2016	Very Good	UN Women should strengthen its efforts to ensure that GEEW principles are consistently taken into ac...		UN Women fully agrees with this recommendation. UN Women agrees that effectively leveraging the UN system across key impact areas is crucial. As part of its response to the growing demand for knowledge, evidence and gender expertise, UN-Women has played a catalytic role in supporting cutting-edge research across thematic areas, building partnerships and in developing innovative programming in response to findings. UN Women's contributions and expertise continue to be in high-demand also in the development of gender statistics and gender-responsive budgeting. The Entity will promote development of joint initiatives and gender-sensitive analysis through both UN Women-led thematic coordination mechanisms across its priority impact areas, as well as others to which it will be able to contribute. UN Women will host the Secretariat for the UN Secretary General High-level Panel on Women's Economic Empowerment, and support related research and analysis. The Entity will be active in several other senior level coordination mechanisms, and seek membership in other senior management groups, such as for example the Senior Action Group of the Human Rights up Front initiative and the Senior Advisors’ Meeting on Peace and Security. Through the UN Partnership on the Rights of Persons with Disabilities (UNPRPD) UN Women will contribute to gender mainstreaming in joint UN initiatives to implement the Convention on the Rights of Persons with Disabilities (CRPD). Humanitarian Action At the corporate level, UN Women will continue to enhance its role in the coordination of humanitarian action by developing its partnership with the United Nations Office for the Coordination of Humanitarian Affairs (OCHA), including through the development of joint pilot initiatives in the Central African Republic, Colombia, Nepal, South Sudan, and the State of Palestine. UN Women will strengthen strategic partnerships with the Office of the United Nations High Commissioner for Refugees (UNHCR) and the United Nations Office for Disaster Risk Reduction (UNISDR) to further promote its coordination role in refugee humanitarian contexts and in DRR and resilience strategic planning. Within the Inter Agency Standing Committee (IASC), UN Women maintains its role as one of the Co-Chairs and the Secretariat of the Gender in Humanitarian Action Reference Group, which is the IASC’s global community of practice on GEWE in humanitarian action. At the field level, UN Women will place greater emphasis on strengthening its engagement in humanitarian coordination and programming. UN Women has identified four core actions which are primarily focused on its coordination role: 1) Coordination and leadership – UN Women will provide technical capacity to ensure planning and implementation of humanitarian response integrates gender equality and women’s empowerment; 2) Capacity building – UN Women will support the capacity of national gender authorities, civil society organizations and other relevant local stakeholders to engage with, and contribute to, the planning and implementation of gender-integrated humanitarian action; 3) Evidence-based response – UN Women will support humanitarian coordinators to identify and address the response and recovery needs of crisis-affected populations by undertaking gender-focused assessments; 4) Targeted programming – Where programming gaps are identified, UN Women will respond operationally, providing crisis-affected women with the protection, empowerment and livelihood services they need. UN Women will roll out two flagship programme initiatives to achieve transformative results through gender equality and women’s empowerment in humanitarian action. These are high-impact scalable initiatives focused on “Women’s Leadership, Empowerment, Access and Protection (LEAP) in Crisis Response” and “Addressing the Gender Inequality of Risk and Promoting Community Resilience to Natural Hazards in a Changing Climate”. UN Women will continue to advocate for membership to the IASC, the primary mechanism for inter-agency coordination of humanitarian assistance. UN Women will continue to advocate for accountability for gender equality in the processes, following the World Humanitarian Summit, and as the co-chair of the IASC Gender Reference Group. UN Women will also continue to advocate for sex and age disaggregated data to allow for systematic analysis of the extent to which humanitarian assistance responds equally to the needs of women and men and leads to gender-related outcomes.		Global norms and standards (SPs before 2018)	Culture of results/RBM	Internal coordination and communication	Sustainability, Impact
UN Women contribution to the United Nations system coordination	Strategy/Policy Evaluation	Global	Independent Evaluation Service (IES)	2016	Very Good	UN Women should modify policies and practices in order to model a gender-responsive organization for...		UN Women partially agrees with this recommendation. As regards HR policies, the key standards and principles on Human Resource Management are set out in the Staff Rules and Staff Regulations of the United Nations. UN-Women is subject to these rules and regulations, under its delegation of authority in HR matters from the Secretary-General. The delegation specifies that the entitlement of UN-Women staff members to allowances and benefits must be in accordance with applicable Staff Regulations and Rules and related administrative instructions issued under the authority of the Secretary-General; UN Women is well represented at the International Civil Service Commission (ICSC) and HR Network sessions and advocates towards incorporating the gender lens in all policy making discussions. During the ICSC compensation review exercise, which was approved by the General Assembly in December 2015 – UN Women strongly advocated for providing additional support to single parents with a view to further promote the recruitment and retention of staff, in particular female staff.		Global norms and standards (SPs before 2018)	UN Coordination	Not applicable, Internal coordination and communication	Gender equality
UN Women contribution to the United Nations system coordination	Strategy/Policy Evaluation	Global	Independent Evaluation Service (IES)	2016	Very Good	UN Women should strengthen gender-focused coordination mechanisms at HQ and in the field that have b...		UN Women fully agrees with this recommendation. UN Women concurs with the evaluation findings that the Entity has contributed to strengthening the functioning of inter-agency coordination mechanisms at global, regional and country levels. At the global level, the focus and purpose of the IANWGE will continue to promote substantive exchanges across entities on gender related aspects of global policy debates and intergovernmental processes. The Entity will continue to engage with Inter-agency networks such as the Finance and Budget Network, the Strategic Planning Network, the UN Evaluation Group and others to support harmonization and coordination within the context of accountability for the work of the UN on Gender Equality and the Empowerment of Women At the regional and country level, the Entity will continue to leverage and strengthen gender theme groups and UNDAF results groups to support stronger strategic positioning and joint action by UNCTs. Within the context of the overall realignment of UNDG working mechanism to address the 2030 agenda for sustainable development and the SDGs, the Task Team on gender equality was placed under the working group on sustainable development. The UNDG working mechanisms focus on supporting the RC system and UNCTs. Since the purpose and focus of the IANWGE and the UNDG Task Team on Gender Equality are distinct, it appears more appropriate to maintain the existing separate set ups. A HQ standing committee will be set up to ensure a more coordinated approach to the Entity's work in the UNDG and its working mechanisms.		Global norms and standards (SPs before 2018)	Operational activities	Not applicable	Gender equality
Financing for Gender Equality	Thematic Evaluation	Global	Policy, Programme and Intergovernmental Division	2016	Not Rated	RECOMMENDATION 1 (pp.74-75): Initiate a new phase of GRB programming (Based on Conclusion 1 and 6) ...		UN Women agrees with parts of this recommendation. UN Women is developing a new Flagship Programme Initiative (FPI) on “Transformative Financing for Gender Equality and Women’s Empowerment” that draws upon the evaluation findings, in particular the identified enabling factors, challenges, good practices and lessons learned. The Synthesis Report finds that an efficient use of UN Women’s funding requires “engaging in F4GE programming with countries in which leadership is committed to the program” (cf. Finding 17, pp. 55-54) The FPI under development will continue the participatory and consultative process identified as a good practice of the F4GE programme to ensure national ownership and leadership of the work. Additionally, it will employ a design modality, similar to that used under the F4GE, that allows for sufficient flexibility for adaptation at country level. In response to the critique of the programme’s Theory of Change (ToC), the FPI uses a ToC that draws on the F4GE programme experience and evaluation findings. This ToC was developed by UN Women (2015) and it includes explicit articulation of the high-level development goal to which the FPI aims to contribute. It will be peer reviewed by national and global UN Women staff through a Programme Assessment Committee (PAC) process when the FPI commences. This ToC and corresponding logical framework will be reviewed and adapted to the specific country context in full consultation with national partners. It is necessary to mention that UN Women requested that the evaluation team develop a reconstructed ToC as an evaluation deliverable. The evaluation team produced, in our view, a partial and incomplete ToC based upon its own evaluation findings. While UN Women agrees that an assessment of national statistical capacity is important, other FPIs are working towards this end. Accordingly, the Governance and National Planning (GNP) team will work with the Flagship Programme on gender responsive statistics to support their efforts in this area. Further, as UN Women commences programme implementation in countries adopting the FPI, it will work with decentralization and/or public finance management reform processes, on a case-by-case basis. In regard to the second part of the recommendation, under the new FPI, UN Women will continue to focus on strengthening capacity for government, gender advocates and civil society. Specific capacity strengthening efforts are included in the FPI plan, including a focus on building capacities of government and non-government partners in gender analysis, costing, impact assessments and monitoring and tracking. Additionally, the FPI indicative activities include the production of guidance on tracking gender-responsive revenue raising and allocations. The FPI will continue to support work, in partnership with the OECD and UNDP, on global monitoring of the establishment and implementation of tracking systems. UN Women will focus attention on expanding capacity strengthening to include more government stakeholders, including MPs and parliamentarians, to strengthen gender responsive policy and legal efforts as well as monitoring.		Governance and planning (SPs before 2018)	Not applicable	Not applicable	Relevance, Gender equality
Financing for Gender Equality	Thematic Evaluation	Global	Policy, Programme and Intergovernmental Division	2016	Not Rated	RECOMMENDATION 2 (p. 75): Ensure that the implementation period, level of effort, and funding are co...		UN Women agrees with sections of this recommendation. The forthcoming FPI on Transformative Financing will have an implementation modality aligned more closely with the proposed “Option 2”, focusing financial and technical support to fewer countries for a comprehensive set of initiatives over four years, with the aim of deepening the impact of the programmatic work. This approach was selected to enable countries to develop full programme plans and resource these sufficiently. In recognition of the necessity of a ‘long-term’ approach in support of stronger financing for gender equality, the FPI is structured in a way that seeks to enable ongoing, intensified technical support at country level and close collaboration at all levels. UN Women disagrees with the implicit point in this recommendation that by implementing the F4GE programme in 16 countries, quality was sacrificed in the name of ‘achieving a high number of outputs.’ In fact, UN Women asserts that the progress and results achieved under the F4GE programme were continuously monitored for quality and delivery with countries adjusting plans and activities accordingly. UN Women does not agree that the F4GE programme was overly ambitious. While resources in each country were limited, the programme was nimble in responding to strategic opportunities and addressing setbacks. Almost every programme country confronted challenges during the implementation period, including natural disasters, political upheaval and/or change, and/or conflict. UN Women strongly contends that the evaluation did not adequately reflect the results achieved across the full programme portfolio particularly in light of the challenges faced at country level. This is due, in part, to the fact that the evaluation team conducted a partial assessment of the programme portfolio and therefore did not gather sufficient data on all of the country-level results.		Governance and planning (SPs before 2018)	Not applicable	Not applicable	Efficiency
Financing for Gender Equality	Thematic Evaluation	Global	Policy, Programme and Intergovernmental Division	2016	Not Rated	RECOMMENDATION 3 (p. 76): Seek to leverage partnerships at all levels to a greater extent (Based on ...		UN Women agrees that partnerships are essential for successful programming. Building strong and supportive partnerships with governments, civil society and private sector is a key strategic approach of UN Women’s work on GRB and financing for gender equality. Specifically, at country level, the evaluation stated that “the entire programme was predicated on the ability of UNW to partner closely with government partners (especially in central and line ministries), civil society actors and other bodies.” This is turn engendered local ownership and contributed to the development of an enabling environment for gender equality. This point speaks to the unique position of UN Women in leading this work, the established and trusted relationships it has at country level and the importance of UN Women’s convening mandate in building and maintaining such partnerships. In light of all of this, the Transformative Financing FPI was developed with a strong focus on leveraging partnerships at all levels. Specifically, at country level, the FPI seeks to include the continuation and/or establishment of national mechanisms to institutionalize F4GE. As identified by the evaluation, these mechanisms were part of programming in all four case study countries and should be composed of multiple and diverse stakeholders to support greater ownership and institutionalization of the work. The evaluation also highlights the importance of capitalizing on partnership opportunities at country level with other organizations engaged in GRB and/or similar efforts. Within the context of the FPI, UN Women will examine ways to expand partnerships with all stakeholder groups. In recognition of its unique role as ‘convener’, UN Women will continue to explore and strengthen partnerships at global level for greater collaboration on financing for gender equality. UN Women will work closely with partners to raise demand for data on financing gaps and develop policy advocacy in support of stepped up financing for gender equality from all sources. Additionally, UNW will continue its productive partnership with OECD/DAC and UNDP in supporting countries to develop and implement systems to track gender equality allocations. The new phase of this work will be done within the context of the Sustainable Development Goal (SDG) Indicator framework, which includes indicator 5.c.1.		Governance and planning (SPs before 2018)	Partnership	Not applicable	Sustainability
Financing for Gender Equality	Thematic Evaluation	Global	Policy, Programme and Intergovernmental Division	2016	Not Rated	RECOMMENDATION 4 (pp. 76-77): Establish a meaningful and mutually productive relationship with the E...		UN Women agrees that it is important to develop and maintain strong relationships with donors at the local level in support of stronger programming. However, it also contends that the evaluation did not complete a sufficiently comprehensive review of all the efforts at country level in regard to donor coordination. This was due, mainly to the fact that the evaluation team failed to adequately grasp the programmatic approach and interventions. Further, the evaluation team did not devote adequate time to reviewing the full portfolio of programme countries during the data collection stage. This gap in the data contributed to an incomplete view of the achievements made in countries in strengthening donor coordination and engagement on GRB and financing gender equality. With regard to the first part of the recommendation, UN Women contends that while the specific points are useful, they are not necessarily applicable for all future programming, particularly if not focused on partnerships with EUDs. However, future programming will, as appropriate considering the level of collaboration with the EU, endeavor to strengthen partnerships with EUDs at country level. As with all partnerships, this would be predicated on a shared vision, the development of a clear work plan, including the identification of joint priorities and buy-in by senior staff to ensure high level support for the work. More broadly, the suggestion pertaining to UNW’s potential participation in existing committees on good governance and other related areas will be considered in relation to its engagement with all donors at country level. UN Women agrees that it is important to continue to develop model partnerships like that with ITC/ILO. This partnership was mutually productive and yielded good results at country and global levels. Specifically, it supported efforts in 8 programme countries to integrate gender equality in national and sector programmes and raised awareness about the need for strengthening allocations for gender equality priorities. In some cases, this work also contributed to strengthening the active involvement of gender focal points (GFPs) in the EUDs. At the global level, the partnership facilitated the execution of global workshops on costing, sectoral applications of GRB and programme lessons learned. In terms of the second part of the recommendation, UN Women will continue to develop its work in support of donor coordination on financing gender equality. Several F4GE programme countries made notable progress in strengthening donor coordination and, therefore, the Entity will facilitate cross-country learning for substantive exchange of experiences and lessons in engaging donors. Additionally, under the FPI, emphasis will be placed on strengthening the capacity and knowledge of donors to analyze gender gaps and improve their respective monitoring systems through the integration of gender-sensitive indicators.		Governance and planning (SPs before 2018)	Partnership	Advocacy	Sustainability, Impact
Financing for Gender Equality	Thematic Evaluation	Global	Policy, Programme and Intergovernmental Division	2016	Not Rated	RECOMMENDATION 5 (p. 77): Emphasise programme monitoring and reporting towards outcomes (Based on Co...		UN Women agrees with this recommendation. As noted by the evaluation, UN Women followed standard monitoring and reporting procedures, which produced information necessary for internal accountability and donor reporting. However, it is clear that additional data focused on the outputs of programme activities would have enabled a stronger understanding of the specific results achieved. While in agreement with the recommendation overall, it is important to note that measuring behavior change is a long-term process. Many of the F4GE programme countries only just embarked on this area of work. Therefore, it was not always possible to capture information on the full effects of programme activities in terms of shifts in knowledge, attitudes and behavior. Within the context of the FPI, the GNP team will strengthen programme monitoring systems to ensure that country-level reporting is less activity/input based and more fully output and outcome focused. This process will ensure more comprehensive learning and strengthen ongoing monitoring and mid-term and final evaluation processes. As programme implementation commences, ‘output and outcome-based’ monitoring training will be provided to all programme countries. This may be conducted through virtual workshops to support capacity development in monitoring and reporting and strengthen the capacity of country-level colleagues in reporting output-level data. Further, the GNP team will consult with UN Women’s Planning, Programme and Guidance Unit for peer review of all monitoring tools to ensure that they are sufficiently output and outcome based. The effectiveness of the monitoring tools will be reviewed at the mid-term point of FPI implementation to assess how well they are capturing output data and necessary adjustments will be made.		Governance and planning (SPs before 2018)	Culture of results/RBM	Internal coordination and communication	Efficiency
BEO Programme Evaluation	Programme Evaluation	Americas and the Caribbean	Guatemala	2016	Not Rated	Se recomienda fortalecer el proceso regional de definición de un marco conceptual de ONU Mujeres en ...		Se fortalece el marco conceptual de Empoderamiento Económico		Women economic empowerment (SPs before 2018)	Culture of results/RBM	Knowledge management	Not applicable
BEO Programme Evaluation	Programme Evaluation	Americas and the Caribbean	Guatemala	2016	Not Rated	Se recomienda apoyar la continuidad del Programa en una segunda fase con una doble estrategia: (1) i...		Para dar seguimiento a la recomendación, ONU Mujeres ha elaborado una nota conceptual para lograr una segunda fase del Programa. En la que se propone institucionalizar el modelo de empoderamiento económico de las mujeres en las políticas públicas por medio de los Ministerios de Economía, desde un enfoque de micro, pequeña y mediana empresa, gobiernos locales y alianzas con el sector privado para la inserción de los productos generados por las mujeres de las organizaciones beneficiarias en las cadenas de valor similares en las empresas.		Women economic empowerment (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind	Effectiveness
BEO Programme Evaluation	Programme Evaluation	Americas and the Caribbean	Guatemala	2016	Not Rated	Se recomienda la construcción, consolidación y transferencia del conocimiento derivado de los produc...		Se realizará la transferencia del conocimiento generada por el BEO para que el mismo sea utilizado como una herramienta que evidencia de los aprendizajes obtenidos, de sustento a la generación de fondos para la continuidad y sirva de modelo de buenas prácticas dentro de ONU Mujeres regional, se replique mediante la institucionalización del modelo aprovechamiento el aprendizaje obtenido y promueva su utilización por parte de las mujeres rurales y sus organizaciones.		Women economic empowerment (SPs before 2018)	Not applicable	Knowledge management	Not applicable
BEO Programme Evaluation	Programme Evaluation	Americas and the Caribbean	Guatemala	2016	Not Rated	Se recomienda la creación de alianzas sostenibles con el sector privado para poder abrir los mercado...		Se buscara creará enlaces con el sector privado organizado		Women economic empowerment (SPs before 2018)	Culture of results/RBM	Not applicable	Sustainability
BEO Programme Evaluation	Programme Evaluation	Americas and the Caribbean	Guatemala	2016	Not Rated	Se recomienda la integración de un plan de nuevas masculinidades en una segunda fase del Programa EE...		Se integrará un plan de nuevas masculinidades en la propuesta de la fase 2. Se acepta parcialmente la recomendación puesto que se incorporará según sea pertinente en cada territorio, de acuerdo a la caracterización de la población dentro del mismo en materia de la existencia o inexistencia de indígenas y afrodescendientes en el territorio.		Women economic empowerment (SPs before 2018)	Engaging men and boys	Promoting inclusiveness/Leaving no one behind	Gender equality
BEO Programme Evaluation	Programme Evaluation	Americas and the Caribbean	Guatemala	2016	Not Rated	Se identifica la necesidad y oportunidad de reforzar la participación de personal técnico y coordina...		Se incorporará la participación de técnicos y autoridades indígenas en los programas de empoderamiento económico en la fase 2		Women economic empowerment (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind	Impact
BEO Programme Evaluation	Programme Evaluation	Americas and the Caribbean	Guatemala	2016	Not Rated	Se sugiere la oportunidad de crear una alianza estratégica estable entre ONU Mujeres y FIDA, que pue...		Se discutirá esta recomendación con FIDA. Recommendación parcialmente aceptada, ya que su implementación trasciende la responsabilidad de ONU Mujeres		Not applicable	UN Coordination	Internal coordination and communication	Gender equality
External Evaluation of the Elimination of Violence Against Women (EVAW) Special Fund 2008-2014	Programme Evaluation	Asia and the Pacific	Afghanistan	2015	Good	This external evaluation revealed that changes made to the EVAW Special Fund since 2012 have moved t...		Agreed, ACO will establish an optimal size for the EVAW SF. Some steps have already been taken in this regard, i.e. the EVAW SF currently covers 17 out of 34 provinces with the implementation of a package of protection and prevention activities, including a WPC or FGC, advocacy and prevention initiative and the EVAW Commission in the covered provinces. In addition, the EVAW SF protection and prevention components are under review and it is expected that the review will further inform the optimal size of the fund.		Ending violence against women (SPs before 2018)	Partnership	Capacity development, Knowledge management, Internal coordination and communication	Effectiveness, Gender equality
External Evaluation of the Elimination of Violence Against Women (EVAW) Special Fund 2008-2014	Programme Evaluation	Asia and the Pacific	Afghanistan	2015	Good	3.2.2. Recommendation 2 – Content of the SOP should be revised and updated to take into account the ...		Agree with the recommendation: Since the last revision in 2012 ACO has realized the need for revising the SOP in order to reflect the trends and changes since then. A review and revision will be planned to reflect the recommendations of the evaluation as well as the donors and implementing partners.		Ending violence against women (SPs before 2018)	Partnership, Operational activities	Not applicable, Capacity development	Effectiveness, Gender equality
External Evaluation of the Elimination of Violence Against Women (EVAW) Special Fund 2008-2014	Programme Evaluation	Asia and the Pacific	Afghanistan	2015	Good	3.2.3. Recommendation 3 – Changes made to the EVAW Special Fund since 2012 should continue and focus...		Agree, ACO will put greater emphasize on capacity development of the partners, this is also covered under DRF 2014-17. ACO is planning to build the IPs capacity not only in monitoring but also in finance, operation, programme etc. The use of the third party monitoring is a new initiative and some of the UN Agencies started using it and proved to be useful. So far ACO has used the services of third party monitoring only for WPCs and FGCs, but will expand to other areas i.e. EVAW Commissions and advocacy and prevention as well.		Ending violence against women (SPs before 2018)	Partnership, Not applicable	Capacity development, Internal coordination and communication	Effectiveness, Gender equality
External Evaluation of the Elimination of Violence Against Women (EVAW) Special Fund 2008-2014	Programme Evaluation	Asia and the Pacific	Afghanistan	2015	Good	3.2.4. Recommendation 4 – The EVAW Special Fund should plan for and secure technical assistance and ...		Agree, The EVAW SF will engage a technical assistance through brining an expert to conduct qualitative and quantitative assessment of the fund to establish the baseline for 2015 or 2016. The technical assistance will also build capacity within the EVAW SF and its IPs in the area of Result Bases Monitoring/Management to enable the fund to track changes overtime.		Ending violence against women (SPs before 2018)	Partnership, Operational activities, Not applicable	Capacity development, Knowledge management	Effectiveness, Gender equality
External Evaluation of the Elimination of Violence Against Women (EVAW) Special Fund 2008-2014	Programme Evaluation	Asia and the Pacific	Afghanistan	2015	Good	3.2.5. Recommendation 5 – Additional Calls for Proposals should be issued in 2015, but changes to th...		Agree and noted, however issuing Calls for Proposals depend on the donor contribution to the EVAW SF. Further as proposals for the operations of WPCs/ FGCs is based on a standard package of services as defined by WPC Regulations, there is not much room for innovative concepts unlike the proposals for preventive measures. Hence pre-qualification call for concepts would apply for preventive measures grants. On the assessment for the organizational competence a very comprehensive process is required as per existing UN Women corporate guidelines (after approval) hence at the pre-qualification level it should be a light exercise.		Ending violence against women (SPs before 2018)	Not applicable	Internal coordination and communication	Effectiveness, Relevance, Gender equality
External Evaluation of the Elimination of Violence Against Women (EVAW) Special Fund 2008-2014	Programme Evaluation	Asia and the Pacific	Afghanistan	2015	Good	3.2.6. Recommendation 6 – The EVAW Special Fund should consider how it can help grant recipients imp...		Not fully agree with the recommendation. ACO will revise the application and reporting template to provide the space for engaging target groups in planning and reporting. However, within the context of Afghanistan it is difficult to achieve extensive and full participation due to multiple factors including high cost, limited access to the communities, conservative society, illiteracy etc.		Ending violence against women (SPs before 2018)	Partnership, Culture of results/RBM	Capacity development, Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
External Evaluation of the Elimination of Violence Against Women (EVAW) Special Fund 2008-2014	Programme Evaluation	Asia and the Pacific	Afghanistan	2015	Good	3.2.7. Recommendations 7 – There should be improved communications within the EVAW Special Fund and ...		Agree, ACO acknowledges that previously the communications was not as strong as it should have been possibly due to many vacant positions, but now that the EVAW SF team is completed, the communication will be improved. In addition, the EVAW SF will include a section in the SOP on the communication with partners and IPs. EVAW SF will also share good practices, stories with the different partners through organizing workshops and information sharing events.		Ending violence against women (SPs before 2018)	Partnership, Not applicable	Internal coordination and communication	Efficiency
External Evaluation of the Elimination of Violence Against Women (EVAW) Special Fund 2008-2014	Programme Evaluation	Asia and the Pacific	Afghanistan	2015	Good	3.2.8. Recommendation 8 - Effective knowledge management should be significantly strengthened and ex...		Agreed. ACO considers developing knowledge products as effective tools for resource mobilization and engagement of partners. This is covered under DRF 2014-17 that different knowledge products will be produced.		Ending violence against women (SPs before 2018)	UN Coordination	Capacity development, Knowledge management	Efficiency, Impact
External Evaluation of the Elimination of Violence Against Women (EVAW) Special Fund 2008-2014	Programme Evaluation	Asia and the Pacific	Afghanistan	2015	Good	3.2.9. Recommendation 9 – The EVAW Special Fund should plan for and secure technical assistance and ...		Agreed. As part of the DRF 2014-15 and the AWP 2015/16 UN Women intends to engage services of experts to support MoWA WPC Directorate to develop its five years strategic plan. In addition the expert will help EVAW team on how to strengthen coordination between the WPC Coordination Committees and EVAW Commissions at national and provincial level in order to lobby and advocate for EVAW. It will also support the EVAW SF grantees on how to measure the results of their advocacy.		Ending violence against women (SPs before 2018)	Operational activities	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Relevance, Sustainability
External Evaluation of the Elimination of Violence Against Women (EVAW) Special Fund 2008-2014	Programme Evaluation	Asia and the Pacific	Afghanistan	2015	Good	Recommendation 10: UN Women and the EVAW Special Fund should explore new partnerships to strengthen ...		Agree, as part of the DRF 2014-17 ACO has already established partnerships with different community groups including youth, boys, men, community leaders and religious leaders on EVAW through CSOs, but there is need to deepen the partnerships at community level through the community-based organizations. EVAW SF will consider this in 2016 planning		Not applicable	Not applicable	Not applicable	Not applicable
External Evaluation of the Elimination of Violence Against Women (EVAW) Special Fund 2008-2014	Programme Evaluation	Asia and the Pacific	Afghanistan	2015	Good	Recommendation 11: UN Women should work with all EVAW Special Fund donors to accept a single reporte...		Agree, three donors (Belgium, Sida and Norway) have been agreed on a single report covering all of the DER 2014-2017. For other existing agreements that will end by 2016 (e.g. Netherlands, Korea, Denmark, Iceland) or have a different reporting cycle (Australia and Italy) it will not be possible. However as new agreements are signed this model will be further advocated with new donors.		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UN Women's Normative Support Work and its Operational Linkages	Normative Support Evaluation	Global	Independent Evaluation Service (IES)	2015	Not subject for review	In the context of the mid-term review of its strategic plan in 2016, UN-Women should define how it w...		UN Women agrees with recommendation 1:The midterm review (MTR) of the UN Women Strategic Plan 2014-2017 will reflect agreements on the new development agenda and the outcomes of the 20 year review of implementation of the Beijing Platform for Action. The MTR will also present an overview of major results achieved, as well as those from across evaluations, including this one. An internal reference group will be established to ensure engagement and involvement across the organization (including the field offices) in the review process. The MTR will also benefit from and be informed by the discussions and deliberations on the UN fitness-for-purpose and the ECOSOC Dialogue on the longer term positioning of the UN Development System. In addition, the MTR will greatly benefit from the new results management system that UN Women developed and rolled out for the preparation of its annual report on the implementation of the Strategic Plan. The new reporting process and system for field offices has considerably enhanced the capacity of the organization to systematically track the links between normative and operational work – and in particular how norms and standards are pursued and implemented at field level. As part of the MTR process, UN-Women will review and analyze performance information from the system and from other sources such as evaluations to rigorously interrogate the implicit theory of change that is reflected primarily in the development results framework of the Strategic Plan, and to support the development of a more explicit theory and strategy in relation to the organization’s main areas of focus.		Governance and planning (SPs before 2018)	Partnership	Not applicable, Internal coordination and communication	Effectiveness
Evaluation of UN Women's Normative Support Work and its Operational Linkages	Normative Support Evaluation	Global	Independent Evaluation Service (IES)	2015	Not subject for review	UN-Women should further enhance the synergies between its two subprogrammes by making linkages betwe...		UN Women agrees with recommendation 2: Every organization makes decisions with regard to how to structure itself and its programmes internally to deliver on its mandate, and every organization subsequently strives to strike a balance between clear lines of accountability and maximizing collaborative and cross-divisional effectiveness. UN-Women is like other organizations in this regard and has worked consciously and consistently since its foundation to maximize the potential of its mandate and staff members and to build synergies across its programmes. To that end it is noted that several action have already been undertaken or are currently underway to address this recommendation. For example, a working group on the post 2015 development agenda and Financing for Development has been coordinating internal work and strategizing the engagement with external partners (including member states, UN entities and civil society). The working group specifically brings together all relevant divisions in both sub-programmes in HQ, as well as all regional offices. In addition, preparations for major initiatives, such as the annual session of the Commission on the Status of Women, are undertaken through a number of formal cross-divisional working groups, including a Steering Committee bringing together all divisions in both sub-programmes. UN Women has also taken steps to formalize the planning process for Senior Management Team meetings, including maintaining proper records and sharing key outcomes with all staff, including through Town Hall meetings and communication to all staff. It should also be noted that the two Assistant Secretary-Generals heading each sub-programme continuously work with divisions in the other sub-programme, including through formal meetings with Division Directors and staff. The entity will work on further enhance linkages between the Policy and Intergovernmental Support Divisions, as well as between the UN System Coordination and the Programme Divisions, which are in separate sub-programmes.		Governance and planning (SPs before 2018)	Partnership, Operational activities	Internal coordination and communication	Effectiveness
Evaluation of UN Women's Normative Support Work and its Operational Linkages	Normative Support Evaluation	Global	Independent Evaluation Service (IES)	2015	Not subject for review	UN-Women should further strengthen the existing linkages between its HQ and field offices, including...		UN Women agrees with recommendation 3: As an organization with a growing field presence and a commitment to supporting countries to implement the GEEW framework, UN-Women works diligently to maintain strong links between its field offices and headquarters but recognizes that every opportunity for improving both vertical and horizontal linkages within the organization should be exploited. The implementation of the regional architecture (endorsed by the Executive Board in 2012 and rolled out in 2013) is critical in that regard, and will continue to be regularly monitored to ensure effective empowerment of field structures and strong linkages between country offices, regional offices and HQ. In addition, the oversight and quality assurance system has been strengthened to ensure support to field offices in the implementation of the GEEW framework. This is most evident through the establishment of a Peer Review Group, comprised of the Directors of every HQ division, which meets with regional office and country office staff to work on the formulation of programmes and plans, including on ensuring strong and strategic links between the normative and operational dimensions of the organization’s work at every level. Within the context of the regional architecture and strengthened systematic dialogue between field offices and HQ on plans and programmes, UN-Women agrees that the specific measures recommended under a), b), c) will be considered as part of a broader effort to ensure stronger linkages between HQ and field offices, including on normative developments, which UN Women is pursuing. In addition, the quality assurance system has been strengthened to ensure support to field offices in the implementation of the GEEW framework. The Peer Review Group for the formulation of Strategic Notes and Annual Work Plans, which brings together all divisions (from both sub-programmes) to support planning of ROs and COs, including of the normative-operational linkage. In 2014, UN Women has created an Extended Management Team that brings together Divisional Directors, Section Chiefs, Thematic Heads, and Regional Directors. UN Women is in the process of enhancing the working methods of the Extended Management Team and refine its purpose, including with the objective of strengthening linkages between HQ and field offices. UN Women would also note that the Director of the Programme Division, which directly supervises the work of Regional Directors, sits on the Senior Management Team and has primary responsibility to ensure that relevant agenda items and outcomes of Senior Management Team meetings are discussed and shared with Regional Directors as appropriate. Nevertheless, UN Women agrees that the direct participation of Regional Directors to relevant Senior Management Team meetings will be beneficial to further enhancing coherence and communication flows.		Governance and planning (SPs before 2018)	Partnership, Operational activities	Internal coordination and communication	Effectiveness
Evaluation of UN Women's Normative Support Work and its Operational Linkages	Normative Support Evaluation	Global	Independent Evaluation Service (IES)	2015	Not subject for review	UN-Women should, in consultation with its United Nations partners, further clarify complementarities...		UN Women agrees with recommendation 4:The entity notes that the revised recommendation is more consistent with the current discourse on a UN fit for purpose, which suggests a fundamental departure from interventions that are mainly based on rigid divisions of labour, towards a much more integrated way of working with other UN partners, building on horizontal coherence, integration, synergies and collaborative approaches. UN Women will work consistently with this forward looking fundamental shift. UN Women recognizes that further strengthening the partnerships with other UN agencies is critical. Subject to availability of resources, the Entity will increase its capacity to leverage the UN system, and support the strengthening of its gender equality work based on the needs identified from the UN SWAP implementation results. UN Women will also execute the updated strategy for implementing its System-wide and Inter Agency mandates for GEEW, which will also be complemented by an underlying theory of change further articulating the various elements of its UN coordination mandate. UN Women is currently undergoing a corporate formative evaluation of the first four years of implementation of its System-wide and Inter Agency mandates for GEEW. That exercise will provide additional elements of lessons learned for UN Women’s coordination role, including as regards the complementarities with other UN partners.		Global norms and standards (SPs before 2018)	Partnership, Not applicable	Not applicable, Internal coordination and communication	Effectiveness
1325 National Action Plan Evaluation 2010-2014	Programme Evaluation	West and Central Africa	Sierra Leone	2015	Not Rated	RECOMMENDATION 1 : To promote the safety and self-reliance of girls and women, full access to lega...		UN Women, MSWGCA and the National Steering Committee accepts this Recommendation. Various institutions have been providing legal, medical and psychological support services to survivors of SGBV, however this has been very limited, and coordination among stakeholders remains low. There is a need to strengthen existing services as well as expand these service nationally, and increase coordination.	Accepted	Peace and security (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind	Impact
1325 National Action Plan Evaluation 2010-2014	Programme Evaluation	West and Central Africa	Sierra Leone	2015	Not Rated	Build up the capacity of Judiciary, such as the Public Prosecutor’s Office, the Police especially FS...		UN Women, MSWGCA and the National Steering Committee accepts this Recommendation. There is an urgent need to set up a forensic laboratory and have the necessary technical staff trained in using the Laboratory and interpreting the analysis from a legal point of view.	Accepted	Peace and security (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership	Capacity development	Impact
1325 National Action Plan Evaluation 2010-2014	Programme Evaluation	West and Central Africa	Sierra Leone	2015	Not Rated	Take immediate steps to ensure that the public officials involved in prosecuting cases of violence a...		UN Women, MSWGCA and the National Steering Committee accepts this Recommendation. MSWGCA, UN Women and National Steering Committee members played a lead role in ensuring that the Sexual Offences Act was passed in 2012 and they have also played a crucial role in sensitization of the 2007 Gender Justice laws at various levels including national, community and local levels.	Accepted	Peace and security (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership	Capacity development	Efficiency, Sustainability, Impact
1325 National Action Plan Evaluation 2010-2014	Programme Evaluation	West and Central Africa	Sierra Leone	2015	Not Rated	Take measures to institutionalize collaboration and information sharing among the authorities in cha...		UN Women, MSWGCA and the National Steering Committee accepts this Recommendation. The National Committee on Gender Based Violence (NAC-GBV) is co-chaired by the Ministry of Social Welfare, Gender and Children's Affairs and the Sierra Leone Police. The key stakeholders in the NAC-GBV Committee include CSOs, Ministry of Justice traditional chiefs etc. This forum ensures collaboration and information among key stakeholders on issues of violence against Women.	Accepted	Peace and security (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, Culture of results/RBM	Capacity development, Not applicable	Effectiveness
1325 National Action Plan Evaluation 2010-2014	Programme Evaluation	West and Central Africa	Sierra Leone	2015	Not Rated	Enforcement of legislations like the three gender justice laws continues to be a challenge. MSWGCA, ...		The Saturday Courts were set up to look into back log and accelerate judgement for cases of SGBV. These Saturday Courts need to be resuscitated to ensure that the survivors of SGBV can have continued access to justice .	Accepted	Peace and security (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership	Capacity development, Advocacy	Sustainability, Human Rights
1325 National Action Plan Evaluation 2010-2014	Programme Evaluation	West and Central Africa	Sierra Leone	2015	Not Rated	FSU currently has limited geographic coverage nationwide. There is a need to build the institutional...		UN Women played a lead role in the setting up of the initial Family Support Units and the training of human capacity within the units. However there has been a high staff turnover and most of the initially trained staff have been sent on peace keeping missions abroad.	Accepted	Peace and security (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, Culture of results/RBM	Capacity development	Impact, Human Rights
1325 National Action Plan Evaluation 2010-2014	Programme Evaluation	West and Central Africa	Sierra Leone	2015	Not Rated	Capacity constraints of the judiciary negatively impact on the administration of justice, thus creat...		UN Women, MSWGCA and the National Steering Committee accepts this Recommendation. UN Women and the MSWGCA recognizes the need to strengthen judiciary capacity in the administration of gender justice. UN Women has close working relationship with one of the justices of the High Court and will work closely with the Government machinery and other UN partners to ensure to strengthen the capacity of the judiciary.	Accepted	Peace and security (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership	Advocacy	Effectiveness
1325 National Action Plan Evaluation 2010-2014	Programme Evaluation	West and Central Africa	Sierra Leone	2015	Not Rated	Prevention begins with respecting the community’s capacity to make positive change. Efforts need to ...		UN Women, MSWGCA and the National Steering Committee accepts this Recommendation. The key stakeholders of the evaluation have been working with community leaders including chiefs and religious leaders. MOU have been signed with soweis to prevent FGM till 18 years, there is now a move to zero tolerance to FGM involving all stakeholders. The HEFORSHE launch has reached out to all Parliamentarians, Paramount Chiefs, councilors at a national level. UN Women will continue with the campaign at a community level.	Accepted	Peace and security (SPs before 2018), Governance and planning (SPs before 2018)	Culture of results/RBM	Capacity development	Human Rights
1325 National Action Plan Evaluation 2010-2014	Programme Evaluation	West and Central Africa	Sierra Leone	2015	Not Rated	Preventing gender based violence must involve addressing the root causes of such violence and challe...		UN Women and the MSWGCA and the National Steering Committee accept this recommendation. The SILNAP that was evaluated has expired. There are plans to develop a new SILNAP and in the process all stakeholders will be bought on board to ensure that there is connect between prevention and responses strategies in the various community initiatives that would be implemented.	Accepted	Peace and security (SPs before 2018)	Partnership, Culture of results/RBM	Capacity development	Efficiency
1325 National Action Plan Evaluation 2010-2014	Programme Evaluation	West and Central Africa	Sierra Leone	2015	Not Rated	Improving women’s safety must be one of the main objectives of a national crime prevention strategy....		UN Women and the MSWGCA and the National Steering Committee accept this recommendation. UN Women has don work with partners in advocating for the enactment of law. UN women has also worked with Parliamentarians, Religious Leaders and Traditional leaders sensitizing them on the various laws. UN Women played a lead role in the enactment of the Sexual Offences ACt	Accepted	Peace and security (SPs before 2018), Ending violence against women (SPs before 2018)	Culture of results/RBM	Capacity development	Effectiveness
1325 National Action Plan Evaluation 2010-2014	Programme Evaluation	West and Central Africa	Sierra Leone	2015	Not Rated	Initiatives should seek input and participation from a cross-section of individuals, women’s groups,...		UN Women and the MSWGCA and the National Steering Committee accept this recommendation. The Draft National Strategy for the Reduction of FGM has been developed by the Ministry of Social Welfare, Gender and Children's Affairs with the support of UN. The document was developed with the input of secret society leaders (Sowei's) women's groups and other traditional and religious leaders .	Accepted	Peace and security (SPs before 2018)	Culture of results/RBM	Capacity development	Efficiency
1325 National Action Plan Evaluation 2010-2014	Programme Evaluation	West and Central Africa	Sierra Leone	2015	Not Rated	Conducting periodic risk assessments through community mapping exercises, in close collaboration wit...		UN Women and the MSWGCA and the National Steering Committee accept this recommendation	Accepted	Peace and security (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, Engaging men and boys	Capacity development	Efficiency
1325 National Action Plan Evaluation 2010-2014	Programme Evaluation	West and Central Africa	Sierra Leone	2015	Not Rated	. Building short- and long-term training programmes to strengthen the capacities of local resources ...		UN Women and the MSWGCA and the National Steering Committee accept this recommendation. A number of initiatives have been held and are currently ongoing to create awareness of the gender justice laws at a community level as well as awareness raising to develop community based strategies to respond to issues at a Community level	Accepted	Peace and security (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, Engaging men and boys	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Efficiency
Peace Building and Enhancing Protection systems (Gender Promotion Initiative) Final Evaluation	Programme Evaluation	East and Southern Africa	Uganda	2015	Good	There is need to build in the design of a similar programme capacity of indigent women to demand the...		This is very valid and the UN Women SN/AWP 2016 – 2020 particularly includes aspects of building the agency of Women to claim their rights across all the impact Areas		Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind, Advocacy	Impact, Gender equality
Peace Building and Enhancing Protection systems (Gender Promotion Initiative) Final Evaluation	Programme Evaluation	East and Southern Africa	Uganda	2015	Good	UN agencies in joint programmes and implementing complimentary activities need to consider targeting...		This is ideally right and the UNDAF maps out the targets districts of agency activities. However, co-locating activities at a sub-county and village level may be impractical.		Not applicable	UN Coordination, Partnership	Internal coordination and communication	Effectiveness, Efficiency, Impact
Peace Building and Enhancing Protection systems (Gender Promotion Initiative) Final Evaluation	Programme Evaluation	East and Southern Africa	Uganda	2015	Good	When training to improve mediation at traditional courts it is not only important to train chiefs. C...		The recommendation is very relevant and the capacity building of the traditional leaders under the WEE and EVAWG strategies of the SN/AWP 2016 - 2020 should be broad enough to include the committee members		Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018)	Operational activities	Capacity development, Promoting inclusiveness/Leaving no one behind	Sustainability
Peace Building and Enhancing Protection systems (Gender Promotion Initiative) Final Evaluation	Programme Evaluation	East and Southern Africa	Uganda	2015	Good	Effective psychosocial support is long term and similar programmes (whether government or external d...		Very valid though the inclusion of the family will require more resources per unit. UN Women provides a very comprehensive and structured long-term psychosocial support service to refugee women in Adjumani		Peace and security (SPs before 2018)	Partnership, Operational activities	Capacity development	Sustainability
Peace Building and Enhancing Protection systems (Gender Promotion Initiative) Final Evaluation	Programme Evaluation	East and Southern Africa	Uganda	2015	Good	Embrace alternatives to building peace for marginalized groups – concept of bridging social networks...		The recommendation is very valid and relevant to the work of UN Women on P&S, WEE and EVAWG		Peace and security (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind	Gender equality
Peace Building and Enhancing Protection systems (Gender Promotion Initiative) Final Evaluation	Programme Evaluation	East and Southern Africa	Uganda	2015	Good	The evaluation shows that the GPI is a programme that has potential to achieve results at low cost. ...		The mainstreaming of P&S work in Agency AWPs within the UNDAF framework is a sustainable approach to ensuring that the benefits of the GPI are carried forward.		Peace and security (SPs before 2018)	UN Coordination	Capacity development, Internal coordination and communication	Effectiveness, Sustainability, Impact
Country Portfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	El Salvador	2015	Not Rated	DESARROLLAR ESTUDIOS ESPECÍFICOS DE LÍNEAS DE BASE QUE FORTALEZCAN LA CULTURA DE GESTIÓN BASADA EN R...		Esta recomendación no aplica este año debido a que la Nota Estratégica fue finalizada a finales del 2015 y la próxima se formulará en el 2020.		Not applicable	Not applicable	Not applicable	Not applicable
Country Portfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	El Salvador	2015	Not Rated	EN LA MEDIDA DE LO POSIBLE IMPULSAR UN PROCESO DE DISEÑO DE LA NOTA ESTRATÉGICA EN CONSULTA CON LOS ...		Esta recomendación no aplica debido a que la Nota Estratégica ha sido elaborada de manera consensuada con actores nacionales y socios principales.		Not applicable	Not applicable	Not applicable	Not applicable
Country Portfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	El Salvador	2015	Not Rated	FORMULAR EXPLÍCITAMENTE LA ESTRATEGIA DE SOSTENIBILIDAD DE LOS RESULTADOS DE LA NOTA ESTRATÉGICA IDE...		Esta recomendación ya ha sido implementada pues la Nota Estratégica incluye mecanismos de monitoreo y seguimiento.		Not applicable	Not applicable	Not applicable	Not applicable
Country Portfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	El Salvador	2015	Not Rated	IDENTIFICAR CLARAMENTE LA TEORÍA DE CAMBIO DE LA PRÓXIMA NOTA ESTRATÉGICA, DEFINIENDO ACCIONES ESTRA...		La recomendación se implementó. Además, la Oficina fortalecerá sus conocimientos en Teoría del Cambio generando procesos de análisis y reflexión colectiva y se apoyará en los planes estratégicos y flagships		Not applicable	Not applicable	Not applicable	Not applicable
Country Portfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	El Salvador	2015	Not Rated	AMPLIAR EL ENFOQUE INTERSECCIONAL DE LA INTERVENCIÓN PARA FORTALECER EL TRABAJO CON MUJERES JÓVENES,...		La Oficina fortalecerá el análisis del enfoque interseccional para incorporarlo en su trabajo, de modo que pueda dar mejor respuesta a las desigualdades		Not applicable	Not applicable	Not applicable	Not applicable
Country Portfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	El Salvador	2015	Not Rated	EN UN CONTEXTO DE RECURSOS LIMITADOS, ES RECOMENDABLE PRIORIZAR ENFOQUES DE COOPERACIÓN DESDE LA ASI...		La Oficina priorizará en sus planes de trabajo acciones de asistencia técnica en procesos de medio y largo plazo.		Not applicable	Not applicable	Not applicable	Not applicable
Country Portfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	El Salvador	2015	Not Rated	DESARROLLAR UNA ESTRATEGIA DE ALIANZAS QUE PERMITA MÚLTIPLES ARTICULACIONES CON ACTORES CLAVE Y QUE ...		La Oficina fortalecerá sus alianzas con actores gubernamentales, organizaciones de la sociedad civil agencias del Sistema de Naciones Unidas, así como con cooperantes.		Not applicable	Not applicable	Not applicable	Not applicable
Country Portfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	El Salvador	2015	Not Rated	CONTINUAR FORTALECIENDO EL ROL DE ONU MUJERES EN SU PAPEL DE COORDINACIÓN DE LOS ESFUERZOS INTERAGEN...		La Oficina de ONU Mujeres en El Salvador continuará fortaleciendo su liderazgo en el Grupo Interagencial de Género		Not applicable	Not applicable	Not applicable	Not applicable
Country Portfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	El Salvador	2015	Not Rated	DEFINIR UNA ESTRATEGIA DE COMUNICACIÓN EFECTIVA Y DE GENERACIÓN Y DIFUSIÓN DE CONOCIMIENTOS QUE CONT...		Contratación de una experta en comunicaciones para la elaboración e implementación de una estrategia de comunicación y difusión		Not applicable	Not applicable	Not applicable	Not applicable
Country Portfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	El Salvador	2015	Not Rated	FORTALECER LAS CAPACIDADES DE LA OFICINA PARA MEJORAR LA EFICIENCIA OPERATIVA ASÍ COMO LOS MECANISMO...		La Oficina tomará medidas para mejorar la eficiencia operativa, incluyendo mecanismos que le ofrezcan mayor autonomía y menores tiempos de respuesta		Not applicable	Not applicable	Not applicable	Not applicable
Country Portfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	El Salvador	2015	Not Rated	DEFINIR UNA ESTRATEGIA DE MOVILIZACIÓN DE RECURSOS A CORTO Y MEDIANO PLAZO QUE PERMITA DAR CONTINUID...		La Oficina elaborará una estrategia de movilización de recursos a corto y mediano plazo.		Not applicable	Not applicable	Not applicable	Not applicable
Country Portfolio Evaluation	Country-level Evaluation	Americas and the Caribbean	El Salvador	2015	Not Rated	IMPULSAR, DESDE LA OFICINA REGIONAL, LAS MEDIDAS OPERATIVAS NECESARIAS PARA DAR RESPUESTAS MÁS ADECU...		La Oficina de El Salvador desarrollará un diálogo con la Oficina Regional para lograr una repuesta adecuada a las necesidades operativas		Not applicable	Not applicable	Not applicable	Not applicable
Access to Justice as a prevention mechanism to EVAW Regional Evaluation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2016	Very Good	Recommendations for the UN Women Regional Office for the Americas and the Caribbean: Provide a regio...		UN Women has a wealth of strategic documents and the Americas and the Caribbean region has already started implementing the regional programme to address femicide. While a regional framework exists, the RO can agree with country offices on the use of common strategic documents so that the work at regional level is aligned		Ending violence against women (SPs before 2018)	Culture of results/RBM	Not applicable	Relevance
Access to Justice as a prevention mechanism to EVAW Regional Evaluation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2016	Very Good	Recommendations for the UN Women Regional Office for the Americas and the Caribbean: Promote a commo...		As per the evaluation's conclusions human rights, gender equality and intersectionality are the basis of UN Women's work and with demonstrable results. The three pillars are already in place what the regional work needs is alignment		Ending violence against women (SPs before 2018)	Operational activities	Not applicable	Gender equality
Access to Justice as a prevention mechanism to EVAW Regional Evaluation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2016	Very Good	Recommendations for the UN Women Regional Office for the Americas and the Caribbean: Produce tools, ...		This is a very high priority for the RO, however, resources are very limited		Ending violence against women (SPs before 2018)	Operational activities	Advocacy	Effectiveness
Access to Justice as a prevention mechanism to EVAW Regional Evaluation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2016	Very Good	Recommendations for the UN Women Regional Office for the Americas and the Caribbean: Intensify the w...		A new initiative launched in December 2016 is a breakthrough in the support to women human rights defenders and top level regional and global discussion on how to protect women human rights defenders. It is called the Protocol of Hope and UN Women has provided seed funding for an international protocol for the investigation of threats to human rights defenders, in colaboration with IM defensoras, Awid, Jass, CEjil, and Oxfam		Ending violence against women (SPs before 2018)	Partnership	Capacity development, Advocacy	Effectiveness
Access to Justice as a prevention mechanism to EVAW Regional Evaluation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2016	Very Good	Recommendations for the UN Women Country Offices: Complement the mapping of receptive and strategic...		The findings of the evaluation show that there is a very strategic approach of UN Women and its key partners. The issue is not one of mapping, but of resources to take and scale highly succesful work that the evaluation documented		Ending violence against women (SPs before 2018)	Partnership	Not applicable, Advocacy	Effectiveness, Relevance
Access to Justice as a prevention mechanism to EVAW Regional Evaluation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2016	Very Good	Recommendations for the UN Women Country Offices: Strengthen advocacy to institutionalize good pract...		Regional Office can collect the courses and seek an alliance with UN Women Global Training Centre and other partners to develop the trainings. However, this is also dependent on availability of resources		Ending violence against women (SPs before 2018)	Partnership, Operational activities	Capacity development, Advocacy	Effectiveness, Sustainability
Access to Justice as a prevention mechanism to EVAW Regional Evaluation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2016	Very Good	Recommendations for the UN Women Country Offices: Push to facilitate indigenous women, women of Afri...		There is a very big opportunity for UN Women to work with these groups and the work will continue dependent on resources		Ending violence against women (SPs before 2018)	Operational activities	Not applicable, Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Access to Justice as a prevention mechanism to EVAW Regional Evaluation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2016	Very Good	Recommendations for the UN Women Regional Office for the Americas and the Caribbean and Country Offi...		UN Women sees a lot of potential on this pioneering area of work and will continue to strengthen it dependent on resources		Ending violence against women (SPs before 2018)	Operational activities	Not applicable	Effectiveness
Access to Justice as a prevention mechanism to EVAW Regional Evaluation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2016	Very Good	Recommendations for the UN Women Regional Office for the Americas and the Caribbean and Country Offi...		This is a priority area for UN Women and will be strengthen dependent on resources		Ending violence against women (SPs before 2018)	Operational activities, Culture of results/RBM	Not applicable, Knowledge management	Effectiveness, Sustainability
Access to Justice as a prevention mechanism to EVAW Regional Evaluation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2016	Very Good	Recommendations for the UN Women Regional Office for the Americas and the Caribbean and Country Offi...		This is a priority area for UN Women and will be strengthened dependent on resources		Ending violence against women (SPs before 2018)	Culture of results/RBM	Knowledge management	Effectiveness, Sustainability
Regional Evaluation on Leadership and Political Participation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2015	Very Good	Generar un proceso de reflexión y análisis colectivo que permita a ONU Mujeres apropiarse de la estr...		Aceptamos la recomendación por pertinente. La evaluación se produjo coincidiendo con el proceso de lanzamiento de la Guía Estratégica regional, de modo que por supuesto el proceso de apropiación está pendiente y la evaluación viene a coincidir con los planes previstos.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Regional Evaluation on Leadership and Political Participation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2015	Very Good	Frente a las limitaciones de recursos financieros es fundamental que ONU Mujeres asuma los cinco obj...		Aceptamos la recomendación en el mismo sentido que la recomendación 1, y dando continuidad a la anterior con los mismos argumentos	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Regional Evaluation on Leadership and Political Participation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2015	Very Good	ONU Mujeres debería impulsar un proceso de reflexión participativa y coordinada para definir y opera...		Esta recomendación igualmente es una consecuencia de la necesidad de apropiación de la Guía Estratégica regional.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Regional Evaluation on Leadership and Political Participation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2015	Very Good	ONU Mujeres debería tomar las medidas necesarias para incrementar la apropiación por parte de las of...		Esta recomendación igualmente es una consecuencia de la necesidad de apropiación de la Guía Estratégica regional.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Regional Evaluation on Leadership and Political Participation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2015	Very Good	Fortalecer el enfoque de la programación de ONU Mujeres para la participación y el liderazgo de las ...		La interseccionalidad no es un objetivo estratégico sino transversal de la Guía estratégica regional. Cada oficina debe valorar como se logra dicha interseccionalidad de acuerdo a las prioridades del país y el contexto nacional	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Regional Evaluation on Leadership and Political Participation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2015	Very Good	Invertir en capacidades organizacionales y de los equipos de trabajo específicamente en el ámbito de...		Desde la OR solo se puede liderar algunos cambios y procesos, otros tienen una dimensión organizativa y política que supera el alcance de esta evaluación	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Regional Evaluation on Leadership and Political Participation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2015	Very Good	Tomar las medidas necesarias para garantizar que las oficinas de país reciban el acompañamiento técn...		Es el trabajo ordinario de la OR y de las asesoras, por tanto su implementación forma parte de las responsabilidades.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Regional Evaluation on Leadership and Political Participation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2015	Very Good	Fortalecer las capacidades de programación para la aplicación del marco integrado de gestión basada ...		Al igual que en la recomendación anterior, algunas sugerencias van más allá del objeto y alcance de esta evaluación y de las responsables de ejecución del área de L&PP	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Regional Evaluation on Leadership and Political Participation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2015	Very Good	Establecer los mecanismos necesarios para generar mayores niveles de coordinación entre lo global, r...		Al igual que en la recomendación anterior, algunas sugerencias van más allá del objeto y alcance de esta evaluación y de las responsables de ejecución del área de L&PP	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Regional Evaluation on Leadership and Political Participation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2015	Very Good	Desarrollar una estrategia de articulación multi-actores que puede facilitar -con menos recursos- te...		Esta recomendación también viene a desarrollar la recomendación 1 y 2. Las mismas razones para su seguimiento aplican aquí.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Regional Evaluation on Leadership and Political Participation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2015	Very Good	Continuar fortaleciendo las alianzas con los mecanismos de la mujer para impulsar el trabajo específ...		Es un trabajo que ya se viene desarrollando y se puede impulsar y canalizar a la vez que se implementa y difunde la Guía estrategia regional	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Regional Evaluation on Leadership and Political Participation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2015	Very Good	Profundizar la coordinación de iniciativas y/o proyectos conjuntos con otras agencias del Sistema de...		(Ver recomendación 10)	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Regional Evaluation on Leadership and Political Participation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2015	Very Good	Continuar fortaleciendo el rol de ONU Mujeres en su papel de coordinación de los esfuerzos interagen...		No es una recomendación ligada a promover la participación política. Es el rol de ONU Mujeres en cada país o a nivel regional. Ver recomendación 10.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Regional Evaluation on Leadership and Political Participation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2015	Very Good	ONU Mujeres debería definir e implementar una estrategia de comunicaciones e incidencia para la part...		Está contemplada en el marco de acción estratégico de la guía estratégica de participación política.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Regional Evaluation on Leadership and Political Participation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2015	Very Good	ONU Mujeres debería invertir en fortalecer su rol de generación y gestión de conocimiento en partici...		El grueso de esta recomendación es tratada en las recomendaciones anteriores y algunas de las medidas ya forman parte del trabajo de investigación y análisis de ONU Mujeres	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
WRSC Phase III Final Evaluation	Programme Evaluation	Arab States	Palestine	2015	Not Rated	Evaluation Recommendation 1: Going forward, UN Women should plan on i) further scaling-up the women-...		Based on the recommendation, a two month no-cost extension was requested and granted from the donor, and a consultant was contracted by UN Women in order to develop a scale up proposal for phase IV. The resulting initial project proposal was discussed with MAAN and MoEHE. UN Women ensured a participatory approach through engaging the donor and other stakeholders relevant extensively in the formulation process, also, an internal committee review, consisting of UN Women staff, was created, for the purpose of reviewing the proposal document.		Women economic empowerment (SPs before 2018)	UN Coordination, Operational activities	Capacity development	Effectiveness, Gender equality
WRSC Phase III Final Evaluation	Programme Evaluation	Arab States	Palestine	2015	Not Rated	Evaluation Recommendation 2: In designing the new phase of the project, and in line with R1, UN Wome...		UN Women will take this recommendation into consideration while preparing the project scale up phase. Additionally, UN Women will ensure: • Targeting new CBOs in communities that have not yet been served by the project. • Strengthening the involvement of the wider school community in supporting the project and capacitating schools to operationalize the national School Feeding Policy by formulating and adopting a school-level health policy specific to their schools. • In Gaza, the strategy will make provisions, at least initially in the first year of the fourth phase, to provide Gaza CBOs with some form of an input subsidy to mitigate the likely risk that these CBOs will not generate enough canteen sales of foods they produce due to the low purchasing power of students.		Women economic empowerment (SPs before 2018)	UN Coordination, Operational activities	Capacity development	Effectiveness, Gender equality
WRSC Phase III Final Evaluation	Programme Evaluation	Arab States	Palestine	2015	Not Rated	Evaluation Recommendation 3: Going forward, UN Women should strengthen the articulation of the proje...		The scale up project proposal will be constructed based on a very clear Logical frame work with a SMART results (outcomes and outputs) and activities that will yield the desired outputs. In addition, the Monitoring and Evaluation framework will be constructed and finalized during the proposal preparation stage, with SMART indicators that really measure the outputs and results.		Governance and planning (SPs before 2018)	Normative Support, Operational activities	Internal coordination and communication	Relevance
WRSC Phase III Final Evaluation	Programme Evaluation	Arab States	Palestine	2015	Not Rated	Evaluation Recommendation 4: UN Women should restructure its project design and presentation in acco...		UN Women will ensure developing a clear project design that will support women economic and social empowerment of women as opposed to strengthening the financial sustainability of women CBOs, with a clear identification of SMART indicators, outputs and results.		Governance and planning (SPs before 2018)	Normative Support, Operational activities	Not applicable, Knowledge management	Relevance
WRSC Phase III Final Evaluation	Programme Evaluation	Arab States	Palestine	2015	Not Rated	Evaluation Recommendation 5: UN Women should develop the monitoring and analytical systems needed fo...		The Evaluation Report raises the point that Women empowerment and livelihood security are two generally broad concept, but constitute meaningful themes for UN Women in Palestine. To operationalize these concepts and make progress envisaged against them clearly understandable for all stakeholders, UN Women should clearly articulate what specific results it seeks to achieve, how these will be achieved, monitored and evaluated. Management Response: The final ProDoc will ensure including a more rigorous monitoring and analysis of results and impacts, which will be ensured through hiring a Monitoring and Reporting staff member 100%, in addition to two staff members as field coordinators for daily monitoring and efficiency of results.		Women economic empowerment (SPs before 2018)	Culture of results/RBM	Capacity development, Internal coordination and communication	Effectiveness
WRSC Phase III Final Evaluation	Programme Evaluation	Arab States	Palestine	2015	Not Rated	Evaluation Recommendation 6: In planning for the next phase, UN Women should strive to further stren...		Management Response: The final ProDoc will ensure including a more rigorous monitoring and analysis of results and impacts, which will be ensured through hiring a competent project manager 100% with extensive experience in women economic empowerment, project associate 100%, Monitoring and Reporting staff member 100%, in addition to two staff members as field coordinators for daily monitoring and efficiency of results.		Women economic empowerment (SPs before 2018)	Culture of results/RBM	Not applicable	Effectiveness
WRSC Phase III Final Evaluation	Programme Evaluation	Arab States	Palestine	2015	Not Rated	Evaluation Recommendation 7: To further strengthen the sustainability of the results achieved in the...		UN Women will ensure that the ProDoc of the new project will ensure inter-agency collaboration as part of the UNDAF, in relation to empowerment of youth, health cluster, in order to support MoEHE’s GDSH in revising and upgrading its School Feeding Policy as well as developing canteen regulations to protect against the current risk of lack of contractual sustainability between schools and canteens.		Women economic empowerment (SPs before 2018)	Partnership, Not applicable	Internal coordination and communication	Sustainability
Thematic Evaluation on Women's Political Participation	Thematic Evaluation	Arab States	Regional Office for Arab States (Egypt)	2016	Good	UN Women ROAS and country offices continue to engage in WPP in the Region, and give due attention to...		The ROAS Is already working on this; the below actions note that continuing engagement in WPP in the region will build on successes of signature products such as Caucuses, mainstreaming gender in elected bodies, engaging women in peace and transitional processes, etc.		Leadership and political participation (SPs before 2018)	Normative Support, Operational activities	Capacity development, Advocacy	Relevance
Thematic Evaluation on Women's Political Participation	Thematic Evaluation	Arab States	Regional Office for Arab States (Egypt)	2016	Good	In addition, given that there is potential for growth in WPP within the political participation prog...		The WPP Advisor is already engaged at the senior expert level; however, moving forward UNW ROAS will take a more proactive coordination role on WPP.		Leadership and political participation (SPs before 2018)	UN Coordination, Partnership	Promoting inclusiveness/Leaving no one behind	Effectiveness, Relevance
Thematic Evaluation on Women's Political Participation	Thematic Evaluation	Arab States	Regional Office for Arab States (Egypt)	2016	Good	The focus on the empowerment of women has tended to mean that issues around social exclusion, discri...		UN Women recognizes that reaching out to disadvantaged women is important. There are examples of UN Women CO interventions in the region with proven success in reaching out to more marginalized women, including the ID card initiative in Egypt; ROAS will also leverage these initiatives through focusing more on the cross-fertilization across the region.		Leadership and political participation (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Thematic Evaluation on Women's Political Participation	Thematic Evaluation	Arab States	Regional Office for Arab States (Egypt)	2016	Good	It is recommended that ROAS expand its convening activities based on regional priorities, but also b...		ROAS is already working on regional convenings and will systematize this work moving forward through aligning it with the work on the SDGs led by WPP HQ. In addition to the key action below, please see key actions under Recommendation 2.		Leadership and political participation (SPs before 2018)	UN Coordination, Partnership	Not applicable	Effectiveness, Efficiency, Relevance
Thematic Evaluation on Women's Political Participation	Thematic Evaluation	Arab States	Regional Office for Arab States (Egypt)	2016	Good	ROAS develop a knowledge management strategy in collaboration with Country Offices and existing and ...		This recommendation is broader than the scope of this evaluation. With respect to WPP Key Actions will focus on the development of knowledge products.		Leadership and political participation (SPs before 2018)	Not applicable	Knowledge management	Not applicable
Thematic Evaluation on Women's Political Participation	Thematic Evaluation	Arab States	Regional Office for Arab States (Egypt)	2016	Good	It is recommended that ROAS consider a regional institution that could eventually house the knowledg...		Recognizing that regional ownership is important, ROAS will continue to collaborate with existing regional knowledge hubs in the region, including ESCWA and CAWTAR as part of its coordination mandate and work on strengthening other stakeholders’ capacities.		Leadership and political participation (SPs before 2018)	Operational activities, Not applicable	Capacity development, Not applicable, Knowledge management	Efficiency
Thematic Evaluation on Women's Political Participation	Thematic Evaluation	Arab States	Regional Office for Arab States (Egypt)	2016	Good	ROAS work with country offices and programmes to develop a strong results-monitoring system, and tha...		This recommendation is beyond the scope of the WPP. However, UN Women has a results monitoring system in place and ROAS will ensure stronger RBM on WPP moving forward.		Leadership and political participation (SPs before 2018)	Culture of results/RBM	Capacity development	Effectiveness
Thematic Evaluation on Women's Political Participation	Thematic Evaluation	Arab States	Regional Office for Arab States (Egypt)	2016	Good	UN Women ROAS consider further prioritising based on its core mandate related to WPP, and considerin...		In prioritizing work moving forward ROAS will align coordination and normative efforts with work on SDGs.		Leadership and political participation (SPs before 2018)	UN Coordination, Normative Support, Operational activities	Not applicable	Relevance
Thematic Evaluation on Women's Political Participation	Thematic Evaluation	Arab States	Regional Office for Arab States (Egypt)	2016	Good	ROAS explore opportunities to finance small-scale promising initiatives, based on sound evidence and...		ROAS is exploring opportunities for financing promising initiatives some of which may be small-scale. In addition to the key action below, please see additional key actions under Recommendation 1.		Leadership and political participation (SPs before 2018)	Operational activities	Not applicable	Effectiveness, Relevance
Thematic Evaluation on Women's Political Participation	Thematic Evaluation	Arab States	Regional Office for Arab States (Egypt)	2016	Good	The concept of gender equality often transforms to women’s empowerment, and the gender equality aspe...		For WPP, ROAS will develop a dedicated approach to GEWE in the region. As part of this initiative, ROAS will leverage UN Women’s newly developed strategies on youth and on men and boys.		Leadership and political participation (SPs before 2018)	Not applicable	Capacity development	Gender equality
Thematic Evaluation on Women's Political Participation	Thematic Evaluation	Arab States	Regional Office for Arab States (Egypt)	2016	Good	In the context of this continued engagement in development and WPP, it is recommended that UN Women ...		This is part of UN Women’s mandate in supporting Member States to implement endorsed international frameworks and standards.		Leadership and political participation (SPs before 2018)	Normative Support, Operational activities	Advocacy	Human Rights
Thematic Evaluation on Women's Political Participation	Thematic Evaluation	Arab States	Regional Office for Arab States (Egypt)	2016	Good	It is also recommended that UN Women ROAS and country offices also focus on innovation, consistent w...		UN Women considers innovation to be important and will focus its efforts on consolidating its work on signature products and support to Local Councils. Please see key actions under Recommendation 9.		Leadership and political participation (SPs before 2018)	Operational activities	Not applicable	Effectiveness, Relevance
Thematic Evaluation on Women's Political Participation	Thematic Evaluation	Arab States	Regional Office for Arab States (Egypt)	2016	Good	ROAS expand its work with regional organisations as deemed relevant to its WPP actions.		ROAS will continue to work with regional organisations expanding and coordinating the work it is conducting on WPP. In addition to the key actions below, please see key actions under Recommendations 2 and 10.		Leadership and political participation (SPs before 2018)	UN Coordination, Partnership	Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency
Thematic Evaluation on Women's Political Participation	Thematic Evaluation	Arab States	Regional Office for Arab States (Egypt)	2016	Good	It is recommended to consider the potential benefits of a deeper analysis of structural causes contr...		UN Women understands that an analysis of structural causes contributing to gender inequality, which have been identified as hindering the advancement of WPP, is a key element in informing work on WPP. The next SN presents an opportunity to expand our work in this area.		Leadership and political participation (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Report of the Global Evaluation Advisory Committee on the external assessments of the evaluation function of the United Nations Entity for Gender Equality and the Empowerment of Women	Strategy/Policy Evaluation	Global	Independent Evaluation Service (IES)	2016	Not subject for review	The Global Evaluation Advisory Committee recommends that UN Women, the Executive Board, the Execut...		UN Women fully agrees with this recommendation. Evaluation is seen as a core part of the organization and a means through which gender equality and women’s empowerment can be achieved. UN Women is also taking steps to enhance results based management systems to ensure enhanced planning, reporting and monitoring information is available on programming at UN Women	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Report of the Global Evaluation Advisory Committee on the external assessments of the evaluation function of the United Nations Entity for Gender Equality and the Empowerment of Women	Strategy/Policy Evaluation	Global	Independent Evaluation Service (IES)	2016	Not subject for review	The Committee further recommends that UN Women protect the strong performance of IEO and continue to...		UN Women fully agrees with this recommendation. In 2014, the IEO was strengthened to ensure it can fulfill its mandate to a) provide evaluative evidence on the progress made by UN Women; b) provide technical support on gender responsive evaluation in UN Women through decentralized evaluation; c) provide technical support on gender responsive evaluation to the UN system; and d) gender responsive evaluation capacity development at the national and regional level through partnerships. IEO will continue to maintain a priority focus on improving and consolidating the profile and quality of its core business – corporate evaluations that are useful and timely to the achievement of UN Women’s mandate. IEO places great importance on ensuring a balance between learning and accountability. The IEO will continue its practice of active and close consultation with key stakeholders, with priority given to responding to management needs and policy making requirements of UN Women as well as Executive Board oversight responsibilities. The aim of IEO is to ensure relevance and utility of evaluation with the aim of enhancing use of evaluation for learning and decision-making. IEO will also continue to implement innovative gender responsive evaluation methodologies by adopting approaches specific to the context and needs, and share this experience both internally and externally. In 2015, IEO will be launching in collaboration with Human Resources and the Training Centre, a professionalization programme that includes the UN Women Evaluation Handbook, an online e-learning course based on the handbook and a coaching programme to ensure hands-on learning. Completion of this programme will lead to certification as a UN Women Gender Responsive Evaluation Manager, which will incentivize participation. IEO will also continue implementing quality assurance mechanisms including the Global Evaluation Oversight System (GEOS) and Global Evaluation Report Assessment and Analysis System (GERAAS). At the same time, IEO is consolidating “evaluation process standards”, which will ensure field offices are compliant to appropriate processes to ensure quality and credibility of decentralized evaluations, by clarifying roles and responsibilities for UN Women staff and managers involved in evaluation processes while ensuring meaningful participation of stakeholders and impartiality. These initiatives will complement ongoing face-to-face training and other capacity development efforts and are aimed at enhancing the quality of decentralized evaluations leading to more credible evidence for decision-making and learning. IEO will develop new guidance for field offices on how to plan, manage and use Country Portfolio Evaluations, with the aim of enhancing the number and quality of strategic evaluations at field level. IEO and Regional Offices will support and encourage UN Women offices managing decentralized evaluations to identify opportunities for country-based partnerships with the aim of enhancing national capacity on gender-responsive evaluation. IEO will also be enhancing the gender and evaluation roster to facilitate identification of qualified professional evaluation consultants leading to enhanced quality of evaluation.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Report of the Global Evaluation Advisory Committee on the external assessments of the evaluation function of the United Nations Entity for Gender Equality and the Empowerment of Women	Strategy/Policy Evaluation	Global	Independent Evaluation Service (IES)	2016	Not subject for review	The Committee recommends that each member of the Senior Management Team signal the importance of eva...		UN Women Senior Management Team places great importance on the use of evaluative evidence to inform both UN Women programming and work to advance gender equality and women’s empowerment within the UN system and beyond. Therefore, it will continue to promote use of evaluation in their Divisions, and to use evaluation to drive advocacy, normative and operational work. Through the implementation of the Regional Evaluation Strategies, Senior Managers at regional and country offices will also enhance the use of decentralized evaluations. IEO will work with UN Women management to facilitate the use of evaluative evidence in programming and strategic policy documents. IEO is dedicated to identifying means for enhancing use of evaluation by better communicating evaluation results and supporting the tracking of management response. To facilitate use of evaluation, IEO will continue to synthesize evaluation findings of UN Women decentralized evaluation reports by producing meta-analysis, and support the Global Accountability and Tracking of Evaluation Use (GATE) system. IEO will also continue its practice of presenting corporate evaluation results via webinar for UN Women staff. In 2015, IEO will start reporting on the use of corporate evaluation results in its annual report to the Executive Board and UN Women.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Report of the Global Evaluation Advisory Committee on the external assessments of the evaluation function of the United Nations Entity for Gender Equality and the Empowerment of Women	Strategy/Policy Evaluation	Global	Independent Evaluation Service (IES)	2016	Not subject for review	Concerning the independence of evaluation, the Committee recommends that (a) budget provisions be ap...		UN Women fully agrees with this recommendation. Based on the request from the Executive Board (2014/3), UN Women will incorporate a separate budget line for evaluation activities in the Integrated Budget 2016-2017 with the aim of achieving the target of 3% of programme budget, which will be presented to the Executive Board at the second regular session in 2015. Additionally, UN Women encourages offices to reach the target of 3% of programme budget through evaluation planning guidance and quality assurance, and taking into consideration local contexts of resources constraints. UN Women will propose a budgetary solution to be able to address the tenure of IEO staff within the proposal for the Integrated Budget 2016-2017, consistent with the entity HR policies and standard practice in UN system agencies	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Report of the Global Evaluation Advisory Committee on the external assessments of the evaluation function of the United Nations Entity for Gender Equality and the Empowerment of Women	Strategy/Policy Evaluation	Global	Independent Evaluation Service (IES)	2016	Not subject for review	The Committee’s recommendations, set out above, cover most but not all of the various recommendation...		UN Women fully agrees with this recommendation. Under the guidance of the Global Evaluation Advisory Committee, IEO will lead the internal review of the Evaluation Policy in 2016 taking into account the external assessments completed by UNEG, JIU and MOPAN; GEAC recommendations; and policy recommendations emanating from the SDGs, QCPR, GA resolution on evaluation and any other relevant policy recommendations. The internal review will include an examination of issues related to independence as raised by the external assessments. EDO and IEO will engage stakeholders in the review, including Executive Board members and UN Women senior management and staff to ensure a comprehensive perspective.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Report of the Global Evaluation Advisory Committee on the external assessments of the evaluation function of the United Nations Entity for Gender Equality and the Empowerment of Women	Strategy/Policy Evaluation	Global	Independent Evaluation Service (IES)	2016	Not subject for review	The Committee does not recommend to repeat another peer review at that time in light of the numerous...		UN Women fully agrees with this recommendation. UN Women, in consultation with Executive Board and GEAC, will determine the appropriate timing for another peer review based on the outcome of the review of the Evaluation Policy. This recommendation requires no action.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Report of the Global Evaluation Advisory Committee on the external assessments of the evaluation function of the United Nations Entity for Gender Equality and the Empowerment of Women	Strategy/Policy Evaluation	Global	Independent Evaluation Service (IES)	2016	Not subject for review	Recommendations based on GEAC report conclusions on UN Systemic Role, paragraph 13 In view of the ro...		UN Women fully agrees with this recommendation. UN Women will continue to place great importance on supporting efforts to fulfil its UN System coordination mandate on gender responsive evaluation, supporting UN system entities to address emerging challenges from a gender perspective, as well as in informing intergovernmental normative processes. In particular, UN Women will identifying the most effective channels for sharing evaluation evidence and influencing decision-making in intergovernmental fora, to drive advocacy with external partners and to drive change in the UN system. The Director of IEO was elected Chair of UNEG to commence in April 2015, which will greatly facilitate visibility to gender responsive evaluation amongst UN agencies. IEO will continue to support task forces of UNEG. In particular, IEO will lead the development of the UNEG e-learning course on how to integrate human rights and gender in evaluation. UN Women will also continue to identify opportunities for conducting joint evaluations or reviews, such as the Joint Systemic review of gender equality in development. At the regional level, UN Women will continue its active leadership and contribution to UN regional evaluation groups on gender-responsive evaluation, which includes support to UN coordination at the country level. IEO will also continue its support to the System Wide Action Plan Evaluation Performance Indicator. In 2015, IEO will be working through UNEG to produce a report on good practices on gender-responsive evaluations identified through SWAP reports. IEO will also continue working closely with the UN Women UN Coordination division, Intergovernmental support division and other relevant divisions to identify effective channels for sharing evaluation evidence and influencing decision-making.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Report of the Global Evaluation Advisory Committee on the external assessments of the evaluation function of the United Nations Entity for Gender Equality and the Empowerment of Women	Strategy/Policy Evaluation	Global	Independent Evaluation Service (IES)	2016	Not subject for review	The Committee sees opportunities to connect decentralized evaluations with national gender-responsiv...		UN Women fully agrees with this recommendation. UN Women will continue its work in furthering national gender responsive evaluation capacity development. UN Women country offices, under the leadership of Regional Offices and in the context of the Regional Evaluation Strategies, will explore opportunities to connect decentralized evaluations with national gender-responsive, evaluation capacity development. In 2015, IEO is planning to strategically use its role as Chair of EvalPartners to advocate for gender responsive evaluation in events related to 2015 International Year of Evaluation. IEO will also continue leading the EvalPartners task force on equity focused and gender responsive evaluation and its support to efforts for south-south cooperation amongst regional evaluation associations. IEO will continue to provide technical assistance to integrate a gender equality perspective into: National M&E systems and policies in selected countries; Regional and Global Parliamentarians Forums; and regional and national evaluation associations.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of Project « renforcement des capacités des femmes parlementaires pour une application effective des engagements sur l’égalité des sexes au Sénégal »	Programme Evaluation	West and Central Africa	Senegal	2016	Very Good	Editer et vulgariser les livrets sur le cadre juridique de protection des femmes et des filles au Sé...		Accepted		Leadership and political participation (SPs before 2018)	Operational activities	Capacity development	Not applicable
Final evaluation of Project « renforcement des capacités des femmes parlementaires pour une application effective des engagements sur l’égalité des sexes au Sénégal »	Programme Evaluation	West and Central Africa	Senegal	2016	Very Good	Consolider l’expérience à travers l’appui d’une phase 2 du Projet		Accepted		Leadership and political participation (SPs before 2018)	Operational activities	Advocacy	Not applicable
Final evaluation of Project « renforcement des capacités des femmes parlementaires pour une application effective des engagements sur l’égalité des sexes au Sénégal »	Programme Evaluation	West and Central Africa	Senegal	2016	Very Good	Produire un premier rapport genre sur le budget		Accepted		Governance and planning (SPs before 2018)	Operational activities	Not applicable	Not applicable
Final evaluation of the project « d’appui à la promotion des droits des femmes et des filles (PAPDFF) » [Support to the promotion of women’s and girl’s rights] with the Ministry of Justice	Programme Evaluation	West and Central Africa	Senegal	2016	Satisfactory	Effectuer une enquête nationale sur la situation des VGB au Sénégal en impliquant l’ANSD		Cette action est prévue dans l’AWP 2016 et le budget est disponible		Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of the project « d’appui à la promotion des droits des femmes et des filles (PAPDFF) » [Support to the promotion of women’s and girl’s rights] with the Ministry of Justice	Programme Evaluation	West and Central Africa	Senegal	2016	Satisfactory	RECOMMENDATIONS 2 : Poursuivre l’expérience à travers l’appui d’une phase 2 du PAPDFF		Accepted		Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of the project « d’appui à la promotion des droits des femmes et des filles (PAPDFF) » [Support to the promotion of women’s and girl’s rights] with the Ministry of Justice	Programme Evaluation	West and Central Africa	Senegal	2016	Satisfactory	RECOMMENDATION 3 : Élaborer une stratégie d’analyse genre dans le futur projet en impliquant forteme...		Accepted		Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of the project « d’appui à la promotion des droits des femmes et des filles (PAPDFF) » [Support to the promotion of women’s and girl’s rights] with the Ministry of Justice	Programme Evaluation	West and Central Africa	Senegal	2016	Satisfactory	RECOMMENDATION 4 : Mettre en place un mécanisme plus efficace de coordination, de suivi et d’animati...		Accepted		Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of the project « d’appui à la promotion des droits des femmes et des filles (PAPDFF) » [Support to the promotion of women’s and girl’s rights] with the Ministry of Justice	Programme Evaluation	West and Central Africa	Senegal	2016	Satisfactory	Renforcer le partenariat en développant un mécanisme de coordination des initiatives existantes en m...		Accepted		Not applicable	Not applicable	Not applicable	Not applicable
Final Evaluation of the project “Standards and Engagement for Ending Violence against Women and Domestic Violence in Bosnia and Herzegovina (2016-2019)”	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2019	Fair	UN Women should step up its human rights-based approach to EVAW by recognizing and addressing alread...		UN Women recognizes this is critical to implement its human rights-based approach to EVAW. Marginalized women face multiple discrimination and service providers’ response need to be tailored to their needs. UN Women will work understanding the key issues on intersectional discrimination that survivors in BiH face; incorporate key findings and recommendations into project design and closely monitor and quality control their implementation.	Accepted	Ending violence against women (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind	Human Rights
Final Evaluation of the project “Standards and Engagement for Ending Violence against Women and Domestic Violence in Bosnia and Herzegovina (2016-2019)”	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2019	Fair	UN Women, in collaboration with key government and non-governmental partners, should advocate legisl...		Collaborating with key government and non-governmental partners in advocating legislative amendments in one of the key functions of UN Women in the country. In line with UNDAF, UN Women will continue to hold regular consultations with the key government and non-governmental partners in order to identify key needs and consequently advocate legislative amendments and increase in resources for key EVAW sectors. Still primary responsibility lies with the government and non-governmental.	Accepted	Ending violence against women (SPs before 2018)	Normative Support	Advocacy	Sustainability
Final Evaluation of the project “Standards and Engagement for Ending Violence against Women and Domestic Violence in Bosnia and Herzegovina (2016-2019)”	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2019	Fair	UN Women should design a Youth Prevention approach in which all schools in target areas have access ...		Prevention of VAW by addressing the root causes of violence against women is essential in elimination of VAW and is one of key actions that UN Women set to undertake in its programs focused on EVAW. As prevention strategies need to include multiple targeted and mutually reinforcing interventions, UN Women will continue to support and design Youth Prevention activities in schools targeted by their needs.	Accepted	Ending violence against women (SPs before 2018)	Youth engagement, Engaging men and boys	Capacity development, Promoting inclusiveness/Leaving no one behind	Effectiveness
Final Evaluation of the project “Standards and Engagement for Ending Violence against Women and Domestic Violence in Bosnia and Herzegovina (2016-2019)”	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2019	Fair	Capacity building for the multi-sector teams needs to be improved. This should be done through the a...		Ensuring access to quality multi-sectoral services for women victims of domestic violence and violence against women remains one of the key priorities in Bosnia and Herzegovina. While the key responsibility for this activity lies with the gender institutions as well as with the line ministries, UN Women will continue to support the government in improving capacity building of the multi-sectoral teams. Depending on the priorities of the key government and non-governmental partners in the country, UN Women will define the modality of the support, namely in capacity building for the multi-sectoral teams will be improved through the appreciation of sector-specific, continuous, sequential and sustainable professional development.	Partially Accepted	Ending violence against women (SPs before 2018)	Partnership	Capacity development	Effectiveness, Relevance, Sustainability
Final Evaluation of the project “Standards and Engagement for Ending Violence against Women and Domestic Violence in Bosnia and Herzegovina (2016-2019)”	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2019	Fair	UN Women in collaboration with gender institutional mechanisms should design clear measures of succe...		Measuring success of applied approaches and /or mechanisms in ending violence against women is of critical importance. While the key responsibility for this activity lies with the gender institutions as well as with the line ministries, UN Women will continue to support the government in improving capacity for designing clear measures of success for each supported approach and/or mechanism in order to enable for impact evaluation.	Partially Accepted	Ending violence against women (SPs before 2018)	Culture of results/RBM	Capacity development	Effectiveness, Efficiency, Impact
Final Evaluation of the project “Standards and Engagement for Ending Violence against Women and Domestic Violence in Bosnia and Herzegovina (2016-2019)”	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2019	Fair	UN Women should strengthen the decision-making role of the Project Steering Committee (PSC) in cases...		Management and oversight of project implementation is an important element in achieving tangible project results. UN Women will keep on investing in strengthening the role of Project Steering Committee including disagreement on policies between the Project and Project Partners or other implementing parties.	Accepted	Ending violence against women (SPs before 2018)	Organizational efficiency	Internal coordination and communication	Not applicable
Final Evaluation of the project “Standards and Engagement for Ending Violence against Women and Domestic Violence in Bosnia and Herzegovina (2016-2019)”	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2019	Fair	UN Women should consider investing a portion of the promotional budget into setting up a project or ...		Visibility of the results of project results is an important element in working towards ending violence against women, as in enables stakeholders to enhance their knowledge and skills as well as reaches out to the survivors. Due to our policies, UN Women is not able to design a project or a multi-project website, however it will ensure that resources and different information are available online in local language for various stakeholders, including partners and survivors.	Partially Accepted	Ending violence against women (SPs before 2018)	Organizational efficiency	Knowledge management	Sustainability
Final Evaluation of the Ford funded Programme on "Partnership with civil society and the Comptroller and Auditor General	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2015	Satisfactory	RECOMMENDATION 1 The programme approach currently followed by UN Women on GRB may be strengthened b...		Partially accepted		Governance and planning (SPs before 2018)	Culture of results/RBM	Advocacy	Effectiveness
Final Evaluation of the Ford funded Programme on "Partnership with civil society and the Comptroller and Auditor General	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2015	Satisfactory	RECOMMENDATION 2 For building the capacities of the CSOs a proper programme of training be institut...		Fully Accepted		Governance and planning (SPs before 2018)	Culture of results/RBM	Capacity development, Not applicable	Sustainability
Final Evaluation of the Ford funded Programme on "Partnership with civil society and the Comptroller and Auditor General	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2015	Satisfactory	RECOMMENDATION 3 A roadmap may also be developed for carrying out the research agenda on GRB for a ...		Rejected		Governance and planning (SPs before 2018)	Partnership, Not applicable	Advocacy, Knowledge management	Sustainability
Final Evaluation of the Ford funded Programme on "Partnership with civil society and the Comptroller and Auditor General	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2015	Satisfactory	RECOMMENDATION 4 UN Women's internal systems may be simplified for effective administration of part...		Rejected		Global norms and standards (SPs before 2018)	Partnership, Operational activities	Internal coordination and communication	Efficiency
Final Evaluation of the Ford funded Programme on "Partnership with civil society and the Comptroller and Auditor General	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2015	Satisfactory	RECOMMENDATION 5 A system of monitoring and tracking the policy-programme changes occurring in the G...		Partially accepted		Governance and planning (SPs before 2018)	Partnership, Operational activities	Not applicable	Effectiveness, Efficiency, Sustainability
Final Evaluation of the project on "Empowerment of Widows and their Coalitions programme"	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2015	Good	RECOMMENDATIONS 1 Building upon the positive achievements of the programme, UN Women should contin...		Partially accepted		Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018)	Operational activities	Capacity development, Knowledge management	Not applicable
Final Evaluation of the project on "Empowerment of Widows and their Coalitions programme"	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2015	Good	RECOMMENDATIONS 2 UN Women should invest in developing models of long-term livelihood solutions fo...		Partially accepted		Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018)	UN Coordination	Not applicable, Advocacy	Not applicable
Final Evaluation of the project on "Empowerment of Widows and their Coalitions programme"	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2015	Good	RECOMMENDATIONS 3 Develop distinct programme strategies for high level research, policy advocacy a...		Partially accepted		Global norms and standards (SPs before 2018)	Operational activities	Advocacy, Knowledge management, Internal coordination and communication	Effectiveness, Relevance, Impact
Final Evaluation of the project on "Empowerment of Widows and their Coalitions programme"	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2015	Good	RECOMMENDATIONS 4 Review operational procedures and financial reporting systems: The delays in dec...		Partially accepted			Partnership, Operational activities	Internal coordination and communication, Not applicable	Efficiency
Final Evaluation of the project on "Empowerment of Widows and their Coalitions programme"	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2015	Good	RECOMMENDATIONS 5 The project management arrangements and monitoring protocols should be well defi...		Partially accepted		Global norms and standards (SPs before 2018)	Operational activities, Not applicable	Internal coordination and communication	Effectiveness, Efficiency
Final Evaluation of the project on "Empowerment of Widows and their Coalitions programme"	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2015	Good	RECOMMENDATIONS 6 Clear assessment of funding scenario should be made before deciding on the geogr...		Partially accepted		Governance and planning (SPs before 2018)	Culture of results/RBM	Internal coordination and communication	Effectiveness, Sustainability, Impact
Final evaluation of the Gender Responsive Recovery for Sustainable Peace (GRRSP) project	Country-level Evaluation	Asia and the Pacific	Nepal	2015	Good	Continued support to the project so that the gains made during the last two years can be consolidate...		Accepted		Peace and security (SPs before 2018)	Partnership, Operational activities	Advocacy	Sustainability
Final evaluation of the Gender Responsive Recovery for Sustainable Peace (GRRSP) project	Country-level Evaluation	Asia and the Pacific	Nepal	2015	Good	In order to achieve a tangible and sustainable impact, such projects should have a longer duration c...		Accepted		Governance and planning (SPs before 2018)	Culture of results/RBM	Advocacy	Sustainability
Final evaluation of the Gender Responsive Recovery for Sustainable Peace (GRRSP) project	Country-level Evaluation	Asia and the Pacific	Nepal	2015	Good	The multi-stakeholder approach (UN, CSO and local bodies) of specialised agencies, working in synerg...		Accepted		Peace and security (SPs before 2018)	Operational activities	Not applicable, Advocacy	Efficiency, Sustainability
Final evaluation of the Gender Responsive Recovery for Sustainable Peace (GRRSP) project	Country-level Evaluation	Asia and the Pacific	Nepal	2015	Good	Coordination of multiple stakeholders can be a major challenge, due to frequent changes of governmen...		Accepted		Peace and security (SPs before 2018)	Partnership	Internal coordination and communication	Efficiency
Final evaluation of the Gender Responsive Recovery for Sustainable Peace (GRRSP) project	Country-level Evaluation	Asia and the Pacific	Nepal	2015	Good	There may have been fewer concerns over the definition of CAW if this had been displayed in the proj...		Accepted		Governance and planning (SPs before 2018)	UN Coordination	Internal coordination and communication	Relevance
Mid-term evaluation of Strengthening Implementation of Women, Peace and Security Agenda in Nepal (SIWPSAN) project	Country-level Evaluation	Asia and the Pacific	Nepal	2015	Good	Since SIWPSAN is a pilot initiative that adopted a comprehensive, bottom-up approach ( Bottom-up ap...		Agreed		Peace and security (SPs before 2018), Governance and planning (SPs before 2018)	Partnership, Operational activities	Not applicable	Efficiency, Gender equality
Mid-term evaluation of Strengthening Implementation of Women, Peace and Security Agenda in Nepal (SIWPSAN) project	Country-level Evaluation	Asia and the Pacific	Nepal	2015	Good	Formulate an exit strategy that would include more sustained engagement of its partners in post-proj...		Agreed		Peace and security (SPs before 2018)	Partnership, Not applicable	Capacity development, Not applicable	Efficiency, Gender equality
Mid-term evaluation of Strengthening Implementation of Women, Peace and Security Agenda in Nepal (SIWPSAN) project	Country-level Evaluation	Asia and the Pacific	Nepal	2015	Good	Ensure that Social Mobilizer’s of local partners are equipped with adequate knowledge, information a...		Accepted		Peace and security (SPs before 2018)	Partnership	Capacity development, Knowledge management	Effectiveness, Efficiency
Mid-term evaluation of Strengthening Implementation of Women, Peace and Security Agenda in Nepal (SIWPSAN) project	Country-level Evaluation	Asia and the Pacific	Nepal	2015	Good	Strengthen coordination, communication between local partners (TCN and DHS/CDS/BASE). Improve collab...		Accepted		Peace and security (SPs before 2018)	Partnership, Operational activities	Capacity development, Not applicable	Effectiveness, Efficiency, Impact
Mid-term evaluation of Strengthening Implementation of Women, Peace and Security Agenda in Nepal (SIWPSAN) project	Country-level Evaluation	Asia and the Pacific	Nepal	2015	Good	Revisit some ambitious indicators in the RRF (e.g. 2.2, 2.4, 2.5, 2.6 and 3.3) for smooth implementa...		Accepted		Global norms and standards (SPs before 2018)	Partnership, Operational activities	Not applicable, Knowledge management	Effectiveness, Efficiency, Impact
Mid-term evaluation of Strengthening Implementation of Women, Peace and Security Agenda in Nepal (SIWPSAN) project	Country-level Evaluation	Asia and the Pacific	Nepal	2015	Good	Even during the implementation phase, lessons learnt and best practices need to be documented so as ...		Accepted		Global norms and standards (SPs before 2018)	UN Coordination, Partnership	Knowledge management	Effectiveness, Efficiency, Impact
Mid-term evaluation of Strengthening Implementation of Women, Peace and Security Agenda in Nepal (SIWPSAN) project	Country-level Evaluation	Asia and the Pacific	Nepal	2015	Good	UN WOMEN learning of NAP localization through SIWPSAN could potentially be discussed at policy level...		Accepted		Peace and security (SPs before 2018), Governance and planning (SPs before 2018)	Culture of results/RBM, Not applicable	Advocacy	Effectiveness, Efficiency, Impact
EVAW Thematic Evaluation MCO Maghreb	Thematic Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2015	Not Rated	Continuer l’accompagnement des Etats concernés pour réussir leur chantier structurant et honorer leu...		Appui au renforcement du cadre législatif et des mécanismes nationaux.		Not applicable	Not applicable	Not applicable	Not applicable
EVAW Thematic Evaluation MCO Maghreb	Thematic Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2015	Not Rated	Capitaliser sur les acquis de l’expérience d’appui - Capitaliser sur les projets et programmes appuy...		Renforcer le partenariat avec les institutions nationales clefs, notamment à travers la capitalisation sur les expériences précédentes.		Not applicable	Not applicable	Not applicable	Not applicable
EVAW Thematic Evaluation MCO Maghreb	Thematic Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2015	Not Rated	Consolider la stratégie de LCVFF en combinant entre la dimension légale, le renforcement des capacit...		Renforcer les actions de sensibilisation auprès du grand public		Not applicable	Not applicable	Not applicable	Not applicable
EVAW Thematic Evaluation MCO Maghreb	Thematic Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2015	Not Rated	Favoriser, à l’aide des NTIC, la synergie entre les acteurs et le développement des communautés de p...		Utilisation des nouvelles technologies de l’information et de la communication pour faciliter le partage des connaissances,et l’échange entre les avocats de l’égalité		Not applicable	Not applicable	Not applicable	Not applicable
EVAW Thematic Evaluation MCO Maghreb	Thematic Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2015	Not Rated	ONU Femmes appui la pérennité de la LCVFF – Soutenir la création d’ un fonds de subvention au prof...		Appui à la prise en charge des survivantes de violences.		Not applicable	Not applicable	Not applicable	Not applicable
EVAW Thematic Evaluation MCO Maghreb	Thematic Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2015	Not Rated	Mise en place d’un programme de renforcement des capacités et d’accompagnement des associations loca...		Appui aux associations des droits des femmes pour l’accompagnement des associations de développement local.		Not applicable	Not applicable	Not applicable	Not applicable
EVAW Thematic Evaluation MCO Maghreb	Thematic Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2015	Not Rated	Appui aux acteurs du pouvoir législatif et des ceux des collectivités locale : des programmes spécif...		Appui au groupe des parlementaires pour l’égalité et la lutte contre toutes les formes de discriminations.		Not applicable	Not applicable	Not applicable	Not applicable
EVAW Thematic Evaluation MCO Maghreb	Thematic Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2015	Not Rated	La Responsabilité Sociale de l’entreprise et la lutte contre la violence de genre: : Inviter les ent...		Partenariat avec la société de transport urbain ALSA à Marrkech.		Not applicable	Not applicable	Not applicable	Not applicable
EVAW Thematic Evaluation MCO Maghreb	Thematic Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2015	Not Rated	Le bureau multi-pays est appelé à renforcer l'aspect communication afin d’assurer la cohésion au sei...		Il s'agit d'une recommandation générale. Mise en place de mesures pour renforcer la communication interne et externe		Not applicable	Not applicable	Not applicable	Not applicable
EVAW Thematic Evaluation MCO Maghreb	Thematic Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2015	Not Rated	ONU Femmes au cœur de l’action du système Onusien : Le mandat adopté par l’Assemblée générale confie...		Programmation coinjointe à travers le programmes coinjoints et la mise en œuvre d’actions conjointes en matière de lutte contre la violence basée sur le genre		Not applicable	Not applicable	Not applicable	Not applicable
Country Portfolio Evaluation	Country-level Evaluation	Europe and Central Asia	Kyrgyzstan	2017	Very Good	1	“UN Women’s should use its multidimensional and integrated programming approach and results as an entry point for supporting broader policy efforts, particularly SDG implementation and adjust its results frameworks and organizational approach to fully align with this approach.” Country Programme Evaluation, p. 76	Building on work to date, UN Women will follow an integrated multidimensional approach as an entry point to operationalizing its Strategic Note 2018-2022 to support policy development with a focus on SDG implementation and gender transformative results.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership	National ownership	Impact
Country Portfolio Evaluation	Country-level Evaluation	Europe and Central Asia	Kyrgyzstan	2017	Very Good	2	“Continue to prioritise engagement with rural women and work on social norm change as a means to address key barriers to women’s economic and political participation and prevent VAWG and conflict. Ensure that this work is linked to policy efforts and other initiatives of partners in order to scale up and sustain results.” Country Programme Evaluation, p. 77	The recommendation is accepted. As the recommendation mentions, UN Women will continue engaging with women and men, including youth in rural areas, as has been the case in the past. Working on social norm change is one of the two outcomes of the new SN 2018-2022 and will therefore be a key focus for the next five years. Linkages with policy efforts and coordination with partners will be ensured through a more focused SN.	Accepted	Ending violence against women (SPs before 2018)	Partnership	Promoting inclusiveness/Leaving no one behind	Effectiveness
Country Portfolio Evaluation	Country-level Evaluation	Europe and Central Asia	Kyrgyzstan	2017	Very Good	3	“Ensure greater strategic positioning of UN Women and identify increased entry points through elevating the GTG, revitalising the extended GTG, participation in broader development fora, and increased joint programming to deepen coordination and normative work and scale up and sustain operational results.” Country Programme Evaluation, p. 78	The recommendation is accepted. UN Women welcomes this suggestion and agrees on the potential of the reputational asset achieved through platforms such as GTG and extended GTG in broader development fora. The CO believes in the synergistic effects of joint programming which will further deepen coordination and normative work and be pursued in the upcoming country programme period.	Accepted	Not applicable	UN Coordination	Advocacy, Internal coordination and communication	Efficiency
Country Portfolio Evaluation	Country-level Evaluation	Europe and Central Asia	Kyrgyzstan	2017	Very Good	4	“Support duty bearers and rights holders to further advance implementation of national and international GEWE commitments through a targeted focus on gender responsive planning, budgeting and statistics.” Country Programme Evaluation, p. 78	The recommendation is accepted. UN Women Country Office will support its government partners and key national actors within its limited financial abilities and staff capacity to address key gaps in gender-related data and statistics conducive to achievement and reporting on SDGs.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership	Evidence, Data and statistics	Gender equality
Country Portfolio Evaluation	Country-level Evaluation	Europe and Central Asia	Kyrgyzstan	2017	Very Good	5	“Create a broader platform, through UN Women’s convening role, to bring together civil society for joint advocacy efforts and engage them in informing and advising on the development and implementation of UN Women’s next Strategic Note.” Country Programme Evaluation, p. 79	The recommendation is accepted and had been implemented at the time of the CPE report becoming available. The CO built and historically coordinated effective advocacy partnerships through the UNiTE network. In 2016 the CO conducted inclusive and highly participatory MTR discussions which helped inform the new Strategic Note, also based on the work to date.	Accepted	Ending violence against women (SPs before 2018)	Not applicable	Advocacy	Sustainability
Country Portfolio Evaluation	Country-level Evaluation	Europe and Central Asia	Kyrgyzstan	2017	Very Good	6	“Strengthen engagement with rights holders from marginalised and vulnerable communities and support their efforts to advance normative, policy and advocacy efforts to advance their rights and priorities.” Country Programme Evaluation, p. 79	This recommendation is accepted. CO will strengthen its engagement with marginalized and vulnerable communities and enhance their ability and voice.	Accepted	Not applicable	Not applicable	Promoting inclusiveness/Leaving no one behind	Human Rights
Country Portfolio Evaluation	Country-level Evaluation	Europe and Central Asia	Kyrgyzstan	2017	Very Good	GSPS Case Study Management Response 1	“Finalise and publish all five GSPS pillar report by the end of the third quarter of 2017” Country Programme Evaluation, p. 99	This recommendation is accepted based on earlier instructions from the Regional Office. Publication of Pillar Reports was not foreseen in the project document. The CO will be able to implement this recommendation subject to timely approval of all five pillar reports by the Regional Office which has decided to review and approve these reports.	Accepted	Not applicable	Operational activities	Knowledge management	Human Rights
Country Portfolio Evaluation	Country-level Evaluation	Europe and Central Asia	Kyrgyzstan	2017	Very Good	GSPS Case Study Management Response 2	“Produce thematic infographic policy briefs for the five pillar areas, quantitative research and summary report that highlight the key quantitative and qualitative findings and policy recommendations.” Country Programme Evaluation, p. 100	This recommendation is accepted. UN Women will produce five infographic policy briefs illustrating key findings and recommendations.	Accepted	Not applicable	Culture of results/RBM	Evidence, Data and statistics	Human Rights
Country Portfolio Evaluation	Country-level Evaluation	Europe and Central Asia	Kyrgyzstan	2017	Very Good	GSPS Case Study Management Response 3	“Develop a sixth policy/evidence briefs that draws on the evidence and findings from all reports and analyses the gendered aspects of community-level conflict and threats to women's participation in peacebuilding, and highlights the important role of women in mitigating these threats to gender equality and peace.” Country Programme Evaluation, p. 100	The scope of GSPS project included five major thematic pillars that would inform policy briefs. However, the GSPS summary report which included cross-pillar analyses written by the Principal Investigator was not accepted by the RO and the CO was stopped from hiring the PI to revise and finalise the report. There is thus no integrated report available to lead into a substantive policy brief on gendered aspects of community-level conflict and threats to women's participation in peacebuilding, and highlight the important role of women in mitigating these threats to gender equality and peace. To produce this policy brief from the available reports requires additional analytical work. The CO will need to recruit one or more researchers to produce this key deliverable.	Accepted	Peace and security (SPs before 2018), Not applicable	Humanitarian action	Evidence, Data and statistics	Human Rights
Country Portfolio Evaluation	Country-level Evaluation	Europe and Central Asia	Kyrgyzstan	2017	Very Good	GSPS Case Study Management Response 4	“Develop communications materials with key messaging related to each of the pillar areas to support policy-based advocacy efforts by networks and platforms such as UNiTE and use the evidence from the pillar reports to support and inform UN Women’s future work on Behavioural Change Campaign.” Country Programme Evaluation, p. 100	GSPS pillar reports, particular the report on VAWG were widely used in the 2016 UNiTE campaign and will be used this year also. UN Women CO in the context of the UNiTE campaign made interactive presentations of VAWG pillar findings to journalists. The GSPS visual component has been used in producing UN Women communication materials. GSPS research will inform the Strategic Note 2018-2022 evidence-based behaviour change communication strategy (BCC).	Accepted	Ending violence against women (SPs before 2018)	Not applicable	Capacity development, Advocacy, Knowledge management	Gender equality
Country Portfolio Evaluation	Country-level Evaluation	Europe and Central Asia	Kyrgyzstan	2017	Very Good	GSPS Case Study Management Response 5	“Organise thematic expert-led roundtables for each of the five pillar areas to be hosted in cooperation with relevant ministries to present the quantitative and qualitative GSPG findings and discuss the main policy recommendations.” Country Programme Evaluation, p. 100	This recommendation is accepted. After the data analysis phase a three-day workshop on elaborating policy and a subsequent final conference was held in September 2016. Participants of these two events included key ministry and law enforcement agency employees, Women MPs, civil society, international development organization, academia and Faith-Based Organizations representatives, as well as UN staff. Throughout 2017 UN Women made a series of presentations of GSPS findings to stake holders such as the Joint Steering Committee of the Peace-building Fund, during several conferences, and to Development Partners such as US Embassy, ADB, GIZ, and various universities.	Accepted	Not applicable	Partnership, Culture of results/RBM	National ownership	Sustainability, Human Rights, Gender equality
Country Portfolio Evaluation	Country-level Evaluation	Europe and Central Asia	Kyrgyzstan	2017	Very Good	GSPS Case Study Management Response 6	“In the next 2018-2022 Strategic Note, there is a need to identify clear entry points, platforms and partnerships for using the GSPS evidence to advance UN Women’s policy/normative work. For example, the Action Plan on preventing violent extremism could provide an important opportunity to bring important evidence about gender norms and perceptions related to this area and to influence policy actions. The evidence will also be important for UN Women’s operational work, particularly its programme interventions aimed at influencing community-level social norm and behavioural change.” Country Programme Evaluation, p. 100	This recommendation is accepted. GSPS findings were used in development of the SN 2018-2022. GSPS reports informed the design of the Joint Programme PVE funded by the PBF.	Accepted	Peace and security (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, Youth engagement, Engaging men and boys	Alignment with strategy, Capacity development, National ownership, Advocacy	Effectiveness, Relevance, Gender equality
GRB Regional Project Final Evaluation	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2017	Very Good	Expand the use of costing exercises to new domains of gender inequality, such as women in business (...		UN Women accepts the relevance and the usefulness of costing exercises, noting that UN Women ECA has extensive experience in conducting such studies in relation to domestic violence, a National Strategy on GE and the costing of services at the local level, which served as evidence in support of policy planning cycles and decisions related to budgetary allocations. Extending the same exercise to new domains of gender inequality indeed needs to be further explored based on consultations with stakeholders, and as per the country demands and needs. Additionally, concrete actions will largely depend on resource availability and linkages with future programming.	Partially Accepted	Governance and planning (SPs before 2018)	Not applicable	Not applicable	Relevance, Gender equality
GRB Regional Project Final Evaluation	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2017	Very Good	At the municipal level, continue to explore a shift from advocating for GRB to problem-solving admin...		UN Women agrees with this recommendation and further notes that the current phase of the GRB regional project has already operationalised it. Indeed, as noted in the evaluation’s findings, UN Women’s work at municipal level focused on both: 1) strengthening the capacities of local governments to apply GRB tools; and 2) supporting civil society organisations to oversee decision-making and budgeting processes, and to advocate for policy changes. Building upon experiences and lessons learned from the previous GRB phases, UN Women already shifted towards adopting a problem-solving approach by: a) offering specific GRB tools and models to local administrations, such as the development of practical tools for engendering the local participatory processes to address the lack of women’s participation in local decision-making; and b) providing direct mentoring support to the municipal staff, capacitating them to analyse and engender sector programmes by defining and incorporating gender specific measures. In addition, UN Women offices in the region will look at the UN Women Training Course (online and face-to-face) developed by the training Centre and see how it can be used to support training of trainers in local municipalities to strengthen capacity on GRB.	Accepted	Governance and planning (SPs before 2018)	Not applicable	Advocacy	Effectiveness
GRB Regional Project Final Evaluation	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2017	Very Good	Agree on a set of key indicators for GRB projects, building on work such as the Progress of the Worl...		UN Women agrees with this recommendation and will closely consider its implementation in the future GRB projects in the ECA region. UN Women will use the experience gained while identifying the indicators for the Progress of the World’s Women (2016) framework and use it for the new SDG global indicators tailored to the context of the ECA. Furthermore, the new Strategic Plan of UN Women has GRB-specific indicators which are linked to the Flagship Programme Initiative on Transformative Financing and fully aligned with priority areas.	Accepted	Governance and planning (SPs before 2018)	Culture of results/RBM	Evidence, Data and statistics	Relevance, Sustainability
GRB Regional Project Final Evaluation	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2017	Very Good	At country level, monitor CEDAW and SDG reporting to collect evidence of GRB’s success and feed this...		UN Women agrees with the principle of this recommendation, and in its future work, it will encourage countries in the region to include relevant information and data on GRB in their mandatory reporting to CEDAW Committee. So far, GRB has been in one of the areas covered in the report of the Government of Albania (July 2016), whereas in the upcoming report of the Government of fYR Macedonia, work and results achieved on GRB will be fully reflected. As the evaluation findings rightly pointed, CEDAW recommendations have been considered in a number of policy discussions, and served to inform GRB programme formulation. UN Women will ensure continuity of the same practice in actual and future programming. The process of SDG localization has been initiated, and UN Women is currently developing the methodology for monitoring SDG implementation from gender perspective that countries will report against. Specifically, SDG 5.C.1 requires countries to report on budget allocation on GE. Hence, we need to take in consideration that how much can be done in this cycle depends on the progress made by individual countries in terms of SDG process.	Accepted	Governance and planning (SPs before 2018)	Culture of results/RBM	Evidence, Data and statistics	Effectiveness
GRB Regional Project Final Evaluation	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2017	Very Good	Work towards a regionally adapted version of the Flagship Programme on transformative financing that...		UN Women agrees with the recommendation noting that the process has already been initiated in several countries in ECA Region. UN Women already started to implement the recommendation by adapting the new regional phase of the GRB project, which has close linkages with the GEF in Albania. The same approach will be followed in other countries once GEF is launched and functional. Additionally, UN Women will continue to fundraise for GRB at regional level by aligning with the Global Flagship Programme on transformative financing for gender equality, particularly with the data/statistics work of UN Women	Accepted	Governance and planning (SPs before 2018)	Culture of results/RBM	Evidence, Data and statistics	Effectiveness
GRB Regional Project Final Evaluation	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2017	Very Good	Explicitly link the work towards a regionally-adapted version of the Flagship Programme on data and ...		The FPI on gender statistics is naturally linked to the work on GRB. Specifically in the countries which GRB is implemented, the activities are fully aligned with the FPI in statistics. Both FPIs will create synergies in the field and compliment the support to target countries.	Accepted	Governance and planning (SPs before 2018)	Culture of results/RBM	Evidence, Data and statistics	Effectiveness
GRB Regional Project Final Evaluation	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2017	Very Good	Develop a macroeconomic theory of change for the region and publish a flagship GRB index to leverage...		There are two issues related to this recommendation. The first one is the macro economy theory of change for the region and the flag ship programme on care economy, and secondly the GRB index. Regarding the first issue, the macroeconomic analyses will be part of the theory of change of the Care Economy flagship programme that ECA region is in the process of developing. At the moment, UN Women do not plan to have a separate flagship programme on macro economy, however, based on the demand and priority of the region, this can be revisited again at a later stage. Regarding the second recommendation on the GRB Index, UN women HQ is leading the work on the SDG 5.C.1 indicator (Tier III) which is defined as the “Proportion of countries with systems to track and make public allocations for gender equality and women’s empowerment”. UN Women in close collaboration with UNDP and OECD is preparing the methodology to measure this indicator. The criteria included in the 5.c.1 refined methodology provide a clear assessment of the gender responsiveness of a country’s policy framework and public financial management system. The indicator identifies main GRB elements to integrate gender equality into planning and budgeting processes. Developing a new index does not appear to be realistic in the current context, considering that not only the countries have to report on many SDG indicators, but also that this endeavor will require a lot of unrealistic efforts.	Partially Accepted	Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018)	Not applicable	Not applicable	Effectiveness, Relevance
GRB Regional Project Final Evaluation	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2017	Very Good	Work with key partners, (including but not limited to ministries of finance, gender equality mechani...		UN Women fully agrees with this recommendation. At present, in the process of formulating the new GRB regional project, UN Women worked closely and conducted consultations with key partners including gender machineries, line ministries, Ministries of Finance, CSOs, gender advocates and experts. In the previous phase of the project, during the project advisory board which is composed by the representatives of central and local administration, civil society and donors, one session was dedicated to the development of the new intervention. As agreed, the project log frame has country specific indicators as per the country priorities.	Accepted	Governance and planning (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind	Effectiveness
GRB Regional Project Final Evaluation	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2017	Very Good	Establish a regional knowledge and communications hub for GRB to gather, simplify and translate insi...		UN Women sees the importance of this recommendation and already took actions towards establishing regional communication and knowledge hub. The regional web site of UN Women ECA has a separate page dedicated to GRB as one of the priority areas. This web site serves as platform for sharing the latest knowledge and communication products in ECA region and specifically it gives the information on the UN Women on going work on GRB. In parallel the first on line platform dedicated on GE at local level was lunched by Association of the Local Self Government Units in fYR Macedonia, which features news, articles and relevant resources on GRB, including a regional blog showcasing good practices from different countries in the region. Additionally, a regionally available on-line learning tool on GRB has been developed and integrated as part of the e-academy of the Network of the Associations of Local Authorities in SEE. UN Women further consider this recommendation in the future GRB programming, ensuring sustainability and wide use of the established knowledge hub.	Accepted	Governance and planning (SPs before 2018)	Culture of results/RBM, Organizational efficiency	Internal coordination and communication	Effectiveness
GRB Regional Project Final Evaluation	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2017	Very Good	Continue the development of regional GRB projects, but focus the regional aspect on knowledge manage...		UN Women agrees on the relevance of this recommendation. The ongoing phase of the GRB regional project foresees peer to peer mentoring as one of the approaches in strengthening the capacities of state administration, while at the regional level, knowledge sharing and exchange among GRB practitioners, experts and gender advocates is strongly emphasised. Study visits are not foreseen, although based on the previous experience, and as noted in the evaluation (page 9) “study tours to EU member states may still be relevant to establish knowledge and skills on aspects such as public expenditure monitoring, which are lacking in the sub-region”	Accepted	Governance and planning (SPs before 2018)	Partnership	Knowledge management	Effectiveness
GRB Regional Project Final Evaluation	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2017	Very Good	Explore the option of establishing a regional framework agreement with development partners for GRB ...		UN Women will explore the opportunity to establish framework agreements with IMF and World Bank at the regional level as well as with the Congress of Local and Regional Authorities (CLRA) regarding the implementation of the European Charter for Equality of Women and Men in Local Life. Additionally, UN Women will continue the cooperation with The European Institute for Gender Equality (EIGE) in the field of GRB as well.	Accepted	Governance and planning (SPs before 2018)	Partnership	Knowledge management	Sustainability
GRB Regional Project Final Evaluation	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2017	Very Good	Establish a region-wide commitment to preserving a minimum level of UN Women support to maintain GRB...		Gender Responsive Budgeting is a long-term process. It requires time and technical expertise. UN Women is convinced that GRB is one of the key tools which makes gender mainstreaming a reality. GRB continues to be one of UN Women priority area. UN Women ECA RO is continuing fundraising on GRB. Preserving a minimum level of UN Women support to maintain GRB over the long-term will depend on the availability of core and non-core resources.	Accepted	Governance and planning (SPs before 2018)	Not applicable	Not applicable	Sustainability
GRB Regional Project Final Evaluation	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2017	Very Good	In each country establish an explicit strategy to work towards embedding the role of GRB advisor (or...		UN Women agrees with the relevance of the recommendation for securing continued in house expert advisory support in the MoFs. The experience has shown that having a GRB advisor inside the Ministry of Finance, as was the case in Albania, has great impact on sustaining GRB application in the long run. However, country contexts and demand guides the specific modality in provision of technical assistance to partners. UN Women will continue to explore opportunities with the Ministries of Finance and assess the immediate possibilities to embed the role of technical advisors on GRB or other options for securing expert advisory.	Partially Accepted	Governance and planning (SPs before 2018)	Partnership	National ownership	Sustainability
GRB Regional Project Final Evaluation	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2017	Very Good	Ensure full cost recovery of a full-time-equivalent project coordinator for future GRB projects (i.e...		UN Women accepts the recommendation; however, the implementation of this recommendation will greatly depend on the availability of non-core resources to be mobilized by the RO and CO for the GRB work in the future.	Accepted	Governance and planning (SPs before 2018)	Organizational efficiency	Not applicable	Efficiency
GRB Regional Project Final Evaluation	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2017	Very Good	Within UN Women’s coordination work, prioritize conceptual and language alignment of GRB with the bu...		UN Women accepts this recommendation noting that all UN Women’s GRB approaches are fully in alignment with the human rights based budgeting (HRBB) and performance based budgeting (PB). As a tool, GRB not only applies the core principles of the HRBB, such as the demand for transparency, accountability, non-discrimination and participation, but it goes even further to the specificities through using gender lenses. Through UNDAF processes, UN Women’s is leading the work on gender with other UN agencies and have specifically role as official partner in different programmes of UNDP (in FYR Macedonia) and One UN programme on Social inclusion in Albania.	Accepted	Governance and planning (SPs before 2018)	UN Coordination	Knowledge management	Effectiveness, Efficiency
GRB Regional Project Final Evaluation	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2017	Very Good	Continue to widen and better utilize the regional pool of GRB experts, including supporting country-...		UN Women accept this recommendation fully. From the previous GRB work, UN Women already had a regional pool of GRB experts mostly composed by CSOs representatives and gender advocates. The experts have been already used across the region and it is expected that the same approach will be further expanded in the future, including exchange of country to country technical expertise. At present, through the ongoing initiatives UN Women is working towards improving the expertise on GRB among public administration from central and local level. UN Women is in the process of creation of the GRB roster of experts which will be available soon and will serve to this purpose. Widening the pool of experts in ECA Region will depend very much on the resources available.	Accepted	Governance and planning (SPs before 2018)	Partnership, Organizational efficiency	Knowledge management, South-South cooperation	Effectiveness, Relevance
GRB Regional Project Final Evaluation	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2017	Very Good	Expand UN Women’s GRB theories of change to fully cover all stages of the budget cycle (including t...		UN Women agrees with the recommendation, noting that the Global FPI on financing for gender equality already includes all indicated stages in the budgeting cycle, including consideration to the most vulnerable groups. In ECA region, to date the interventions on GRB have partially responded to this recommendation, mostly focusing on expenditure side of the budgets and technically supporting CSOs to monitor government spending with gender lenses and prepare gender budget watch dog reports. Furthermore, UN Women commissioned a research paper with four corresponding technical briefs on gender and taxation. The briefs provide practical guidance for UN Women country offices to deliver technical support to governments through focused examination of: a) global trends in tax policy, b) personal income taxation, c) corporate income taxation, and d) value added taxation. As per the consideration of the LGBTQ rights, in the framework of SDG implementation the Leaving No One Behind” principle that UN Women is committed in its GRB work to ensure that women – in all their diversity – and their priorities are included in the planning and budgeting process.	Accepted	Governance and planning (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind	Relevance
GRB Regional Project Final Evaluation	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2017	Very Good	Ensure that all country-level GRB projects include provision for engaging macro-economic actors – in...		UN Women has been already cooperating with WB, IMF and EU. The challenge to achieve this recommendation fully is that in some countries IMF is not strong and not very active, while in others it is present with a stronger voice. GRB became one of the priority area of IMF in 2017, which will make the cooperation in this field easier. With the EU and the WB, UN Women has been in constant contact. The issue sometime with macro-economic actors is that they are not gender aware and nor want to participate or include gender in their discussions with the government. Also, important actors, such IMF and WB, have their respective bilateral agreements and partnership with hosting governments, and therefore are not easily accessible nor easy to partner with.	Accepted	Governance and planning (SPs before 2018)	Partnership	Advocacy	Effectiveness
GRB Regional Project Final Evaluation	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2017	Very Good	Ensure that all GRB projects start with a baseline macroeconomic analysis that is Gender and class a...		In the future GRB project, UN Women will consider including the design of the baseline of the macroeconomic analysis that is gender and class aware. This will very much depend on the availability of funds and agreement with the donors.	Accepted	Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind	Relevance
Evaluation of the NAP on GE 2016-2018	Strategy/Policy Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Good	UN Women’s Future NAP for GE Implementation Programming-A multi programme support approach to fundin...		A multi programme support provides establishment of greater synergy, optimization of resources and exchange of knowledge and lessons learned. In future NAP for GE, UN Women will continue to work on implementation National Strategy for Gender Equality through several programmes and projects, as well as on supporting Coordination Body for Gender equality to coordinate and monitor the implementation of new NAP for GE by providing support to development of mechanisms for implementation, monitoring and reporting within the overall strategic national framework.	Accepted	Not applicable	Normative Support	National ownership, Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability
Evaluation of the NAP on GE 2016-2018	Strategy/Policy Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Good	To strengthen the overall impact of its support to NAP and to ensure that the national counterparts ...		UN Women has signed Letter of Agreement with Coordination Body for Gender Equality aiming to provide support to the national gender machinery to effectively execute its mandate. UN women will provide technical assistance to the Coordination Body for Gender Equality in developing draft for NAP for GE for 2019-2020 with designing ToC, specific measures, activities and costing and budgeting.	Accepted	Not applicable	Normative Support	Alignment with strategy, National ownership	Effectiveness, Sustainability, Impact, Human Rights, Gender equality
Evaluation of the NAP on GE 2016-2018	Strategy/Policy Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Good	Further support on capacity development should focus on operationalisation and localisation of NAP a...			Accepted	Not applicable	Normative Support	National ownership	Effectiveness, Efficiency, Relevance, Gender equality
Evaluation of the NAP on GE 2016-2018	Strategy/Policy Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Good	UN Women should advocate for and support with technical advice creation of a comprehensive performan...		UN Women supports the Government’s efforts and provides technical guidance in developing National Action Plan for Gender Equality for the period 2019-2020 and to facilitate participatory consultation process. Continuous consultations were held with the Coordination Body for Gender Equality with the aim to discuss on the methodology for development of the draft National Action Plan for 2019-2020 for implementation of the second phase of the National Strategy for Gender Equality 2016-2020. Based on the developed methodology and consultation plan, consultation meetings were organized with the aim to consolidates expected results, indicators, baselines, targets and data sources involving key gender focal points from line ministries, CSO and technical experts for representing the interests of specific groups of women.	Accepted	Not applicable	Normative Support	National ownership	Relevance, Sustainability, Gender equality
Evaluation of the NAP on GE 2016-2018	Strategy/Policy Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Good	The highest priority of UN Women in terms of ensuring the long-term impact of achieved results as we...		UN Women has an important and strong role in enhancing gender equality in Serbia. UN Women constantly advocate for gender equality mechanisms (at all levels, national, provincial and local) to the highest possible level of policy making, relevant donor representatives and diplomatic core. On the other hand, UN Women provide technical support to gender equality machinery and coordination mechanism. However, UN Women can not ensure the permanency of the coordination mechanism and establishment of the permanent body for gender equality.	Partially Accepted	Not applicable	Normative Support	National ownership	Relevance, Sustainability, Impact
Evaluation of the NAP on GE 2016-2018	Strategy/Policy Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2019	Good	Whilst the focus of the NAP for the past 2 years has been on establishing GE legislative and regulat...		Heaving in mind that the new NAP for GE is implementation of the adopted Strategy for Gender Equality for the period 2016-2020 with already set objectives, this can be partially accepted. New set of measures and activities will be based on the adopted Strategy and Evaluation of the NAP for GE 2016-2018, as well as in consultations with Coordination Body for Gender Equality, line ministries, relevant stakeholders and CSOs. However, gender analysis, researches, all kind of reports (Gender Equality Index Report, CEDAW Shadow reports, annual reports on the NAP implementation, etc.) will be used for background and for the creation of the activities. UN Women will provide technical support to transformative measures and activities to be implemented in the period 2019-2020, such as gender responsive budgeting.	Partially Accepted	Not applicable	Normative Support	National ownership	Relevance, Sustainability, Impact, Gender equality
Serbia's National Action Plan on GE	Strategy/Policy Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2016	Very Good	UN Women provides support to the Coordination Body for Gender Equality for effective implementation ...		Accepted UN Women has signed Memorandum of Understanding with Coordination Body for Gender Equality aiming to provide support to the national gender machinery to effectively execute its mandate. The Draft Law on Gender Equality includes specific provisions on the constitution and functionality of institutional mechanisms for gender equality across government levels. The Law stipulates that the establishment of the Office for Gender Equality in the executive branch of government. This new mechanism for gender equality will need human, technical and financial support to effectively exercise their mandates.		Not applicable	Not applicable	Not applicable	Not applicable
Serbia's National Action Plan on GE	Strategy/Policy Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2016	Very Good	UN Women provides support to Gender Equality Mechanism of AP Vojvodina and local gender equality mec...		Accepted UN Women can play a big role in supporting gender equality mechanism in selected areas. In case of support to Gender Equality Mechanism of AP Vojvodina, support should focus on selected priority areas: gender responsive budgeting and gender based violence and violence against women. The support should also take form of providing technical support to the experts analyses (evidence base for policies, impact analyses) and by providing support to development of mechanisms for implementation, monitoring and reporting within the overall strategic national framework.		Not applicable	Not applicable	Not applicable	Not applicable
Serbia's National Action Plan on GE	Strategy/Policy Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2016	Very Good	UN Women engages in capacity development of the key ministries, secretariats and local governments a...		Partially accepted UN Women will engage in capacity development of the key ministries, secretariats, local governments and parliaments to understand significance of mainstreaming gender into policies, mechanisms, programmes. UN Women will further support the Ministry of Finance and selected line ministries in introducing gender responsive budgeting in their programme budgets. In addition, UN Women will work on improving coordination and cooperation capacities and strengthening links between national and sub-national levels. UN women can cover only limited number of stakeholders and sector wide capacity development and mainstreaming cannot be done with the existing capacities.		Not applicable	Not applicable	Not applicable	Not applicable
Serbia's National Action Plan on GE	Strategy/Policy Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2016	Very Good	Support to strengthening capacities and networking of Civil Society Organisations.		Partially accepted UN Women support should be delivered to civil society but only for strategic, piloting initiatives that can act as a catalyst of change. In order to achieve more effective impact, CSOs should be supported in complementary manner. UN Women can provide competent evidence base for policies, by conducting research, impact analysis, reporting on their experience from the field, to raise debates around important issues, participate in consultations and to create stronger influence on policies in priority areas and to conduct campaigns around important issues, increasing awareness of citizens in priority areas and contributing to the change of perception, practices and relations among citizens.		Not applicable	Not applicable	Not applicable	Not applicable
Serbia's National Action Plan on GE	Strategy/Policy Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2016	Very Good	Support to Civil Society Organisations in monitoring and advocating for more gender responsible medi...		Not accepted The area of media is not among strategic areas of UN Women in Serbia. Although support to support civil society organizations in monitoring and advocating for more gender responsible media, as well as to use new media in promoting gender equality is very important, UN Women does not have resources to engage in this area.		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of PBF project “Building a Constituency for Peace”	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2016	Good	Use MSPS model as a key instrument for peacebuilding and promotion of gender equality and human righ...		The recommendation is accepted. Since the conclusion of the evaluation the CO has received formal approval of the courses designed and implemented under the project from the National Academy of Education (KAO) which is the competent body for reviewing and approving education materials for use in educational institutions. KAO recommended that both the MSPS and MPF courses should be used throughout the school system as extra-curricular classes; and that MPF should also be used to support the relevant mandatory subjects taught as per the national curriculum during class hours. The CO will continue to update, use and introduce both courses into new schools as per funds available for this purpose, while actively soliciting those funds.		Peace and security (SPs before 2018)	Not applicable	Not applicable	Effectiveness
Evaluation of PBF project “Building a Constituency for Peace”	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2016	Good	Continue fostering social networking between peer educators and UN Women specialists through social ...		The recommendation is accepted. As the recommendation mentions, UN Women will continue with its work, started in 2013, of qualifying a group of young gender advocates made up of secondary school students who completed the My Safe and Peaceful School course within the framework of several projects in the WPS impact area. The CO has been actively networking and engaging peer educators in various activities on national and local levels, The CO is developing a strategy to sustain and more systematically engage the young gender advocates as agents of change for GEWE and to build platforms for dialogue with local and national authorities.		Peace and security (SPs before 2018)	Not applicable	Not applicable	Effectiveness
Evaluation of PBF project “Building a Constituency for Peace”	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2016	Good	Consider creating a course that could be a continuation of MSPS course and could be used by graduate...		Consider developing a continuation of MSPS course for school students who went through MSPS course but continue in high school. MSPS course gives students skills of project design (action planning, tree analysis) and even community analysis skills though participatory rural appraisal sessions. There is a number of models where the similar sets skill is taught to teams of high school students who then use them to design and implement community service projects and even engage adults, including local authorities, into their implementations. All students who were involved in MSPS study group are saying that they want to continue. MSPS course offers them a very intense and rewarding experience and builds a habit of group work. Once the course is over, people miss being part of a group. UN Women could capitalize on this demand by offering MSPS students who have graduated from high school a “graduate” version of MSPS course.		Peace and security (SPs before 2018)	Not applicable	Not applicable	Sustainability
Evaluation of PBF project “Building a Constituency for Peace”	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2016	Good	Consider developing a continuation of MSPS course for school students who went through MSPS course b...		The recommendations are accepted. UN Women will conduct customized training for a group of highly accomplished peer educators on GEWE issues. Subject to acquiring additional project funds, the CO is interested in developing additional curricula as recommended.		Peace and security (SPs before 2018)	Not applicable	Not applicable	Sustainability
Evaluation of PBF project “Building a Constituency for Peace”	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2016	Good	Consider doing a redesign of MSPS (and MPF) manuals and make them black and white to facilitate prod...		The recommendation is accepted. UN Women has already identified and implemented a number of ways to meet the demand for MSPS and MPF manuals by 1) giving books to peer educators trained to distribute to an additional group of peers expecting graduation and 2) distributing electronic copies of MSPS and MPF manuals to schools. Both manuals have been officially approved by the Ministry of Education and Kyrgyz Academy of Education who recommended including them in the national curriculum of public schools as extracurricular courses and using selected chapters in mandatory courses within such subjects as Humanity and Society and Introduction to Economics. The CO will explore the opportunities to redesign the manuals in black and white.		Peace and security (SPs before 2018)	Not applicable	Not applicable	Sustainability
Evaluation of PBF project “Building a Constituency for Peace”	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2016	Good	Continue using the approach of holding project beneficiaries accountable for project success as it f...		The recommendation is accepted. The CO’s aforementioned activities are aimed at further involvement of graduated peer educators. In each additional activity, there is an expectation of the participant to give back to his or her community in relation to the training content. Furthermore, in the current Equal Access to Water Resources project, UN Women again provides inputs and incentives based on performance in relation to previously agreed milestones.		Peace and security (SPs before 2018)	Not applicable	Not applicable	Effectiveness, Human Rights
Evaluation of PBF project “Building a Constituency for Peace”	Programme Evaluation	Europe and Central Asia	Kyrgyzstan	2016	Good	In keeping with ‘No one left behind’ principle continue reaching to municipalities that have not wor...		The recommendation is accepted. Reaching out to remote areas was always the project’s strategy which the CO continues to apply in on-going projects with similar components. We observe a higher buy-in and more ownership in situations were few opportunities for partnering with development actors existed previously.		Peace and security (SPs before 2018)	Not applicable	Not applicable	Effectiveness, Human Rights
UN Women´s Contribution to UN Coordination on GEEW in ECA	Regional Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2016	Very Good	UN Women programme presence offices in ECA should articulate strategic priorities for GEEW coordinat...		UN Women ECA RO agrees with this recommendation and will follow up with Programme Offices.	Accepted	Not applicable	UN Coordination	Not applicable	Effectiveness
UN Women´s Contribution to UN Coordination on GEEW in ECA	Regional Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2016	Very Good	The UN Women ECA RO should continue to strengthen the strategic aspects of its UN system coordinatio...		UN Women ECA RO agrees with this recommendation. Under the framework of ECA Regional Working Group on Gender (RWGG), UN Women ECA Regional Office is already taking some joint initiatives to address some of the suggestion made by the evaluation report. Those include inter-agency information sharing through the online Yammer platform, regional analysis of GTGs/RGGs, regional analysis of CCAs/UNDAFs, and development of a regional guidance note on gender and SDGs. UN Women ECA RO continues to be an active member of Regional UNDG and RCM to ensure gender is on the main agenda at the Regional Director level. Addressing the knowledge gaps in GEEW and facilitating discussions on strategic issues entail the entire substantive work of UN Women and broader knowledge management work of the UN Women, which is beyond the work of UN Coordination. To promote joint communication and advocacy on specific gender issues at the regional level, ECA RO continues to catalyse the joint communication led by Regional Directors, under the framework of Regional UNDG and RCM. Donor outreach and communication are led by HQ, including those with SIDA. ECA RO coordinates with HQ to ensure that HQ’s communication with donors highlights the importance of donor support to UN coordination work.		Not applicable	UN Coordination	Not applicable	Effectiveness
UN Women´s Contribution to UN Coordination on GEEW in ECA	Regional Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2016	Very Good	The UN Women ECA RO should enhance its support to countries on UN system coordination.		UN Women ECA RO agrees with this recommendation. Under the framework of ECA Regional Working Group on Gender (RWGG) as well as Peer Support Group, UN Women ECA RO is already providing some specific country support, including documentation and information sharing and RBM training for GTGs/RGGs. Together with UNDP and UNFPA regional offices, UN Women ECA RO is currently exploring how Regional Offices can jointly better support country initiatives on SDGs in a coherent and effective manner. As the evaluation report noted, development of corporate guidance and resources on UN coordination needs to be led and managed by the HQ (Coordination Division). Together with other Regional Offices, ECA RO advocates with HQ for the need to develop corporate guidance and practical tools on UN coordination work, including the revision of the GTG guidance document and development of standardized training materials that can be used by ROs, COs and PPs. Regional Planning and Coordination Specialists from all regional offices (including one from ECA RO) will discuss further with the Coordination Division in HQ in October in NY. Resource mobilization at the country level is under the responsibility of CO Representative. Development of pooled funding mechanisms at the regional and country levels seem not feasible option considering the current constraints in financial and human resources.		Not applicable	UN Coordination	Not applicable, Internal coordination and communication	Effectiveness
UN Women´s Contribution to UN Coordination on GEEW in ECA	Regional Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2016	Very Good	UN Women COs in ECA should articulate an overall strategy and approach to GEEW coordination, includi...		UN Women ECA RO agrees with this recommendation and will coordinate with MCOs.		Not applicable	UN Coordination	Not applicable, Internal coordination and communication	Effectiveness
UN Women´s Contribution to UN Coordination on GEEW in ECA	Regional Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2016	Very Good	UN Women programme presence offices in ECA should articulate strategic priorities for GEEW coordinat...		UN Women ECA RO agrees with this recommendation and will coordinate with ECA POs.		Not applicable	UN Coordination	Not applicable, Internal coordination and communication	Effectiveness
Strengthened capacities for inclusive and effective women’s (refugees and in the hosting communities) and girls’ participation in decision making processes affecting their lives	Programme Evaluation	Arab States	Jordan	2016	Good	At policy level: UN Women and other agencies should provide women – when appropriate- with more spac...		Completed. While UN Women’s support to leadership was in its early stages of developing in 2014, in 2015 UN Women organised 48 meetings between the UN Women-supported women’s committee and camp-decision makers to express their needs. This level of engagement between female camp residents and decision-makers will be maintained going forward.		Leadership and political participation (SPs before 2018)	Partnership	Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Relevance
Strengthened capacities for inclusive and effective women’s (refugees and in the hosting communities) and girls’ participation in decision making processes affecting their lives	Programme Evaluation	Arab States	Jordan	2016	Good	At management level: The capacity of field staff of UN Women should be enhanced through team buildi...		Accepted. UN Women is working to strengthen personnel relations within the camp and to ensure greater accountability between UN Women and beneficiaries. Details of actions are provided below.		Not applicable	Operational activities	Capacity development	Effectiveness, Relevance
Strengthened capacities for inclusive and effective women’s (refugees and in the hosting communities) and girls’ participation in decision making processes affecting their lives	Programme Evaluation	Arab States	Jordan	2016	Good	At implementation level: It is recommend that UN Women work to rotate its cash for work beneficiarie...		Accepted. UN Women has put in place a plan to rotate its cash for work beneficiaries and to strengthen the quality of its literacy and protection programming. The details are listed below.		Women economic empowerment (SPs before 2018)	Operational activities, Not applicable	Not applicable, Capacity development	Relevance, Gender equality
Joint Integrated Local Development Programme Evaluation	Programme Evaluation	Europe and Central Asia	Moldova	2016	Good	Continue the initiatives started by the Programme towards further institutionalization of positive r...		UN Women will continue supporting central/local capacities for gender mainstreaming in development policies as well as for more women Involvement in development agenda Issues, including through replication of best practices through on-going projects (such as the regional project for promoting gender responsive policies).		Governance and planning (SPs before 2018)	Normative Support	Not applicable, Capacity development	Sustainability
Joint Integrated Local Development Programme Evaluation	Programme Evaluation	Europe and Central Asia	Moldova	2016	Good	Conduct Impact Assessment of the (J)ILDP Programme(s)		Subject to political will and support to advancing the on-going decentralization reform, particularly the territorial-administrative reform, UN Women will conduct an assessment of outcomes and impact (against the baseline) of JILDP interventions and will use the findings in order to tailor appropriate new local development intervention, using innovation tools, that will bridge the development gaps and scale up impact		Governance and planning (SPs before 2018)	Operational activities	Knowledge management	Impact
Joint Integrated Local Development Programme Evaluation	Programme Evaluation	Europe and Central Asia	Moldova	2016	Good	Ensure good governance principles are mainstreamed into all development efforts towards integrated l...		This is a very general recommendation and is more appropriate to the general principles of good governance which by default is part of development efforts.		Governance and planning (SPs before 2018)	Partnership	Not applicable, Capacity development	Impact
Joint Integrated Local Development Programme Evaluation	Programme Evaluation	Europe and Central Asia	Moldova	2016	Good	Identify and provide capacity building support to local/community experts (agents of change) for com...		UN Women will support enhancing local capacities of targeted women group to facilitate the community development process by developing the capacities of selected community level agents of change. For this innovative practices will be applied during the Implementation of FPs.		Leadership and political participation (SPs before 2018)	Partnership, Operational activities	Capacity development	Sustainability
Joint Integrated Local Development Programme Evaluation	Programme Evaluation	Europe and Central Asia	Moldova	2016	Good	Continue investing in local economic development and IMCs		UN Women will provide capacity building support and gender mainstreaming policy development.		Governance and planning (SPs before 2018)	Normative Support	Not applicable, Capacity development	Sustainability
Joint Integrated Local Development Programme Evaluation	Programme Evaluation	Europe and Central Asia	Moldova	2016	Good	Invest in CSOs representing business interests (e.g. Business associations, associations of employer...		UN Women will provide capacity building support and GEWE agenda advocacy		Governance and planning (SPs before 2018)	Partnership	Capacity development	Sustainability
Final Evaluation for the Women in Politics Programme	Programme Evaluation	Europe and Central Asia	Moldova	2017	Very Good	RECOMMENDATIONS 1 1.1 Current WiP Programme needs to be extended to complete activities; another ...	1.1 Current WiP Programme needs to be extended to complete activities; another iteration of this programme should continue for another round of elections at the national and local level. 1.2 Secure sufficient and immediate funding and reduce delays in disbursement of such funds in order not to lose important momentum and institutional memory.	• The WiP Programme has developed a detailed concept of work 2017-2020 in consultation with key stakeholders, based on the findings of the Mid Term Review conducted in February 2016. The concept note expands the focus of the programme to include women in various leadership positions – including in the Executive branch at national and local level. The concept note will be further developed into a full-fledged Programme which will cover the next round of regular national (2018) and local (2019) elections. • A cost extension for 2017 has been granted by the Government of Sweden, and has been disbursed in November 2016. As described in the 2017 cost-extension and in the Concept Note 2017-2020, the focus of the programme will be on the implementation of the new Law 71 which introduced 40% gender quota. • In the course of 2017, the Programme Team will develop a full-fledged Project Document with an expanded scope and UN Women and UNDP will continue fund-raising efforts		Leadership and political participation (SPs before 2018)	Culture of results/RBM	Not applicable	Relevance
Final Evaluation for the Women in Politics Programme	Programme Evaluation	Europe and Central Asia	Moldova	2017	Very Good	RECOMMENDATIONS 2 2.1 Consider expanding the scope to refer to women in leadership in general. Chan...	2.1 Consider expanding the scope to refer to women in leadership in general. Change to a more general focus will serve as an entry point in Transnistria. 2.2 Focus more resources and action at the local level, working both with the local government entities and communities where gender is poorly known. 2.3 Consider working with local teams, especially in doing advocacy work and people to people campaigns.	• The concept note developed for the period 2017-2020 expands the focus of the programme to women in leadership more generally and has a strong focus on work at the local level. The full-fledged proposal to be developed in 2017 will maintain this focus. • UN Women is prioritizing increasing its local level outreach through exploring different modalities to support the implementation of its overall Strategic Note (SN) for Moldova. This will be especially taken into account in the new SN which will be developed in 2017 for the upcoming period 2018-2022. • UN Women is continuing with the focus on local level activities through partnership with local organizations and individual women champions throughout Moldova in all its thematic areas. The prioritization of local level activities under the WIP programme in the period 2015-2016 will continue and is embedded in 2017 AWP.		Leadership and political participation (SPs before 2018)	Partnership	Promoting inclusiveness/Leaving no one behind, Advocacy	Efficiency, Human Rights
Final Evaluation for the Women in Politics Programme	Programme Evaluation	Europe and Central Asia	Moldova	2017	Very Good	RECOMMENDATIONS 3 3.1 Support improving aspects of the law that concern placement provision in part...	3.1 Support improving aspects of the law that concern placement provision in party election lists and legal measures that ensure women’s safety while running for and holding elected positions. 3.2 Formulate capacity activities that focus on expanding understanding contents of Law 71 and opportunities to engage with the law for various stakeholders. 3.3 Focus on the electorate of men and women to raise awareness on the law and importance of electing women at various levels of representation.	The Annual Work Plan for 2017 (cost extension one year period of the WIP Programme) contains specific focus on advocacy for improvements to the legislation and for placement of women in winnable positions by political parties. The Programme will also support discussions on the topic of violence against women in elections and politics, a topic largely not tackled and not discussed adequately in the public space. On this, UN Women will utilize the latest cutting edge knowledge resources developed by HQ (i.e. Guide on Violence against Women in Elections) As per APW 2017, capacity building activities envisaged under the Programme in 2017 contain components aimed at expanding understanding of the Law 71. Specific sessions on this will be included in envisaged capacity building for: women mayors and local councilors, government and political party officials involved in mentorship program and seven local political clubs, targeted women with disabilities, etc. The Programme AWP 2017 includes activities aimed at awareness raising on the Law 71 for two groups: the general public and political parties. User-friendly audio-visual materials will be developed and distributed in a way that ensures wide outreach among electorate with messaging targeting specific groups of citizens affected by the law (in particular women aspiring for political office and fathers of young children) as well as for use during trainings and events with party officials and central and local public administrations.		Leadership and political participation (SPs before 2018)	Partnership, Engaging men and boys	Knowledge management	Human Rights, Gender equality
Final Evaluation for the Women in Politics Programme	Programme Evaluation	Europe and Central Asia	Moldova	2017	Very Good	RECOMMENDATIONS 4 4.1 Consider engaging people who have been invested on to capacitate others as ro...	4.1 Consider engaging people who have been invested on to capacitate others as role models to promote the agenda of women in leadership positions. 4.2 The mentor-mentee relationships created through WiP Programme activities should transform into partnerships in which the mentees may be engaged to arrange joint training activities with trainers. 4.3 Efforts should continue to reach out to national media. Beyond working with reporters, engage media management as a significant player in strengthening the work of the media in promoting gender equality. 4.4 Customize training and make it relevant to the nature and scope of the work of targeted individual media by using findings from gender self-assessment of those media.	UN Women Moldova will continuously provide opportunities for women already invested in to capacitate others and lead the agenda on women in leadership as role models and positive champions, in line with its ongoing philosophy of women acting as change agents. This work will continue beyond 2017 as part of regular UN Women programming in Moldova and in the context of new SN 2018-2022. In 2017, the WIP programme will provide opportunities for mentees in the 2015-6 mentorship programme to serve as mentors to the new mentees in 2017 mentorship programme or to engage with them on a regular basis. UN Women will also ensure that mentees are involved in different networking and training activities to share their experience as experts. Work with national media as a follow-up to the gender self-assessment will be embedded in new proposal for follow-up programme and will be implemented based on available funding. In general, UN Women will take into account all media related recommendations in its CO communications strategy formulation and implementation.		Leadership and political participation (SPs before 2018)	Partnership, Culture of results/RBM	Promoting inclusiveness/Leaving no one behind, Internal coordination and communication	Sustainability, Human Rights
Final Evaluation for the Women in Politics Programme	Programme Evaluation	Europe and Central Asia	Moldova	2017	Very Good	RECOMMENDATIONS 5 5.1 Design capacity building and strengthening activities in which men are includ...	5.1 Design capacity building and strengthening activities in which men are included. 5.2 Approach working with men politicians and men/women as an electorate, through a targeted design to make results more effective.	• Building on successful practice of engaging with men in the current phase (HeForShe campaign, advocacy with men politicians for quota adoption, involving men in local political clubs, training men local and district councilors, engaging men MPs in the regional policy forums of 2015-2016, work with the Parliament Secretariat and Constituency Offices), the programme will continue its efforts to engage men to a broader extent in its activities. The one-year cost extension of 2017 includes: dissemination of the findings of the Gender Barometer research as well as awareness raising of the Law 71 provisions (and their benefits) targeting both women and men citizens/electorate as well as politicians; work with men in the Executive at central and local level, alongside women; gender mainstreaming support to Parliamentary Secretariat staffers, both men and men, engagement of men in the activities with the Central Election Commission and the Centre for Continuous Electoral Training. • In general and in line with its principles of work (and not only in the framework of WIP current of possible future phase), UN Women will continue engaging with men politicians and decision-makers to advance future policy and legislative initiatives towards greater gender equality. This includes: placement provision of the 40% quota to make it effective, changes to political party financing legislation to advance women’s status, ratification of Istanbul Convention, other policy and legislative changes to ensure implementation of CEDAW commitments. Joint advocacy with CSOs, UN and other development partners and one-on-one advocacy will be implemented, in combination with other techniques, similar to the advocacy used for the adoption of Law 71 on gender equality.		Leadership and political participation (SPs before 2018)	Partnership, Engaging men and boys	Promoting inclusiveness/Leaving no one behind, Knowledge management	Sustainability, Gender equality
Final Evaluation for the Women in Politics Programme	Programme Evaluation	Europe and Central Asia	Moldova	2017	Very Good	RECOMMENDATIONS 6 6.1 Clarify logical framework to fit expected results at the output and outcome le...	6.1 Clarify logical framework to fit expected results at the output and outcome level. There needs to be a better differentiation between what is expected at the output level (products created with the funding allocated for the project) and at the outcome level (e.g., change in situation/context and behavior) considering realistically how external circumstances outside programme control may affect achievement of expected outcomes. 6.2 For specific aspects of programming in-house resources produced by UN Agencies in projects of a similar nature elsewhere in the world may be used. 6.3 Consider a longer evaluation timeframe and a larger budget, one that would enable evaluation team to evaluate general impact and local impact by reaching out to more communities or allow for community researchers to be part of the evaluation team. 6.4 To obtain the perspectives of various beneficiaries, especially those who do not customarily use internet for communication, other technologies, such as mobile telephones may be explored as a method of obtaining information.	The implementation of next phase of the programme (pending outcome of resource mobilization efforts) will take into account all suggested proposals to ensure that future programming and evaluation addresses the limitations observed during this evaluation exercise. In general, UN Women will ensure in-house learning both in terms of the thematic of the intervention and in terms of RBM are fully utilized in any upcoming programmatic interventions and in the development of its future Strategic Note (2018-2022).		Not applicable	Operational activities	Not applicable	Not applicable
UNIFEM/ Peace Building Fund project Evaluation	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2011	Not Rated	1. Continue targeted support to the gender machinery in Sierra Leone		1. UN Women continues to provide both technical and financial capacity in strengthening the MSWGCA and other stakeholders to develop relevant policies and laws in line with CEDAW and other internationally agreed instruments in support of gender equality and women?s empowerment.		Not applicable	Not applicable	Not applicable	Sustainability
UNIFEM/ Peace Building Fund project Evaluation	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2011	Not Rated	2. Holistic programming for the women?s movement		2. UN Women works strategically to leverage opportunities for the organization to further its work in the country. UN Women is avoiding as much as possible ad hoc activities that will not contribute to the overall strategic objectives of the agency. The agency is also ensuring that resources used to support various initiatives provide a catalytic effect to enhance development in Sierra Leone. UN Women continues its capacity building strides with civil society organizations including women?s organizations. For example, in 2009 UN Women supported capacity building visits for Sierra Leone?s Female Parliamentary Caucus and the Council of Female Councilors through an exposure programme visit to the Rwanda Parliament and Senate. The visit teaches that it is possible for African women to play key roles in politics as leaders, change agents and political mobilizers.		Not applicable	Operational activities	Not applicable	Not applicable
UNIFEM/ Peace Building Fund project Evaluation	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2011	Not Rated	3. Collaboration with other UN agencies		3. UN Women provided technical support to the UN country team on gender equality and women?s rights. It mainstreamed gender in the UN Joint Vision (UNJV) [2009 ? 2012] programme of support. The UN Joint Vision for Sierra Leone (UNJV) (2009-2012) defines the United Nations Country team (UNCT) contribution to the implementation of the PRSP II. It has 21 programmes with a Programme 17 on ?Gender Equality and Women?s Empowerment? it primarily supports the implementation of the recommendations of the Truth and Reconciliation Commission relevant to women and girls, the concluding comments to the 1st-5th CEDAW report for Sierra Leone and the various national gender policies. UN Women organized a gender technical team retreat for all UN agencies working on gender equality and women?s rights issues. At the retreat the programme 17 implementation framework was developed with 8 key result areas an annual work plan and a reporting template which all agencies contributing to UNJV prog. 17 report on. UN Women in partnership with UNCDF is also jointly implementing the Gender Equitable Local Development (GELD) programme using a gender lens in local government planning budgeting and implementation.		Not applicable	UN Coordination	Internal coordination and communication, Not applicable
UNIFEM/ Peace Building Fund project Evaluation	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2011	Not Rated	4. Need to strengthen UN Women?s managerial efficiencies		4. A financial decentralization process is planned for Sierra Leone within the next 2 years			Not applicable	Not applicable	Efficiency, Not applicable
UNIFEM/ Peace Building Fund project Evaluation	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2011	Not Rated	5. Improve information and documentation management		Response: 5. Filing systems are being improved at UN Women?s sub-regional office and country-level offices with the development of guidelines.		Not applicable	Not applicable	Knowledge management	Efficiency
UNIFEM/ Peace Building Fund project Evaluation	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2011	Not Rated	6. Improve project cycle management		6. Within the planned M&E activities for 2012-2013, it is envisaged that partners and staff M&E needs will be assessed and training provided accordingly.		Not applicable	Operational activities, Not applicable	Not applicable	Efficiency
Final Project Evaluation:Women's rights to land and sustainable livelihoods in Kyrgyzstan	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2011	Not Rated	Evaluation recommendation 1: Continue to work at policy level. Future activities should continue to ...		The recommendation is accepted with a note that rapid changes of governmental officials during the Project implementation period had considerably disturbed the project work. Nevertheless, UN Women in Eastern Europe and Central Asia consistently applies a holistic approach in its work, which involves interlinked interventions at all levels - policy, institutional and community levels. In response to the recommendation, UN Women will continue its systematic and consistent work on policy level, especially with regards to women's land rights and inheritance rights, financed from its core funds. Work at the policy level continues in parallel to work at the institutional and community levels. UN Women is developing recommendations and lobbying for their inclusion in the relevant laws, policies, national and local development plans, such as Medium Term Development Strategy, National Strategy on Gender Equality, National Action Plan.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final Project Evaluation:Women's rights to land and sustainable livelihoods in Kyrgyzstan	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2011	Not Rated	Evaluation recommendation 2: Continue to work at the institutional level. Future activities could fu...		UN Women will continue to work at the institutional level, strengthening its partnerships with relevant line ministries and state structures, governmental agencies and local governments (Ministry of Economic Regulation, Ministry for Social Provision, Ministry of Labour, Employment and Migration, Ministry of Finance, Parliament, state administrations). The specific recommendation regarding the cooperation with informal community institutions will be addressed through promoting cooperation and partnerships between local self-government bodies and communities and improving service delivery to rural women.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final Project Evaluation:Women's rights to land and sustainable livelihoods in Kyrgyzstan	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2011	Not Rated	Evaluation recommendation 3: Continue to work at the community level. A follow-on project could expa...		UN Women will continue its work at the community level to promote women's right to land, provision of legal assistance, ensuring women's access to formal and informal justice, and raising general public awareness on women's rights to land. Another key direction of UN Women work is securing rights of women labour migrants in and after migration, and supporting families of labour migrants in the home country. UN Women will continue to support in accessing basic social protection services and economic resources and assets for income and sustainable livelihoods, particularly in relation to most excluded groups (women labour migrants, rural women), as well as, increased women's participation in decision-making over economic policies affecting their lives. UN Women will continue to support the work on enhancing women's political leadership and participation in decision-making, access to justice particularly at provincial/local level.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final Project Evaluation:Women's rights to land and sustainable livelihoods in Kyrgyzstan	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2011	Not Rated	Evaluation recommendation 4: Continue to work with legal clinics. Future activities should continue ...		UN Women will keep in mind this recommendation in its support activities of legal clinics under the Project "Women building Peace, Trust and Reconciliation in Kyrgyzstan, phase II".	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final Project Evaluation:Women's rights to land and sustainable livelihoods in Kyrgyzstan	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2011	Not Rated	Evaluation recommendation 5: Expand local media production and publicity efforts by beneficiaries. F...		Response: UN Women will continue promoting local media production and publicity as a tool for women empowerment.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final Project Evaluation:Women's rights to land and sustainable livelihoods in Kyrgyzstan	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2011	Not Rated	Evaluation recommendation 6: Develop a grants application procedure that self-selects and boosts eff...		UN Women will address this recommendation in the future projects that have a grant component.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final Project Evaluation:Women's rights to land and sustainable livelihoods in Kyrgyzstan	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2011	Not Rated	Evaluation recommendation 7: Use mobile telephone technology. In Kyrgyzstan, mobile phone technolog...		The recommendation is relevant to the country's context, but does not fit into the UN Women's scope of work. In this regard, the recommendation will not be accepted for management response.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final Project Evaluation:Women's rights to land and sustainable livelihoods in Kyrgyzstan	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2011	Not Rated	Evaluation recommendation 8: Continue to work with implementing partners. Future activities should w...		UN Women implements all current projects through national implementing partners. These implementing partners are capable and experienced, and have good track record in working with government officials, local governments and communities. The partners understand the real conditions of the country.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final Project Evaluation:Women's rights to land and sustainable livelihoods in Kyrgyzstan	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2011	Not Rated	Evaluation recommendation 9: Develop a clear logical framework and a performance management plan. A ...		The recommendation is relevant and is being consistently followed by UN Women. All EECA UN Women projects/programmes have clear logical framework and implementation plan, and additional capacity development activities will be conducted to strengthen the strategic use of these tools.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
SHiEld Enhancing Prevention and Response to Domestic Violence in Georgia	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2011	Not Rated	Evaluation recommendation 1: Undertake a comprehensive participatory review of the National Referral...		UN Women is in agreement with this recommendation and integrated it into the UN JP to Enhance Gender Equality in Georgia	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
SHiEld Enhancing Prevention and Response to Domestic Violence in Georgia	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2011	Not Rated	Evaluation recommendation 2: Provide training for improved reporting and M&E practices for all partn...		UN Women is in agreement with this recommendation and integrated it into the UN JP to Enhance Gender Equality in Georgia	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
SHiEld Enhancing Prevention and Response to Domestic Violence in Georgia	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2011	Not Rated	Evaluation recommendation 3: Widen and expand partnerships in the legal sector to provide targeted t...		UN Women will continue building partnerships in the legal sector and provide targeted training to the judges and prosecutors in the judiciary on DV, as well as provide further support to the PDO.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
SHiEld Enhancing Prevention and Response to Domestic Violence in Georgia	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2011	Not Rated	Evaluation recommendation 4: Monitor and prepare a report on the implementation of the NAP 2011-2012...		In response to this recommendation UN Women will continue and enhance its work on monitoring NAP implementation.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
SHiEld Enhancing Prevention and Response to Domestic Violence in Georgia	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2011	Not Rated	Evaluation recommendation 5: Future programming recommendations: (i) Identify a clear partnership st...		UN Women will continue its work on public awareness raising on gender equality, sexual and reproductive rights, as well as on promoting zero tolerance towards GBV and DV. As regards to the work with the faith based organizations and perpetrators, UNFPA will take the lead and UN Women will be in constant contact to provide assistance if required.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
SHiEld Enhancing Prevention and Response to Domestic Violence in Georgia	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2011	Not Rated	Evaluation recommendation 6a: Hotline recommendations The hotline is functional and carries out its ...		UN Women will take into account the evaluation recommendation regarding the hotline in its future projects.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
SHiEld Enhancing Prevention and Response to Domestic Violence in Georgia	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2011	Not Rated	Evaluation recommendation 6b: Shelter recommendations Despite excellent work in the shelters there a...		Partially accepted. UN Women will expand its work on shelter establishment taking into account the specific evaluation recommendations. UN Women will also coordinate with other UN agencies in developing income generating activities for the victims of violence. Some of the recommendations imply special budget allocations from the State Fund	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
SHiEld Enhancing Prevention and Response to Domestic Violence in Georgia	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2011	Not Rated	Evaluation recommendation 7: Future programming recommendations. As a recommendation for future eval...		UN Women is in agreement with the recommendations and will work on building internal monitoring and evaluation capacities at sub-regional level	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Mid-term evaluation of the UN Joint Programme on Gender	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Key Recommendation I: To constantly review the effectiveness of interactions between organisations a...		Management response: This remains a priority of the implementing agents of the Joint Programme and the primary mechanisms tasked with ensuring this effective and systematic coordination are: the UN JPGE Steering Committee, who is mandated with supervising the overall implementation of the programme; the UN Gender Working Group, which is tasked with the day-to-day coordination; and UNIFEM, who is tasked as the Programme Facilitator, thereby responsible for guiding coordination.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Mid-term evaluation of the UN Joint Programme on Gender	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Key Recommendation II: To develop a realistic plan for future financial resourcing by the GoA for bo...		Management response: The NSGE-DV is meant to be this, and the up-coming revision and extension of the NSGE-DV will improve this process and have a focus on more realistic costing; however it is recognized by the lead ministry (MOLSAEO) that this had not happened consistently. The UN, along with other development partners, is contributing to this through the following concrete activities. While UNIFEM, UNDP. UNFPA and UNICEF work towards supporting the Government in this process, this recommendation is the primary responsibility of the GoA and not directly attributable to the UN JPGE;	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Mid-term evaluation of the UN Joint Programme on Gender	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Key Recommendation III: To clarify and agree Gender Equality Employees funded by the GoA in all mini...		Management response: UNDP and UNIFEM continue to support MOLSAEO and the National Council on Gender Equality in this on-going discussion with line ministries and bashkias, as per the UN JPGE?s approved annual work plan. However, while UNPD and UNIFEM contribute towards supporting full-time GFPs, it is the primary responsibility of the GoA and not directly attributable to the JPGE;	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Mid-term evaluation of the UN Joint Programme on Gender	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Key Recommendation IV: To extend the JPGE in terms of time and regions covered.		Management response: The Steering Committee of the JPGE has in principle approved the request for a no-cost extension of the JPGE to June 2011. This will also ensure improved alignment with the current UNDAF/One UN Programme cycle. The JPGE will not be extending the number of regions covered, however. It is the recommendation of the UN GWG to the JPGE that to ensure full impact of the commitments taken in 2008 with the launch of the JPGE, it is too soon to expand, and as such, the programme must remain focused on the 10 regions currently targeted: work on DV (4); work on women and elections (7); work on GRB (4); training of healthcare workers (aiming for nation-wide);. Please note that UNICEF?s Youth Parliament work included within the JPGE covers all 12 regions.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Accountability for the Protection of Women's Rights in Serbia, Bosnia-Herzegovina, Montenegro and Kosovo	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Evaluation Recommendation 1: (Choice of implementing partners; p. 7) The only lesson learned regardi...		Management Response: Improve knowledge of UNIFEM CEE project/ programme staff on capacity development (theoretical concept and methods) through identification of learning sources (including UNIFEM?s guide on CD) and on-line and other trainings provided either by UNIFEM or other relevant UN agencies. Relevant budget for learning will be allocated in 2010 MRF budget. Substantial knowledge of staff how to provide effective capacity development for the partners is the first pre-requisite for systemic work in this area, starting from needs assessment, through implementation and monitoring to the evaluation of capacity of the partners. Key actions: ? provide up-to-date information to the staff on on-line trainings related to capacity building of the partners ? to identify other trainings where UNIFEM staff can improve their knowledge on CD ? allocate relevant budget to support learning for staff and partners on CD in 2010 UNIFEM budget (MRF core and potentially non-core projects) ? incorporate Capacity Development Strategy and Advocacy Strategy in any new Project Document. Can be included also as an annex or developed in the beginning of the project implementation based on capacity needs assessment of key partners.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Accountability for the Protection of Women's Rights in Serbia, Bosnia-Herzegovina, Montenegro and Kosovo	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Evaluation Recommendation 5:. (BiH; Outcome 1.3; p. 15) Given the complicated governance structures...		Proper, detailed and regularly updated situation analysis should inform the whole project implementation process in order to making sure that the project goals are realistic and achievable in changing political, social and economic environment. Budget allocation to strengthen this analytical and monitoring function of project/ project office should be secured to achieve these goals. Key actions: 1. re-thinking of work-plans/ ToR of the project staff and making sure that, analytical and monitoring function/ plans necessary for setting up realistic and attainable goals are present and utilised 2. adequate budget allocation to strengthen the monitoring function in the office/ project will be allocated to reflect follow up activities in Serbia and Montenegro (also applies to other project offices) 3. participation of project staff in UNIFEM evaluation training	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Accountability for the Protection of Women's Rights in Serbia, Bosnia-Herzegovina, Montenegro and Kosovo	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Evaluation Recommendation 6: (Serbia; Outcome 1.4; p. 16) Activities that would get the Serbian gove...		UNIFEM Serbia will further support work of UNCT on gender, but also needs to develop a more consistent partnership strategy in order to effectively advocate for WHR and support national partners in complying with international and national commitments to WHR through implementation of particular activities (this is also a response to evaluation recommendation 16, which I consider to be important and closely linked to rec. 6) Key Actions: 1.Continue and broaden cooperation with trade-unions, employers associations and other relevant partners in Serbia and strengthen their links to GEMs 2. Regularly update the donors and partners about activities, changes in the project and results achieved, through formal and informal meetings, and in case of necessary changes in project implementation reach agreements; 3. Key finding of the Evaluation shared with stakeholders 4. Prepare a concept note ? follow up of CIDA project 5. Prepare a fundraising plan and organize informal meetings with the donors to fundraise for follow up of CIDA project 6. ensure distribution of the results achieved under the project as well as recommendations from the final evaluation of the project to the key stakeholders.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Accountability for the Protection of Women's Rights in Serbia, Bosnia-Herzegovina, Montenegro and Kosovo	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Evaluation Recommendation 7: (Kosovo; Outcome 1.4; p. 16) In Kosovo, SHE ERA?s analysis could have ...		In case of a regional project adequate staffing in countries of implementation should be secured. This issue will be discussed in a broader context of UNIFEM CEE presence in the Balkans and in context of future intended projects. Consultations with Geo Section are necessary. Ongoing ? also in relation to the new UN Gender Entity.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Accountability for the Protection of Women's Rights in Serbia, Bosnia-Herzegovina, Montenegro and Kosovo	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Evaluation Recommendation 12: (BiH; Outcome 2.2.; p. 21) Given the relatively low level of investmen...		While preparing new projects and having in mind UNIFEM?s mandate to support innovative and catalytic actions, focus on local level initiatives that can be replicated/ up-scaled has to be more consistently taken into account, building also on the results achieved under this project. This is already reflected in Concept Note (for a follow up project), that has been since February 2010 disseminated to the potential donors. Key Actions: Analysis of particular results of the project, including innovative partnerships (at a local level) that can further supported, replicated or up-scaled.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Southern African Regional Women's Networks Evaluation	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2011	Not Rated	It is recommended that the E-Knowledge for Women in Southern Africa (EKOWISA) network members are tr...		UN Women will further engage on the viability of this recommendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Southern African Regional Women's Networks Evaluation	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2011	Not Rated	It is recommended that the building up of SAWJN network follows a similar path to EKOWISA, and that ...		UN Women will engage with the evaluator on the vialibity of this recommendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Southern African Regional Women's Networks Evaluation	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2011	Not Rated	The evaluation of the networks also highlighted some capacity gaps within UN Women. The evaluation r...		Agreed	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Southern African Regional Women's Networks Evaluation	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2011	Not Rated	The evaluation proposes that UN Women work in close cooperation with ICW?s two major partners (OSISA...		Agreed	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Promoting gender equality in national development policies and programmes in Moldova	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	The National Committee for GE, the DEO, and gender focal points all need further strengthening and t...		Government Committee on GE (GCGE) comprises of high level Government officials at the level of Deputy Ministers and Heads of Government Agencies led by the Deputy Prime Minister. It is very unlikely that the members of the GCGE will attend a specific Gender training due to shortage of time, thus, UNIFEM Moldova proposes to provide a short introductory training during one of the planned quarterly meetings of the GCGE towards the end of the year. This will also include recommendations on effective implementation of National Program on Gender Equality (NPGE, referred in the Recommendation as ?NSGE?) in Moldova and will serve as a practical part of short Gender Training. It is also planned to include brief updates on the situation in the country with regards to the situation of women and men in various areas, especially in priority areas defined under NSGE. Regarding the recommendation on empowering junior staff of DEO to be included in the public activities, it is needless to mention that the division of labor between the members of DEO is made within the scope of their mandates and it is up to the Management of the Ministry and the DEO to decide. However, UNIFEM always encourages participation of all DEO staff in key gender equality processes and provides every support required for such actions. It is a fact that due to the high workload of the DEO in overall, it is practically impossible for all staff to engage in daily work on specific gender policy reviews. Such a challenge was and is faced by the DEO continuously and this has to be taken into account in any future UNIFEM supported initiatives in the country. Newly appointed Gender Focal Points do need thorough training and support and thus it will be recommended for the DEO to include in their plan and undertake within the scope of implementation of NPGE/NSGE. For this, GFPs need to be included in the capacity assessment initiative that is planned by UNIFEM to be undertaken within 2010.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Promoting gender equality in national development policies and programmes in Moldova	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	To strengthen and ensure political support to their efforts, a programme component targeting relevan...		Response: As per approved Project document and Log frame of the Gender Equality Program implemented during 2007-2010 with Sida?s support, component on targeting parliamentary committees was not included and the parliamentary committee was not a target group. However, the key program initiatives, such as participatory consultations around NPGE elaboration, MDGs review, NDS engendering did include representation of Parliamentary committees, as one of the key policy making stakeholders. UNIFEM will take into account this recommendation within future initiatives, especially through building new and strengthening existing partnerships with external organizations, including those mentioned in the recommendation.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Promoting gender equality in national development policies and programmes in Moldova	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Continue work with the media. Given the relatively low level of investment and high level of impact,...		Similar Recommendation was provided by the Mid Term Evaluator undertaken in 2008 and thus an initiative on continuing working with Media was already envisaged within the newly elaborated WEE program that will be implemented also with the generous support of Sida. It was also a request/recommendation of Sida Moldova office to start to collaborate with the Media outlets in district level that were supported within earlier initiatives of Sida and it was also taken into account while the new WEE program was elaborated. Currently, it is included in the 2010-2013 implementation plan of the WEE program to work closely with the central and local media organizations to expand the media self-assessment initiative as well as to engage them as local monitors of the WEE initiatives in the districts (rayions) around the One Window initiative. Regarding outsourcing this initiative, UNIFEM considers undertaking capacity and needs assessment of media partners, which would help in identifying future long term media partners and the mentioned Media Associations will also be invited for this endeavour. Once in the partners are defined, other multilateral and bilateral partners will be invited to support/join the initiative.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Promoting gender equality in national development policies and programmes in Moldova	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Facilitate partnership building between CSOs and government through: - Involvement of CSOs in monito...		Evaluated Gender Equality program that was implemented during 2007-2010 had concrete strategic actions undertaken in order to assist WNGOs to start to specialise in some priority fields/areas. This was successfully done in the areas of work with media, some economic aspects such as labor market and employment, etc. Within the new WEE program, it is planned to engage CSOs in specific monitoring initiatives at the central and local levels, specifically focusing on women?s access to public services in the areas of social protection and employment, violations of women?s rights in the field of employment. As part of UNIFEM Country Strategy, CSOs will be also supported in collaborating with the Government and other Development Partners on Gender and Aid Effectiveness and fulfilling the Paris Declaration within the framework of the newly signed Moldova Development Partnership Principles document. This will be done in conjunction with the implementation of the NPGE during 2010-2015.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Promoting gender equality in national development policies and programmes in Moldova	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	GRB programme component needs support in practical application at implementation stage at both natio...		UNIFEM envisages continuation of the GRB initiatives within Women?s Economic Empowerment (WEE) program at the local level that were installed within the Evaluated Program. In addition to this, JILDP Program that is being jointly implemented with UNDP on promoting Decentralization and Local Governance will have specific country level interventions on GRB. Both program GRB interventions will be based on earlier created partnership and capacity within the Academy of Economic Studies as well as the Ministry of Finance and the Ministry of Economy, and the partners from selected rayions. Also, UNIFEM Moldova will take part in the Regional GRB Program that is being elaborated by UNIFEM Sub-Regional Office in the CIS with the view to both benefit and contribute from the practical experiences.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Promoting gender equality in national development policies and programmes in Moldova	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Develop new GE experts/trainers pool, but simultaneously involve existing experts in programme initi...		Such a mixed team approach was applied throughout the program implementation, namely in the areas of Gender Statistics, Gender Responsive Budgeting, and Program Evaluation. The Training of Trainers of Gender Equality and Gender Mainstreaming involved only international experts and this is due to the fact that the experts were from the CIS region with wealth of knowledge and expertise of the Region and Moldova specifically. Nevertheless, Int?l and local expertise team approach will be applied in the follow up two key UNIFEM programs and activities.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Promoting gender equality in national development policies and programmes in Moldova	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Keep the donor community informed about the implementation of the GE strategy and re-establish regul...		Actions in this regards are already taking place on the basis of inclusion of specific Output in the WEE program dedicated to the strengthening of the Gender Donors group initiative in Moldova. The first meeting of the donors group has been held and the next one is planned in September	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Promoting gender equality in national development policies and programmes in Moldova	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Assist NGOs in preparing the CEDAW shadow report, and explain to government representatives that sh...		This recommendation was taken into account in the Country Strategy and will be primarily led by the Gender Advisor during 2010 and early 2011, since the RM has to submit its next combined Report to CEDAW in June 2011.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Promoting gender equality in national development policies and programmes in Moldova	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Promote widely the available informational resources (data base) on GE and monitor their use by stak...		UNIFEM Sub-Regional Office in the CIS has developed a Knowledge Management usage Form for monitoring. The Program Associate and the Communication Officer of UNIFEM Moldova will be charged to monitor the use of knowledge products and advise the program teams of required actions/steps.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Promoting gender equality in national development policies and programmes in Moldova	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	If developing ToT, ensure systematic follow-up activities and mentorship and demand a number of trai...		According to the CD strategy any kind of training initiative should undertake capacity assessment before (as a baseline) and after the initiative against what was planned/gained, and define future needs. Such an approach is strictly followed in Moldova and will be continued within the new programs	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Promoting gender equality in national development policies and programmes in Moldova	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Convey to the donor the necessity of employing a more adequate number of staff in the follow-up prog...		Staffing depends on the scope and depth of the program, TOR contains requirements towards the candidate regarding knowledge, experience of gender related programs, and often programs require area specific knowledge in combination with knowledge of GE and WHR. Capacity building on WHR is provided primarily on the job, and staff members are highly encouraged to undertake self learning on program subjects and GE And WHR on a constant basis. For this, according the UN rules, 5 percent of the staff time can be dedicated and used by the staff member. Apart from the above, Sub-Regional Office of UNIFEM in the CIS Region undertakes staff capacity development initiatives on a regular basis both at the regional and country levels. Just to name few: Planning and Programme Retreats on annual basis, Programme and Operation Training (April 2010, Almaty) SPW, trainings on programmatic matters regularly conducted during SRO missions to Moldova; From the planned ones: Capacity Development workshop for CIS staff on GRB (NOV 2010); Training on RBM for Programme /Project staff (September 2010). Also, UNIFEM staff participation in supported within UNCT Capacity Development initiatives. In the past these included: communications, security, HIV/AIDS, governance, etc. UNIFEM programme/project staff undertakes mandatory training for the UN staff in relevant fields. The last, but not least, the staff capacity is assessed as part of the regular Results and Competency Assessment twice a year and concrete recommendations are obtained from the Management on their further improvements.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Promoting gender equality in national development policies and programmes in Moldova	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Identify and manage the expectations from stakeholders from the government in the follow up programm...		This was done during the Inception Phase of the WEE program. Thorough explanation on specific roles of the team members and the program as a whole will be constantly conveyed to various Government partners throughout the program implementations.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Promoting gender equality in national development policies and programmes in Moldova	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Consider revision of reporting procedures? time-lines to ensure timely response to both donors and f...		Ensure proper planning of the reporting process in accordance with the timeframe stipulated in the donor agreement. Taking into consideration the requirement on that donor report should be submitted to donors after the clearance from the OBDT, the draft report should be prepared at least two month prior the actual date of submission to donor, as per reporting rules.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Promoting gender equality in national development policies and programmes in Moldova	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Provide timely feedback to potential follow-up program partners on approved activities		Program Partners are being defined and finalized through capacity assessment of partners. As soon as the assessments are completed, the program Partners will be informed about the results and various consultations organized on future partnerships	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Mid-Term Evaluation of the Integrated Programme for Women in Politics and Decision-Making (IPWPDM)	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2011	Not Rated	UN Women will empower the Timor-Leste Office to function as a full Country Office, with delegated au...		UN Women is partly in agreement with the recommendation. Whilst there were operational delays due to the layers of response or approval from the UNIFEM/UN Women regional office in Bangkok and headquarters in New York, some new systems and procedures were gradually put in place with the necessary accompanying guidelines to meet deadlines and thus obtain approval for implementation. In 2009, the UNIFEM/UN Women Office in Timor-Leste, was in transition to include decentralization of certain functions that started with the gradual phasing-in of a senior-level head of office, from Country Programme Manager (from Programme Coordinator to Country Coordinator) and later to a Country Representative in 2011. Following this change, there were some aspects of management that were gradually delegated to the country office. In addition, delays in reporting are not solely due to the lack of delegation of decision making authority of the Country Office. It is also partially due to the lack of systems in place for tracking of donor reporting and submission of the same for clearance to Regional Office. In line with the interventions required for the 2012 national (presidential and legislative) and the 2013 municipal elections, the UN Women Timor-Leste country team will take the responsibility of reviewing and revising accordingly, the interventions that were already reflected in the IPWPDM programme document. On the basis of available programme funds, UN Women will continue to support the women representatives in suco councils and the Centre for Capacity Building and Information for Gender Equality or CEGEN (formerly the Gender Resource Centre/GRC).		Not applicable	Culture of results/RBM, Not applicable	Internal coordination and communication	Efficiency
Mid-Term Evaluation of the Integrated Programme for Women in Politics and Decision-Making (IPWPDM)	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2011	Not Rated	Gender-related interventions on the 2012 national elections and the 2013 municipal elections will fo...		UN Women is partly in agreement with the recommendation. The IPWPDM has mentioned support to the 2012 national elections and UN Women had collaborated with UNDP under its Suco Election Project and later with UNEST after it was created by UNDP since the 2004-2005 suco elections. This collaboration will continue under IPWPDM given available funding support from donors. UN Women is therefore not in agreement that support to the national election which has traditionally been provided by UN Women on enhancing women?s candidacy as well as voter education from a gender perspective should form a separate programme. On the basis of the IPWPDM targets until end of 2013, it will continue to support not just the women-led councils but to include women representatives in suco councils and GMPTL and male MPs through the centre at the National Parliament.		Leadership and political participation (SPs before 2018)	Partnership	Advocacy	Sustainability, Gender equality
Mid-Term Evaluation of the Integrated Programme for Women in Politics and Decision-Making (IPWPDM)	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2011	Not Rated	The contribution agreements on the programme and the remaining projects are not extended, and new fu...		UN Women is not in agreement with the recommendation. Support to women?s leadership and decision making should continue to be channeled to UN Women. The collaboration with UNDP/UNEST, particularly with the remaining projects and newly-approved funds will continue as a component of IPWPDM. The project will be implemented in partnership with UNDP/UNEST?s implementing partners, the Electoral Management Bodies (EMBs) - STAE and CNE. UN Women will continue to provide technical support on the gender perspective to the electoral process.		Leadership and political participation (SPs before 2018)	Partnership	Advocacy	Sustainability, Gender equality
Mid-Term Evaluation of the Integrated Programme for Women in Politics and Decision-Making (IPWPDM)	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2011	Not Rated	Support to the GRC Project should continue and should consider the changes to be brought about by th...		UN Women is in agreement with the recommendation. In collaboration with UNDP, support to the women and men MPs through the Centre for Capacity Building and Information on Gender Equality or the CEGEN (formerly GRC) will continue beyond the approved 3-year joint initiative with UN Women and the National Parliament. Particularly at this time that the centre has been officially considered as an integral part of the Secretariat under the Directorate for Research and Technical Information following Organic Law 08, the Parliamentary and Service Act of the National Parliament. The IPWPDM programme in synergy with the GRB programme of UN Women, support to the 2012 parliamentary elections and the preparation of future state budgets will continue.		Leadership and political participation (SPs before 2018)	Partnership	Advocacy	Sustainability, Gender equality
Mid-Term Evaluation of the Integrated Programme for Women in Politics and Decision-Making (IPWPDM)	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2011	Not Rated	Support to the suco councils should focus on the ten (10) women-led suco councils. Succeeding activi...		UN Women is in agreement with the recommendation. The activities, based on the needs as specified by the women suco chiefs/representatives on leadership and political participation will be implemented by Alola Foundation, Rede Feto (women?s network) with its women-NGO members, as well as the Forum ONG Timor-Leste (FONGTIL) or NGO Forum on community outreach as part of the UN Women-led component of the joint UN support to the 2012 electoral process in Timor-Leste, are all addressing the abovementioned recommendation. In addition to supporting women suco chiefs, it is also important to provide capacity building support to female aldeia chiefs and male suco chiefs who are potential gender advocates.		Leadership and political participation (SPs before 2018)	Operational activities	Capacity development	Gender equality
Mid-Term Evaluation of the Integrated Programme for Women in Politics and Decision-Making (IPWPDM)	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2011	Not Rated	In the delivery of support services to the suco councils, the programme may explore a tie-up with Th...		UN Women is in agreement with the recommendation. Collaboration with The Asia Foundation (TAF) had commenced in early 2009 to prepare for the October 2009 suco election districts. Through UN Women?s support to Rede Feto and its women-NGO members in the 4 districts covered by TAF, areas for joint implementation were initially identified to include: the assessment of performance of outgoing suco councils, selection of 24 facilitators and the facilitation of orientation meetings and community dialogue to prepare community development plans in the 4 districts. With Paz y Desarrollo (PyD), UN Women participates in the National Steering Committee for Women in Politics and attends its regular monthly meetings including national meetings that are organized with nationwide representation from national and local government officials, civil society, the religious sector, academia and the international community.		Governance and planning (SPs before 2018)	Partnership	Capacity development	Sustainability, Impact
Mid-Term Evaluation of the Integrated Programme for Women in Politics and Decision-Making (IPWPDM)	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2011	Not Rated	The programme may also consider working through the UNEST network in the continuation of activities ...		UN Women is in agreement with the recommendation. Whilst UNIFEM/UN Women has started working with UNDP/UNEST during the 2007 presidential elections, collaboration in support to activities at the suco level will continue. Specific project activities under the IPWPDM programme in support to 2012 post-election activities will be discussed in further details with UNDP/UNEST and its network.		Governance and planning (SPs before 2018)	Partnership	Capacity development	Sustainability, Impact
Mid-Term Evaluation of the Integrated Programme for Women in Politics and Decision-Making (IPWPDM)	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2011	Not Rated	The current or new programme document should be revised based on the strategic and operational chang...		UN Women is in agreement with the recommendation. On the basis of the rapid roll out brought about by the joint UN Support to the 2012 Electoral Process and the probable changes it would bring to the country?s governance and administrative structure given a new parliament, unfinished activities and unspent funds, necessary revisions will be made to the current IPWPDM programme document. Following most recent developments and additional funding received from Norway and approval of no cost extensions by AusAID and Irish Aid, there is a need to review and repackage collaboration with IPWPDM development partners. Revisions will consistently be aligned with the UN Women Global Strategic Plan, UNDAF, UN Women Country Strategy Note 2012-2013, and Timor-Leste?s Strategic Work Plan 2012-2013. A project document will be developed on women?s leadership and decision making, drawing on lessons learned, strategic areas of intervention, which will integrate a well-defined results framework with SMART outcomes, outputs and indicators.		Leadership and political participation (SPs before 2018), Governance and planning (SPs before 2018)	Culture of results/RBM	Not applicable, Advocacy	Efficiency, Sustainability, Gender equality
Mid-Term Evaluation of the Integrated Programme for Women in Politics and Decision-Making (IPWPDM)	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2011	Not Rated	Further donor support to the interventions should be granted through programme-level funding. This m...		UN Women is partly in agreement with the recommendation. Whilst the omnibus funding for overall programme would be ideal, with scarcity of funding support from donors, support to set activities as long as they are in line with the goals and objectives of the programme within the framework of the Timor-Leste CSN, may still be useful to consider.		Governance and planning (SPs before 2018)	Not applicable	Not applicable	Efficiency
Mid-Term Evaluation of the Integrated Programme for Women in Politics and Decision-Making (IPWPDM)	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2011	Not Rated	The women?s sector in Timor-Leste may continue to be involved in the programme, through involvement ...		UN Women is partly in agreement with the recommendation. In the absence of a PSC, the women?s sector was continuously involved in the programme most particularly Rede Feto, as the main and only national women?s machinery for civil society organizations (CSOs) in the country with Caucus: Feto iha Politica as one of its member-NGO. The IPWPDM programme has in fact, extended organizational strengthening support to Caucus: Feto iha Politica as its management structure was very weak then. The setting up of this structure for the programme may no longer be needed as the programme is near completion.		Leadership and political participation (SPs before 2018), Governance and planning (SPs before 2018)	Operational activities	Not applicable	Efficiency, Gender equality
Mid-Term Evaluation of the Integrated Programme for Women in Politics and Decision-Making (IPWPDM)	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2011	Not Rated	When working with NGOs, clear criteria for the selection of NGOs that will undertake the project act...		UN Women is in agreement with the recommendation. It is important to review the existing criteria being used in the selection of implementing partners, with critical consideration on the NGOs? areas of specialization and management capacities to ensure successful implementation of IPWPDM projects and activities. It is evident that the UN Women had engaged almost the same set of NGO-partners given their background and track record or exposure to women or gender responsive projects but in most cases, with limited management capabilities including difficulties in preparing both narrative and financial project reports. This is with particular reference to pre-selected local NGO-partners that were identified by Rede Feto in the implementation of the UNDEF component of the programme which required close technical support and monitoring from the Secretariat of Rede Feto and guidance from the IPWPDM programme team of UNIFEM/UN Women.		Leadership and political participation (SPs before 2018), Governance and planning (SPs before 2018)	Operational activities	Not applicable	Effectiveness
Mid-Term Evaluation of the Integrated Programme for Women in Politics and Decision-Making (IPWPDM)	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2011	Not Rated	Engagement with the political parties will be a requirement for the 2012 national and 2013 municipal...		UN Women is partly in agreement with the recommendation. Engagement with political parties will continue particularly in support to the women?s wings and meetings with the leadership through its Secretary General. UN Women does not agree that there were no records to show the involvement of political parties in knowledge-sharing about the programme since there were reports and minutes of meetings prepared reflecting the follow-up activities that representatives of women?s wings from 12 out 14 registered political parties had conducted with their respective political parties. Through the core group of representatives from the women?s wings of parties, the Grupo Haforsa Feto Politika, Haburas Demokrasia no Unidade (HFPHDU) with a clear set of goals and objectives, the members were able to continue with their activities other party members, starting with the women members or women?s wing of each party.		Leadership and political participation (SPs before 2018)	Operational activities, Culture of results/RBM	Capacity development, Not applicable	Effectiveness
Mid-term evaluation of the sub-regional project on the implementation of UNSCR 1325	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	1. To review and refine results framework and update the project?s context analysis		Accepted. Yet, in the actual content analysis there will be reflected only key developments that have had a direct impact on the project implementation by end of 2011. Full and more complex information will be collected, systematized and used for developing a context analysis and a baseline for of a follow up project.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Mid-term evaluation of the sub-regional project on the implementation of UNSCR 1325	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	2. To reassess the partnerships until the completion of the project based on the strategic review of...		Accepted. Consultations with the key implementing partners will be held in order to ensure greater involvement of other (networking local and grass root) organizations in the project implementation and the achievement of project results/ ownership. New partnerships with CSOs active in the area of HR and peace and security will be explored in all relevant countries and the networking with traditional partners will be supported in order to ensure synergy and to strengthen the achievement of project results.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Mid-term evaluation of the sub-regional project on the implementation of UNSCR 1325	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	3. To consider the establishment of a position of a national coordinator of 1325 activities in BiH t...		Accepted. Because of lack of financial resources, this position will be filled in cooperation with one of the donors through NRLA	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Mid-term evaluation of the sub-regional project on the implementation of UNSCR 1325	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	4. To develop and establish a regional online portal on women, peace and security where all materia...		Accepted. Possibilities to host and place relevant information on the existing partner?s portal will be given preference.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Mid-term evaluation of the sub-regional project on the implementation of UNSCR 1325	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	5. To codify two case studies, one on the development of the RAE network and the second on the lesso...		Accepted.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Mid-term evaluation of the sub-regional project on the implementation of UNSCR 1325	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	6. To support the accessibility of technical resources in local languages to continue self-steered l...		Accepted. Yet, extent to which this will be realized depends also on financial resources available.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Mid-term evaluation of the sub-regional project on the implementation of UNSCR 1325	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	7. To find ways and support efforts to make the inter-religious training module developed by TPO acc...		Accepted.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Mid-term evaluation of the sub-regional project on the implementation of UNSCR 1325	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	8. To develop and specify a capacity development framework for the project/ partners - to move away ...		Accepted. This recommendation is relevant chiefly for a follow up project and has to be fully taken into account while drafting the new document. I case of the existing project, focus will be put on assessing the results in supporting capacity development of the key partners achieved so far.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Mid-term evaluation of the sub-regional project on the implementation of UNSCR 1325	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	9. Evaluation Recommendation or Issue 9: To develop and specify an advocacy framework for the projec...		Response: Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Defending and securing human rights of women in Darfur	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2011	Not Rated	Programme objectives remain viable, relevant. UN Women to consider expanding outreach, coverage and ...		This was an end of project report and a continuation of the programme will need additional funding....	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Defending and securing human rights of women in Darfur	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2011	Not Rated	UN Women to consider investing in capacity building of key duty bearers - institutions to hold them ...		The recommendation is acceptable	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Defending and securing human rights of women in Darfur	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2011	Not Rated	UN Women should consider engaging more with the government as a credible partner to enhance their ro...		We accept this recommendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Defending and securing human rights of women in Darfur	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2011	Not Rated	Finding allies within the government and building their capacity to locate the issues and to underst...		We agree with this recommendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Defending and securing human rights of women in Darfur	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2011	Not Rated	It is very important to establish networks between the IDP camps and the Joint State Committee for C...		We agree with this recommendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Defending and securing human rights of women in Darfur	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2011	Not Rated	UN Women to consider separating GBV from Livelihoods and move from humanitarian approach to recovery...		We agree with this recommendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Defending and securing human rights of women in Darfur	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2011	Not Rated	Providing start up financing to select groups is a viable way of addressing livelihoods for women ID...		We accept this recommendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Defending and securing human rights of women in Darfur	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2011	Not Rated	Consider undertaking a scan on what type of livelihoods will be beneficial in terms of earning incom...		We accept this recommendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Defending and securing human rights of women in Darfur	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2011	Not Rated	Access to Markets is critical for women?s livelihoods. UN women should consider construction of the ...		Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Defending and securing human rights of women in Darfur	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2011	Not Rated	Consider nurturing strategic partnerships established during the life of the programme for greater i...		We accept this recommendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Defending and securing human rights of women in Darfur	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2011	Not Rated	UN Women to consider strengthening its presence in the protection cluster, livelihoods cluster and g...		We accept this recommendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Defending and securing human rights of women in Darfur	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2011	Not Rated	Monitoring cases of GBV - UN Women need to consider playing a more prominent role in referral system...		We accept this recommendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Defending and securing human rights of women in Darfur	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2011	Not Rated	The women Centres play a crucial role in bringing women together and providing services. It is impor...		Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Defending and securing human rights of women in Darfur	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2011	Not Rated	Advocacy and training- Consider more engagement in advocacy for women to claim their rights and righ...		Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Defending and securing human rights of women in Darfur	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2011	Not Rated	The UN Women?s logical framework is the basis of programming and tracking programme/programme indica...		We accept this recommendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Defending and securing human rights of women in Darfur	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2011	Not Rated	The process of approval of funds needs urgent consideration to facilitate delivery of results and bu...		We accept this recommendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Capacity Development Activities in Southern Africa Evaluation 2009-2010	Cluster Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2011	Not Rated	Recommendation 1: UN Women (both at the corporate and sub-regional levels) needs to clarify and expl...		Agreed	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Capacity Development Activities in Southern Africa Evaluation 2009-2010	Cluster Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2011	Not Rated	Recommendation 2: UN Women SARO should develop a capacity development strategy or a set of guiding t...		Agreed	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Capacity Development Activities in Southern Africa Evaluation 2009-2010	Cluster Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2011	Not Rated	Recommendation 3: UN Women SARO should clearly integrate considerations on the cost efficiency of di...		Agreed	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Capacity Development Activities in Southern Africa Evaluation 2009-2010	Cluster Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2011	Not Rated	Recommendation 4: UN Women SARO needs to ensure that its staff members are equipped with appropriate...		Agreed	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
SGBV Programmes in CARO subregion Evaluation	Thematic Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2011	Not Rated	Recommendation 1: UN Women CARO should develop a strategy that articulates its envisaged roles, foci...		Recommendation One is accepted		Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	UN Coordination	Not applicable, Internal coordination and communication	Effectiveness, Efficiency
SGBV Programmes in CARO subregion Evaluation	Thematic Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2011	Not Rated	Recommendation 2: UN Women CARO and Country Offices should better align their VAW programming scope ...		Recommendation Two is accepted		Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	Not applicable	Not applicable	Efficiency
SGBV Programmes in CARO subregion Evaluation	Thematic Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2011	Not Rated	Recommendation 3: UN Women CARO and Country Offices should strengthen their approach to monitoring, ...		Recommendation Three is accepted		Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	Culture of results/RBM	Not applicable	Effectiveness, Impact
Final evaluation of UNJP on implementation of CEDAW Concluding Observations in the Philippines	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2011	Not Rated	Intensify advocacy towards government institutions (including the Department of Justice or DOJ, Poli...		Accept		Governance and planning (SPs before 2018)	UN Coordination, Partnership, Culture of results/RBM	Capacity development, Not applicable, Advocacy	Effectiveness, Efficiency
Final evaluation of UNJP on implementation of CEDAW Concluding Observations in the Philippines	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2011	Not Rated	With its new and expanded mandate, the Philippine Commission on Women (PCW), as the national women?s...		Accept (also with the knowledge that PCW is already undergoing this on their own with support from other groups).		Governance and planning (SPs before 2018)	Partnership, Culture of results/RBM	Capacity development	Efficiency
Final evaluation of UNJP on implementation of CEDAW Concluding Observations in the Philippines	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2011	Not Rated	Consolidate lessons and other achievements in the piloting of local and sectoral application of CEDA...		Accept. The GMC suggests that the results on the local/sectoral application of CEDAW should not just be scaled up but further deepened to recognize and reflect the intersectionality of the multiple layers of identities and state of marginalization so they can be addressed programmatically, even if this focuses only on a single aspect of the women?s experience. i.e. being Muslim or IP or a rural fisherwoman / farmer		Governance and planning (SPs before 2018)	Culture of results/RBM	Capacity development, Knowledge management	Effectiveness, Sustainability, Impact
Final evaluation of UNJP on implementation of CEDAW Concluding Observations in the Philippines	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2011	Not Rated	Build on the human and institutional capacities developed by JP-CEDAW towards developing common stan...		Accept. Recommendation can include: To suggest to NEDA to improve the Harmonized GAD Guidelines by revising the section on project design and planning stage to include/acknowledge the multiple layers of women?s marginalization. Recommendations should include: To follow-through with the recommendations made in the Participatory Gender Audit and revisit/reassess the need for a common gender strategy.		Governance and planning (SPs before 2018)	Culture of results/RBM	Capacity development, Knowledge management	Sustainability
Final evaluation of UNJP on implementation of CEDAW Concluding Observations in the Philippines	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2011	Not Rated	At the initial stage of the programme development, sustainability issues have to be considered by ad...		Accept		Governance and planning (SPs before 2018)	Not applicable	Capacity development	Efficiency
Evaluation of a sub-regional Gender Responsive Budgeting project	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Category 1: Immediate/urgent actions Evaluation Recommendation 1: Inform project stakeholders about ...		Management Response: UNIFEM CEE Sub-Regional Office is in agreement with the recommendation and in cooperation with the respective project offices has started working on a follow up of the regional GRB project. The log-frame has been drafted and submitted for feedback to relevant UNIFEM Thematic Advisors. Based on the feedback, further consultations will take place with the key partners on their needs and in line with key national strategies and UNIFEM?s commitments under UNDAFs/ Country Programmes leading to refining of the Project Document, which is planned to be submitted to PAC in the end of 2010.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of a sub-regional Gender Responsive Budgeting project	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Category 1: Immediate/urgent actions Evaluation Recommendation 2: Make research results and training...		Management Response: UNIFEM SRO will ensure that all knowledge products developed within the project be available for wider public at the sub-regional and international levels depending on the nature and the language of the product.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of a sub-regional Gender Responsive Budgeting project	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Category 2: Actions to be taken when planning project follow-up Evaluation Recommendation 3: Plan fo...		Management Response: UNIFEM is currently (September 2010) developing a follow up project which will have regional as well as national components. Capacity development will be an important part of the project design and the major beneficiaries of capacity development interventions will be civil servants as well and CSOs directly implementing project activities. UNIFEM will also hold a dedicated discussion about the need to recruit or train its own staff in areas such as public finance in order to facilitate their access to and efficient cooperation with the key budget actors.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of a sub-regional Gender Responsive Budgeting project	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Category 2: Actions to be taken when planning project follow-up Evaluation Recommendation 4: Define ...		Management Response: UNIFEM CEE Sub-Regional office is in agreement with the recommendation and with the achievements reached within this project some information and data would be available to be used as a baseline for follow up interventions/ project. The follow up project that is currently being developed will include baseline information wherever the relevant data exists.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of a sub-regional Gender Responsive Budgeting project	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Category 2: Actions to be taken when planning project follow-up Evaluation Recommendation 5: Increas...		UNIFEM is planning to convene the key stakeholders meetings to discuss lessons learned in the previous project and plans for future interventions. The design of the follow-up GRB project will include an advisory/consultative body as a mechanism bringing together main stakeholders with the aim to give inputs in project implementation and evaluation phase.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of a sub-regional Gender Responsive Budgeting project	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Category 2: Actions to be taken when planning project follow-up Evaluation Recommendation 6: Increas...		UNIFEM CEE RPD has continuously taken efforts to ensure sustainability of expected results for a longer term perspectives despite existing challenges for funding programmes in middle-income countries. And it is hoped that the diversification of funding sources vis-a-vis the establishment of the UN Women Entity would expand funding opportunities for new programs and projects achieving the development goals including this particular intervention. The RPD has been discussing with the potential donors regarding the long-term (multi-year) commitment for providing cost-sharing funding for further projects and programmes. And it is advised to discuss the issues related to the resource mobilization in parallel at higher political level and as a part of UNIFEM?s transition to UN Women.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of a sub-regional Gender Responsive Budgeting project	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Category 3: Project planning and management Evaluation Recommendation 7: Improve use of project mana...		UNIFEM CEE will provide initial RBM training for all newly recruited project staff and staff members are encouraged to take available on-line courses, including PRINCE II. Possibilities to provide capacity building of a project staff within UNIFEM and by outside providers will be explored. Needs assessment of the project staff on RBM will be made in order to plan learning needs for the staff in 2011.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of a sub-regional Gender Responsive Budgeting project	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Category 3: Project planning and management Evaluation Recommendation 8: Improve UNIFEM guidance/rul...		UNIFEM CEE Sub-Regional office will make a thorough plan on different steps of the project cycle, including the consultations with key partners in order to address their needs, including their capacity development needs and requirements. Core funds (programme) will be utilized, primarily at the initial phase of the project formulation exercise.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of a sub-regional Gender Responsive Budgeting project	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Category 3: Project planning and management Evaluation Recommendation 9: Define the parameters of ?i...		: UNIFEM CEE Sub-Regional office will ensure clarity of definition and distinction between ?catalytic? and ?innovative? approaches actions in the process of formulation of project documents (following SPW discussion in 2008 and definitions provided/ agreed upon), with indication how the results of such interventions will be taken forward (sustainability).	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of a sub-regional Gender Responsive Budgeting project	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Category 3: Project planning and management Evaluation Recommendation 10: Ensure commensurate projec...		For Cost-shared projects UNIFEM SRO will use an approach of sharing concept notes for the (new or follow up) projects with potential donors to find out their interest in supporting the project activities/ expected results. Only if there is strong indication of substantial financial support for the project, finalization of the project document will take place and ProDoc will be submitted for final PAC approval. In case funding from cost-share funds is not sufficient (only partial), the agreement with Geo Section and relevant Thematic sections will be made concerning core allocation for ensuring the implementation of the project activities prior to submitting ProDoc to PAC. In the later case efforts will be made to fundraise further from the donors in order to ?safe? core funds for the achievement (upscalling) of other results under SRS.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of a sub-regional Gender Responsive Budgeting project	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Category 3: Project planning and management Evaluation Recommendation 11: Put in place better system...		Systems with baselines and results tracking will be included from the onset of projects, and details identified in the project document. Workplans of staff will also reflect the responsibility to set up a baseline, track and report on results on a regular basis	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of a sub-regional Gender Responsive Budgeting project	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Category 3: Project planning and management Evaluation Recommendation 12: Respect monitoring and eva...		UNIFEM CEE will make sure that appropriate financial and human resources are allocated to the project early enough in the development or inception phase of the project implementation. Further cooperation with HQ Evaluation Unit and the relevant Thematic Sections will also be sought out to facilitate better monitoring and evaluation of projects.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of a sub-regional Gender Responsive Budgeting project	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Category 3: Project planning and management Evaluation Recommendation 13: UNIFEM HQ should recognize...		UNIFEM HQ has long recognized the challenges of fundraising for (largely) middle income countries and has encouraged colleagues to explore and invest in fundraising capacity to open new channels of support. UNIFEM CEE will engage in a discussion with UNIFEM HQ with the aim to identify opportunities and methods to initiate new and improve existing cooperation in support of increasing funding for the CEE region.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of a sub-regional Gender Responsive Budgeting project	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Category 3: Project planning and management Evaluation Recommendation 14: UNIFEM should advocate wit...		UNIFEM CEE Sub-Regional office has been discussing with donors re their reporting requirements while negotiating the respective donor agreements including the usage of standard UNIFEM format. Yet, some donors have their own requirements (reporting templates, visibility policies, etc.) which have to be fully respected, provided the donors insist on those	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Iraq National Constitution and Referendum Awareness Campaign (INCRAC) Project	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2011	Not Rated	Evaluation Recommendations related to project design 1. Project objectives should include articulate...		UNWomen Iraq programme is in agreement with the recommendations and will ensure all new projects articulate measurable outcomes and that RBM management tool is applied. UNWomen will ensure that all new projects contain clear results frameworks baseline data to enable easy monitoring and evaluation.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Iraq National Constitution and Referendum Awareness Campaign (INCRAC) Project	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2011	Not Rated	Evaluation Recommendations for ASRO on Project Design (4-5): 4. Since there has been a surge of wome...		UNWomen Iraq programme is in agreement with the recommendations and is ensuring that UNWomen has a database on NGOs working on gender issues. In the past year UNWomen has built strategic partnership with different ministries such ministry of interior and ministry of human rights to make sure that they?re involved in UNWomen projects.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Process Evaluation of the One UN Programme	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Sharpen needs assessments and UN interventions based on evolving EC assistance (IPA) to ensure that ...		Management response: 1. Sharpen needs assessments and UN interventions based on evolving EC assistance (IPA) to ensure that the UN work complements the EU accession support without much overlaps. The UN and the GoA accept the recommendation and agree on the importance of a sharpened needs assessment and UN interventions based on evolving EC assistance (IPA) to ensure complementarities with EU Accession support. Noting that the UN?s agenda also incorporates other elements that may not be covered in EU Accession such as the UN?s work on conventions and social inclusion. The UN wishes to point out that complementarities exist in current 2007-2011 programme in areas of governance, environment and regional development. Consultations with European Union Delegation will be carried out in Fall 2010 as part of the next UN Programme formulation exercise. In the same period a discussion between the GoA and EC for the formulation of the Multiannual Indicative Planning Document 2011-2013 for IPA assistance in Albania will take place, including also the sectors that will be considered as priorities under IPA 3 and 4. 2. Focus on more upstream policy advisory and less programme management, based on expertise in: strengthening government and evidence based policy;Democratic governance; social Inclusion; reducing informality and environment. The UN team and GoA partially accepts the recommendation. They agree on the importance of focusing on upstream policy work, based on agency expertise and national priorities/demand with looking at possibilities of combining it with some investment in order to best balance and harmonise the UN response to country needs and priorities. Specific areas of focus however, will be confirmed during the formulation of the next GoA-UN Programme, following consultations with national and international stakeholders, taking into account comparative advantages of the UN team, and considering the areas other donors operate under the existing donor co-ordination mechanisms, such as Fast Tracking on Division of Labour (an initiative promoted and agreed by EU donors which is part of the overall division of labour mechanism for the entire donor community). The UN team wishes to point out that programme management does not necessarily imply operational ?downstream? activities but can be used as a modality through which some UN agencies actually deliver policy advice. 3. The new UNDAF structure should be based on a programme and sector approach with activities clustered under a large number of sub outcomes, which correspond to and can be readily linked to agencies? reporting: line items, budgets and resources. The UN team and GoA partially accept the recommendation. While agreeing in principle, the UN and GoA wish to highlight that substance and strategy will determine approach of clustering and organizing the modalities for delivering the programme. The GoA is working to orient all donor assistance toward programme-based approaches in order for it to be more focused and in line with the national priorities. Clustering and organizing modalities will be reviewed and agreed during the formulation of the new GoA ? UN Programme. In addition, the introduction and implementation of programme-based approaches (PBA) or sector-wide approaches (SWAP) for any sector will assess and take into consideration where adequate and sufficient capacities are in place. GoA wishes to point out that implementation of this new mechanism implies great efforts and resources. 4. Develop realistic programmes with manageable funding gaps. The UN team and GoA accept the recommendation.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Process Evaluation of the One UN Programme	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	recommendation 2: Arrangements for implementation 1. Convene a facilitated strategic planning retrea...		1. Convene a facilitated strategic planning retreat among key stakeholders including Government, donors and civil society to steer the process and channel energies towards a coherent strategic framework for second phase building on experience and evaluations carried out. The UN team and GoA accept the recommendation. Strategic planning retreats among key stakeholders, including Government, donors and civil society have already been foreseen in the Plan of Engagement agreed with GoA for the preparation of the next GoA-UN Programme (2012-2016). These retreats will take place in late fall on strategic directions of the programme and expertise will be brought in as required. 2. Use the established informal and formal mechanisms within UNCT/RC (heads of agency level) to air issues of concern in spirit of the collegial approach The UN team accepts the recommendation and already uses the established formal and informal mechanisms within UNCT/RC (heads of agency level) to air and resolve issues in a collegial manner based on mutual trust and understanding. 3. Undertake structured programmes to address Change Management Issues and Capacity Development and mobilize budget support The UN team accepts the recommendation. The current One UN Programme has included a specific change management component (funded by Swiss Development Cooperation and DOCO) which included UN Team Capacity Assessment, additional expertise in Operations, M&E and team building events. The UN team will continue to have a structured change management approach, including an induction package for new colleagues. This will be particularly important given rotation of UN team members. A change management proposal will be designed with required resources, both human and financial, including, but not limited to, a Programme Manager for the One UN House. 4. Revisit composition of UNCT based on strategic inclusiveness principles, and also based on minimum threshold of co-financing of proposed programme activities by participants The UN team and GOA accept the recommendation. As per the practice under the current One UN Programme, participation of agencies will continue to be based on strategic inclusiveness, decided by GoA as determined by national priorities and needs and comparative advantage of agencies. The broad and rich expertise of the UN system will be used as per national demands and request. The UN team notes the recommendation on the importance of a minimum threshold of financing, but wishes to highlight that at times important policy support may not require large financial amounts. The UN Team and GoA agree that joining the next GoA ? UN Programme will require agencies to commit to the necessary required resources, both financial and human to allow for sufficient capacity to provide quality support to programme implementation and policy support. For the next GoA-UN Programme formulation UN agencies will be invited to brainstorming sessions based on national priorities and Government request. The UN team wishes to point out that such national priorities include internationally agreed development goals, international norms and standards and other instruments. Based on existing experiences, GoA would further recommend UNCT continues the good practice to appoint a lead agency for all activities which require joint support and efforts from several agencies in order to improve project/programme management and accountability.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Process Evaluation of the One UN Programme	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Evaluation recommendation 3 Integrated Results Matrix and Budgetary Framework 1. Revised Results and...		response: 1. Revised Results and Budgetary Framework tools should allow tracking past history, deviations from previous plans and remediation/contingency measures The UN team and GoA accepts the recommendation and agrees on the need for tighter budgeting, forecasting and monitoring of the budgetary framework. The UN (through the Programme Working Groups) will track significant changes to budgets in the annual reviews and consider performance in deciding on new allocations as per the fund allocation criteria. This will also help UNCT and GoA improve their strategic, evidence-based decision-making about allocations of the Coherence Fund. 2. A budget under the M & E system included to develop national capacities (a small team of national consultants or Diaspora that could eventually be absorbed into the DSDC or line ministries and funded by government. The UN team and GoA accept the recommendation. The UN, together with other partners, will contribute to the strengthening of national capacities for monitoring and evaluation within relevant Line Ministries and within DSDC in late fall during next programme formulation. The UN and GoA note that strengthening of national M&E capacity and systems are already included under the Integrated Planning System (IPS) Trust Fund managed by the Government through World Bank?s Multi-Donor Trust Fund. The UN team will budget for an M&E component under the next GoA-UN Programme. Under the ongoing IPS Trust Fund, a new monitoring methodology and process has started to be established in the country (foreseen with PM order no. 139, dt. 1.7.2010), which will be based on performance and results in the sector level. DSDC has the role of overall coordinator and facilitator. As a result, it is expected that by the end of 2010 a monitoring report is being produced based on SMART indicators. This monitoring process will be an integral part of normal processes and periodic monitoring by all line ministries.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Process Evaluation of the One UN Programme	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Evaluation recommendation 4. Functioning of Sector working groups and PWGs 1. SWG need to be strengt...		1. SWG need to be strengthened by GoA and regularly convene to serve as a coordination mechanism for sector dialogue and should be more closely linked with the PWGs The UN team and GoA partially accepts the recommendation. The UN and GoA agree that the SWG needs to be strengthened and regularly convene to serve as a coordination mechanism for sector dialogue. The UN and the GoA however, wish to clarify that the Programme Working Group should link up with Sector Working Groups (SWG) and not the opposite given that SWGs cover a larger amount of partners, and programmes, and are government-led mechanisms. SWGs and could serve as a forum where UN agencies through the different PWGs could inform sector partners on progress and plans and exchange good practices and discuss priorities and challenges. 2. PWGs should adopt a more strategic guidance role aligned with government?s sector working groups in line with terms of reference instead of compilation and information sharing forum and possibility of having smaller sub groups for coordination at substantive level considered The UN team and GoA accept the recommendation .The UN team takes note of the recommendation that PWGs should adopt a more strategic guidance role and advise the UNCT. PWG provide a natural connection to the UNCT and should feel free to propose, whenever they see appropriate, to include substantive discussions in the UNCT agenda such as health sector reform, social inclusion and anti-discrimination. The UN team encourages that this is put in practice. It is also noted that some PWGs cover a broad area and the next programme formulation will need to take into account the structures of groups and/or subgroups. Special attention could be given to those SWGs for which UN Agencies are donor focal points and co-ordinate sector dialog, provide substantial advice and support to line ministries in taking the lead in donor co-ordination. 3. Redefine nomenclatures and cluster results/activities under a few broad UNDAF Outcomes (pillars), with longer lists of sub outcomes and outputs which are clustered more homogeneously based on agency and ministry substantive work planning The UN team and GoA partially accepts the recommendation. As per response under para 1 bullet point 3, clustering and organizing modalities will be reviewed and agreed during the formulation of the new GoA ? UN Programme which will further consider and orient toward sector and/or programme based approaches. GoA fully supports the recommendation where outcomes and outputs has to be clustered more homogeneously based on agency and ministry substantive work planning, as such showing a greater alignment to the GoA priorities and further complementarity amongst donors and GoA activities. 4. Results Monitoring/Portfolio Analysis should be used rigorously; review mechanisms should be more robust at result level, with contingency and action plans to adapt to variations The UN team and GoA accept the recommendation. The UN and GoA acknowledge the importance of further strengthening results-based management culture within the organization. The practice of monitoring indicators in the results framework was initiated in 2009 Annual Review and monitoring of the indicators will be updated on bi-annual basis at mid-year and annual review. The Joint Executive Committee has begun using this monitoring information for substantive discussion and contingency measures. Opportunities to further report on indicators in the 2010 Annual One UN report will be considered.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Process Evaluation of the One UN Programme	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Evaluation recommendation 5. Resource Mobilization, Allocation and Reporting 1. Pre JEC meetings sh...		Management response: 1. Pre JEC meetings should take stock of agency-wise, result-wise performance, and also overall composition of delivery, funding gaps and dependencies on coherence fund, using the Portfolio Analysis and recommended additional analyses The UN team and GoA accept the recommendation and wish to underline that national priorities and demand will continue to guide funding allocation decisions. 2. Coherence Fund allocations should take into account the relative size of delivery, proportion of funding gaps, and levels of dependency on Coherence Fund of pillars and agencies The UN team and GoA accept the recommendation and wish to underline that national priorities and demand will continue to guide funding allocation decisions. 3. JEC allocation criteria should be amended to include additional criteria and also review overall balance of allocations based on national priorities, and full year funding of activities as far as possible The UN team and GoA accept the recommendation. The UN and GoA agree that full year funding is desirable to the extent possible bearing in mind prioritization based on national needs guiding allocations along with other provisions as per funding allocation criteria. 4. As much as possible, allocation requests should represent full year funding linked to the Results Matrix. While allocations can be for annual amounts, disbursements can still be made at half year point so that there is control as well as flexibility in case of slippages. The UN team and GoA accept the recommendation.The UN team takes note on the importance of annual year commitments to allow for greater certainty in programme planning and more efficient/timely implementation provided the full amount is secured through the coherence fund early in the year.Annual-based commitments and semi-annual disbursements will help line ministries and other Albanian institutions to better predict external assistance funds when they prepare the MTBP and the annual budget. GoA wishes to point out that the possibility of also having longer-term commitments (e.g. for at least 3 years) need to be considered for more predictability, which is one of the requirements under the Paris Declaration . It is recognized that such commitment in turn is dependent on predictable and multi year funding to the UN. 5. It is critical that donors continue supporting UN initiatives, particularly with social and normative issues through un-earmarked, multi-annual funding linked to national priorities despite Albania's transition into a middle income country. The UN team and GoA accept the recommendation. The UN and GoA agree on the critical role that continued donor support will play through un-earmarked, multi-year funding for the UN to remain coherent and strategic, particularly in view of Albania?s transition into a middle-income country. This recommendation should be raised with the present and future contributors to the coherence fund at local and headquarters level. The UN and GoA take note of the importance of involving and consulting donors (recommendation 2 bullet point 1) on the strategic programme areas to be covered under new GoA-UN Programme. 6. The opportunity for Government co-financing should be explored, particularly for higher priority result areas and themes having large funding gaps. The UN team and GoA accept the recommendation. The UN team and the GoA will further explore cost-sharing opportunities. The UN Team will prepare a brief concept note on cost-sharing for discussion with the Regional Director?s Team (RDT). 7. Increasing use of national public procurement and financial systems should be made with concrete guidance by GoA on how to better align with national systems, and UN and other donors should harmonize disbursement procedures as well as seize opportunities for simplified reporting and joint evaluations as per Paris principles. The UN team and GoA accept the recommendation and agree on increased use of national public procurement and financial systems and to review simplifying reporting and joint evaluations, such as HACT and Assessment of the Procurement Systems though OECD/DAC methodology. The recent Assessment of the Public Procurement Systems has given prioritized recommendations to improve the system as well to develop GoA capacities in this area. GoA will produce an action plan for implementing the recommendations contained in the assessment report. A coordinated donor support should be provided by donors in assisting the GoA in implementing the capacity development plan.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Process Evaluation of the One UN Programme	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Evaluation recommendation 6: Performance Appraisals in DaO environments 1. Develop new performance e...		The UN team and GoA accept the recommendation, recognizing that the proposed reforms are beyond the scope of the UN Team and will require action at Headquarters level.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Process Evaluation of the One UN Programme	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2010	Not Rated	Evaluation recommendation 7: Implementation of Reforms at higher levels 1. Expedite UNDG decision on...		The UN team and GoA accept the recommendation, recognizing that the proposed reforms are beyond the scope of the UN Team and will require action at Headquarters level. The UN Team also notes with thanks the recent HLCM mission which is expected to contribute to the timely conclusion to some of the above recommendations.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the ACT to End Violence against Women (ACT VAW) Project	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2011	Not Rated	1.1 Organize a round-table meeting with national stakeholders in Iraq who participated in the implem...		UNWomen Iraq programme is in agreement with the recommendations and has insured that the main stakeholders who were involved in the ACT project attended the preparation and the launching meetings of the CVAW project .UNWomen will make sure to involve ACT phase one stakeholders in the preparation of ACT phase two.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the ACT to End Violence against Women (ACT VAW) Project	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2011	Not Rated	1.3 Invest appropriate human and financial resources in developing a database through which UNIFEM/I...		UNWomen Iraq programme is in agreement with the recommendations and will develop a database on all the activities that UNWomen supported to combat VAW in Iraq .UNWomen will assign focal points at the governorate level to help in collecting the needed information.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the ACT to End Violence against Women (ACT VAW) Project	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2011	Not Rated	1.5 Support government counterparts to enable them enable a policy environment that ensures the capa...		UNWomen Iraq programme is in agreement with the recommendations and is working closely with other partner UN-Agencies on the CVAW project to build the capacities of the 80 committee ,NGO?s and governmental partners on VAW .UNWomen will continue to conduct capacity building and raising awareness activities on VAW for different stakeholders through ACT-Phase two project	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the ACT to End Violence against Women (ACT VAW) Project	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2011	Not Rated	1.7 Ensure that the State Ministry of Women?s Affairs (SMoWA) is enabled to function effectively thr...		UNWomen Iraq programme is in agreement with the recommendations and within its on-going project will continue to provide technical support to the ministry to formulate a national strategy for the advancement of women and will continue to work jointly with other UN-Agencies to build the capacities of its staff. UNWomen is working on Gender responsive budgeting to analyse the government budget from a gender perspective. The analysis will be used by the SMOWA to advocate getting regular government budget.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the ACT to End Violence against Women (ACT VAW) Project	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2011	Not Rated	1.9 Support the development of a media strategy that encourages the mobilization of media stakeholde...		UNWomen Iraq programme is in agreement with the recommendations and will be working on formulating a media and resource mobilization strategies that emphasise the importance of working, reporting and raising funds on issues related to VAW.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of Country Program Liberia	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)		Not Rated	1. UN Women Liberia together with all the projects, implementing partners as well as other collabora...		2. UN Women Liberia takes note of the recommendations for the individual projects and will work closely with partners to best implement the specific and applicable recommendations for ongoing and future implementation. Unfortunately, UN Women Liberia does not have a dedicated M&E Department; however, Programme staff will be tasked with monitoring the implementation of the applicable recommendations.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of Country Program Liberia	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)		Not Rated	2. Building on, and sustaining the success of the many small projects implemented is essential. For ...		2. Many of the interventions of the Liberia Country Office have been in the form of small projects instead of overarching programmes. However, the tendency is to shift to a more programmatic approach as Liberia has moved very quickly from post-conflict recovery to development. Small projects often make more sense and are easier to fund in the period immediately after a conflict. However, all efforts are already moving towards a more planned and strategic programmatic intervention. The Liberia Country Strategy shows that this shift is already happening and should continue to be supported. In addition, Liberia has clearly reflected a programmatic approach in its Strategic Note 2012-2013 and Annual Workplan 2012 which is currently being approved, which concentrates on three thematic areas.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of Country Program Liberia	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)		Not Rated	3. The issue of late disbursement of funds for projects which most projects assessed experienced to ...		3. Liberia is to be financially decentralized by 2012. This will give the Country Office more financial independence and help address the issues of late disbursements of funds. The SRO will continually assist Liberia?s Country Office in the process.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of Country Program Liberia	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)		Not Rated	4. In the views of other UN Agencies as well as government partners consulted; the move to Joint Pro...		4. UN Women Liberia currently leads one joint program (JP GEWEE), and participates in three (JP SGBV, Adolescent Girls and FSN). As the country moves towards Delivering As One, the emphasis on joint programming is increasing and UN Women will continue to play a central role in ensuring gender is mainstreamed in the new Joint Programmes. UN Women is also working closely with the UN Country Team and the Inter Agency Programme Team to ensure that gender is mainstreamed throughout the new UNDAF and in its M&E framework. UN Women Liberia chairs the Gender Theme Group, advising the UN Country Team on gender mainstreaming and the implementation of UN commitments to gender. Within the Gender Theme Group, UN Women is a recognized expert on gender-friendly security sector reform, women?s economic empowerment (particularly rural women), community-based models, protecting women from violence, GRB, and gender and HIV.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of Country Program Liberia	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)		Not Rated	4. In the views of other UN Agencies as well as government partners consulted; the move to Joint Pro...		4. UN Women Liberia currently leads one joint program (JP GEWEE), and participates in three (JP SGBV, Adolescent Girls and FSN). As the country moves towards Delivering As One, the emphasis on joint programming is increasing and UN Women will continue to play a central role in ensuring gender is mainstreamed in the new Joint Programmes. UN Women is also working closely with the UN Country Team and the Inter Agency Programme Team to ensure that gender is mainstreamed throughout the new UNDAF and in its M&E framework. UN Women Liberia chairs the Gender Theme Group, advising the UN Country Team on gender mainstreaming and the implementation of UN commitments to gender. Within the Gender Theme Group, UN Women is a recognized expert on gender-friendly security sector reform, women?s economic empowerment (particularly rural women), community-based models, protecting women from violence, GRB, and gender and HIV.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Liberia Country Program Evaluation	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2011	Not Rated	1. UN Women Liberia together with all the projects, implementing partners as well as other collabora...		2. UN Women Liberia takes note of the recommendations for the individual projects and will work closely with partners to best implement the specific and applicable recommendations for ongoing and future implementation. Unfortunately, UN Women Liberia does not have a dedicated M&E Department; however, Programme staff will be tasked with monitoring the implementation of the applicable recommendations.		Not applicable	Culture of results/RBM	Not applicable	Impact
Evaluation of the sub-regional project on the implementation of UNSCR 1325	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2011	Not Rated	Evaluation recommendation 1. Improve planning for results, i.e. intervention logic (chain of results...		Accepted. SRO CSEE is/will use experience gained in implementation of the evaluated project and its evaluation findings and recommendations in a design and management of a follow-up project ??Advancing Implementation of UN SCR 1325 on Women, Peace and Security in Western Balkans (2011-2013)?	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the sub-regional project on the implementation of UNSCR 1325	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2011	Not Rated	Put in place and respect monitoring and evaluation framework backed by adequate data collection and ...		Accepted. The monitoring function has been strengthen in a new Strategic Note and Development Workplan 2012-2013 as well as in all on-going projects in CSEE sub-region including follow-up project ?Advancing Implementation of UN SCR 1325 on Women, Peace and Security in Western Balkans (2011-2013)?	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the sub-regional project on the implementation of UNSCR 1325	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2011	Not Rated	Put in place/improve project communication strategy, i.e. communicate to the stakeholders key inform...		Accepted. The SRO fully realizes the importance of the communication in the positioning of women?s empowerment and gender equality as key issues on the international agenda and establishing UN Women?s role as the global and regional authority in this context. Drawing from the corporate UN Women Communication Strategy the office will develop Sub-regional communication strategy outlining main objectives, strategic approaches including specific actions and tools.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the sub-regional project on the implementation of UNSCR 1325	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2011	Not Rated	Review administrative procedures and UN Women communication to its partners about administrative and...		Accepted with reservation. SRO administrative and financial procedures and processes are following the corporate UN Women guidelines and ad-hoc instructions. While the SRO staff is consulting UN Women HQ every time the corporate guidelines and instructions are not clear, consistent or don?t take into consideration the local context (legal and/or administrative rules and procedures), the changes in corporate guidelines and procedures are at the discretion of the UN Women HQ specialized units. CSEE SRO has to adhere to those that are in place. CSEE SRO will focus on improvement of reporting including emphasis on achieved results.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the sub-regional project on the implementation of UNSCR 1325	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2011	Not Rated	Review UN Women project staffing with view of quantity and capacity development needs of staff.		Accepted. CSEE SRO is reviewing staffing needs and capacity development needs of staff on regular basis however additional hiring depends on availability of resources. Some temporary shortage is usually caused by natural turn-over of staff and lengthy recruitment process.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Gender and Governance Programme in KENYA (Phase III) Evaluation	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2011	Not Rated	Overall Recommendation: Donors and all GGP III stakeholders need to keep the momentum on gender and ...		Agree with the management response	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Gender and Governance Programme in KENYA (Phase III) Evaluation	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2011	Not Rated	GGP III should, as a matter of priority, engage a dedicated M&E officer for effective implementation...		Agree with the recommendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Gender and Governance Programme in KENYA (Phase III) Evaluation	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2011	Not Rated	GGP III should revive the PRG to facilitate interaction and participation by implementing partners a...		Agree with the reccomendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Gender and Governance Programme in KENYA (Phase III) Evaluation	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2011	Not Rated	Funding blockages need to be minimized to enable timely disbursement of funds by UN Women to IPs. Th...		Partially agree with the recommendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Gender and Governance Programme in KENYA (Phase III) Evaluation	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2011	Not Rated	To reach out more to grassroots and marginalized women in remote places, GGP III should increase the...		Agree with the management response	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Gender and Governance Programme in KENYA (Phase III) Evaluation	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2011	Not Rated	UN Women needs to exploit more the policy and strategic space and opportunities through increased le...		Agree with the Management Response	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Gender and Governance Programme in KENYA (Phase III) Evaluation	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2011	Not Rated	There is need for GGP III together with other gender programmes such as Uraia and CSOs to come up wi...		Agree with the recommendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Gender and Governance Programme in KENYA (Phase III) Evaluation	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2011	Not Rated	Cross-learning and collaboration between implementing partners of GGP III should be encouraged by UN...		Agree with the recommendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Gender and Governance Programme in KENYA (Phase III) Evaluation	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2011	Not Rated	GGP III should continue promoting the engagement of traditional, religious and political leaders as ...		Partners are encouraged to engage with traditional, religious and political leaders as a key strategy in influencing and shaping values at the community level.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Gender and Governance Programme in KENYA (Phase III) Evaluation	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2011	Not Rated	The evaluation notes that GGP III is justifiably targeting mostly women given the historical barrier...		Agree with the Management Response	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Gender and Governance Programme in KENYA (Phase III) Evaluation	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2011	Not Rated	To improve programme coherence and consistency there is need to standardise programme documents so t...		Agree with the management response	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Regional Programme AGEM "Developing Capacities for the gender analysis of the region's economies and conditions for positioning the women's agenda in the new stage of trade opening"	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2009	Not Rated	RECOMENDACION 1 EN CASO DE CIERRE DEFINITIVO DE LA AGEM EN 2010: Formulación y Planificación del Pro...		UNIFEM responderá con acciones clave a las recomendaciones que estima prioritarias en materia de planificación del programa, no asumiendo acciones para algunas de las recomendaciones formuladas por el EE por considerarlas de bajo impacto al encontrarse la AGEM en la etapa final de ejecución.		Not applicable	Not applicable	Not applicable	Not applicable
Regional Programme AGEM "Developing Capacities for the gender analysis of the region's economies and conditions for positioning the women's agenda in the new stage of trade opening"	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2009	Not Rated	RECOMENDACION 2 EN CASO DE CIERRE DEFINITIVO DE LA AGEM EN 2010: Estructura, Organización y Gerencia...		UNIFEM se esforzará en mejorar los mecanismos de comunicación entre la sede sub-regional (México) y la coordinación regional de la AGEM (Nicaragua). En periodo de salida del Programa, UNIFEM considera prioritarias las acciones encaminadas a divulgar el conocimiento producido en el marco del mismo a nivel regional y nacional.		Not applicable	Not applicable	Not applicable	Not applicable
Regional Programme AGEM "Developing Capacities for the gender analysis of the region's economies and conditions for positioning the women's agenda in the new stage of trade opening"	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2009	Not Rated	RECOMENDACION 3 EN CASO DE CIERRE DEFINITIVO DE LA AGEM EN 2010: Gestión del Conocimiento: La AGEM r...		UNIFEM considera este bloque de recomendaciones el más importante. Las unidades responsables de la AGEM se centrarán en la planificación de actividades tendientes a responder a estas recomendaciones en la etapa final de ejecución del Programa mediante la redefinición de la estrategia de comunicación de la AGEM.		Not applicable	Not applicable	Not applicable	Not applicable
Regional Programme AGEM "Developing Capacities for the gender analysis of the region's economies and conditions for positioning the women's agenda in the new stage of trade opening"	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2009	Not Rated	RECOMENDACION 4 EN CASO DE CIERRE DEFINITIVO DE LA AGEM EN 2010: Incidencia Política 4.1 Revisar el ...		En la etapa de salida del Programa, UNIFEM hará énfasis en estrechar los vínculos con la ST del COMMCA para que los productos de AGEM apoyen la gestión de esa instancia regional. Asimismo, buscará fomentar la articulación con diferentes grupos de la sociedad civil para identificar las prioridades de la agenda económica para el diseño de estrategias de incidencia política a nivel nacional y regional.		Not applicable	Not applicable	Not applicable	Not applicable
Regional Programme AGEM "Developing Capacities for the gender analysis of the region's economies and conditions for positioning the women's agenda in the new stage of trade opening"	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2009	Not Rated	RECOMENDACION 5 EN CASO DE CIERRE DEFINITIVO DE LA AGEM EN 2010: Fortalecimiento de Capacidades Inst...		En relación a los Planes de Capacitación en Género y Economía en curso, el equipo de la AGEM dará continuidad y reforzará las prácticas, actividades y estrategias ya diseñadas e implementadas por el Programa. En el marco del fortalecimiento de capacidades institucionales (gobierno, sector privado y sociedad civil en general) se buscará homologar una propuesta de formación en economía y género que pueda ser implementada en los países.		Not applicable	Not applicable	Not applicable	Not applicable
Regional Programme AGEM "Developing Capacities for the gender analysis of the region's economies and conditions for positioning the women's agenda in the new stage of trade opening"	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2009	Not Rated	RECOMENDACION 1 SOBRE AGEM EN CASO DE CONTAR CON UNA TERCERA ETAPA: Formulación de la Estrategia del...		No aplica.		Not applicable	Not applicable	Not applicable	Not applicable
Regional Programme AGEM "Developing Capacities for the gender analysis of the region's economies and conditions for positioning the women's agenda in the new stage of trade opening"	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2009	Not Rated	RECOMENDACION 2 SOBRE AGEM EN CASO DE CONTAR CON UNA TERCERA ETAPA: Gestión del Conocimiento: Ibidem...		No aplica.		Not applicable	Not applicable	Not applicable	Not applicable
Regional Programme AGEM "Developing Capacities for the gender analysis of the region's economies and conditions for positioning the women's agenda in the new stage of trade opening"	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2009	Not Rated	RECOMENDACION 3 SOBRE AGEM EN CASO DE CONTAR CON UNA TERCERA ETAPA: Incidencia Política: Ibidem. Re...		No aplica.		Not applicable	Not applicable	Not applicable	Not applicable
Regional Programme AGEM "Developing Capacities for the gender analysis of the region's economies and conditions for positioning the women's agenda in the new stage of trade opening"	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2009	Not Rated	RECOMENDACION 4 SOBRE AGEM EN CASO DE CONTAR CON UNA TERCERA ETAPA: Fortalecimiento de Capacidades I...		No aplica.		Not applicable	Not applicable	Not applicable	Not applicable
Regional Programme AGEM "Developing Capacities for the gender analysis of the region's economies and conditions for positioning the women's agenda in the new stage of trade opening"	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2009	Not Rated	RECOMENDACION GENERAL 1 DIRIGIDA A UNIFEM: Mejorar el proceso de formulación de proyectos y programa...		UNIFEM reconoce la importancia de las recomendaciones formuladas y prevé diseñar un plan de capacitación interno alineado con el plan de capacitación de la sede para fortalecer las capacidades del personal en materia de formulación de proyectos.		Not applicable	Not applicable	Not applicable	Not applicable
Regional Programme AGEM "Developing Capacities for the gender analysis of the region's economies and conditions for positioning the women's agenda in the new stage of trade opening"	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2009	Not Rated	RECOMENDACION GENERAL 2 DIRIGIDA A UNIFEM: Mejorar la interrelación de los diversos actores involucr...		UNIFEM prevé anualmente reuniones regionales de planificación con el personal de UNIFEM en la región a los fines de socializar lineamientos clave de UNIFEM en materia de procesos y mejorar los mecanismos de coordinación y comunicación entre las diversas iniciativas y programas en los países.		Not applicable	Not applicable	Not applicable	Not applicable
Regional Programme AGEM "Developing Capacities for the gender analysis of the region's economies and conditions for positioning the women's agenda in the new stage of trade opening"	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2009	Not Rated	RECOMENDACION GENERAL 3 DIRIGIDA A UNIFEM: La incidencia en la formulación de políticas públicas y e...		UNIFEM no asumirá dicha recomendación para el periodo 2009-2010 debido al que el Plan de Evaluación bi-anual tiene ya contemplado otras evaluaciones. UNIFEM considerará esta recomendación a largo plazo para un futuro Plan de Evaluación bi-anual.		Not applicable	Not applicable	Not applicable	Not applicable
End of project evaluaiton of UNIFEM's work on implementing the project "Deepning democracy women's participation in peace and politics" in Nepal	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2009	Not Rated	Institutionalising the achievements of the project is a challenging task. UNIFEM and partner organis...		Accepted ? UNIFEM Nepal feels that institutionalising the achievements of the project will imply ensuring continued support to developing a gender-sensitive constitution. For this efforts will be required both within UNIFEM programmes and with the Govt. The following actions are planned/ already started on this issue:	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
End of project evaluaiton of UNIFEM's work on implementing the project "Deepning democracy women's participation in peace and politics" in Nepal	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2009	Not Rated	Though political parties made their manifestos gender-friendly, the parties are not following the ma...		: Accepted. UNIFEM Nepal is already providing support for engendering institutional practices of political parties through the MP3W programme. This intervention has now gone beyond engendering the party manifesto, and has attempted to engender the constitutions of 10 major political parties. The MP3W programme is also supporting policy advocacy through women?s political watch groups in 3 programme districts.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
End of project evaluaiton of UNIFEM's work on implementing the project "Deepning democracy women's participation in peace and politics" in Nepal	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2009	Not Rated	Encourage women Constituent Assembly members to form a Caucus as this helps develop common understan...		The Caucus of Constituent Assembly members has already been formed. However, this is still an informal structure, so it will not be possible for UNIFEM to provide any formal support to the Caucus. However, UNIFEM will continue to explore ways to support the Caucus, for example through a NGO partnerprovide informal support to the Caucus as well as continuing with the informal support.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
End of project evaluaiton of UNIFEM's work on implementing the project "Deepning democracy women's participation in peace and politics" in Nepal	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2009	Not Rated	Organise CA member-friendly capacity enhancement activities on gender equality and empowerment issue...		Accepted. UNIFEM is already supporting capacity development of CS members by running 2 day orientation programmes on women?s rights and gender equality issues, to support them in advocating for a gender-sensitive constitution.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
End of project evaluaiton of UNIFEM's work on implementing the project "Deepning democracy women's participation in peace and politics" in Nepal	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2009	Not Rated	Support for strengthening the local service provision on women, peace and security as well as issues...		Accepted.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
End of project evaluaiton of UNIFEM's work on implementing the project "Deepning democracy women's participation in peace and politics" in Nepal	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2009	Not Rated	Build the capacity of target group so that they are capable of demanding for services provided by di...		Accepted.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
End of project evaluaiton of UNIFEM's work on implementing the project "Deepning democracy women's participation in peace and politics" in Nepal	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2009	Not Rated	Provide fellowship for indepth reporting [to journalists] on issues of marginalized women also from ...		Partially Accepted - UNIFEM Nepal will keep this suggestion in mind in future programmes. However, this cannot be done now as resources and infrastructure to effectively implement the same are not available.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
End of project evaluaiton of UNIFEM's work on implementing the project "Deepning democracy women's participation in peace and politics" in Nepal	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2009	Not Rated	Continue supporting MoPR for finalising NPA on UNSCR 1325 and 1820 and help for searching funds for ...		Accepted.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
End of project evaluaiton of UNIFEM's work on implementing the project "Deepning democracy women's participation in peace and politics" in Nepal	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2009	Not Rated	Include uptake pathways in the proposal to scale up the good practices to the vicinity of the proje...		Accepted.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
End of project evaluaiton of UNIFEM's work on implementing the project "Deepning democracy women's participation in peace and politics" in Nepal	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2009	Not Rated	Include cost of violence [against women] as an area of investigation as violence is ever increasing		Accepted in principle UNIFEM-PON would be very much interested in taking this work. However, it cannot be done now due to lack of sufficient resources and infrastructure to effectively implement the same.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
End of project evaluaiton of UNIFEM's work on implementing the project "Deepning democracy women's participation in peace and politics" in Nepal	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2009	Not Rated	Work with groups already in existence where applicable rather than forming new groups.		Accepted as a general principle. However, the recommendation is irrelevant to UNIFEM, as the UNDEF project did not form any new groups. Instead, it worked with the existing women?s groups and their networks. Instead of a recommendation, this is actually a good practice that will be adhered to in future programmes.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
End of project evaluaiton of UNIFEM's work on implementing the project "Deepning democracy women's participation in peace and politics" in Nepal	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2009	Not Rated	Provide support for establishing and/or strengthening a resource centre related to gender and women ...		Accepted in principle ? however, UNIFEM feels it is difficult to implement the same due to huge cost implications	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
End of project evaluaiton of UNIFEM's work on implementing the project "Deepning democracy women's participation in peace and politics" in Nepal	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2009	Not Rated	Improve UNIFEM monitoring and database system keeping in view the need of the data necessary for fin...		Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Programme Evaluation of SAARC Gender Info Base of SAARC-UN Women, South Asia Regional Office	Thematic Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2011	Not Rated	SAARC and UN Women should undertake country specific baseline and develop a results framework for SG...		Accepted		Governance and planning (SPs before 2018)	Culture of results/RBM	Not applicable	Effectiveness
Programme Evaluation of SAARC Gender Info Base of SAARC-UN Women, South Asia Regional Office	Thematic Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2011	Not Rated	Member States should develop country specific plan of action for effective online component, visibil...		ACCEPTED		Governance and planning (SPs before 2018)	Culture of results/RBM	Advocacy	Effectiveness
Programme Evaluation of SAARC Gender Info Base of SAARC-UN Women, South Asia Regional Office	Thematic Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2011	Not Rated	Roles and responsibilities of key stakeholders should be jointly defined by SAARC, UN Women and Memb...		Accepted		Governance and planning (SPs before 2018)	UN Coordination	Not applicable, Internal coordination and communication	Effectiveness, Efficiency
Programme Evaluation of SAARC Gender Info Base of SAARC-UN Women, South Asia Regional Office	Thematic Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2011	Not Rated	A defined system of monitoring should be developed jointly by SAARC, Member States and UN Women for ...		PARTIALLY ACCEPTED		Governance and planning (SPs before 2018)	Culture of results/RBM	Not applicable, Internal coordination and communication	Effectiveness, Efficiency
Programme Evaluation of SAARC Gender Info Base of SAARC-UN Women, South Asia Regional Office	Thematic Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2011	Not Rated	SAARC, UN Women and Nodal Agencies should review the current implementation mechanism and bring appr...		PARTIALLY ACCEPTED		Governance and planning (SPs before 2018)	Culture of results/RBM	Not applicable	Effectiveness, Efficiency, Relevance, Sustainability
Programme Evaluation of SAARC Gender Info Base of SAARC-UN Women, South Asia Regional Office	Thematic Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2011	Not Rated	SAARC and UN Women SASRO should streamline mechanisms for technical input and training		REJECTED		Not applicable	Not applicable	Capacity development	Efficiency
Programme Evaluation of SAARC Gender Info Base of SAARC-UN Women, South Asia Regional Office	Thematic Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2011	Not Rated	SAARC and UN Women SASRO should review the current status of the Infobase and take suitable measures...		ACCEPTED		Not applicable	Not applicable	Not applicable	Efficiency
Programme Evaluation of SAARC Gender Info Base of SAARC-UN Women, South Asia Regional Office	Thematic Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2011	Not Rated	SAARC should develop guidelines for quality and consistency of data uploaded on SGIB		ACCEPTED		Not applicable	Not applicable	Not applicable	Efficiency
Programme Evaluation of SAARC Gender Info Base of SAARC-UN Women, South Asia Regional Office	Thematic Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2011	Not Rated	SAARC, UN Women SASRO and Member States should take complementary measures for increasing visibility...		ACCEPTED		Not applicable	Not applicable	Advocacy	Effectiveness, Efficiency
Programme Evaluation of SAARC Gender Info Base of SAARC-UN Women, South Asia Regional Office	Thematic Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2011	Not Rated	SAARC, UN Women and Member States should work towards planning sustainability of the SGIB initiative...		PARTIALLY ACCEPTED		Governance and planning (SPs before 2018)	Not applicable	Advocacy	Sustainability
Evaluation of UNIFEM´s Partnerships with Regional Organizations to Advance Gender Equality	Thematic Evaluation	Global	UNIFEM DATA 2008-2011	2009	Not Rated	Evaluation Recommendation 1: UNIFEM should make its assumptions and expectations with regards to par...		UNIFEM appreciates the evaluators? insights and agrees that a more specific delineation of different types of partnerships would assist staff to make more strategic decisions about how and with which organizations the Fund partners. However, UNIFEM would also highlight that the evaluators did not review the full range of UNIFEM partnerships and that this recommendation exceeds the terms of the evaluation, which was to focus specifically on partnerships with regional organizations. The first priority in responding to this recommendation is to develop more specific guidance to guide partnerships with Regional Organizations. In particular, it will be important to differentiate between two types of purposes for working with regional organizations: a) those aimed at strengthening the capacity of regional organizations to perform more effectively on gender equality (e.g., where UNIFEM support and partnership is geared toward strengthening gender units, policy and expertise) and; b) those aimed at harnessing the comparative advantage of regional organizations to effect change at regional, national or local level (e.g., where UNIFEM support and partnership is geared toward strengthening regional sectoral or other norms and policies for implementation at country level). This will build on the findings of this evaluation and be undertaken through internal and external consultations and culminate in a policy guidance note on partnerships with regional organizations. Consultations with regional organizations and with other UN and civil society partners will provide critical input to this process. Additionally, a broader review of the nature and types of partnerships that UNIFEM engages in will be considered and expanded upon by the UNIFEM Programme Working Group and a programme/policy note will be finalized to provide more detailed guidance to staff on the purposes of different types of partnerships and what results they contribute to as a means of increasing UNIFEM?s transparency and accountability.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM´s Partnerships with Regional Organizations to Advance Gender Equality	Thematic Evaluation	Global	UNIFEM DATA 2008-2011	2009	Not Rated	Evaluation Recommendation 2: UNIFEM should develop more effective approaches to tracking and analyzi...		UNIFEM agrees that it is essential to have effective progress markers and indicators to track the short/output-level, medium/outcome-level and long-term/impact level results of all of its work, including through partnerships with regional organizations. These should be derived from and aligned with the results and indicators in UNIFEM?s Strategic Plan 2008 ? 2013 and Sub-Regional Strategies, but customized so that it is clear which results and indicators are linked to partnerships with regional organizations. UNIFEM also agrees that this is key to accountability and that having a more systematic process for fostering both internal learning within UNIFEM and learning with our partners ? particularly regional organizations ? on the process and product of our partnerships is crucial.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM´s Partnerships with Regional Organizations to Advance Gender Equality	Thematic Evaluation	Global	UNIFEM DATA 2008-2011	2009	Not Rated	Evaluation Recommendation 3: UNIFEM (corporately as well as in each geographic section) should revie...		Follow-up to many of the points in this recommendation is encompassed in the actions in response to the two previous recommendations. Additionally, this recommendation points to the importance of clarifying where different responsibilities for partnering with regional organizations lies within UNIFEM and to the potential of identifying replicable models of engagement. UNIFEM agrees with the importance of mapping responsibility amongst different UNIFEM staff (e.g., sub-regional offices, regional sections at HQ, and the Directorate, in particular) for work with regional organizations and will also explore the potential of identifying models that are replicable.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Mid-term Evaluation of the Programme ?Incorporation of the Dimensions of Gender, Race and Ethnic Equality in the Policies against poverty passed in 4 countries of Latinamerica (Brazil, Bolivia, Guatemala and Paraguay)	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2011	Not Rated	1. Recomendación de la Evaluación: SOBRE EL DISENO DEL PROGRAMA 1.1 En relación al objetivo/meta con...		Respuesta de la gerencia del Programa Regional 'Género, Raza, Etnia y Pobreza' La gerencia considera todas las recomendaciones sobre el diseno del programa pertinentes. Pero dada la proximidad del cierre del Programa, no es posible adoptarlas para este programa específicamente. Consideramos, además, que son recomendaciones a ser incorporadas en la elaboración de futuros programas y planes de trabajo anuales de ONU Mujeres.		Not applicable	Not applicable	Not applicable	Not applicable
Mid-term Evaluation of the Programme ?Incorporation of the Dimensions of Gender, Race and Ethnic Equality in the Policies against poverty passed in 4 countries of Latinamerica (Brazil, Bolivia, Guatemala and Paraguay)	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2011	Not Rated	2. Recomendación de la Evaluación: SOBRE LA EFICIENCIA DEL PROGRAMA 2.1 Se recomienda adoptar estrat...		Respuesta de la gerencia del Programa Regional 'Género, Raza, Etnia y Pobreza' 2.1. Esta recomendación fue aceptada y será contratada una consultoría para sistematizar la experiencia de Bolivia. El documento será difundido entre el personal de ONU Mujeres en América Latina y Caribe. 2.2 Esta recomendación será difundida para ser llevada en consideración en la implementación de futuros programas regionales de ONU Mujeres.		Not applicable	Not applicable	Not applicable	Not applicable
Mid-term Evaluation of the Programme ?Incorporation of the Dimensions of Gender, Race and Ethnic Equality in the Policies against poverty passed in 4 countries of Latinamerica (Brazil, Bolivia, Guatemala and Paraguay)	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2011	Not Rated	3. Recomendación de la Evaluación: SOBRE LA EFICACIA DEL PROGRAMA 3.1 Se recomienda continuar impuls...		Respuesta de la gerencia del Programa Regional ?Género, Raza, Etnia y Pobreza? 3.1 La gerencia del Programa considera esta recomendación pertinente. Esta es una línea de trabajo que ya está consolidada en la oficina subregional de Cono Sur, en las acciones del área de Empoderamiento Económico de las Mujeres. Pero deberá ser discutida y ampliada a las demás áreas de trabajo, ya que la perspectiva de intereseccionalidad depende también de una mirada de interesectorialidad para ser efectiva. 3.2 La gerencia del Programa considera pertinente esta recomendación. En la definición y dialogo con los nuevos socios y definición de las líneas de sostenibilidad y estrategia de salida del programa, este punto está siendo llevado en consideración. En la reciente visita de la Directora Ejecutiva de ONU Mujeres a Brasil, este fue un punto clave de discusión. Tanto en la presentación del informe sobre Piso de Protección Social, cuanto en el diálogo con el Ministerio de Desarrollo Social, responsable tanto por la implementación del Bolsa Familia, cuanto por la Cooperación Sur Sur con diversos países de América Latina y África. 3.3 Esta es una acción ya institucionalizada en ONU Mujeres y consolidad en las oficinas de México y Brasil. Se dará continuidad a las acciones. 3.4 Esta recomendación no se aplicará 3.5 Esto ya está en curso. Fueron realizadas dos actividades con la Dirección de Censos y Estadisticas: una con los datos existentes y otra consistió en una serie de talleres sobre la inclusión de las perspectivas de género, raza y etnia en el Censo 2012. 3.6 Esto no será aplicado en este momento 3.7 Esta recomendación es pertinente y será incorporada al trabajo en Brasil independiente de la existencia del Programa Regional. Ya hubo algunas reuniones en 2011 con este objetivo y las discusiones serán retomadas para lograr un efecto consistente.		Not applicable	Not applicable	Not applicable	Not applicable
Mid-term Evaluation of the Programme ?Incorporation of the Dimensions of Gender, Race and Ethnic Equality in the Policies against poverty passed in 4 countries of Latinamerica (Brazil, Bolivia, Guatemala and Paraguay)	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2011	Not Rated	4. Recomendación de la Evaluación: SOBRE LA SOSTENIBILIDAD DEL PROGRAMA 4 El equipo evaluador resalt...		Respuesta de la gerencia del Programa Regional ?Género, Raza, Etnia y Pobreza? 4 Esta es una de las principales debilidades del Programa Pobreza y de la forma de actuar del antiguo UNIFEM. Este es un punto que fue fortalecido con más claridad durante el periodo de ejecución del Programa. Así, los mecanismos de consulta permanente no fueron debidamente implementados. Fueron realizadas consultas en momentos puntuales, pero no de forma consistente y anualmente. Esto llegó a ser definido por la coordinación, pero no implementado. Como forma de mínimamente solucionar esta brecha, será utilizada en el máximo posible la matriz proporcionada por el equipo evaluador, para medir el potencial real de sostenibilidad de las acciones de los principales socios del Programa.		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Project Strengthening Womens Legar rights in Aceh	Cluster Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2009	Not Rated	1. In order to ensure the preservation of gains made and in view of the fragile political climate, t...		UNIFEM is in agreement with recommendation 1a and is ensuring that the next phase of programming in Aceh creates and strengthens linkages with other initiatives, projects and programmes on women?s legal rights. The programme document for the next phase has been developed to expand reach to more districts and legal service providers, including the informal justice system.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Project Strengthening Womens Legar rights in Aceh	Cluster Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2009	Not Rated	b. Contributing to support for development of a master plan for women?s rights, prioritization of ne...		UNIFEM is partially in agreement with this recommendation. A master plan for women?s rights to prioritize needs and coverage of the population in the short and long term would prove difficult to conduct given that not all organizations would want to share the information. Women?s rights cover a broad range of needs and concerns. UNIFEM had provided technical support in the development of the Gender Policy and the Guidelines for Joint Land Titling for the Bureau of Reconstruction and Rehabilitation. These important gender policies are now being used as the foundation for developing the Provincial Gender Policy at the request of the Governor in consultation with key stakeholders working on women?s rights in Aceh. Additionally, sex disaggregated data and a gender profile of Banda Aceh and the Province of Aceh covering health, economy, politics and decision making, land, education and demography. Building on these, UNIFEM would conduct a mapping of needs and concerns on gender responsive governance in the context of peace building, which covers women?s legal rights and access to justice, women?s political participation and violence against women.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Project Strengthening Womens Legar rights in Aceh	Cluster Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2009	Not Rated	c. Seeking greater and broader government and donor support for future work and for the work of part...		UNIFEM is in agreement with this recommendation. A programme on Women, Peace and Security in Aceh has been developed with the above recommendations in mind. It looks at broader issues of peace building and gender responsive governance with a significant component on women?s legal rights and access to justice which takes into consideration recommendations 1c above: engendering of the informal justice system, focusing on conflict affected districts, strengthening work with women and men Syariah judges and religious leaders, enhancing work with legislators, as well as documenting cases from Syariah courts as feedback on landmark cases for gender equality as well as discriminatory cases.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Project Strengthening Womens Legar rights in Aceh	Cluster Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2009	Not Rated	Provide longer term contracts for partners to enable sustainable progress. UNIFEM has tried to exten...		UNIFEM is in partial agreement with this recommendation. As standard practice of UNIFEM, contracts are issued based on the nature of projects/activities, available budget, donor funding and requirements and absorptive capacity of partners. Where these criteria are met satisfactorily, UNIFEM will provide longer term contracts to partners.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Project Strengthening Womens Legar rights in Aceh	Cluster Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2009	Not Rated	Further strengthen training and guidance on Results Based Management, proposal writing and reporting...		UNIFEM is in partial agreement with this recommendation. The next phase of the Aceh programme design has been aligned with the corporate development results framework and managing for results framework and it includes activities on RBM training and programming to familiarize staff and partners with RBM principles. UNIFEM will conduct a review of results framework at the mid-point of programme implementation to ensure that revisions to the logical framework take into consideration the extent to which the existing framework supports or impedes management and accountability for results. On the recommendation on ensuring adequate human and material resources i.e. the allocation funds for programme management would be contingent on conditions for donor funds.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Project Strengthening Womens Legar rights in Aceh	Cluster Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2009	Not Rated	Invest strategically in partner and staff capacity development based on an assessment of needs. Part...		UNIFEM is in partial agreement with this recommendation. Through this project, UNIFEM had planned and developed training for staff and partners around skills, knowledge and tools required for strengthening women?s legal rights in Aceh. The CEDAW-Islam training was done through a series of 3 trainings with additional refresher courses on Gender and Islam as requested by partners. Partners have also been sent to numerous workshops, including CEDAW Mock Session and CEDAW Watch workshop. A deepening of skills and knowledge could be considered through provision of technical assistance by UNIFEM staff. Additionally, a capacity development assessment and strategy will be developed in consultation with key partners to respond to capacity needs of women?s machinery, government agencies, women?s groups and other civil society organizations and academia. For programme staff, UNIFEM will identify learning needs and develop learning plans for staff.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Project Strengthening Womens Legar rights in Aceh	Cluster Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2009	Not Rated	Enhance the project strategy through community-based and communications assessments. ? Improve legal...		UNIFEM is in agreement with this recommendation. Recommendations on improving legal training and advocacy have been considered in the continuing phase of the Aceh programme. At the onset of implementation of the continuing phase of the Aceh programme, a mapping of training needs will be done for various stakeholders, including Syariah judges, custodians of customary laws and others. As in the management response to recommendation 1c, one programme activity includes documentation of Syariah Court cases for use by judges, women?s groups and other stakeholders. UNIFEM will deepen capacity development of partners, building on skills and knowledge already acquired. Training workshops conducted by UNIFEM target representatives of government institutions and civil society organizations. It would not be possible to include a larger number of partner staff. That would be the responsibility of the partner institution to share and pass on skills and knowledge acquired to colleagues in their respective organizations. Better coordination of efforts to integrate gender equality perspectives into the qanun making process as well as improved linkages and partnerships with other organizations working on legal rights in Aceh will be forged in the continuing phase of the Aceh programme.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Sabaya Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2008	Not Rated	In selecting sites for future Sabaya Centres, UN Women should give priority to existing women´s cent...		Accepted. UN Women has already integrated this recommendation in its programmes - Supporting women CBOs in marginalized areas" and "Women-Run School Canteens" and as well through the Joint Human Security Trust Fund Programme "Livelihood Protection and Sustainable Empowerment of Vulnerable Rural and Refugee Communities in the Jordan Valley" - that are either linked or were developed as an expansion of the SABAYA programme and whose focus on marginalized women is particularly emphasized. As for the physical structures, for instance in the "Women-Run School Canteens" programme, several women's centres from the SABAYA programme are actively involved in the implementation of the programme activities. The programme focus is on an income-generating scheme to provide salaries to the women but also to upgrade the women's centres themselves as well as the canteens structure they manage. The women receive capacity building sessions on management and financial management to successfully run the school canteens through the centres.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Sabaya Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2008	Not Rated	The Sabaya Centre model should include a comprehensive, results-based management plan and strategy d...		Accepted In relation with the SABAYA programme, UN Women moved from a pure programmatic approach to a model approach. Vis-à-vis the action plan, nothing has been foreseen for the time being. Regarding the sustainability, it is planed at all levels of the SABAYA approach. It is more than a mere list of elements to take into consideration (goals, objectives, activities) but a consideration UN Women incorporates from the inception of the programme design (as in the Women-run school canteen programme) and translates at all different levels of management to ensure continuity and work on this particular aspect. As for the delineation of roles and responsibilities of all actors, UN Women deems this recommendation to require more strategic thinking to go from an ad-hoc to a by-design approach (for instance through its current work with Palestinian Authority Ministries, UN Women addresses this specific point but understands the need for a more comprehensive plan).	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Sabaya Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2008	Not Rated	UN Women should create a single document in Arabic that fully describes the Sabaya Programme logic, ...		Accepted in principle UN Women tends to think that a document in Arabic tackling all details of the programme not to be necessary. A simplified version should be proposed to the beneficiaries. In the spirit of the recommendation, UN Women organizes direct meetings with its beneficiaries in order to present them with the programme's objectives and thus creates an opportunity to hear from them about their expectations vis-à-vis the programme's objectives. Furthermore, beyond this recommendation and building upon what it suggests, UN Women developed a key recommendations leaflet meant to support any community-based women's development programming initiatives. This leaflet was produced both in English and Arabic.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Sabaya Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2008	Not Rated	UN Women should explore how to build resilience into the Sabaya Centres model. The Centres need to b...		Accepted in principle UN Women would be very much interested in investing and bringing this work forward. However the Entity is not yet in a position to start anything concrete at this stage because of the volatile situation in which the SABAYA centres operate and because of the lack of sufficient external resources and infrastructure to effectively bring forward this recommendation. Nevertheless, through its regular work with the Palestinian Ministries and the donor community, UN Women strives for building their commitments to the SABAYA model which participates contributes in many ways to a model of resilience. As well, the economic components integrated into the programmes that are linked or evolved from the SABAYA approach help have stronger centres able to better and quickly react to potentially damaging external factors. This particular point is also being addressed through the management trainings the women's centres are receiving.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Sabaya Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2008	Not Rated	UN Women should explore the possibility of attaching Sabaya Centres to other public institutions, su...		All SABAYA centres already act as public centres for the community where they are established. As for the work with other service providers, the centres have to be empowered enough in order to carry out what the recommendation suggest. In addition this is a particular element on which UN Women deems the centres should take the lead.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Sabaya Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2008	Not Rated	The Sabaya initiative needs an enabling policy environment in order to fulfil its own programming ob...		UN Women through its policy and programmatic relation with the Palestinian Authority is already working towards building an environment that would institutionalize the SABAYA model at the national level. Regarding the registration issue and the accompaniment of the SABAYA centres towards more legal representation, trainings and capacity building sessions properly addressing the formal registration issue with the centres and dealing with the requirements that it implies (board, elections, request for submission, regular reporting?) are provided to the SABAYA centres willing to take this step forward.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Sabaya Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2008	Not Rated	The Sabaya Centres´ coordinators should be development oriented. Reliance on the Centre coordinator ...		Accepted UN Women already works on this particular recommendation. The Entity selects the centres coordinators according to their commitments and not according to their financial interest. This selection criteria is key to bringing on board motivated women with strong interest in participating in the development of their community. All centres' locations are based on a nucleus of women who were interested in setting up a centre. Their buy-in is primordial to ensure proper development of the centre structure, promote volunteerism among the community where the centre is established and as well to strongly support and assist the centre coordinator in its work.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Sabaya Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2008	Not Rated	Guidelines should be developed on appropriate uses of volunteers in Sabaya Centres, with sensitivity...		Accepted in principle Some aspects of the recommendation are not taken on board by UN Women because deemed irrelevant, as either calling for too much structure on certain aspects that should remain somehow not too formal (volunteers guidelines for instance) or focusing on elements that are unforeseeable/unmanageable and sensitive (potential family conflicts). Nevertheless such recommendation is already being addressed through the continued capacity building sessions provided at the SABAYA centres and during which issues such as the division of roles and responsibilities among the volunteers, community development and centres' voluntarism are properly tackled. Such capacity building sessions are also designed in a way to give the chance to the women's volunteers to meet women with strong experience in volunteerism and community development in order to introduce them with role models, to foster their engagement and investment in the women's centre (stimulate peer-to-peer sharing of successful experience).	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Sabaya Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2008	Not Rated	Each individual Sabaya Centre should develop processes for self-assessment and planning that take in...		Accepted in principle This is not done by the SABAYA centres but by their local partners. Regarding the simple management tools, UN Women thinks the recommendation's suggestion is more appropriate if taken into consideration within the framework of a second level of trainings package and not during the start-up phase.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Sabaya Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2008	Not Rated	UN Women should aim to ensure that there is a solid, rigorous monitoring system in place for sustain...		All UN Women programmes linked or that evolved from the SABAYA approach include monitoring and evaluation strategies as integral parts of the programmes. UN Women field workers are strongly involved in the data and information collection.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Sabaya Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2008	Not Rated	Based on the lesson learned that when a community chooses the indicators that are most important to ...		Not accepted UN Women thinks this recommendation should be rephrased to rather propose a discussion around the beneficiaries' expectations instead of making the community choose their indicator of success. The latter at this stage should not be monitoring itself.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Sabaya Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2008	Not Rated	Mobilizing resources for the future work of the Sabaya Programme is needed for scaling-up as well as...		Partially accepted UN Women agrees on the mobilization of resources regarding the Sabaya Model and not specifically for the programme. UN Women is already mobilizing resources to support the sustainability of centres but under other programmes that have specific economic security components. New Sabaya centres don't have the capacity to monitor their start-up costs, that's the reason why it is a responsibility UN Women should carry out at the inception of the centre. However this is one of the capacity building goals that UN Women aims at and that new centres will be expected to undertake eventually.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Sabaya Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2008	Not Rated	Each Sabaya Centre should prepare a full assessment of its overall operating costs (staffing, progra...		Not accepted The SABAYA model is not meant to create a network of NGOs. It is conceived as first a women centre that would act as a community hub for providing/offering services that meet the needs of the women and the community as a whole. UN Women tends to think that this is not its responsibility to push for this recommendation but to be rather a decision that depends on the willingness and capacity of the SABAYA centres themselves.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Sabaya Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2008	Not Rated	UN Women should provide opportunities for training, staff exchanges and networking based on women?s ...		Accepted in principle UN Women specifies that there are no pre-prepared training packages. The capacity building sessions are developed by the partners of the centres according to the needs of the women so they remain specific.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Sabaya Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2008	Not Rated	UN Women should promote the Sabaya Centres in development programming, including programme design, i...		Accepted UN Women is already integrating this recommendation into its work through for instance the MDG Trust Fund Joint Programme "Gender Equality and Women's Empowerment" which includes elements of the SABAYA approach. Through this programme some UN agencies demonstrated interest in modelling components of the SABAYA approach within their own activities. UN Women has been also and keeps on disseminating the findings and key recommendations of the SABAYA Programme Evaluation Report among international and local development stakeholders.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Sabaya Programme	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2008	Not Rated	Sabaya Centres should maintain their work with current partners, but expand their scope of work to i...		Accepted UN Women agrees with this recommendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Advancing Gender Equality and Women's Rights in Kosovo	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2008	Not Rated	UNIFEM should explore how to further strengthen the practical usefulness of RBM tools for the day to...		BLANK	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Advancing Gender Equality and Women's Rights in Kosovo	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2008	Not Rated	The UNIFEM Kosovo team, with support from the sub- regional office and HQ, should further improve it...		BLANK	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Advancing Gender Equality and Women's Rights in Kosovo	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2008	Not Rated	Within its complex regional programme UNIFEM needs to ensure that there is shared understanding of r...		BLANK	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Advancing Gender Equality and Women's Rights in Kosovo	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2008	Not Rated	UNIFEM should review and - if required - adjust its internal strategies for ensuring an appropriate ...		BLANK	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Responses to combat trafficking in women and children in South Asia: a Study of Approaches, Strategies and Interventions	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2008	Not Rated	UNIFEM should undertake advocacy for establishing linkages on policies and actions of SAARC Secretar...		Partly accepted.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Responses to combat trafficking in women and children in South Asia: a Study of Approaches, Strategies and Interventions	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2008	Not Rated	UNIFEM should engage in intensive advocacy to influence and generate an understanding and consensus ...		Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Responses to combat trafficking in women and children in South Asia: a Study of Approaches, Strategies and Interventions	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2008	Not Rated	UNIFEM should engage in networking and advocacy with parliamentarians, policy makers and other relev...		Please refer to recommendation 1, as this is very similar to it.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Responses to combat trafficking in women and children in South Asia: a Study of Approaches, Strategies and Interventions	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2008	Not Rated	UNIFEM should provide technical advice, development of appropriate training manuals and other necess...		Accepted.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Responses to combat trafficking in women and children in South Asia: a Study of Approaches, Strategies and Interventions	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2008	Not Rated	UNIFEM should forge collaboration with other stakeholders and building of capacities for effective a...		Accepted.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Responses to combat trafficking in women and children in South Asia: a Study of Approaches, Strategies and Interventions	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2008	Not Rated	UNIFEM should facilitate networking among cross border NGOs for learning and sharing information and...		Accepted.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Responses to combat trafficking in women and children in South Asia: a Study of Approaches, Strategies and Interventions	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2008	Not Rated	UNIFEM should enforce the strengthening of community initiatives like maintaining social registers f...		Accepted.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Responses to combat trafficking in women and children in South Asia: a Study of Approaches, Strategies and Interventions	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2008	Not Rated	UNIFEM should support and build capacities of networks and coalitions in the source and route areas ...		Partly accepted.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Responses to combat trafficking in women and children in South Asia: a Study of Approaches, Strategies and Interventions	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2008	Not Rated	UNIFEM should field an independent comprehensive regional research study for generating comparable d...		Rejected.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Responses to combat trafficking in women and children in South Asia: a Study of Approaches, Strategies and Interventions	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2008	Not Rated	UNIFEM should build and strengthen need based capacities of identified stakeholders in Human Rights ...		Accepted.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Responses to combat trafficking in women and children in South Asia: a Study of Approaches, Strategies and Interventions	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2008	Not Rated	UNIFEM should develop capacity of NGOs to protect the second generation of trafficked victims by enr...		Accepted.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Responses to combat trafficking in women and children in South Asia: a Study of Approaches, Strategies and Interventions	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2008	Not Rated	UNIFEM should support NGOs to enable them to link government initiatives on poverty alleviation prog...		Accepted.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Responses to combat trafficking in women and children in South Asia: a Study of Approaches, Strategies and Interventions	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2008	Not Rated	UNIFEM should support establishing community referral mechanisms such as providing short stay home f...		Accepted.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Responses to combat trafficking in women and children in South Asia: a Study of Approaches, Strategies and Interventions	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2008	Not Rated	UNIFEM should support dissemination process of current knowledge produced in the form of knowledge m...		Rejected.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Responses to combat trafficking in women and children in South Asia: a Study of Approaches, Strategies and Interventions	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2008	Not Rated	UNIFEM should invest in strengthening partners' capacities in using RBM concepts and tools effective...		Accepted.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Responses to combat trafficking in women and children in South Asia: a Study of Approaches, Strategies and Interventions	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2008	Not Rated	UNIFEM should develop appropriate branding and marketing strategies as part of their fund raising p...		Accepted.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Work on Gender Responsive Budgeting	Programme Evaluation	Global	UNIFEM DATA 2008-2011	2009	Not Rated	Evaluation Recommendation or Issue 1: Stage 3 Recommendation no. 1 There is a need for UNIFEM to cla...		UNIFEM agrees that cross regional GRB programming in UNIFEM (which started in 2001) in its early stages had little tested-experience of effective approaches for mainstreaming gender in planning and budgeting processes to build upon. The main knowledge available at the time came from the lessons generated by the pilot gender budget analyses supported by the Commonwealth Secretariat in six countries in addition to a few experiences around the world which were captured in the Commonwealth Secretariat publications at the time. Being a catalytic area of programming, UNIFEM?s strategy in implementing its GRB programmes between 2001- 2008 was to encourage innovative and experimental approaches that allow for flexibility in identifying entry points. It also focused on supporting advocacy for generating demand and uptake from governments and national partners for gradual implementation of measures that support GRB in country contexts. This has resulted in the emergence of a wealth of experiences with different approaches to GRB. The risk of such diversity is the identified lack of consensus on what are the core principles of GRB, and how those can be ensured across a wide range of approaches involving multi-stakeholders and processes with varying degrees of receptivity to women?s rights and gender equality (governments (both programme and donor countries), civil society, gender equality advocates). Noting the evaluation recommendation, UNIFEM believes that the work on GRB is presently at a stage where generated learning from GRB experiences from UNIFEM and beyond allows to extract guidance and standard tools for applying GRB based on a common understanding of its transformative potential and the ways in which in contributes to the implementation of commitments to gender equality and women?s rights. UNIFEM will expand practical guidance that is targeted at a broad range of stakeholders. The guidance will articulate the GRB theory of change and provide practical tools for translating a common understanding in different country contexts and encompass a range of issues identified in the evaluation recommendations (1.1, 1.2, 1.3) and other references throughout the reports (see annex). The guidance will be finalized through a consultative process with UNIFEM staff and partners. Also see Evaluation issue no. 4 and 9 regarding the recommendation 1.2	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Work on Gender Responsive Budgeting	Programme Evaluation	Global	UNIFEM DATA 2008-2011	2009	Not Rated	Evaluation Recommendation or Issue 2: Stage 3 Recommendation no. 2 There is an important need for UN...		UNIFEM agrees with the importance of addressing these questions on an ongoing basis in the context of its institutional priorities as well as the external environment influencing financing for gender equality and UNIFEM?s organizational effectiveness. In the past, UNIFEM has continuously addressed these questions as evidenced by the evolution in positioning GRB programming in its MYFF (2004-2007) and SP (2008-2013), its articulation of GRB as one of the its 8 outcome areas to advance its overall goal under the corporate strategy, the incremental growth in financial and human resource investment in GRB programmes at the HQ, regional and country levels, and prioritizing the GRB current evaluation as a corporate evaluation priority in 2009. The management response to this evaluation recommendation entails the establishment of mechanisms and space for elaborating and updated thinking about the strategic and corporate thinking around GRB especially in the context of its strategic planning processes and the mid-term reviews occurring in the coming years under the current SP. This recommendation also entails a number of immediate actions to enhance UNIFEM?s capacity to support GRB initiatives, improve its monitoring and evaluation systems, and strengthen its knowledge generation and dissemination approaches. These will be addressed in the sections below (issues 3, 4, and 7 )	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Work on Gender Responsive Budgeting	Programme Evaluation	Global	UNIFEM DATA 2008-2011	2009	Not Rated	Evaluation Recommendation or Issue 3: Stage 3 Recommendations no. 2.2 ? 2.3 - 2.4 capacity to suppor...		UNIFEM agrees with the importance of investing in building this internal capacity to enhance the effectiveness of its programmes on the ground. There have been significant efforts by UNIFEM to enhance internal capacity operationally and programmatically across the organization. Nonetheless, there is room for improving those systems to ensure timely, quality, efficient and effective implementation, especially as the scope of the programme grows. In the context of its GRB programmes, it is envisioned that the response to this recommendation is ensured through a systematic approach that makes available multiple systems and resources addressing a variety of elements identified in the evaluation reports and by the GRB programme team. These systems and resources are: 1. Technical guidance and GRB programming tools 2. A capacity development strategy on GRB that focuses on internal and external capacity 3. A monitoring system for tracking GRB results and change relating to policy, capacity, partnership, sustainability and financing for gender priorities and investment in capacity to effectively use this system 4. A dynamic knowledge management system that provides tools for mining of lessons learnt and triangular (vertical i.e. from countries to HQ and back and horizontal i.e. across countries) knowledge sharing 5. An adequate and effective approach to ensuring adequate human resource needs for programme management and support at country level 6. Adequate financing and financial management systems for country level implementation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Work on Gender Responsive Budgeting	Programme Evaluation	Global	UNIFEM DATA 2008-2011	2009	Not Rated	Evaluation Recommendation or Issue 4: Stage 3 recommendation 3 on sustainability It is recommended t...		UNIFEM appreciates the emphasis on partnership building and capacity development as key avenues for ensuring sustainability of the programming on GRB and building national ownership. This endorsement is reflected in the programme document on GRB phase III as well as the Strategic plan for UNIFEM that identifies the establishment of regional centres of excellence on GRB as one of its outputs under outcome 4. UNIFEM believes that further thinking and consultation with partners needs to be made around these two elements in the context of the explicit articulation of exit strategies at country level. UNIFEM agrees that UNIFEM country programmes need to be more explicit in identifying benchmarks of what is to be achieved throughout the programme lifetime in relation to partnership building and capacity development based on the mapping of roles and the agreed indicators of success. The monitoring system needs to allocate particular attention to those two elements. With regard to country level partnerships, it is important to formalize agreed benchmarks and results using tools such as memorandums of agreement among others. In addition, while the recommendation regarding partnerships focuses on the range of government, civil society and donor partnerships, UNIFEM?s approach to partnerships as identified in its GRB strategy also includes an emphasis on partnerships within the UN system as well as academia.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Work on Gender Responsive Budgeting	Programme Evaluation	Global	UNIFEM DATA 2008-2011	2009	Not Rated	Evaluation Recommendation or Issue 5: Phase II recommendation no. 1 The GRB programme should invest ...		Management Response: UNIFEM agrees with this recommendation and the need to conduct a systematic analysis of the policy context, institutional roles, and gender equality priorities as a requirement to identifying entry points. The main implication of this recommendation for GRB phase III programme is that implementation will not proceed in all four countries in the second phase of the programme. The implementation will be in Ecuador, Mozambique and Morocco. The support to GRB work in Senegal will be continued at the local level within the context of the Gender Equitable Local Development programme as the local level work indicates a more conducive environment for GRB work than the national level. This modification is based on the findings of the evaluation and the assessment of the institutional entry points in light of the anticipated results of phase III and the results achieved in phase II. Broader implications of this recommendation point to the need for consistent effort by UNIFEM to monitor the economic and policy environment factors influencing financing for GRB and ensure relevance and linkages between the GRB efforts and the broader context. Over the past few years, UNIFEM has increasingly focused on deepening the understanding of the impact of the Paris Declaration on Aid Effectiveness, the economic crisis, and country level reform processes on facilitating more effective financing for Gender Equality. UNIFEM will continue to bring those linkages to its work on GRB and its other work on Financing for Gender Equality	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Work on Gender Responsive Budgeting	Programme Evaluation	Global	UNIFEM DATA 2008-2011	2009	Not Rated	Evaluation Recommendation or Issue 6: Phase II recommendation2 and stage 3 recommendation no. 1.2 Th...		UNIFEM finds this recommendation extremely useful to unpack an implicit assumption in its GRB programming. The implicit assumption is that GRB programmes can use national planning documents, indicators and analysis as primary sources for identifying gender equality priorities and consequently interventions needed at the sectoral levels to address those priorities. While this assumption is rightfully built on an approach that respects national ownership and an acknowledgement that national development strategies and processes for identifying priorities increasingly demonstrate attention to gender analysis and are based on adequate consultations, it is important that UNIFEM?s programmes integrate additional analysis to ensure that gender priorities are based on rights based principles. This requires the following: - Use of diverse sources for identification of women?s priorities including CEDAW reports concluding comments, analysis generated by academics and gender equality advocates, and participation of women?s groups - Consultations and dialogue with excluded women?s groups as identified in UNIFEM?s subregional and country strategies to generate analysis of priorities, identify programmatic interventions in support of those priorities in sectoral plans and budgets, and conduct beneficiary assessments of these programmes	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Work on Gender Responsive Budgeting	Programme Evaluation	Global	UNIFEM DATA 2008-2011	2009	Not Rated	Evaluation Recommendation or Issue 7: Phase II recommendation no. 3 Cross country learning should be...		One of the main objectives of UNIFEM?s existing GRB knowledge management strategy implemented by HQ is facilitating learning across countries. There are a number of activities, mechanisms and systems that are geared to contributing towards this objective with documented results. The evaluation did not adequately examine the documentation made available through learning activities (e.g. 4 regional workshops in 2009 alone), a portal on GRB, a series of publications and newsletters, online tools and mailing lists, a series of guidance sheets, facilitating study tours, intranet, and others. UNIFEM HQ has a knowledge management specialist as one of a four person team. Therefore, UNIFEM sees that this recommendation is based on inadequate consideration of what exists. An area where UNIFEM will need to work more closely is by encouraging triangular exchange and information sharing with the country offices playing a more active role in generating knowledge and identifying learning opportunities. It should be noted, that while the design of the phase II programme logframe included an outcome related to cross regional learning (outcome 3), the resources allocated towards this outcome at the country level both in terms of technical and financial resources were minimal.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Work on Gender Responsive Budgeting	Programme Evaluation	Global	UNIFEM DATA 2008-2011	2009	Not Rated	Evaluation Recommendation or Issue 8: Phase II recommendation no. 4 Flexible and opportunistic progr...		UNIFEM agrees with this recommendation as it points to the need to steer away from a prescriptive approach to GRB work to one that is based on an understanding of specific country contexts. It also points to the need for designing practical interventions that achieve results in the immediate and long terms despite ?imperfect? context and conditions. Finally, the recommendation implicitly points to the need to constantly monitor programme performance to identify effective ways of working that lead to results and avoid turning into a technocratic exercise that achieves results on the planning and budgeting documents and guidelines with little impact on the programmes that address gender based discrimination and ensure delivery of services lives of women. The example on the possibility of improving responsiveness of budget allocations to gender equality demands despite the absence of nationally available sex-disaggregated data or gender sensitive indicators is a useful example. It is often found that evidence from beneficiary assessments is far more informative regarding the types of programmes and resources needed to be included in plans and budgets than statistics are. Sex disaggregated data at national level often disguises urban/rural disparities within a country and therefore should not be the only source of informing GRB work. Some experiences have pointed to the range of ?hidden? data that is available in administrative records in service delivery institutions that are a valuable source for evidence based advocacy. There are indeed a range of lessons learnt and innovative tools that have been applied through GRB programming and generated valuable results in the medium and immediate terms in influencing financing towards women?s priorities and improving gender responsiveness of plans and budgets. UNIFEM will capture those key lessons and integrate them in the practical guidance identified above. It will also ensure that the monitoring system in place allows for such flexibility to introduce modifications to programme design in order to ensure a results based approach to programming	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Work on Gender Responsive Budgeting	Programme Evaluation	Global	UNIFEM DATA 2008-2011	2009	Not Rated	Evaluation Recommendation or Issue 9: Phase II recommendation no. 5 Building and sustaining partners...		UNIFEM agrees with this recommendation as discussed under the recommendations relating to sustainability.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Work on Gender Responsive Budgeting	Programme Evaluation	Global	UNIFEM DATA 2008-2011	2009	Not Rated	Evaluation Recommendation or Issue 10: Phase II recommendation no. 6 Approaches to staffing the GRB ...		UNIFEM agrees with this recommendation as discussed under the recommendations relating to enhancing UNIFEM?s capacity to support GRB initiatives	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Work on Gender Responsive Budgeting	Programme Evaluation	Global	UNIFEM DATA 2008-2011	2009	Not Rated	Evaluation Recommendation or Issue 11: Phase II recommendation no. 7 Capacity building is a route to...		UNIFEM agrees with this recommendations relating to sustainability in particular in relation to UNIFEM?s approach to building national capacity on GRB	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Mid-term evaluation of the Cities without violence, Safe Cities for men and women Programme	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Recomendación 1: Es necesario disenar una Estrategia de Transición, Transferencia y Sostenibilidad d...		Respuesta de Gestión: La Estrategia será elaborada en el Encuentro de Planificación de Ciudad de Guatemala del 08 al 10 de Diciembre del 2010 juntamente con las organizaciones contrapartes del Programa.		Not applicable	Not applicable	Not applicable	Not applicable
Mid-term evaluation of the Cities without violence, Safe Cities for men and women Programme	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Recomendación 2: El Programa debe disenar el modelo de intervención con criterios de entrada, las es...		Respuesta de Gestión: Debatir con la Red Mujer y Hábitat ideas y estrategias de salida del Programa con enfoque en la apropiación de la metodología y conocimientos producidos por parte de los actores locales involucrados. Proyectando solamente estrategias de salida, no se van a integrar nuevos países en el Programa.		Not applicable	Not applicable	Not applicable	Not applicable
Mid-term evaluation of the Cities without violence, Safe Cities for men and women Programme	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Recomendación 3: Desarrollar un plan de transición de UNIFEM hacia la nueva estructura UN Women y de...		Respuesta de Gestión: Informar a las contrapartes del Programa sobre la nueva entidad ONU Mujeres por medio de un Comunicado conteniendo explicaciones y aclaraciones sobre la gestión del Programa en el marco de la nueva Entidad.		Not applicable	Not applicable	Not applicable	Not applicable
Mid-term evaluation of the Cities without violence, Safe Cities for men and women Programme	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Recomendación 4: Las Oficinas de UNIFEM deben contribuir e incidir, en la incorporación del tema, en...		Respuesta de Gestión: Estimular los equipos de ONU Mujeres y otras agencias del Sistema de los países a incorporar el tema (Argentina, Brasil, Chile, Colombia, El Salvador, Guatemala, Paraguay, Perú y Uruguay).		Not applicable	Not applicable	Not applicable	Not applicable
Mid-term evaluation of the Cities without violence, Safe Cities for men and women Programme	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Recomendación 5: Impulsar mayor complementariedad entre las líneas estratégicas con el objetivo de o...		Respuesta de Gestión: Promover la complementariedad entre las líneas estratégicas del Programa articulando las actividades regionales con las actividades en las ciudades.		Not applicable	Not applicable	Not applicable	Not applicable
Mid-term evaluation of the Cities without violence, Safe Cities for men and women Programme	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Recomendación 6: Estimular reflexiones profundas sobre otros temas vinculados a la violencia contra ...		Respuesta de Gestión: Recomendar a las organizaciones contrapartes que contemplen en sus proyectos las perspectivas étnico-racial y culturales en su propuestas de 2011 con el apoyo y orientación de ONU Mujeres.		Not applicable	Not applicable	Not applicable	Not applicable
Mid-term evaluation of the Cities without violence, Safe Cities for men and women Programme	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Recomendación 7: Se considera importante y necesario ampliar los espacios e incorporar a otros actor...		Respuesta de Gestión: Proponer a las organizaciones contrapartes de los países que fortalezcan y amplíen su relación con el Estado/gobierno local y sociedad civil en los nuevos proyectos de 2011.		Not applicable	Not applicable	Not applicable	Not applicable
Mid-term evaluation of the Cities without violence, Safe Cities for men and women Programme	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Recomendación 8: Los mecanismos de institucionalidad regional (SICA, MERCOSUR y Comunidad Andina de ...		Respuesta de Gestión: Recomendar a las contrapartes una aproximación a estos mecanismos, con la ayuda de ONU Mujeres, con el objetivo también de promover la apropiación de la temática y metodología por parte de los mecanismos de institucionalidad regional.		Not applicable	Not applicable	Not applicable	Not applicable
Mid-term evaluation of the Cities without violence, Safe Cities for men and women Programme	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Recomendación 9: Hacer mayores esfuerzos para incidir en los planes de seguridad ciudadana a nivel n...		Respuesta de Gestión: Proponer a las organizaciones contrapartes de los países incidir en los planes de seguridad ciudadana a nivel nacional y local con el tema de prevención y erradicación de la violencia en lo local, nacional y regional en los nuevos proyectos de 2011.		Not applicable	Not applicable	Not applicable	Not applicable
Mid-term evaluation of the Cities without violence, Safe Cities for men and women Programme	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	RECOMENDACIONES DE ÍNDOLE GERENCIAL Recomendación 1: Es necesario realizar planificación estratégica...		Respuesta de Gestión: La estrategia será elaborada en el Encuentro de Planificación juntamente con las organizaciones contrapartes		Not applicable	Not applicable	Not applicable	Not applicable
Mid-term evaluation of the Cities without violence, Safe Cities for men and women Programme	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Recomendación 2: La Oficina Subregional de UNIFEM Brasil y Cono Sur, así como las entidades socias d...		Respuesta de Gestión: Hacer capacitaciones en el tema sobre todo en las Oficinas Sub-regionales		Not applicable	Not applicable	Not applicable	Not applicable
Mid-term evaluation of the Cities without violence, Safe Cities for men and women Programme	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Recomendación 3: Es necesario que los roles de las oficinas de UNIFEM sean delineados más claramente...		Respuesta de Gestión: Discusión con los equipos de ONU Mujeres de los países (sub-regiones) para definición de nuestro role proactivo y de liderazgo con base en la planificación del Programa en Guatemala		Not applicable	Not applicable	Not applicable	Not applicable
Mid-term evaluation of the Cities without violence, Safe Cities for men and women Programme	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Recomendación 4: Es necesario, la creación de manuales de procedimientos operativos, como instrument...		Respuesta de Gestión: Sistematización de las estrategias de gestión acuerdadas en Guatemala y de las demás que se utilizan		Not applicable	Not applicable	Not applicable	Not applicable
Mid-term evaluation of the Cities without violence, Safe Cities for men and women Programme	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Recomendación 5: Para un seguimiento más eficiente de la ejecución del Programa, se recomienda por e...		Respuesta de Gestión: Adecuar la matriz de seguimiento de la ejecución de los proyectos del área de Eliminación de la Violencia contra las Mujeres con informaciones del Programa con base en la planificación estratégica anual de 2011 de la oficina de Brasil & Cono Sur		Not applicable	Not applicable	Not applicable	Not applicable
Mid-term evaluation of the Cities without violence, Safe Cities for men and women Programme	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Recomendación 6: El desembolso de los fondos para la ejecución de los proyectos deben agilizarse, pa...		Respuesta de Gestión: Gestionar los proyectos de las organizaciones contrapartes en la Oficina Brasil & Cono Sur		Not applicable	Not applicable	Not applicable	Not applicable
Mid-term evaluation of the Cities without violence, Safe Cities for men and women Programme	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Recomendación 7: Considerando que UNIFEM está en transición se recomienda para esta fase, valorar el...		Respuesta de Gestión: Identificar junto a PNUD las estrategias posibles de reducción del plazo de desembolso de los recursos		Not applicable	Not applicable	Not applicable	Not applicable
Mid-term evaluation of the Cities without violence, Safe Cities for men and women Programme	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Recomendación 8: Para asuntos financieros, es necesario que los informes establezcan los desembolsos...		Respuesta de Gestión: Proponer a las contrapartes la elaboración de los informes por líneas estratégicas		Not applicable	Not applicable	Not applicable	Not applicable
Mid-term evaluation of the Cities without violence, Safe Cities for men and women Programme	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	RECOMENDACIONES A LA RED MUJER Y HABITAT Recomendación 1: Se recomienda la elaboración -- re- actual...		Respuesta de Gestión: El Mapa de Actores existe desde el inicio del Programa Regional, ya que uno de los objetivos centrales de la Línea Fortalecimiento de Redes e Incidencia Política, es la incidencia política en los mecanismos de Institucionalidad Regional. Los resultados logrados constan en los Informes realizados para cada período. Para la próxima etapa se priorizarán alianzas y actores estratégicos en base a resultados etapa precedente.		Not applicable	Not applicable	Not applicable	Not applicable
Mid-term evaluation of the Cities without violence, Safe Cities for men and women Programme	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Recomendación 2: Es recomendable la sistematización de los datos de todas las investigaciones llevad...		Respuesta de Gestión: En la Plataforma Web del Observatorio Regional www.ciudadesygenero.org, se da seguimiento a una serie de indicadores sobre la violencia contra las mujeres en el espacio público y privado, en tres ciudades y sectores en los cuales interviene el Programa. En el ano 2011 se incorporan 4 nuevas ciudades. Asimismo, esta finalizando el análisis de los resultados de Estudio que considera Encuesta y grupos focales en tres barrios en las ciudades de Bogotá, Rosario y Santiago:		Not applicable	Not applicable	Not applicable	Not applicable
Mid-term evaluation of the Cities without violence, Safe Cities for men and women Programme	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Recomendación 3: Igualmente, es necesario sistematizar las buenas prácticas y los procesos de incide...		Respuesta de Gestión: En el marco del Programa Regional se ha iniciado la sistematización de buenas prácticas y los procesos de incidencia, con el objetivo de contar con pautas y guías para la replicabilidad del Programa en otros barrios y ciudades, si como también en otros países dentro del Programa Global. Ver Knowledge Asset ( en pagina web ONU Mujeres NY), el cual recopila experiencias, herramientas metodologías producidas en distintos países y del Programa Regional; Asimismo remitirse a Informe de consultaría de Carmen de la Cruz sobre buenas practicas del Programa. Se ha finalizado el Libro editado por la Red Mujer y Hábitat que recoge las experiencias del Programa Regional de tres ciudades (en proceso de edición).		Not applicable	Not applicable	Not applicable	Not applicable
Mid-term evaluation of the Cities without violence, Safe Cities for men and women Programme	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Recomendación 3: Igualmente, es necesario sistematizar las buenas prácticas y los procesos de incide...		Respuesta de Gestión: En el marco del Programa Regional se ha iniciado la sistematización de buenas prácticas y los procesos de incidencia, con el objetivo de contar con pautas y guías para la replicabilidad del Programa en otros barrios y ciudades, si como también en otros países dentro del Programa Global. Ver Knowledge Asset ( en pagina web ONU Mujeres NY), el cual recopila experiencias, herramientas metodologías producidas en distintos países y del Programa Regional; Asimismo remitirse a Informe de consultaría de Carmen de la Cruz sobre buenas practicas del Programa. Se ha finalizado el Libro editado por la Red Mujer y Hábitat que recoge las experiencias del Programa Regional de tres ciudades (en proceso de edición).		Not applicable	Not applicable	Not applicable	Not applicable
MyDEL: Women & Local Development Evaluation	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Recomendación ESPECÍFICA 5: Mejorar el sistema de seguimiento y evaluación del MyDEL, complementando...		Respuesta de Gestión: Se acepta parcialmente la recomendación 5. Instalar un sistema de monitoreo en línea, es un tema corporativo para la nueva agencia de ONU Mujeres, dicho sistema sería transversal para todos los programas y proyectos en curso, sin hacer distinciones por proyecto. Se instalará si se provee una plataforma corporativa. - Se acepta complementar el sistema de indicadores cualitativos y cuantitativos de cara a la preparación del informe final.		Not applicable	Not applicable	Not applicable	Not applicable
MyDEL: Women & Local Development Evaluation	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Recomendación GENERAL 2: Abordar la oportunidad de escalamiento, capitalizando la experiencia hacia ...		Respuesta de Gestión: Se acepta la Recomendación 2. - Durante el ao en curso la incidencia del Programa en las instancias de integración regional Centroamericana se ha intensificado, así como planificado el seguimiento, y será objeto de una sistematización especifica en el marco de los acuerdos de MyDEL y de SRO UNIFEM México con CEMPROMYPE, BCIE y COMMCA, organismos del SICA -Sistema de Integración de Centro América; - Se constituirá un equipo con las responsables de los CSEM y ADES, para sistematizar el proceso de documentación de la estrategia, condición para su difusión, validación y debate, utilizando la Guía Diseda por la Asesora regional del Equipo MyDEL. Consolidación de una plataforma de gestión de conocimiento en los portales de la red CSEM, de la ECCA y de ART IDEASS, que puedan ser útiles para propiciar la cooperación sur-sur y los intercambios entre redes.		Not applicable	Not applicable	Not applicable	Not applicable
MyDEL: Women & Local Development Evaluation	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Recomendación ESPECÍFICA 4: Nombrar un Comité de Gestión del Conocimiento, que siente pautas para ag...		Respuesta de Gestión: Se aprueba la Recomendación 4. Se considera pertinente la recomendación, ajustada la nuevo contexto de ONU Mujeres. Revisión de acuerdo al nuevo contexto ONU-Mujeres y el cierre del MyDEL, de la Plataforma de Gestión del Conocimiento aprobada en Febrero 2010		Not applicable	Not applicable	Not applicable	Not applicable
MyDEL: Women & Local Development Evaluation	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Recomendación ESPECÍFICA 5: Mejorar el sistema de seguimiento y evaluación del MyDEL, complementando...		Respuesta de Gestión: Se acepta parcialmente la recomendación 5. Instalar un sistema de monitoreo en línea, es un tema corporativo para la nueva agencia de ONU Mujeres, dicho sistema sería transversal para todos los programas y proyectos en curso, sin hacer distinciones por proyecto. Se instalará si se provee una plataforma corporativa. - Se acepta complementar el sistema de indicadores cualitativos y cuantitativos de cara a la preparación del informe final.		Not applicable	Not applicable	Not applicable	Not applicable
MyDEL: Women & Local Development Evaluation	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Recomendación ESPECÍFICA 5 Mejorar el sistema de seguimiento y evaluación del MyDEL, complementando ...		Respuesta de Gestión: Se acepta parcialmente la recomendación 5. Instalar un sistema de monitoreo en línea, es un tema corporativo para la nueva agencia de ONU Mujeres, dicho sistema sería transversal para todos los programas y proyectos en curso, sin hacer distinciones por proyecto. Se instalará si se provee una plataforma corporativa. - Se acepta complementar el sistema de indicadores cualitativos y cuantitativos de cara a la preparación del informe final.		Not applicable	Not applicable	Not applicable	Not applicable
MyDEL: Women & Local Development Evaluation	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Recomendación ESPECÍFICA 6Establecer un sistema de información fiable y riguroso, con estadísticas y...		Respuesta de Gestión: Se acepta la Recomendación 6. Recomendación asumida por la ECCA que está ampliando la base de datos		Not applicable	Not applicable	Not applicable	Not applicable
MyDEL: Women & Local Development Evaluation	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Recomendación ESPECÍFICA 7 Con respecto al fortalecimiento de capacidades en Género y Desarrollo Loc...		Respuesta de Gestión: Se acepta la Recomendación 7. Se han contemplado en el marco de la ECCA, encuentros entre Equipos de las Universidades, para consolidar la Plataforma de Acción Conjunta: Proceso de gestión del conocimiento, metodologías de investigación, escalamiento, empoderamiento, tomando en cuenta el nuevo contexto de transición a ONU Mujeres.		Not applicable	Not applicable	Not applicable	Not applicable
MyDEL: Women & Local Development Evaluation	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Recomendación ESPECÍFICA 8Revisar los materiales de capacitación como parte de la estrategia de form...		Respuesta de Gestión: Se acepta la Recomendación 8. Ya está siendo contemplado por la ECCA, se espera generar Cuadernos de Formación, como parte de las publicaciones virtuales de ECCA.		Not applicable	Not applicable	Not applicable	Not applicable
MyDEL: Women & Local Development Evaluation	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Recomendación ESPECÍFICA 9Promover y realizar procesos participativos de disede la política de Equid...		Respuesta de Gestión: Se acepta la Recomendación 9. Ya está siendo contemplado por la ECCA.		Not applicable	Not applicable	Not applicable	Not applicable
MyDEL: Women & Local Development Evaluation	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Recomendación ESPECÍFICA 10: Incluir en los servicios del MyDEL asesoría en mercadeo y mercados para...		Respuesta de Gestión: Se acepta la Recomendación 10. Estos aspectos ya están siendo incorporados por la ECCA		Not applicable	Not applicable	Not applicable	Not applicable
MyDEL: Women & Local Development Evaluation	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Recomendación ESPECÍFICA 11Preparar la estrategia de salida del Programa se;alando condiciones de en...		Respuesta de Gestión: Se acepta la Recomendación 11. La estrategia de salida está en curso de implementación, así como la concreción de la alianza estratégica con la Iniciativa ART internacional que garantiza otro o de soporte al proceso de consolidación de la red de CSEM y ADEL en Centro América		Not applicable	Not applicable	Not applicable	Not applicable
MyDEL: Women & Local Development Evaluation	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	12. OTRAS RECOMENDACIONES DE LA SRO DE ONU MUJERES MÉXICO Se integra a continuación una recomendació...		Se integra a continuación una recomendación expuesta por el Grupo de Referencia de la Evaluación del Programa, que no fue considerada por el Equipo Evaluador en el Informe Final de Evaluación. Consideramos pertinente profundizar el aspecto de sostenibilidad económica de las CSEM, tema no integrado en el Informe de Evaluación, y relevante ante la posibilidad de replicar la iniciativa del Programa MyDEL en otros contextos		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Gender and Governance Programme in Kenya	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2008	Not Rated	1. GGP Programme Design reflects uncertainty about exactly what the ultimate goal of the programme i...		The recommendation is acceptable.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Gender and Governance Programme in Kenya	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2008	Not Rated	2. GGP would need to build alliances and partnerships with other governance programs within Kenya. ...		The recommendation is acceptable.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Gender and Governance Programme in Kenya	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2008	Not Rated	3. There should be an assessment of technical expertise in all components of the program, particular...		The recommendation is acceptable.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Gender and Governance Programme in Kenya	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2008	Not Rated	4. The monitoring and evaluation framework for GGP II was weak, there were not enough accurate, rele...		The recommendation is acceptable.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Gender and Governance Programme in Kenya	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2008	Not Rated	5. UNIFEM would need to strengthen its technical capacity, especially in monitoring and financial ma...		The recommendation is acceptable.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Gender and Governance Programme in Kenya	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2008	Not Rated	6. UNIFEM's Strategic Positioning to manage the GGP - provision of policy advice, catalytic programm...		The recommendation is acceptable.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Gender and Governance Programme in Kenya	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2008	Not Rated	7. There would be a need to strengthen communication strategy around GGP to showcase the successes o...		The recommendation is acceptable.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Gender and Governance Programme in Kenya	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2008	Not Rated	8. There are too many administrative layers that need to be removed between funding and programme im...		The recommendation is acceptable.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluación final del proyecto "Hacia un nuevo imaginario social para abordar la violencia" GAMMA	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Se recomienda el apoyo a nuevos procesos de trabajo en nuevas masculinidades como eje de trabajo par...		Elaborar materiales comunicacionales orientados a adolescentes y jóvenes para seguir sensibilizando sobre las nuevas masculinidades.		Not applicable	Not applicable	Not applicable	Not applicable
Evaluación final del proyecto "Hacia un nuevo imaginario social para abordar la violencia" GAMMA	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Se recomienda el apoyo a iniciativas sostenidas de institucionalización del enfoque de género en mal...		Participación en el GTI de Educación, liderado por la UNESCO, para hacer incidencia en la importancia de la incorporación del enfoque de géenro en las mallas curriculares de todas las instituciones educativas del País.		Not applicable	Not applicable	Not applicable	Not applicable
Evaluación final del proyecto "Hacia un nuevo imaginario social para abordar la violencia" GAMMA	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Se recomienda la réplica del trabajo con redes de organizaciones de mujeres e instituciones, como ha...		Fortalecimiento de la articulación entre las organizaciones de mujeres en torno a proyectos específicos y con potencial para el cambio de imaginarios como este.		Not applicable	Not applicable	Not applicable	Not applicable
Evaluación final del proyecto "Hacia un nuevo imaginario social para abordar la violencia" GAMMA	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Se recomienda tener en cuenta la experiencia de Cuenca en cuanto a la articulación del movimiento de...		Se tendrán en consideración los resultados de este proyecto para la definición de una metodología que aporte en la articulación del movimiento de mujeres.		Not applicable	Not applicable	Not applicable	Not applicable
Evaluación final del proyecto "Hacia un nuevo imaginario social para abordar la violencia" GAMMA	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Se recomienda tener en cuenta que el Movimiento de Mujeres de Cuenca ha expresado que el trabajo de ...		ONU Mujeres en su momento supo de esta limitación y apoyó estableciendo mecanismos de arituclación del programa de Waaponi con el resto de organizaciones de mujeres en el cantón.		Not applicable	Not applicable	Not applicable	Not applicable
Evaluación final del proyecto "Hacia un nuevo imaginario social para abordar la violencia" GAMMA	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Se recomienda para futuras convocatorias que estas incluyan requisitos sobre levantamiento de línea ...		Incluir como requisito en las próximas convocatorias, el levantamiento de línea de base y, en los que sea posible, medición de impacto.		Not applicable	Not applicable	Not applicable	Not applicable
Evaluación final del proyecto "Hacia un nuevo imaginario social para abordar la violencia" GAMMA	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Se recomienda a la contraparte profundizar el trabajo en nuevas masculinidades como aporte al trabaj...		En el a 2012 se terminó el primer proceso de formación en masculinidades en Cuenca. Se tiene previsto continuar procesos similares, pues los resultados fueron altamente positivos.		Not applicable	Not applicable	Not applicable	Not applicable
Evaluación final del proyecto "Hacia un nuevo imaginario social para abordar la violencia" GAMMA	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Se recomienda para futuras convocatorias que estas incluyan requisitos sobre levantamiento de línea ...		Incluir como requisito en las próximas convocatorias, el levantamiento de línea de base y, en los que sea posible, medición de impacto.		Not applicable	Not applicable	Not applicable	Not applicable
Evaluación final del proyecto "Hacia un nuevo imaginario social para abordar la violencia" GAMMA	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Se recomienda a la contraparte profundizar el trabajo en nuevas masculinidades como aporte al trabaj...		En el2012 se terminó el primer proceso de formación en masculinidades en Cuenca. Se tiene previsto continuar procesos similares, pues los resultados fueron altamente positivos.		Not applicable	Not applicable	Not applicable	Not applicable
Evaluación final del proyecto "Hacia un nuevo imaginario social para abordar la violencia" GAMMA	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Se recomienda a la contraparte retomar un trabajo con las instituciones educativas más sostenido y s...		El convenio se ha formalizado y no solo permite la incorporación de establecimientos durante la Campa de 16 días de Activismo, sino también la participación de estudiantes en el Salón de la comunicación cada o, así como actividades de capacitación docente para prevención de violencia y abuso sexual en el ámbito educativo		Not applicable	Not applicable	Not applicable	Not applicable
Evaluación final del proyecto "Hacia un nuevo imaginario social para abordar la violencia" GAMMA	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Se recomienda al a contraparte, pese a no haber sido una exigencia de ONU Mujeres, para proyectos po...		Hasta el momento se han realizado sondeos con muestras peque;as sobre dos temas: imaginarios sociales y marcadores de virilidad. Ambos resultados serán difundidos en el a2013		Not applicable	Not applicable	Not applicable	Not applicable
Evaluación final del proyecto "Hacia un nuevo imaginario social para abordar la violencia" GAMMA	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2010	Not Rated	Se recomienda a la contraparte llevar a cabo un trabajo más sostenido con la población rural, a trav...		En el a2013, en convenio con la municipalidad de Cuenca, se realizarán salones itinerantes en 3 parroquias rurales. Se ha ampliado el ámbito de actuación hacia los cantones Nabón y, con resultados positivos		Not applicable	Not applicable	Not applicable	Not applicable
True, Justice and Reparation Programme for Women	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2012	Not Rated	1. Independientemente del alcance formal del proceso de cambio organizacional (formalización del man...		En los casos en los que la coyuntura política lo permita, ONU Mujeres fortalecerá la ejecución en el marco de convenios con el Estado y con Organizaciones de Sociedad Civil los cuales incorporaran mecanismos para asegurar la participación y apropiación de los procesos por parte de las diferentes entidades.		Not applicable	Not applicable	Not applicable	Not applicable
True, Justice and Reparation Programme for Women	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2012	Not Rated	Adoptar en forma consistente el Enfoque de Programa como herramienta para fortalecer la integralidad...		ONU Mujeres reforzará la aplicación del Enfoque de Programa estableciendo reuniones cuatrimestrales del comité consultivo del proyecto y un boletín electrónico cuatrimestral a todas las contrapartes sobre los avances en los diversos componentes del proyecto.		Not applicable	Not applicable	Not applicable	Not applicable
True, Justice and Reparation Programme for Women	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2012	Not Rated	Incorporar en forma sistemática en la estrategia de comunicación institucional mensajes relacionados...		ONU Mujeres en el marco de la Estrategia de Comunicación que se está implementando y juntamente con sus socios estratégicos, reforzará la convocatoria a públicos no tradicionales para la difusión de mensajes sobre la equidad de género de promoción de los derechos de la mujeres con el objetivo de contribuir a la sensibilización colectiva, difusión masiva y posicionamiento mediático e institucional de los derechos de las mujeres		Not applicable	Not applicable	Not applicable	Not applicable
True, Justice and Reparation Programme for Women	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2012	Not Rated	Facilitar un espacio de dialogo, con las OSCs con las cuales ONU Mujeres tiene relación mas cercana,...		En el marco de la creación de la nueva entidad de ONU Mujeres y de la creación de nuevas instancias de consulta y dialogo, se está impulsando la creación a nivel regional y nacional de Grupos Asesores de la Sociedad Civil (GASC) con el objetivo de fortalecer los lazos de ONU Mujeres con las organizaciones sociales así como para incrementar el dialogo estratégico con las mismas. En este marco creemos que la creación de este espacio de dialogo estratégico propiciará la identificación conjunta de líneas de trabajo e incidencia con la sociedad civil, clarificará la complementariedad de los roles institucionales de ONU Mujeres y fortalecerá los espacios de dialogo ya existentes como: la Mesa de Género de la Cooperación Internacional, Comisión Coordinadora y el grupo de apoyo para la Política Pública Nacional de Equidad de Género y derechos de las Mujeres		Not applicable	Not applicable	Not applicable	Not applicable
True, Justice and Reparation Programme for Women	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2012	Not Rated	Apoyar una articulación efectiva del Programa de Restitución de Tierras asociado a la Ley 448, con l...		En el marco de asistencia técnica que ONU Mujeres acordó con el Ministerio de Agricultura se desarrollaran dos consultorías para la incorporación de la perspectiva de género en los temas relativos a mujeres rurales y derechos de las mujeres a la tierra. La primera consultoría tiene como producto específico realizar un "Documento de armonización y compatibilidad entre: la Ley de Mujer Rural, la ley de víctimas y restitución de tierras y la ley 1450 de 2011 Plan Nacional de Desarrollo con otras políticas y proyectos de leyes como la Ley de Desarrollo Rural y la Política Pública Nacional de Mujer para la Equidad de Género."		Not applicable	Not applicable	Not applicable	Not applicable
True, Justice and Reparation Programme for Women	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2012	Not Rated	Negociar con la Unidad Administrativa Especial para la Atención y Reparación Integral de Victimas un...		Esta en marcha el establecimiento de un Acuerdo con la Unidad de Victimas para dar sostenibilidad al informe de la Línea de Base sobre verdad, justicia y reparación		Not applicable	Not applicable	Not applicable	Not applicable
True, Justice and Reparation Programme for Women	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2012	Not Rated	Construir acuerdos institucionales con la Defensoría del Pueblo que asegure la plena apropiación y s...		Desde 2006 ONU Mujeres viene apoyando a la Defensoría del Pueblo específicamente el Sistema de Alertas Tempranas en la transversalización del enfoque de género en los informes de alertas tempranas. En 2011 el SAT contrató a la consultora que prestaba asistencia técnica en la transversalización del enfoque de género que era financiada por ONU Mujeres. En este sentido, se asegura la sostenibilidad de las actividades, apropiándose el SAT del tema de género. Actualmente se está negociando un nuevo acuerdo con la Defensoría del Pueblo en otras líneas temáticas: protección y violencia sexual.		Not applicable	Not applicable	Not applicable	Not applicable
True, Justice and Reparation Programme for Women	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2012	Not Rated	Una vez decidida la focalización construir, dentro del marco lógico del Programa, una cadena de resu...		Revisión del marco de indicadores de proceso y de producto a partir del ejercicio de planificación y los nuevos retos planteados.		Not applicable	Not applicable	Not applicable	Not applicable
True, Justice and Reparation Programme for Women	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2012	Not Rated	Fortalecer al interior del Sistema de Naciones Unidas una responsabilidad y protagonismo a nivel de ...		En el marco del cuarto componente del programa, ONU Mujeres seguirá promoviendo la participación de las distintas agencias del SNU en el proceso de formulación y puesta en marcha de la Política Pública Nacional de Equidad de Género y derechos de las Mujeres.		Not applicable	Not applicable	Not applicable	Not applicable
True, Justice and Reparation Programme for Women	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2012	Not Rated	Una vez decidida la focalización construir, dentro del marco lógico del Programa, una cadena de resu...		Revisión del marco de indicadores de proceso y de producto a partir del ejercicio de planificación y los nuevos retos planteados.		Not applicable	Not applicable	Not applicable	Not applicable
True, Justice and Reparation Programme for Women	Programme Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2012	Not Rated	Fortalecer al interior del Sistema de Naciones Unidas una responsabilidad y protagonismo a nivel de ...		En el marco del cuarto componente del programa, ONU Mujeres seguirá promoviendo la participación de las distintas agencias del SNU en el proceso de formulación y puesta en marcha de la Política Pública Nacional de Equidad de Género y derechos de las Mujeres.		Not applicable	Not applicable	Not applicable	Not applicable
FINAL EVALUATION OF "EC/UN PARTNERSHIP FOR GENDER EQUALITY FOR DEVELOPMENT AND PEACE"	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2010	Not Rated	When designing a new joint program, UNIFEM and the EC should define clearly defined strategic goals/...		This recommendation has carefully been taken into consideration in the design of the new programme on Financing for GE (FfGE), which has undergone an extensive revision process to ensure that the programme design is solid, realistic, and based on RBM (the main project document consists of a global umbrella programme that will be accompanied by strategies and guidelines for participating countries. It will be complemented with national project documents with clearly defined roles and responsibilities for UN Women and its partners at country level).	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
FINAL EVALUATION OF "EC/UN PARTNERSHIP FOR GENDER EQUALITY FOR DEVELOPMENT AND PEACE"	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2010	Not Rated	UNIFEM and the EC should ensure that future programs conceptualize capacity development (CD) as a co...		The new programme will include a capacity development (CD) strategy that builds on the GRB capacity development strategy developed in 2010 . Capacity development interventions under the programme will be tailored to the needs of civil society (gender equality and women?s groups), donors, UN and government stakeholders, and in line with a human-rights approach. It will differentiate between the three dimensions of capacity development at the individual, institutional and systems level while seeking to influence context related factors. The approach will combine addressing immediate capacity needs as a key vehicle towards ensuring sustainability (thus, combining short-term and long-term strategies). The programme will follow a systematic approach that defines desired capacities, assesses capacity needs, identifies capacity interventions and systematically monitors change in the existing capacities. Capacity development interventions will include a range of interventions including training, technical assistance, development of resources and accessibility of information, among others. Areas to be covered by the capacity development efforts include: gender mainstreaming in planning, costing, budgeting, M&E, tracking of financial resources for GE, and mainstreaming gender in aid management and delivery mechanisms. Additionally, activities will be tailored to address the specific capacity development needs in post-conflict contexts.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
FINAL EVALUATION OF "EC/UN PARTNERSHIP FOR GENDER EQUALITY FOR DEVELOPMENT AND PEACE"	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2010	Not Rated	UNIFEM and the EC should include considerations about continuity and synergy into the design of any ...		This recommendation is fully taken into consideration in the new programme of FfGE, which has been designed to bring together UN Women?s work on Aid Effectiveness (AE), GRB and costing; this, with the purpose to give more coherence UN Women?s effort to strengthen financing and accountability to ensure implementation of GE commitments. In addition, the new programme incorporates in its design the need to build synergies with other related areas work undertaken by UN Women?i.e. in post-conflict countries (?internal synergy?); while at the same time, establishing strategic alliances with other partners (from UN system, women?s networks and organizations, the EC and other multilateral and bilateral donors, and governments) or ?external synergy?. See the project document for more detailed information.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
FINAL EVALUATION OF "EC/UN PARTNERSHIP FOR GENDER EQUALITY FOR DEVELOPMENT AND PEACE"	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2010	Not Rated	UNIFEM and the EC should aim to make regular face-to-face interaction among partners and among progr...		The new programme will make sure to bring together programme teams and stakeholders to discuss and exchange knowledge and experiences, and define common strategies. However, as this is very costly, face-to-face events will be contingent to the availability of resources. Instead, the programme will seek to use creative and cost-effective ways to address the need for closer exchange ?for example, creating subgroups for knowledge sharing and exchange, and using new information technologies to avoid excessive travelling. In addition, the new programme on FfGE will include knowledge generation and information sharing as one of the key strategies of the programme. It will be carried out throughout the commission of research, use of information technologies (including a programme website), the organization of specialized workshops, technical assistance, etc. A communications strategy will also be developed and implemented throughout the programme geared towards consolidating and disseminating learning, capacity building, and informing policy advocacy.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
FINAL EVALUATION OF "EC/UN PARTNERSHIP FOR GENDER EQUALITY FOR DEVELOPMENT AND PEACE"	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2010	Not Rated	UNIFEM should maintain to expand its partnerships with ?non-traditional? gender stakeholders The pro...		UN Women will surely continue working with ?non-traditional partners? in the area of Financing for GE (since in this kind of work they are rather considered ?natural partners?). This will be done specifically through the new programme on FfGE but also through all the UN Women programmatic work in GRB, costing and Economic Security and Rights (ESR).	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Protecting and Promoting Women's Human Rights and Leadership in Sudan	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2008	Not Rated	Evaluation recommendation 11. UN Women to consider strengthening its presence in the protection clus...		Accept this reccommendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Protecting and Promoting Women's Human Rights and Leadership in Sudan	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2008	Not Rated	Evaluation recommendation 2. UN Women to consider investing in capacity building of key duty bearers...		The recommendation is acceptable	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Protecting and Promoting Women's Human Rights and Leadership in Sudan	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2008	Not Rated	Evaluation recommendation 3. UN Women should consider engaging more with the government as a credibl...		We accept this recommendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Protecting and Promoting Women's Human Rights and Leadership in Sudan	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2008	Not Rated	Evaluation recommendation 4. Finding allies within the government and building their capacity to loc...		We agree with this recommendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Protecting and Promoting Women's Human Rights and Leadership in Sudan	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2008	Not Rated	Evaluation recommendation 5. It is very important to establish networks between the IDP camps and th...		Agree with the maangement response	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Protecting and Promoting Women's Human Rights and Leadership in Sudan	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2008	Not Rated	Evaluation recommendation 6. UN Women to consider separating GBV from Livelihoods and move from huma...		Agree with the reccommendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Protecting and Promoting Women's Human Rights and Leadership in Sudan	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2008	Not Rated	Evaluation recommendation 7. Providing start up financing to select groups is a viable way of addres...		Agree with the recoomendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Protecting and Promoting Women's Human Rights and Leadership in Sudan	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2008	Not Rated	Evaluation recommendation 8. Consider undertaking a scan on what type of livelihoods will be benefic...		Agree with the reccomendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Protecting and Promoting Women's Human Rights and Leadership in Sudan	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2008	Not Rated	Evaluation recommendation 9. Access to Markets is critical for women?s livelihoods. UN women should...		Agree with the reccommendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Protecting and Promoting Women's Human Rights and Leadership in Sudan	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2008	Not Rated	Evaluation recommendation 10. Consider nurturing strategic partnerships established during the life ...		Accept the reccommendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Protecting and Promoting Women's Human Rights and Leadership in Sudan	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2008	Not Rated	Evaluation recommendation 10. Consider nurturing strategic partnerships established during the life ...		Accept the reccommendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Protecting and Promoting Women's Human Rights and Leadership in Sudan	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2008	Not Rated	Evaluation recommendation 12. Monitoring cases of GBV - UN Women need to consider playing a more pro...		Accept the reccommendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Protecting and Promoting Women's Human Rights and Leadership in Sudan	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2008	Not Rated	Evaluation recommendation 13. The women Centres play a crucial role in bringing women together and p...		Agree with the reccomendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Protecting and Promoting Women's Human Rights and Leadership in Sudan	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2008	Not Rated	Evaluation recommendation 14. Advocacy and training- Consider more engagement in advocacy for women ...		Agree with the reccomendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Protecting and Promoting Women's Human Rights and Leadership in Sudan	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2008	Not Rated	Evaluation recommendation 15. The UN Women?s logical framework is the basis of programming and track...		Agree with the reccomendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Protecting and Promoting Women's Human Rights and Leadership in Sudan	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2008	Not Rated	Evaluation recommendation 16. The process of approval of funds needs urgent consideration to facilit...		Agree with the reccommendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
National Gender and Women's Empowerment Strategy and Action Plan (NGWESAP) and the Gender Support Programme (GSP)	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2010	Not Rated	1) To address gender inequality, education, particularly for the girl child and young women, is very...		Fully accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
National Gender and Women's Empowerment Strategy and Action Plan (NGWESAP) and the Gender Support Programme (GSP)	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2010	Not Rated	2) The programme also needs to channel resources towards provision of legal services in the gender s...		Fully accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
National Gender and Women's Empowerment Strategy and Action Plan (NGWESAP) and the Gender Support Programme (GSP)	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2010	Not Rated	3) The Programme needs to build on the successes recorded and replicate successfully tested economic...		Fully accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
National Gender and Women's Empowerment Strategy and Action Plan (NGWESAP) and the Gender Support Programme (GSP)	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2010	Not Rated	4) For greater impact, the GSP would need to carefully identify and support projects that can jointl...		Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
National Gender and Women's Empowerment Strategy and Action Plan (NGWESAP) and the Gender Support Programme (GSP)	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2010	Not Rated	5) The programme needs to come up with strategies to support learning across agencies addressing sim...		Fully accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
National Gender and Women's Empowerment Strategy and Action Plan (NGWESAP) and the Gender Support Programme (GSP)	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2010	Not Rated	6. Consideration should be given towards creating a platform for open submissions of funding proposa...		Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
National Gender and Women's Empowerment Strategy and Action Plan (NGWESAP) and the Gender Support Programme (GSP)	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2010	Not Rated	7) In the next phase, the programme should seek to extend the implementation of successfully tested ...		Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
National Gender and Women's Empowerment Strategy and Action Plan (NGWESAP) and the Gender Support Programme (GSP)	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2010	Not Rated	8) The Gender Support Programme is a relevant programme addressing critical issues in the gender sec...		Partially accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
National Gender and Women's Empowerment Strategy and Action Plan (NGWESAP) and the Gender Support Programme (GSP)	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2010	Not Rated	9) The donor community should consider supporting the programme with more funds and review project i...		Partially accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
National Gender and Women's Empowerment Strategy and Action Plan (NGWESAP) and the Gender Support Programme (GSP)	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2010	Not Rated	10) There is need to work at reviewing and clarifying roles between UN WOMEN and WCoZ to address som...		Fully accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
National Gender and Women's Empowerment Strategy and Action Plan (NGWESAP) and the Gender Support Programme (GSP)	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2010	Not Rated	11) Depending on UN policy, UN WOMEN Zimbabwe office needs to be fully capacitated with senior level...		Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
National Gender and Women's Empowerment Strategy and Action Plan (NGWESAP) and the Gender Support Programme (GSP)	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2010	Not Rated	12) There is need for UN WOMEN to lead in the development and strengthening of a participatory M&E s...		Fully accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
National Gender and Women's Empowerment Strategy and Action Plan (NGWESAP) and the Gender Support Programme (GSP)	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2010	Not Rated	13) UN WOMEN needs to facilitate the trainings of all GSP grantees in the mainstreaming of various c...		Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
National Gender and Women's Empowerment Strategy and Action Plan (NGWESAP) and the Gender Support Programme (GSP)	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2010	Not Rated	14) There is need to review the financial disbursement process and ensure that all processes (from a...		Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
National Gender and Women's Empowerment Strategy and Action Plan (NGWESAP) and the Gender Support Programme (GSP)	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2010	Not Rated	15) Following a period characterized by underfunding of the gender sector, most GSP grantees indicat...		Partially accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
National Gender and Women's Empowerment Strategy and Action Plan (NGWESAP) and the Gender Support Programme (GSP)	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2010	Not Rated	16) There is need to review the role of WCoZ in the GSP institutional structure. WCoZ sits on the GS...		Fully accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
National Gender and Women's Empowerment Strategy and Action Plan (NGWESAP) and the Gender Support Programme (GSP)	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2010	Not Rated	17) Besides provision of technical and institutional support to WCoZ secretariat, there is need to c...		Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
National Gender and Women's Empowerment Strategy and Action Plan (NGWESAP) and the Gender Support Programme (GSP)	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2010	Not Rated	18) To complement efforts by the gender sector, there is need for the GSP to capacitate grantees to ...		Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the E-Village Project	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2010	Not Rated	Large-scale projects that tackle new areas such as the e-Village should be subjected to rigorous ass...		UN Women ASRO is in agreement with the recommendation. In ASRO, the existence of a Local PAC is fairly recent and therefore checklists and criteria for project/approval are yet to be institutionalized. Moreover and in accordance with the policies, there should be capacity assessment to the national partner (implementer). UN Women will make sure that before developing any partnership a capacity assessment will be conducted.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the E-Village Project	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2010	Not Rated	Evaluation Recommendation # 2 and # 3 The Project has underscored the need for oversight mechanisms ...		UN Women ASRO is in agreement with the recommendations. There is an increased understanding in ASRO of the importance of establishing monitoring and oversight mechanisms that are dynamic and that are able to detect problems in a timely manner. In 2011, ASRO will strengthen the institutional capacity to track and monitor its projects by hiring an M&E specialist who will examine the quality and reliability of information presented by project managers and by enforcing the submission of up-to-date logical frameworks and annual work plans. In addition, taking into consideration that good monitoring start with effective planning stronger emphasis on clear results frameworks and baselines are being foreseen.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the E-Village Project	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2010	Not Rated	Evaluation Recommendation 4 The Project has spotlighted the importance of systematic and efficient d...		ASRO had lost most of the institutional memory with the high turnover faced by the organization during 2008 and 2009. The lack of inadequate systems in place resulted in the inability of the new staff to find information related to previous projects and programmes, and ASRO had to compile and centralize documentation of ongoing programmes and contracts almost from scratch. The challenge ahead of ASRO is to develop an e- archive for all documents.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of Latin-American Gender Responsible Budgets at local Level Regional Programme	Cluster Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2008	Not Rated	Recomendación 17: Revisar con las contrapartes la formulación de los proyectos, sus resultados e esp...		-		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of Latin-American Gender Responsible Budgets at local Level Regional Programme	Cluster Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2008	Not Rated	Recomendación 2: Tener una mejor conexión entre el desarrollo del proyecto y las oficinas de AECID e...		-		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of Latin-American Gender Responsible Budgets at local Level Regional Programme	Cluster Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2008	Not Rated	Recomendación 3: Continuar la colaboración entre UNIFEM ? UNV. UNIFEM seguiría enriqueciendo su refl...		--		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of Latin-American Gender Responsible Budgets at local Level Regional Programme	Cluster Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2008	Not Rated	Recomendación 4: Actualizar el diagnóstico social y político de la región, consensuar los énfasis de...		--		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of Latin-American Gender Responsible Budgets at local Level Regional Programme	Cluster Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2008	Not Rated	Recomendación 5: Tener acuerdos y claridad sobre la elección de países, contrapartes, fortalezas y l...		--		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of Latin-American Gender Responsible Budgets at local Level Regional Programme	Cluster Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2008	Not Rated	Recomendación 6: Articular incidencia desde el ámbito local al nacional		--		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of Latin-American Gender Responsible Budgets at local Level Regional Programme	Cluster Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2008	Not Rated	Recomendación 7: Incorporar la dimensión de transparencia y rendición de cuentas de los municipios, ...		--		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of Latin-American Gender Responsible Budgets at local Level Regional Programme	Cluster Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2008	Not Rated	Recomendación 8: Incorporar y visibilizar la dimensión del valor del trabajo no-remunerado de las mu...		-		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of Latin-American Gender Responsible Budgets at local Level Regional Programme	Cluster Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2008	Not Rated	Recomendación 9: ESTRATEGIAS CON ACTORES-GENERAL Consolidar los avances con los actores actuales (ej...		-		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of Latin-American Gender Responsible Budgets at local Level Regional Programme	Cluster Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2008	Not Rated	Recomendación 10: ESTRATEGIAS CON ACTORES-CONTRAPARTES 10.1 Sentar las bases de un procedimiento de ...		-		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of Latin-American Gender Responsible Budgets at local Level Regional Programme	Cluster Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2008	Not Rated	Recomendación 11: ESTRATEGIAS CON ACTORES-ORGANIZACIONES DE MUJERES Pensar estrategias que refuercen...		-		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of Latin-American Gender Responsible Budgets at local Level Regional Programme	Cluster Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2008	Not Rated	Recomendación 12: ESTRATEGIAS CON ACTORES-MUNICIPIOS 12.1 Tener una estrategia definida para influir...		-		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of Latin-American Gender Responsible Budgets at local Level Regional Programme	Cluster Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2008	Not Rated	Recomendación 13: ESTRATEGIAS CON ACTORES-ACADEMIA 13.1 Continuar apoyo a ámbitos académicos articul...		-		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of Latin-American Gender Responsible Budgets at local Level Regional Programme	Cluster Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2008	Not Rated	Recomendación 14: ESTRATEGIAS DE DIFUSIÓN Y COMUNICACIÓN-REGIONAL 14.1 Dise 241;ar una estrategia de...		-		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of Latin-American Gender Responsible Budgets at local Level Regional Programme	Cluster Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2008	Not Rated	Recomendación 15: ESTRATEGIAS DE DIFUSIÓN Y COMUNICACIÓN NACIONALES/LOCALES 15.1 Profundizar y difun...		-		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of Latin-American Gender Responsible Budgets at local Level Regional Programme	Cluster Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2008	Not Rated	Recomendación 16: ESTRATEGIAS Y HERRAMIENTAS METODOLÓGICAS EN PSG Seguimiento sistemático a los pres...		-		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of Latin-American Gender Responsible Budgets at local Level Regional Programme	Cluster Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2008	Not Rated	Recomendación 16: ESTRATEGIAS Y HERRAMIENTAS METODOLÓGICAS EN PSG Seguimiento sistemático a los pres...		-		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of Latin-American Gender Responsible Budgets at local Level Regional Programme	Cluster Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2008	Not Rated	Recomendación 18: Dotar una línea de base y de herramientas más apropiadas para medir y valorar los ...		-		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of Latin-American Gender Responsible Budgets at local Level Regional Programme	Cluster Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2008	Not Rated	Recomendación 19: Dise 241;ar y aplicar mecanismos de medición de impacto de los procesos de capacit...		-		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Arab Women Parliamentarians (AWP) Project	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2009	Not Rated	Evaluation Recommendations for AP/AS Geographic Section (1-3): 1. Ensure that the UN Women regional ...		UNIFEM Asia-Pacific and Arab States Section (AP/AS) is in agreement with the recommendations and is ensuring that the Arab States sub-regional office would have appropriate human resources to manage and implement programs/projects at the country and sub-regional levels.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Arab Women Parliamentarians (AWP) Project	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2009	Not Rated	Evaluation Recommendations for ASRO on Project Design (4-6): 4. Prior to designing a project documen...		UN Women Sub-Regional Office has recently approved an amendment to its SRS and is adopting well-designed approaches and programs to address specific challenges and problems that women and men are facing in the region.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Arab Women Parliamentarians (AWP) Project	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2009	Not Rated	Evaluation Recommendations for ASRO on Implementation (7-11): 7. Ensure that an efficient documentat...		UN Women ASRO is in agreement with these recommendations and will address this as part of enhancement of its overall management systems and by setting regional programming principles.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Arab Women Parliamentarians (AWP) Project	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2009	Not Rated	Evaluation Recommendation for ASRO on Training (12-14): 12. Further develop the generic training mat...		UN Women is in agreement with the above recommendations, however will only be able to address if funding is available	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Arab Women Parliamentarians (AWP) Project	Programme Evaluation	Arab States	Regional Office for Arab States (Egypt)	2009	Not Rated	Evaluation Recommendations for ASRO on Advocacy/Networking (15-16): 15. Contribute in developing a c...		A regional advocacy strategy related to enhancing women's political participation would require funds and would therefore be included in the project proposal. Advocacy and outreach will be pursued through a regional communication strategy where key messages relevant to the region in Arabic will be produced. UN Women core funds will be utilised to initiate this idea which will provide supporting advocacy material for various programs and will unify messaging for greater combined impact across the field offices. UN Women does not agree with recommendation 16 as there is already a Global Network that is supported by UN Women called i-Know Politics that serves the purpose of networking among women on politics and is also in Arabic.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Responses to combat trafficking in women and children in South Asia: a Study of Approaches, Strategies and Interventions	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)		Not Rated	UNIFEM should undertake advocacy for establishing linkages on policies and actions of SAARC Secreta...		Partly accepted.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Responses to combat trafficking in women and children in South Asia: a Study of Approaches, Strategies and Interventions	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)		Not Rated	UNIFEM should engage in intensive advocacy to influence and generate an understanding and consensus ...		Accepted.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Responses to combat trafficking in women and children in South Asia: a Study of Approaches, Strategies and Interventions	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)		Not Rated	UNIFEM should engage in networking and advocacy with parliamentarians, policy makers and other relev...		Please refer to recommendation 1, as this is very similar to it.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Responses to combat trafficking in women and children in South Asia: a Study of Approaches, Strategies and Interventions	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)		Not Rated	UNIFEM should provide technical advice, development of appropriate training manuals and other necess...		Accepted.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Responses to combat trafficking in women and children in South Asia: a Study of Approaches, Strategies and Interventions	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)		Not Rated	UNIFEM should forge collaboration with other stakeholders and building of capacities for effective a...		Accepted.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Responses to combat trafficking in women and children in South Asia: a Study of Approaches, Strategies and Interventions	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)		Not Rated	UNIFEM should facilitate networking among cross border NGOs for learning and sharing information and...		Accepted.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Responses to combat trafficking in women and children in South Asia: a Study of Approaches, Strategies and Interventions	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)		Not Rated	UNIFEM should enforce the strengthening of community initiatives like maintaining social registers f...		Accepted.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Responses to combat trafficking in women and children in South Asia: a Study of Approaches, Strategies and Interventions	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)		Not Rated	UNIFEM should support and build capacities of networks and coalitions in the source and route areas ...		Partly accepted.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Responses to combat trafficking in women and children in South Asia: a Study of Approaches, Strategies and Interventions	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)		Not Rated	UNIFEM should field an independent comprehensive regional research study for generating comparable d...		Rejected.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Responses to combat trafficking in women and children in South Asia: a Study of Approaches, Strategies and Interventions	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)		Not Rated	UNIFEM should build and strengthen need based capacities of identified stakeholders in Human Rights ...		Accepted.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Responses to combat trafficking in women and children in South Asia: a Study of Approaches, Strategies and Interventions	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)		Not Rated	UNIFEM should develop capacity of NGOs to protect the second generation of trafficked victims by enr...		Accepted.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Responses to combat trafficking in women and children in South Asia: a Study of Approaches, Strategies and Interventions	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)		Not Rated	UNIFEM should support NGOs to enable them to link government initiatives on poverty alleviation prog...		Accepted.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Responses to combat trafficking in women and children in South Asia: a Study of Approaches, Strategies and Interventions	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)		Not Rated	UNIFEM should support establishing community referral mechanisms such as providing short stay home f...		Accepted.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Responses to combat trafficking in women and children in South Asia: a Study of Approaches, Strategies and Interventions	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)		Not Rated	UNIFEM should support dissemination process of current knowledge produced in the form of knowledge ...		Rejected.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Responses to combat trafficking in women and children in South Asia: a Study of Approaches, Strategies and Interventions	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)		Not Rated	UNIFEM should invest in strengthening partners' capacities in using RBM concepts and tools effective...		Accepted.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of UNIFEM Responses to combat trafficking in women and children in South Asia: a Study of Approaches, Strategies and Interventions	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)		Not Rated	UNIFEM should develop appropriate branding and marketing strategies as part of their fund raising pl...		Accepted.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the United Nations Trust Fund to End Violence Against Women	Programme Evaluation	Global	UNIFEM DATA 2008-2011	2009	Not Rated	Evaluation Recommendation 1: The UN Trust Fund should finalize its forthcoming Strategy as soon as ...		UNIFEM is in agreement with the recommendation and is currently in the process of developing its Strategy 2010 ? 2015 which is expected to be consulted and finalized as per the time-frame indicated below, including with a strong focus on its knowledge management potential. It is currently envisaged that the UN Trust Fund will fulfil its objectives in the area of knowledge management by a combined strategy that involves strengthening the staff expertise and capacities in this area as well as enhancing partnerships with leading research and expert institutions, building on its collaboration with specialized organizations in the field that can be sustained throughout the duration of the five-year Strategy.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the United Nations Trust Fund to End Violence Against Women	Programme Evaluation	Global	UNIFEM DATA 2008-2011	2009	Not Rated	Evaluation Recommendation 2: The UN Trust Fund should complete its Fundraising Strategy as soon as...		UNIFEM is in agreement with the recommendation and has advanced a draft fundraising plan which will constitute the basis for a multi-year resource mobilization strategy. The UN Trust Fund will hire a Senior Resource Mobilization Specialist or consultancy firm who is expected to finalize the strategy and guide its implementation. Given that the UN Trust Fund is an inter-agency mechanism, a key role is also envisioned for UN agencies at global level for sustained advocacy and outreach in support of the UN Secretary-General?s Campaign benchmark of mobilizing $100 million annually by 2015. Such functions will be integrated into the Terms of Reference of the forthcoming proposals for enhanced UN Trust Fund inter-agency consultative and governance structures.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the United Nations Trust Fund to End Violence Against Women	Programme Evaluation	Global	UNIFEM DATA 2008-2011	2009	Not Rated	Evaluation Recommendation 3: The UN Trust Fund should consider the staffing structure (number of sta...		While UNIFEM will continue to ensure that the bulk of UN Trust Fund resources is directed to grant-making for country-level support and that staffing and administrative costs remain modest, UNIFEM agrees with this recommendation and will take further steps to address it, including by recruiting a senior-level Advisor (P-5) to head the UN Trust Fund Secretariat who will also be responsible for assessing staffing needs and implementing a restructuring plan. This will include responding to the evaluation findings related to ensuring that technical programming expertise in the field of gender-based violence, monitoring and evaluation (M&E), and knowledge management (KM) functions are properly covered by staff of the appropriate level and expertise, while keeping overheads as low as possible in order to devote maximum resources to grant-making. In the interim, an M&E Expert (consultant) was recruited in October 2009 and senior expertise on resource mobilization is under recruitment. With regard to staffing at the sub-regional level, UNIFEM and the UN Trust Fund Secretariat have developed a staffing plan on a cost-sharing basis to recruit sub-regional experts on ending violence against women and girls at the P4 level. The experts will provide technical oversight to grantees, facilitate synergies of grantee initiatives with UN agencies at the local level and support the documentation and preparation of lessons learned and good practice documents for knowledge-sharing stemming from UN Trust Fund investments.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the United Nations Trust Fund to End Violence Against Women	Programme Evaluation	Global	UNIFEM DATA 2008-2011	2009	Not Rated	Evaluation Recommendation 4: Looking to the future, the UN Trust Fund needs to strengthen its M&E ca...		UNIFEM agrees with the recommendation and will continue with efforts to strengthen M & E capacities at the global and sub-regional level that already started in 2008 with the development of the UN Trust Fund?s Monitoring, Evaluation and Knowledge Management Framework. To this end, during 2008 and 2009, the UN Trust Fund initiated the following activities: ? A monitoring and evaluation expert (consultant) was recruited in Q3 of 2009; ? A standardized UN Trust Fund grantee reporting system was developed for consistent application across global and sub-regional levels, including the provision of detailed feedback to grantees in a systematic manner; ? A results-based framework that will be the basis of the UN Trust Fund?s database is currently being developed. The database will track grantee indicators and report on grantee results, as well as serve as a depository of grantee documentation. ? Monitoring missions have been incorporated into the regular work plan of the UN Trust Fund Secretariat in collaboration with the field-based UN Trust Fund Focal Points. To this end, nine select projects have received monitoring missions from the UN Trust Fund Secretariat during 2009; ? Selected UN Trust Fund grantees are receiving specialized and tailored technical assistance from leading expert organizations on monitoring and evaluation recruited by the UN Trust Fund for this purpose to enhance their capacities in this area and ensure proper documentation of results and lessons learned in order to ensure contributions by the UN Trust Fund to the global knowledge base; Other areas relating to this recommendation include the introduction of the Capacity Development Workshops on Evidence-based Programming, Monitoring and Evaluation (see response 6), and Staffing Plans at the Secretariat and SRO levels (see response 3). Importantly, the roll out of the plan to post experts in select Sub-Regional Offices will be an important aspect of the UNIFEM management response, with explicit attention in their TORs to their ongoing role in the monitoring of grantees, linked also to knowledge management functions.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the United Nations Trust Fund to End Violence Against Women	Programme Evaluation	Global	UNIFEM DATA 2008-2011	2009	Not Rated	Evaluation Recommendation 5: The UN Trust Fund should clarify some roles and responsibilities and re...		UNIFEM agrees with these findings and to this end has begun taking steps to address it, including by advancing work on updating the UN Trust Fund?s Operational Guidelines during the course of 2009, describing specific roles and responsibilities for the various levels and units of UNIFEM and the UN Trust Fund Secretariat. As part of the Strategy development process, it is also expected that Terms of Reference will be developed for an enhanced inter-agency consultative mechanism (currently the Global Programme Appraisal Committee, PAC) that would address issues of membership and composition, functions and roles. In particular, greater continuity and expertise of participants will be proposed as key criteria for PAC membership.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the United Nations Trust Fund to End Violence Against Women	Programme Evaluation	Global	UNIFEM DATA 2008-2011	2009	Not Rated	Evaluation Recommendation 6: The UN Trust Fund should decide if and how it will build the capacities...		UNIFEM recognizes the need to define the nature and scope of the capacity development assistance it provides to grantees. The capacity development strategy moving forward will build on priorities already identified and addressed by the UN Trust Fund, which are also expected to continue under the new Strategy. Specifically, this centres on the area of monitoring and evaluation ? identified as a priority need by grantees themselves while also essential for achieving the UN Trust Fund?s global knowledge generation agenda. Any other training and capacity development supports will be dictated by the key facets of the Strategy once adopted, and based on subsequent assessment of grantee priority needs. Other training needs identified through the Evaluation?s online survey - such as strategic planning, financial management, proposal writing and budget preparation - will be referred to other sources by the UN Trust Fund Secretariat on an on-demand basis. UNIFEM considers that UN Trust Fund grantees are a valuable source for generating knowledge of promising approaches, methodologies and tools that can be adapted to address violence against women and girls. To this end, the UN Trust Fund has initiated capacity development investments to harness this resource, via training workshops that were piloted starting in 2009 in partnership with the International Center for Research on Women (ICRW). These trainings on evidence-based programming, monitoring and evaluation will be offered annually to all new grantees early in the project design and implementation stages, with ongoing feedback and coaching on the quality of reports and monitoring and evaluation plans.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the United Nations Trust Fund to End Violence Against Women	Programme Evaluation	Global	UNIFEM DATA 2008-2011	2009	Not Rated	Evaluation Recommendation 7: The Fund should monitor the quality and implementation of project susta...		UNIFEM welcomes opportunities for enhancing sustainability, while noting that steps are already being taken in this regard, including by ensuring that sound sustainability strategies and components are analyzed as part of the selection criteria and technical review process of UN Trust Fund-supported projects. For example, the appraisal process pays attention to multi-stakeholder partnerships, ownership, policy linkages, institutional absorption capacities, capacity development and financial sustainability issues. To this end, the evaluation findings reinforce the current processes adopted by the UN Trust Fund, since these elements also form part of the Guiding Questions shortlisted grantees are provided with as guidance to develop quality programme documents; and grantees are furthermore required to report on the steps being taken to ensure project sustainability through regular progress reporting. The Evaluation Report recommendations were less conclusive as regards any implications that grant size may have for sustainability, an issue that UNIFEM will revisit with the PAC. Nonetheless, the following actions have been identified to ensure that the factors identified by the evaluation as contributing to the sustainability of results are integrated more explicitly into the grant-making and monitoring process.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the United Nations Trust Fund to End Violence Against Women	Programme Evaluation	Global	UNIFEM DATA 2008-2011	2009	Not Rated	Evaluation Recommendation 8: To ensure better integration of human rights and gender equality princi...		UNIFEM expresses reservations with the recommendation as presented, but will pursue options for improving on some of its more detailed aspects in the future, as explained and nuanced below. The majority of the grantees to date are leaders on human rights and gender equality, and attention to human rights and gender equality principles and content are basic tenets of the UN Trust Fund, constituting a fundamental and integral aspect of the grantee appraisal and selection process. Efforts to engage men and boys, and to reach especially vulnerable groups, are reflected in the Call for Proposals, as well as in recent trends (i.e. more grants approved reflecting inclusion of men as part of their strategy, with grants approved that are led by men?s groups; and various examples of grants dedicated exclusively to addressing the needs and rights of especially impoverished and excluded groups). Similar comments apply to the issue of capacity development of duty bearers, which is already a key aspect of the appraisal and approval process; and to the use of national-level human rights monitoring reports, which is not applicable across the board (since some organizations operate at local level, are not specialists on advocacy or international human rights instruments, and/or may not be well-versed or trained in the use of such human rights reports). UNIFEM therefore maintains that the aforementioned elements (i), (ii) and (iv) are adequately addressed in existing processes, and will continue to ensure attention to these critical issues. The focus on working with poor and excluded communities is an explicit, priority criteria applied for decision-making on grants by the UN Trust Fund PAC and UNIFEM, also in line with the MDGs and a rights-based approach. At the same time, UNIFEM clearly distinguishes between gender equality and human rights principles, and ensuring human rights-based and gendered programming approaches ? the latter requiring greater investments in guidance and skills-building, and reflecting a common challenge across development circles, beyond the field of violence against women. To this end, efforts will be made to strengthen this aspect throughout the UN Trust Fund grant-making and follow up process, at a minimum, by orienting technical reviewers and monitoring efforts to the importance of this issue and referring grantees to available guidance from the UN and other sources. With regard to (iii), while the issue of partnerships and participatory approaches is an explicit criteria in the appraisal process and an overall guiding principle of how the UN Trust Fund is managed overall, UNIFEM will assess what measures might be taken to ensure this aspect is consistently followed once the grant is approved.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the United Nations Trust Fund to End Violence Against Women	Programme Evaluation	Global	UNIFEM DATA 2008-2011	2009	Not Rated	Evaluation Recommendation 9: As the UN Trust Fund considers the characteristics of the projects it s...		Management Response: UNIFEM finds that this Recommendation is already addressed in existing UN Trust Fund procedures and therefore partially agrees with its findings. The UN Trust Fund Secretariat currently encourages applicants to consider the above-mentioned suggestions (i.e. as reflected in the Call for Proposals, in feedback letters to applicants), and has active grantees that work in these areas. While these important aspects can and are being encouraged through the UN Trust Fund grant-making process, it is important to note that the range of applicants and types of intervention strategies are multiple and varied, such that these suggestions are not necessarily applicable across the board; and that the UN Trust Fund Secretariat does not prescribe or design specific projects directly. Nonetheless, UNIFEM welcomes the evaluation?s validation and directions in this regard, and will revisit how these elements may be further strengthened in line with the evaluation?s recommendations, in consultation with the PAC	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the United Nations Trust Fund to End Violence Against Women	Programme Evaluation	Global	UNIFEM DATA 2008-2011	2009	Not Rated	Evaluation Recommendation 10: The UN Trust Fund Secretariat should manage its grants in fragile stat...		UNIFEM partially agrees with the recommendation, considering the importance of providing tailored support to projects in fragile contexts while noting that the OECD-DAC principles on engaging in fragile states are not specific to the field of ending violence against women and girls. It is therefore necessary to tailor these principles for their effective application in the context of the UN Trust Fund. Overall, UNIFEM acknowledges the very challenging contexts in which such grantees operate, and will invite inter-agency suggestions in this regard, via the PAC and UN Action on Sexual Violence. UN Trust Fund management will continue to ensure that applicants for interventions in fragile states will be considered for funding in line with the overall focus on the implementation of national laws, policies and action plans. In addition, the UN Trust Fund will no longer consider applications for project implementation of less than 24 months. Overall, it is expected that projects implementing in conflict/post-conflict/unstable settings will benefit from increased technical support as UN Trust Fund capacities are strengthened, including in terms of field-based staffing and monitoring (see response to recommendations 4,6,7,8 & 9).	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
UNIFEM Programme Facilitating CEDAW Implementation in South East Asia	Thematic Evaluation	Global	UNIFEM DATA 2008-2011	2008	Not Rated	Evaluation Recommendation 1: UNIFEM should continue its targeted support for CEDAW implementation in...		UNIFEM is in agreement with the recommendation, and is ensuring that the sectoral focus of the programme?s second phase aligns with the sectoral focuses of the organisation?s 2008-2011 Strategic Plan. The programme document for the second phase has been developed with Recommendation 1 in mind. It maintains a regional approach and involves the same seven countries that were supported under phase one. In line with the corporate strategic plan, the focus of the programme has been tightened, moving away from broader awareness raising and capacity building to the strengthening of national/sectoral plans and policies, legislative frameworks, and access to justice.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
UNIFEM Programme Facilitating CEDAW Implementation in South East Asia	Thematic Evaluation	Global	UNIFEM DATA 2008-2011	2008	Not Rated	Evaluation Recommendation 2: UNIFEM should ensure that the design for CEDAW SEAP Phase II systematic...		UNIFEM is in agreement with the recommendation, and a strategy to enhance learning on the implementation of CEDAW will be pursued at the sub-regional and global levels. 1. At the sub-regional level, for programme staff and partners in Southeast Asia: The programme will identify learning dimensions, will define a reporting process and a knowledge management approach. At the global level: The Human Rights Advisor will take primary responsibility for promoting and monitoring cross-regional learning that builds on the CEDAW-SEAP programme.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
UNIFEM Programme Facilitating CEDAW Implementation in South East Asia	Thematic Evaluation	Global	UNIFEM DATA 2008-2011	2008	Not Rated	Evaluation Recommendation 3: UNIFEM should ensure that key assumptions and concepts relevant for its...		UNIFEM is in agreement regarding the importance of conceptual clarity. It should be noted, however, that the theory of change for advancing gender equality that informs UNIFEM?s 2008-2011 Strategic Plan (see Annex 6 of the Plan) applies to all of UNIFEM?s programming areas, including CEDAW (e.g., that macro, meso and micro-level changes must interact holistically to advance women?s rights, which leads to a focus on implementation). This theory of change can and will be made more explicit in the specific context of CEDAW. As well, UNIFEM recognizes that other key concepts, such as capacity development and regional level programming, would benefit from more detailed articulation. The evaluation of UNIFEM?s 2004-2007 Multi-Year Funding Framework highlighted in particular that the conceptual understanding of UNIFEM?s approach to capacity development needs to be deepened. Regarding regional programming, the CEDAW-SEAP programme has served as a catalyst for UNIFEM to explore the meaning of regional level results, and provides a basis for this analysis to be taken further.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
UNIFEM Programme Facilitating CEDAW Implementation in South East Asia	Thematic Evaluation	Global	UNIFEM DATA 2008-2011	2008	Not Rated	Evaluation Recommendation 4: UNIFEM should explore how it can further enhance its use of RBM as a fl...		UNIFEM is in agreement with this recommendation. The programme design for phase 2 of CEDAW-SEAP has been aligned with the corporate development results framework and managing for results framework, which should significantly ease the burden of ?double reporting?; and it includes activities on RBM training and programming to familiarize staff and partners with RBM principles, and to review and validate the programme logical framework. Regarding UNIFEM?s use of RBM more generally, the organization plans to roll-out staff training that includes a focus on programme design and linking results, learning and evaluation in a more user-friendly and flexible manner. Finally, UNIFEM has learned that adjustments may need to be made to the results framework at the mid-point of a programme and will ensure that mid-course corrections take into account the extent to which the existing framework supports or impedes management and accountability for results.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
UNIFEM Programme Facilitating CEDAW Implementation in South East Asia	Thematic Evaluation	Global	UNIFEM DATA 2008-2011	2008	Not Rated	Evaluation Recommendation 5: UNIFEM should approach CIDA and other potential donors to jointly explo...		UNIFEM is in agreement with this recommendation. The first phase of the programme has produced important, concrete results, not the least of which are attributable to the process by which the partnership worked ? including the programme monitoring team, the annual review process, and the in-depth discussion of regional results. UNIFEM has learned important lessons from CIDA?s practice. The programme is fully aligned with both UNIFEM?s and CIDA?s frameworks and priorities, and so a continuing partnership in this area would be strategic for both organizations. At the same time, UNIFEM is fully committed to expanding its partnerships for the programme, both financially and in terms of learning. UNIFEM plans to present the evaluation findings and the programme document in its consultations with key donors over the next year, and to invite them to become partners. Recognizing the challenge that SEA countries are not a high priority for many donors, in light of their level of development in comparison to countries in some other regions, UNIFEM will also be attempting to secure private foundation, host country government, and UN agency support.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Protecting and Promoting Women's Human Rights and Leadership in Sudan	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)		Not Rated	Evaluation recommendation 1. Programme objectives remain viable, relevant. UN Women to consider expa...		This was an end of project report and a continuation of the programme will need additional funding	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Protecting and Promoting Women's Human Rights and Leadership in Sudan	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)		Not Rated	Evaluation recommendation 2. UN Women to consider investing in capacity building of key duty bearers...		The recommendation is acceptable	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Protecting and Promoting Women's Human Rights and Leadership in Sudan	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)		Not Rated	Evaluation recommendation 3. UN Women should consider engaging more with the government as a credibl...		We accept this recommendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Protecting and Promoting Women's Human Rights and Leadership in Sudan	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)		Not Rated	Evaluation recommendation 4. Finding allies within the government and building their capacity to loc...		We agree with this recommendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Protecting and Promoting Women's Human Rights and Leadership in Sudan	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)		Not Rated	Evaluation recommendation 5. It is very important to establish networks between the IDP camps and th...		Agree with the maangement response	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Protecting and Promoting Women's Human Rights and Leadership in Sudan	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)		Not Rated	Evaluation recommendation 6. UN Women to consider separating GBV from Livelihoods and move from huma...		Agree with the reccommendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Protecting and Promoting Women's Human Rights and Leadership in Sudan	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)		Not Rated	Evaluation recommendation 7. Providing start up financing to select groups is a viable way of addres...		Agree with the recoomendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Protecting and Promoting Women's Human Rights and Leadership in Sudan	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)		Not Rated	Evaluation recommendation 8. Consider undertaking a scan on what type of livelihoods will be benefic...		Agree with the reccomendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Protecting and Promoting Women's Human Rights and Leadership in Sudan	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)		Not Rated	Evaluation recommendation 9. Access to Markets is critical for women?s livelihoods. UN women should ...		Agree with the reccommendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Protecting and Promoting Women's Human Rights and Leadership in Sudan	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)		Not Rated	Evaluation recommendation 10. Consider nurturing strategic partnerships established during the life ...		Accept the reccommendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Protecting and Promoting Women's Human Rights and Leadership in Sudan	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)		Not Rated	Evaluation recommendation 11. UN Women to consider strengthening its presence in the protection clus...		Accept this reccommendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Protecting and Promoting Women's Human Rights and Leadership in Sudan	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)		Not Rated	Evaluation recommendation 12. Monitoring cases of GBV - UN Women need to consider playing a more pro...		Accept the reccommendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Protecting and Promoting Women's Human Rights and Leadership in Sudan	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)		Not Rated	Evaluation recommendation 13. The women Centres play a crucial role in bringing women together and p...		Agree with the reccomendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Protecting and Promoting Women's Human Rights and Leadership in Sudan	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)		Not Rated	Evaluation recommendation 14. Advocacy and training- Consider more engagement in advocacy for women ...		Agree with the reccomendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Protecting and Promoting Women's Human Rights and Leadership in Sudan	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)		Not Rated	Evaluation recommendation 15. The UN Women?s logical framework is the basis of programming and track...		Agree with the reccomendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Protecting and Promoting Women's Human Rights and Leadership in Sudan	Programme Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)		Not Rated	Evaluation recommendation 16. The process of approval of funds needs urgent consideration to facilit...		Agree with the reccommendation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
EVALUATION DE LA CONTRIBUTION D ONU FEMMES DANS L ATTEINTE DES RESULTATS DE DEVELOPPEMENT DE LA CÔTE D?IVOIRE 1er JANVIER 2012- 31 DECEMBRE 2013	Strategy/Policy Evaluation	West and Central Africa	Cote d'Ivoire		Not Rated	-Disposer d’une plus grande autonomie afin de rendre plus efficace et efficient son plan stratégique...			Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
EVALUATION DE LA CONTRIBUTION D ONU FEMMES DANS L ATTEINTE DES RESULTATS DE DEVELOPPEMENT DE LA CÔTE D?IVOIRE 1er JANVIER 2012- 31 DECEMBRE 2013	Strategy/Policy Evaluation	West and Central Africa	Cote d'Ivoire		Not Rated	Etoffer l’équipe du bureau pays afin d’être plus en mesure de répondre à la sollicitation de ses par...			Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
EVALUATION DE LA CONTRIBUTION D ONU FEMMES DANS L ATTEINTE DES RESULTATS DE DEVELOPPEMENT DE LA CÔTE D?IVOIRE 1er JANVIER 2012- 31 DECEMBRE 2013	Strategy/Policy Evaluation	West and Central Africa	Cote d'Ivoire		Not Rated	Mettre en place un système d’archivage physique et électronique des données et intégrer la pratique ...			Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
EVALUATION DE LA CONTRIBUTION D ONU FEMMES DANS L ATTEINTE DES RESULTATS DE DEVELOPPEMENT DE LA CÔTE D?IVOIRE 1er JANVIER 2012- 31 DECEMBRE 2013	Strategy/Policy Evaluation	West and Central Africa	Cote d'Ivoire		Not Rated	Créer un service de communication pour rendre visibles les actions sur le terrain de la communicatio...			Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
EVALUATION DE LA CONTRIBUTION D ONU FEMMES DANS L ATTEINTE DES RESULTATS DE DEVELOPPEMENT DE LA CÔTE D?IVOIRE 1er JANVIER 2012- 31 DECEMBRE 2013	Strategy/Policy Evaluation	West and Central Africa	Cote d'Ivoire		Not Rated	Créer un service de suivi évaluation (recruter un chargé de suivi évaluation ; élaborer des indicate...			Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
EVALUATION DE LA CONTRIBUTION D ONU FEMMES DANS L ATTEINTE DES RESULTATS DE DEVELOPPEMENT DE LA CÔTE D?IVOIRE 1er JANVIER 2012- 31 DECEMBRE 2013	Strategy/Policy Evaluation	West and Central Africa	Cote d'Ivoire		Not Rated	Encourager la conduite d’études de base pour disposer de données de référence qui permettront de mes...			Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
EVALUATION DE LA CONTRIBUTION D ONU FEMMES DANS L ATTEINTE DES RESULTATS DE DEVELOPPEMENT DE LA CÔTE D?IVOIRE 1er JANVIER 2012- 31 DECEMBRE 2013	Strategy/Policy Evaluation	West and Central Africa	Cote d'Ivoire		Not Rated	Se donner tous les moyens pour assurer son mandat de « leader » de la coordination en matière de g...			Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
EVALUATION DE LA CONTRIBUTION D ONU FEMMES DANS L ATTEINTE DES RESULTATS DE DEVELOPPEMENT DE LA CÔTE D?IVOIRE 1er JANVIER 2012- 31 DECEMBRE 2013	Strategy/Policy Evaluation	West and Central Africa	Cote d'Ivoire		Not Rated	Ouvrir des coordinations régionales pour faire un suivi régulier des activités et permettre une visi...			Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
EVALUATION DE LA CONTRIBUTION D ONU FEMMES DANS L ATTEINTE DES RESULTATS DE DEVELOPPEMENT DE LA CÔTE D?IVOIRE 1er JANVIER 2012- 31 DECEMBRE 2013	Strategy/Policy Evaluation	West and Central Africa	Cote d'Ivoire		Not Rated	Analyse/révision des projets des partenaires de mise en œuvre			Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
EVALUATION DE LA CONTRIBUTION D ONU FEMMES DANS L ATTEINTE DES RESULTATS DE DEVELOPPEMENT DE LA CÔTE D?IVOIRE 1er JANVIER 2012- 31 DECEMBRE 2013	Strategy/Policy Evaluation	West and Central Africa	Cote d'Ivoire		Not Rated	Élaborer et valider le cadre de résultats de la Note stratégique d’ONU-Femmes de façon participative...			Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
EVALUATION DE LA CONTRIBUTION D ONU FEMMES DANS L ATTEINTE DES RESULTATS DE DEVELOPPEMENT DE LA CÔTE D?IVOIRE 1er JANVIER 2012- 31 DECEMBRE 2013	Strategy/Policy Evaluation	West and Central Africa	Cote d'Ivoire		Not Rated	Organiser des réunions de coordination périodiques avec les partenaires techniques et financiers			Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
EVALUATION DE LA CONTRIBUTION D ONU FEMMES DANS L ATTEINTE DES RESULTATS DE DEVELOPPEMENT DE LA CÔTE D?IVOIRE 1er JANVIER 2012- 31 DECEMBRE 2013	Strategy/Policy Evaluation	West and Central Africa	Cote d'Ivoire		Not Rated	Renforcer la collaboration avec la DEPG/MSFFE en mettant en place un plan d’action -ONU-Femmes doit ...			Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
EVALUATION DE LA CONTRIBUTION D ONU FEMMES DANS L ATTEINTE DES RESULTATS DE DEVELOPPEMENT DE LA CÔTE D?IVOIRE 1er JANVIER 2012- 31 DECEMBRE 2013	Strategy/Policy Evaluation	West and Central Africa	Cote d'Ivoire		Not Rated	Les défis en Côte d’ Ivoire portent sur une meilleure connaissance par tous les acteurs nationaux de...			Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the project Support to a local planning that is gender sensitive and incorporates adaptation to climate change concerns in Morocco	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2015	Good	Mettre en œuvre des programmes de formation de formateurs au niveau provincial, au profit des DCL, d...		L’ONU Femmes en étroite collaboration avec le Programme Oasis Tafilalet, et la DGCL, développera un programme de formation technique en se basant sur les résultats des évaluations réalisées à la fin des différentes sessions de formation menées au profit des acteurs locaux, régionaux et nationaux ainsi que les membres de la société civile.		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the project Support to a local planning that is gender sensitive and incorporates adaptation to climate change concerns in Morocco	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2015	Good	Continuer à renforcer les capacités des techniciens chargés de la gestion du système d’information e...		L’expert recruté par l’ONU Femmes en 2015, s’est engagé à apporter son appui technique pour actualiser les données genre et CC à intégrer dans le SIC pour l’année 2016.		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the project Support to a local planning that is gender sensitive and incorporates adaptation to climate change concerns in Morocco	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2015	Good	Documenter les modules de formation déployés dans le cadre du projet, les regrouper dans un Kit péda...		Vu que l’ONU Femmes a un partenariat stratégique avec la DGCL, il a été proposé d’intégrer les modules de formation relatifs au genre avec les modules relatifs au processus d’élaboration des nouveaux programmes d’actions communaux (PAC), à la mise en place des Commissions de Parité, d’égalité des sexes et d’approche genre, et élaborer un kit pédagogique qui sera diffusé au niveau régional et local.		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the project Support to a local planning that is gender sensitive and incorporates adaptation to climate change concerns in Morocco	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2015	Good	Le réseau d’acteurs constitués au niveau de la zone d’intervention du projet est également à renforc...		Le réseau d’acteurs est aujourd’hui opérationnel, il s’est mobilisé lors des élections régionales et communales 2015 pour sensibiliser les acteurs locaux et les ONGs sur le renforcement de l’approche territoriale gendérisée et encourager l’intercommunalité.		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the project Support to a local planning that is gender sensitive and incorporates adaptation to climate change concerns in Morocco	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2015	Good	Intégrer les indicateurs genre et changement climatique ainsi que les fonctionnalités de l’applicati...		En effet, depuis le démarrage du processus PCD, la DGCL a mandaté un Bureau d’Etudes Manal Management, pour le développement du SIC. L’application de départ était très complexe et son utilisation hors de portée de la grande majorité des fonctionnaires au niveau des communes. Le SIC, outil d’aide à la décision en matière de planification territoriale est aujourd’hui à sa 8ème version. L’application SIC gendérisé enrichie par les indicateurs de gestion des risques climatiques développée dans le cadre du projet a été utilisée par la Bureau d’études Manal Management et a permis une avancée significative dans ce domaine. La version finale sera facile d’utilisation et sera généralisée en 1017, à toutes les communes du Maroc, sous la tutelle du Ministère de l’Intérieur. De plus, en intégrant les aspects de genre et d’adaptation au changement climatique, la nouvelle application permettra d’intégrer d’autres dimensions de gestion du territoire que celles proposées dans SIC classique, et d’avoir les croisements nécessaires pour un développement durable (sociale, économie et environnement).		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the project Support to a local planning that is gender sensitive and incorporates adaptation to climate change concerns in Morocco	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2015	Good	Etudier la possibilité de création de lien entre le SIC et le SIRE surtout la composante Spatiale du...		Le Ministère délégué chargé de l’environnement, pour sa part, et à travers les Observatoires Régionaux de l’Environnement et du Développement Durable (OREDD), a développé des Systèmes d’Information Régionaux sur l’Environnement/les SIRE. Ces systèmes sont bien sûr alimentés par les l’ensemble des départements sectoriels, les universités et autres acteurs producteurs de l’information au niveau régional. Chaque OREDD a mis en place un réseau d’acteurs capables de le fournir en information fiable. D’après le Service en charge des SIRE au niveau du MDCE, la commune serait le chainon manquant dans ce processus. C’est dans ce sens que le ministère a été associé étroitement à cette initiative et qu’une réflexion a été initiée, avec le projet et la DGCL pour trouver des solutions techniques et procédurales afin que les deux systèmes SIC et SIRE puissent s’alimenter mutuellement. De telle façon le projet aura contribué à identifier les pistes possibles pour renforcer la disponibilité d’informations climatiques décentralisées, et leur utilisation par les institutions régionales en vue d’une meilleure planification à long terme. Dans ce cadre, le Ministère délégué chargé de l’environnement prévoit des ateliers pour impliquer les acteurs au niveau des 12 régions dans ce processus.		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the project Support to a local planning that is gender sensitive and incorporates adaptation to climate change concerns in Morocco	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2015	Good	En plus des PAM, identifier d’autres chaines de valeur résilientes au changement climatiques et qui ...		L’ONU Femmes a démarré dans le cadre d’un autre projet sur l’agroécologie (un concept pour lutter contre le CC), des activités d’identification de nouvelles filières oléicoles adaptées à la sécheresse ainsi que la filière céréalière, notamment les produits d’épeautre, résistent aux conditions sévères du climat.		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the project Support to a local planning that is gender sensitive and incorporates adaptation to climate change concerns in Morocco	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2015	Good	Continuer à renforcer le fonctionnement du GIE pour assurer sa pérennisation.		Notre partenaire, le Programme Oasis Sud, présent au niveau des oasis d’Errachidia, continue d’apporter son appui technique pour assurer la réalisation de toutes les actions prévues par le GIE de PAM, notamment en matière de commercialisation et de valorisation des produits PAM au niveau régional et national.		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the project Support to a local planning that is gender sensitive and incorporates adaptation to climate change concerns in Morocco	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2015	Good	Développer d’autres sessions de formation en communication en particulier sur la communication trans...		Un programme de formation en matière de communication a été mis en place en étroite collaboration avec le POT et le GIE/PAM pour assurer une large diffusion des produits de terroir valorisés au niveau des zones oasiennes ciblées.		Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of the programme Women Elections Watch	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2015	Good	Impliquer l’ensemble des parties concernées dans toutes les phases dudit programme (identification, ...		Cette recommandation a été formulée dans le cas où une seconde phase de ce programme est prévue. Ce n’est pas le cas, donc il n’est pas pertinent d’y répondre.		Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of the programme Women Elections Watch	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2015	Good	Revoir la logique de la mise en œuvre du programme pour le baser sur une logique-programme au lieu d...		Not applicable. Cette recommandation n’est pas pertinente puisque le programme est déjà terminé.		Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of the programme Women Elections Watch	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2015	Good	Mettre l’accent dans le monitoring, pris en charge par ONU Femmes, sur la mise en commun de l’inform...		Le MCO veillera à promouvoir davantage les échanges et rencontres entre les ONGs partenaires d’un même programme.		Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of the programme Women Elections Watch	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2015	Good	Instituer des mécanismes réels de coopération entre les différentes OSC et obliger la documentation ...		Cette recommandation n'est plus pertinence puisque le projet est achevé. Toutefois, il est important de noter que les organisations partenaires de la société civile sont d’ores et déjà organisées en comités, collectifs…etc sur différentes thématiques et ont des pratiques d’échanges régulières.		Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of the programme Women Elections Watch	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2015	Good	La promotion des droits humains des femmes est l’affaire de tout le monde, en effet, il s’avère indi...		Le programme régional Women for "Women, Men for Women" répond à cette recommandation très pertinente en consacrant un output à la production de données et connaissances par des centres de recherches et des ONG spécialisés dans la documentation et la vulgarisation des connaissances sur l'égalité hommes femmes, les droits des femmes en Islam..etc. Par ailleurs, des comités scientifiques composés entres autres d'intellectuel(le)s, de sociologues, et universitaires seront également mis en place dans les 4 pays ciblés par ce programme, pour exploiter de manière optimale les résultats des enquêtes de perception qui seront réalisées.		Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of the programme Women Elections Watch	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2015	Good	L’ONU Femmes devrait aller au-delà de la logique-projet dans son appui aux OSC.		Dans le cadre du programme régional "Women for Women, Men for Women", ONU Femmes appuiera les OSC (notamment les associations émergentes) de manière plus stratégique. En effet, il est prévu de renforcer les capacités organisationnelles et de plaidoyer de ces OSC à travers un série de formations dans divers domaines, et les d'accompagner dans le cadre d'un programme de mentoring afin qu'elles développent et mettent en oeuvre des initiatives innovantes en faveur de l'égalité de genre, avec un fort ancrage dans les communautés.		Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of the Project : Improve the access to judicial services for women and children victims of human trafficking	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2015	Good	Reconduire le projet pour une deuxième phase afin de répondre aux demandes des bénéficiaires d’appro...		Une seconde phase du projet a été élaborée durant la période de validation de l'évaluation, en se basant sur les connaissances développées par le projet, ainsi que celles collectées par les évaluateurs.		Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of the Project : Improve the access to judicial services for women and children victims of human trafficking	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2015	Good	Etendre la couverture géographique du projet afin de couvrir tout le territoire national et afin d'...		Cette recommandation a été intégrée dans la 2ème phase du projet, à travers des produits/activités incluant les différents types d'acteurs publics et de la société civile, ainsi que les médias.		Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of the Project : Improve the access to judicial services for women and children victims of human trafficking	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2015	Good	Tirer les leçons de la première phase du projet et capitaliser sur cette expérience pour mettre en p...		Cette recommandation a été intégrée dans la 2ème phase du projet, qui prend en compte de possible délai dans l'adoption de la loi sur la traite. Par ailleurs, la durée du nouveau projet a été étendue à 30 mois.		Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of the Project : Improve the access to judicial services for women and children victims of human trafficking	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2015	Good	Initier des cycles de formation de formateurs qui prendront le relais dans la formation des cadres ...		Il s'agit d'un des produits attendus de la phase 2.		Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of the Project : Improve the access to judicial services for women and children victims of human trafficking	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2015	Good	Elaborer, en partenariat avec le MJL, un plan de formation sur la traite (expressions des besoins, c...		Il s'agit d'un des produits attendus de la phase 2.		Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of the Project : Improve the access to judicial services for women and children victims of human trafficking	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2015	Good	Intégrer des séances d'information et de formation en matière de genre dans le programme de formatio...		Il s'agit d'un des produits attendus de la phase 2.		Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of the Project : Improve the access to judicial services for women and children victims of human trafficking	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2015	Good	Sensibiliser le public sur l’ampleur du phénomène de la traite au Maroc et sur la gravité des faits ...		Il s'agit d'un des produits attendus de la phase 2.		Not applicable	Not applicable	Not applicable	Not applicable
Mid-Term Evaluation of Joint Programme on Prevention of Gender-Based Violence Against Adolescent Girls and Young Women	Programme Evaluation	East and Southern Africa	Zimbabwe	2016	Good	Considering that GBV is mainly in the “home”, that is, perpetrated by close relations, fear of the l...		Agree		Ending violence against women (SPs before 2018)	Partnership	Not applicable	Sustainability
Mid-Term Evaluation of Joint Programme on Prevention of Gender-Based Violence Against Adolescent Girls and Young Women	Programme Evaluation	East and Southern Africa	Zimbabwe	2016	Good	Challenge of overlapping responsibilities of MWAGCD and MoPSLSW vis a vis the role they play for pro...		Partially agree. We agree that MWAGCD and MoPSLSW need to agree on their respective roles and responsibilities and if needed work towards amendment of legislation for further clarification of these. However these are beyond UNICEF and UNWomen’s area of influence.		Ending violence against women (SPs before 2018)	Partnership	Capacity development	Sustainability
Mid-Term Evaluation of Joint Programme on Prevention of Gender-Based Violence Against Adolescent Girls and Young Women	Programme Evaluation	East and Southern Africa	Zimbabwe	2016	Good	Considering a large number of adolescents are found in school system, the GBV programme should addre...		Agree		Ending violence against women (SPs before 2018)	Partnership	Knowledge management	Sustainability
Mid-Term Evaluation of Joint Programme on Prevention of Gender-Based Violence Against Adolescent Girls and Young Women	Programme Evaluation	East and Southern Africa	Zimbabwe	2016	Good	There should be a continued investment in strengthening of government capacity to address GBV using ...	An existing opportunity includes the Health Development Fund which can take up roll out of the Clinical Guidelines for the Management of Sexual Abuse. UN Women working with the MWAGCD needs to continue strengthening the three pilot anti-GBV committees. To do this, UN Women needs to support financing of activities and reviews of progress on GBV. A study that provides an in-depth analysis of the effectiveness and lessons learned from the Anti-GBV Committees needs to be conducted. The results would showcase the usefulness of the structures to leverage support from other stakeholders involved in gender programming at the district level. (Responsibility: UNICEF and UN Women)	Agree		Ending violence against women (SPs before 2018)	Not applicable	Capacity development	Effectiveness, Efficiency
Mid-Term Evaluation of Joint Programme on Prevention of Gender-Based Violence Against Adolescent Girls and Young Women	Programme Evaluation	East and Southern Africa	Zimbabwe	2016	Good	The lack of an inception phase undermined planning and verification of the programme design. An ince...		Agree		Ending violence against women (SPs before 2018)	Culture of results/RBM, Not applicable	Capacity development, Advocacy	Effectiveness, Efficiency, Impact
Mid-Term Evaluation of Joint Programme on Prevention of Gender-Based Violence Against Adolescent Girls and Young Women	Programme Evaluation	East and Southern Africa	Zimbabwe	2016	Good	The programme had no baseline for indicators related to knowledge, attitudes and behaviour change. B...		Agree		Ending violence against women (SPs before 2018)	Operational activities	Capacity development	Effectiveness, Sustainability
Mid-Term Evaluation of Joint Programme on Prevention of Gender-Based Violence Against Adolescent Girls and Young Women	Programme Evaluation	East and Southern Africa	Zimbabwe	2016	Good	Consider having a full time joint programme coordinator from the inception to enhance coordination o...		Agree		Ending violence against women (SPs before 2018)	UN Coordination, Culture of results/RBM	Knowledge management	Effectiveness, Sustainability
Mid-Term Evaluation of Joint Programme on Prevention of Gender-Based Violence Against Adolescent Girls and Young Women	Programme Evaluation	East and Southern Africa	Zimbabwe	2016	Good	While each individual UN agency monitored its components, this is insufficient in the context of joi...		Agree		Ending violence against women (SPs before 2018)	UN Coordination, Operational activities	Knowledge management	Efficiency, Sustainability, Impact
Mid-Term Evaluation of Joint Programme on Prevention of Gender-Based Violence Against Adolescent Girls and Young Women	Programme Evaluation	East and Southern Africa	Zimbabwe	2016	Good	The strong fiduciary risk management of the UN Women systems obligates UN Women to disburse funds on...		Agree		Ending violence against women (SPs before 2018)	Operational activities	Capacity development	Not applicable
Mid-Term Evaluation of Joint Programme on Prevention of Gender-Based Violence Against Adolescent Girls and Young Women	Programme Evaluation	East and Southern Africa	Zimbabwe	2016	Good	The programme has not had strong documentation of results. The evaluation observed significant resul...		Agree		Ending violence against women (SPs before 2018)	Culture of results/RBM	Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Impact
Country Portfolio Evaluation	Country-level Evaluation	East and Southern Africa	South Sudan	2018	Very Good	In the next SN period, UNW should prioritise achieving the best fit between its scarce resources and...		The Country office acknowledged and agreed on the recommendation. The recommendation is incorporated in the SN 2019 - 2021 which was designed to support the strengthening of normative environment and women' voices and agency, in the achievement of all the key national and UN indicators focusing on peace and security, ending violence against women/SGBV through humanitarian action.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Operational activities, Organizational efficiency	Not applicable	Effectiveness, Efficiency
Country Portfolio Evaluation	Country-level Evaluation	East and Southern Africa	South Sudan	2018	Very Good	For greater effectiveness and efficiency, UNW South Sudan should closely review how best it might ta...		The Country office acknowledged and accepted the recommendation. The SN 2019 -2021 has SMART indicators and all baseline data will be collected to follow and track outputs and outcomes. Importance of gender disaggregated data and data for GEWE will be promoted among both partners and UN agencies.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Operational activities, Culture of results/RBM, Organizational efficiency	Alignment with strategy, Evidence, Data and statistics	Effectiveness, Efficiency, Relevance
Country Portfolio Evaluation	Country-level Evaluation	East and Southern Africa	South Sudan	2018	Very Good	The next SN should prioritise work across its triple mandate and its Development Results on transfor...		The Country office acknowledged and accepted the recommendation. The country office will prioritise its work to support GE and HR in the SN 2019 - 2021.	Accepted	Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Operational activities, Engaging men and boys	Advocacy	Gender equality
Country Portfolio Evaluation	Country-level Evaluation	East and Southern Africa	South Sudan	2018	Very Good	UNW should develop an explicit Theory of Change for the SN 2019 - 2021, for effective RBM and knowle...		The recommendation was acknowledged and accepted. An explicit Theory of Change for the SN 2019-2021 was developed and will be utilized during the SN period.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Operational activities, Culture of results/RBM, Organizational efficiency	Knowledge management, Evidence, Data and statistics	Effectiveness, Efficiency, Relevance, Human Rights, Gender equality
Country Portfolio Evaluation	Country-level Evaluation	East and Southern Africa	South Sudan	2018	Very Good	In order partly to address the growing resource constraints in international development, UNW should...		The country office acknowledged and accepted the recommendation. Although venturing into non-traditional forms of resource mobilization will be a challenge because the private sector is not yet advanced in South Sudan due to the Insecurity, the office will be continuously looking for new opportunities and strategies to mobilize more resource.	Accepted	Not applicable	Partnership	Resource mobilization	Not applicable
Country Portfolio Evaluation	Country-level Evaluation	East and Southern Africa	South Sudan	2018	Very Good	UNW should lead the development of a systematic mechanism of screening all future stand-alone and jo...		The recommendation is acknowledged and accepted. The country office will work with the UNCT to ensure stand-alone and joint programmes for alignment to GEWE programming principles.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Operational activities	Promoting inclusiveness/Leaving no one behind	Gender equality
Country Portfolio Evaluation	Country-level Evaluation	East and Southern Africa	South Sudan	2018	Very Good	UNW should use the lessons learned from implementing GEWE focused humanitarian projects and facilita...		The recommendation is acknowledged and accepted. The country office will strengthen its knowledge management and conduct more study.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Operational activities	Knowledge management	Gender equality
Country Portfolio Evaluation	Country-level Evaluation	East and Southern Africa	South Sudan	2018	Very Good	UNW needs to work with IPs to reduce partner dependency		The recommendation Is acknowledged and partially accepted. The country office will continue to support strengthening partners' capacity in the SN 2019-2021. The country office will ensure the partners to consider their sustainability strategy.	Partially Accepted	Not applicable	Partnership	Not applicable	Not applicable
Country Portfolio Evaluation	Country-level Evaluation	East and Southern Africa	South Sudan	2018	Very Good	UNW needs to consider how it can support interventions that last longer than 6 or 12 months		The recommendation is acknowledged and partially accepted. This is beyond UN Women and the country office' control because it also relates to the donor funding arrangements which most of the donors fund UN Women year by year not multi year. UN Women also has a guideline for the partners selection which developed by the HQ and the country office complies with the guideline.	Partially Accepted	Not applicable	Partnership	Not applicable	Not applicable
Mid-Term Evaluation of UNW South Sudan Strategic Note 2014 - 2016	Strategy/Policy Evaluation	East and Southern Africa	South Sudan	2016	Very Good	Resources Mobilization Strategy The UN Women must continue to explore innovative financing opportun...		The recommendation is noted. The Gender Donor Group approach will continue to be pursued even though the donors are interested in supporting more humanitarian (lifesaving) interventions than recovery and development interventions		Not applicable	Not applicable	Capacity development	Efficiency
Mid-Term Evaluation of UNW South Sudan Strategic Note 2014 - 2016	Strategy/Policy Evaluation	East and Southern Africa	South Sudan	2016	Very Good	UN Women and South Sudanese GE networks should use the lessons learnt to advocate for more substanti...		UN Women continues to lead and Coordinate the work of the Cluster Gender Focal Points. Also, UN Women, in collaboration with UNFPA and other UN agencies have elaborated a joint programme aimed at comprehensively address Gender Based Violence in South Sudan. Series of trainings are planned for UN agencies and implementing partners including government.		Global norms and standards (SPs before 2018)	UN Coordination, Partnership	Capacity development, Advocacy, Knowledge management	Effectiveness, Sustainability, Gender equality
Mid-Term Evaluation of UNW South Sudan Strategic Note 2014 - 2016	Strategy/Policy Evaluation	East and Southern Africa	South Sudan	2016	Very Good	Complement the UN Women results and indicator framework with more up-to-date data collection, analys...		This recommendation is noted and the CO views data collection as key to programme design, monitoring and reporting. However, robust data collection activities are constrained by insecurity. Consequently, the CO relies on data from service delivery. Rapid needs assessments will be conducted to identify new areas of programmatic expansion. Thematic studies will also be used to inform programme implementation and strategy		Global norms and standards (SPs before 2018)	Culture of results/RBM	Knowledge management	Efficiency
Mid-Term Evaluation of UNW South Sudan Strategic Note 2014 - 2016	Strategy/Policy Evaluation	East and Southern Africa	South Sudan	2016	Very Good	UN Women refocus on implementing a coherent M & E system for the NTLI and other flagship programmes,...		The recommendation is noted. UN Women South Sudan CO holds informal review meetings with implementing partners periodically and will institute quarterly meetings beginning 2017. The recommendation will inform the 2017 AWP		Global norms and standards (SPs before 2018)	Culture of results/RBM	Knowledge management	Effectiveness, Efficiency
Mid-Term Evaluation of UNW South Sudan Strategic Note 2014 - 2016	Strategy/Policy Evaluation	East and Southern Africa	South Sudan	2016	Very Good	UN Women continue to give effective TA support to GoSS in domestication and operationalization of CE...		The recommendation is noted and its implementation factored into the AWP 2017		Ending violence against women (SPs before 2018)	Normative Support	Capacity development, Not applicable	Effectiveness, Sustainability
Mid-Term Evaluation of UNW South Sudan Strategic Note 2014 - 2016	Strategy/Policy Evaluation	East and Southern Africa	South Sudan	2016	Very Good	UN Women identify the binding constraints to the implementation of UNSCR 1325, facilitate addressing...		This has been factored into the AWP 2017. The CO has also concluded arrangements for a Junior Professional Officer to support our work in Women, Peace, Security and Humanitarian Action		Peace and security (SPs before 2018)	Partnership, Normative Support	Capacity development, Knowledge management	Effectiveness, Human Rights, Gender equality
Mid-Term Evaluation of UNW South Sudan Strategic Note 2014 - 2016	Strategy/Policy Evaluation	East and Southern Africa	South Sudan	2016	Very Good	UN Women refocus on implementing a coherent M & E system for the NTLI and other flagship programmes,...		The recommendation is noted and will inform the implementation strategy for the 2017 AWP		Leadership and political participation (SPs before 2018), Global norms and standards (SPs before 2018)	Partnership, Culture of results/RBM	Capacity development, Not applicable	Effectiveness, Efficiency
Mid-Term Evaluation of UNW South Sudan Strategic Note 2014 - 2016	Strategy/Policy Evaluation	East and Southern Africa	South Sudan	2016	Very Good	UN Women and cooperating partners reposition themselves to support advocacy platforms in more substa...		A lot has been done in this area and some noteworthy results are: i) An engendered Agreement for the Resolution of Conflict in South Sudan, ii) The 1325 Action Plan which was adapted by the Government. iii) The CO continues to support the Women Parliamentary Caucus The CO will continue to advocate for GEWE and use innovative means to achieve same.		Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Partnership, Normative Support	Capacity development, Not applicable	Effectiveness, Human Rights, Gender equality
Mid-Term Evaluation of UNW South Sudan Strategic Note 2014 - 2016	Strategy/Policy Evaluation	East and Southern Africa	South Sudan	2016	Very Good	Scaling up opportunities for women economic empowerment, learning from initiatives by UN Women and d...		This is noted and represents one of the core programmatic areas currently and in 2017. Also, A firm has been selected to develop and roll out a model for Women Enterprise Fund in South Sudan.		Women economic empowerment (SPs before 2018)	Partnership, Culture of results/RBM	Capacity development, Not applicable	Effectiveness, Human Rights, Gender equality
Mid-Term Evaluation of UNW South Sudan Strategic Note 2014 - 2016	Strategy/Policy Evaluation	East and Southern Africa	South Sudan	2016	Very Good	UN Women continue to explore innovation facilitation and networking opportunities, more innovative a...		This has been factored into the planning and implementation of the AWP 2017		Women economic empowerment (SPs before 2018)	Partnership, Culture of results/RBM	Advocacy	Effectiveness, Impact, Human Rights, Gender equality
Mid-Term Evaluation of UNW South Sudan Strategic Note 2014 - 2016	Strategy/Policy Evaluation	East and Southern Africa	South Sudan	2016	Very Good	UN Women collaborate with UNDP in implementing evidence based monitoring to assess the extent to whi...		The recommendation is noted and will be implemented during the evaluation of SN 2014 - 2017 in early 2018		Peace and security (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership	Capacity development, Advocacy	Effectiveness, Human Rights, Gender equality
Mid-Term Evaluation of UNW South Sudan Strategic Note 2014 - 2016	Strategy/Policy Evaluation	East and Southern Africa	South Sudan	2016	Very Good	UN Women is encouraged to continue to employ a multi-pronged strategy, involving a combination of su...		The recommendation is noted and will inform the 2017 AWP		Global norms and standards (SPs before 2018)	Partnership, Culture of results/RBM	Promoting inclusiveness/Leaving no one behind	Effectiveness
Mid-Term Evaluation of UNW South Sudan Strategic Note 2014 - 2016	Strategy/Policy Evaluation	East and Southern Africa	South Sudan	2016	Very Good	UN Women continue to support the GEWE advocacy fora, more strongly and consistently monitor and repo...		The recommendation is noted and will inform the 2017 AWP		Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018)	Partnership, Normative Support	Capacity development	Gender equality
Mid-Term Evaluation of UNW South Sudan Strategic Note 2014 - 2016	Strategy/Policy Evaluation	East and Southern Africa	South Sudan	2016	Very Good	UN Women identify gaps in the existing support mechanisms to GE networks and facilitate the filling ...		The recommendation is noted and UN Women will continue to work in a collaborative manner to achieve same. This will form a part of 2017 AWP		Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership	Not applicable, Capacity development	Effectiveness, Gender equality
Mid-Term Evaluation of UNW South Sudan Strategic Note 2014 - 2016	Strategy/Policy Evaluation	East and Southern Africa	South Sudan	2016	Very Good	UN Women continue to position itself, in a proactive manner, to giving continued and sustained subst...		The CO notes the recommendation		Peace and security (SPs before 2018)	Culture of results/RBM	Capacity development	Efficiency
Women's Empowerment Projects in partnership with Coca-Cola	Cluster Evaluation	East and Southern Africa	Multi Country Office for Southern Africa (South Africa)	2014	Satisfactory	With the support of the project management and monitoring system above, documentation on project ach...		The recommendation is partly acceptable		Governance and planning (SPs before 2018)	Partnership, Operational activities, Not applicable	Capacity development, Knowledge management	Effectiveness, Relevance
Women's Empowerment Projects in partnership with Coca-Cola	Cluster Evaluation	East and Southern Africa	Multi Country Office for Southern Africa (South Africa)	2014	Satisfactory	The project management and monitoring system needs to allow for timely gathering of information from...		The recommendation is acceptable		Governance and planning (SPs before 2018)	Culture of results/RBM, Not applicable	Capacity development, Knowledge management	Effectiveness, Efficiency, Sustainability
Women's Empowerment Projects in partnership with Coca-Cola	Cluster Evaluation	East and Southern Africa	Multi Country Office for Southern Africa (South Africa)	2014	Satisfactory	Hand in Hand should streamline the mapping of existing stakeholders at local levels while clearly hi...		The recommendation is acceptable.		Governance and planning (SPs before 2018)	Partnership	Not applicable, Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Efficiency, Sustainability
Women's Empowerment Projects in partnership with Coca-Cola	Cluster Evaluation	East and Southern Africa	Multi Country Office for Southern Africa (South Africa)	2014	Satisfactory	Active participation of all relevant stakeholders in all project phases should be promoted. Each par...		The recommendation is not fully acceptable		Women economic empowerment (SPs before 2018)	Partnership	Capacity development	Effectiveness, Efficiency, Sustainability
Women's Empowerment Projects in partnership with Coca-Cola	Cluster Evaluation	East and Southern Africa	Multi Country Office for Southern Africa (South Africa)	2014	Satisfactory	The MIS tool itself should be revised by UN omen with the support of the other two partners to prior...		The recommendation is fully acceptable		Governance and planning (SPs before 2018)	Operational activities, Not applicable	Capacity development, Knowledge management	Effectiveness, Efficiency, Sustainability
Women's Empowerment Projects in partnership with Coca-Cola	Cluster Evaluation	East and Southern Africa	Multi Country Office for Southern Africa (South Africa)	2014	Satisfactory	Participation of beneficiaries in the elaboration of new training material contents should be promot...		The recommendation is partly acceptable		Leadership and political participation (SPs before 2018)	Not applicable	Not applicable, Capacity development, Knowledge management	Effectiveness, Efficiency, Sustainability
Women's Empowerment Projects in partnership with Coca-Cola	Cluster Evaluation	East and Southern Africa	Multi Country Office for Southern Africa (South Africa)	2014	Satisfactory	At field level, communication on the mandate and less tangible role of UN Women needs to be strength...		The recommendation is acceptable.		Global norms and standards (SPs before 2018)	UN Coordination, Normative Support	Not applicable, Advocacy	Impact
Women's Empowerment Projects in partnership with Coca-Cola	Cluster Evaluation	East and Southern Africa	Multi Country Office for Southern Africa (South Africa)	2014	Satisfactory	Promotion of knowledge sharing in the new areas, including exchange of knowledge from current and fo...		The recommendation is partly acceptable		Global norms and standards (SPs before 2018)	UN Coordination, Normative Support	Knowledge management	Impact
Women's Empowerment Projects in partnership with Coca-Cola	Cluster Evaluation	East and Southern Africa	Multi Country Office for Southern Africa (South Africa)	2014	Satisfactory	In order to avoid potential misuse of information during the project implementation phase and beyond...		The recommendation is acceptable		Governance and planning (SPs before 2018)	Partnership, Not applicable	Promoting inclusiveness/Leaving no one behind, Knowledge management
Women's Empowerment Projects in partnership with Coca-Cola	Cluster Evaluation	East and Southern Africa	Multi Country Office for Southern Africa (South Africa)	2014	Satisfactory	10. All three partner organizations at national and international levels should explore whether and ...		The recommendation is acceptable.		Women economic empowerment (SPs before 2018)	Partnership, Not applicable	Knowledge management	Human Rights
Pro Poor, GE and WE programme Final Evaluation,	Programme Evaluation	East and Southern Africa	Multi Country Office for Southern Africa (South Africa)	2014	Satisfactory	MGECW advocates for the incorporation of in-service gender budgeting at NIPAM. To compliment this ef...		Acceptable as a long term goal		Governance and planning (SPs before 2018)	Partnership	Capacity development	Human Rights, Gender equality
Pro Poor, GE and WE programme Final Evaluation,	Programme Evaluation	East and Southern Africa	Multi Country Office for Southern Africa (South Africa)	2014	Satisfactory	There is need to support MGECW in developing sector specific case studies and adapting the training ...		Acceptable		Governance and planning (SPs before 2018)	Partnership	Capacity development, Internal coordination and communication	Human Rights, Gender equality
Pro Poor, GE and WE programme Final Evaluation,	Programme Evaluation	East and Southern Africa	Multi Country Office for Southern Africa (South Africa)	2014	Satisfactory	The Masters course will go some way in building supply of gender experts in Namibia. To support this...		Acceptable as medium term to long term		Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	UN Coordination	Capacity development	Gender equality
Pro Poor, GE and WE programme Final Evaluation,	Programme Evaluation	East and Southern Africa	Multi Country Office for Southern Africa (South Africa)	2014	Satisfactory	Economic empowerment of women still lags behind in Namibia. Although the project attempted to addres...		Acceptable		Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018)	UN Coordination, Culture of results/RBM	Not applicable, Promoting inclusiveness/Leaving no one behind, Advocacy	Gender equality
Pro Poor, GE and WE programme Final Evaluation,	Programme Evaluation	East and Southern Africa	Multi Country Office for Southern Africa (South Africa)	2014	Satisfactory	For gender mainstreaming to be implemented by OMAs there is a need for additional technical support ...		Acceptable		Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018)	UN Coordination, Culture of results/RBM	Capacity development	Gender equality
Pro Poor, GE and WE programme Final Evaluation,	Programme Evaluation	East and Southern Africa	Multi Country Office for Southern Africa (South Africa)	2014	Satisfactory	While women’s participation in parliament is set increase with the adoption of the zebra system, the...		Acceptable		Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018)	UN Coordination, Partnership, Culture of results/RBM	Not applicable, Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Gender equality
Final Evaluation "National Scale Up of the IOSC Model in Rwanda"	Programme Evaluation	East and Southern Africa	Rwanda	2016	Satisfactory	The IOSC model is showing that it has the potential to be a major element in the fight against GBV a...		This recommendation is acceptable. RNP with the support of the WB has already increased the number of IOSCs to 44. UN Women cannot take responsibility for increasing the number of IOSCs but can promote it as an effective model and support advocacy for more IOSCs.		Ending violence against women (SPs before 2018)	Not applicable	Not applicable	Sustainability
Final Evaluation "National Scale Up of the IOSC Model in Rwanda"	Programme Evaluation	East and Southern Africa	Rwanda	2016	Satisfactory	For the IOSCs to be more effective in the prevention of GBV and CA it is important that more cases a...		This recommendation is acceptable.		Ending violence against women (SPs before 2018)	Not applicable	Capacity development	Effectiveness
Final Evaluation "National Scale Up of the IOSC Model in Rwanda"	Programme Evaluation	East and Southern Africa	Rwanda	2016	Satisfactory	It is recommended that the coordinating function of the IOSCs is fully fledged through recruitment o...		The recommendation is accepted but to ensure sustainability, the coordination roles should be vested within the permanent staff of MINSANTE.		Ending violence against women (SPs before 2018)	Not applicable	Advocacy	Sustainability
Final Evaluation "National Scale Up of the IOSC Model in Rwanda"	Programme Evaluation	East and Southern Africa	Rwanda	2016	Satisfactory	More inputs are needed to increase awareness and prevention which would balance the response part th...		The recommendation is accepted.		Ending violence against women (SPs before 2018)	Not applicable	Not applicable	Effectiveness
Final Evaluation "National Scale Up of the IOSC Model in Rwanda"	Programme Evaluation	East and Southern Africa	Rwanda	2016	Satisfactory	Based on the job descriptions, work plans for IOSC staff are recommended, which specifies the amount...		UN Women recognizes the need to define specific workplans and responsibilities including community work for IOSC staff. However, the inclusion of working hours at sector or household level therein is currently not feasible because only one GBV officer is placed in each IOSC. The recruitment of additional personnel by the Government is thus required to address this recommendation.		Ending violence against women (SPs before 2018)	Not applicable	Not applicable	Sustainability
Final Evaluation "National Scale Up of the IOSC Model in Rwanda"	Programme Evaluation	East and Southern Africa	Rwanda	2016	Satisfactory	Joint approach needs to be strengthened at local level through joint planning among concerned stakeh...		The recommendation is accepted.		Ending violence against women (SPs before 2018)	Partnership	Not applicable	Sustainability
Final Evaluation "National Scale Up of the IOSC Model in Rwanda"	Programme Evaluation	East and Southern Africa	Rwanda	2016	Satisfactory	Collaboration between MAJ and IOSCs should be clarified and uniform to more effectively tackle the i...		The recommendation is accepted		Ending violence against women (SPs before 2018)	Not applicable	Not applicable	Sustainability
Final Evaluation "National Scale Up of the IOSC Model in Rwanda"	Programme Evaluation	East and Southern Africa	Rwanda	2016	Satisfactory	It is recommended to avoid temporary salary top-ups to motivate staff. This only works temporarily a...		The recommendation is accepted but may not be achievable.		Ending violence against women (SPs before 2018)	Not applicable	Not applicable	Sustainability
Final Evaluation of the Joint Programme "Advancing and Sustaining Gender Equality Gains in Rwanda"	Programme Evaluation	East and Southern Africa	Rwanda	2018	Very Good	Recommendation 1.1 National Gender Machinery (NGM) institutions to develop modalities of maintaining...		UN Women Rwanda and programme Implementing Partners accept the recommendation. The comprehensive implementation thereof requires securing sufficient resources for the new Joint Programme on Gender Equality and Women's Empowerment. The status of the proposed activities will therefore also be updated in function of the progress made on Resource Mobilization.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Partnership	National ownership	Sustainability, Gender equality
Final Evaluation of the Joint Programme "Advancing and Sustaining Gender Equality Gains in Rwanda"	Programme Evaluation	East and Southern Africa	Rwanda	2018	Very Good	Recommendation 1.2 Target capacity building of civil society organizations, private sector and insti...		The management responses under this recommendation can only be consistently applied if the new Gender Joint Programme is sufficiently funded. However, effective resource mobilization efforts are underway within the One UN through the Resident Coordinator Office managed Sustainable Development Fund (SDF) and the National Implementing Partners.	Accepted	Not applicable	Partnership	Capacity development	Effectiveness
Final Evaluation of the Joint Programme "Advancing and Sustaining Gender Equality Gains in Rwanda"	Programme Evaluation	East and Southern Africa	Rwanda	2018	Very Good	Recommendation 2.1 Develop practical and innovative strategies to increase public awareness of gende...		The UN Women Rwanda Office and Implementing Partners fully accept the recommendation and the implementation of the management responses has already been initiated through a Knowledge Management plan and the gender equality national accountability framework, including but not limited to Open Days and gender equality and women's empowerment accountability day/week.	Accepted	Not applicable	Youth engagement, Engaging men and boys	Advocacy	Effectiveness
Final Evaluation of the Joint Programme "Advancing and Sustaining Gender Equality Gains in Rwanda"	Programme Evaluation	East and Southern Africa	Rwanda	2018	Very Good	Recommendation 2.2. Developing a strategy and work plan to effectively implement various policies, s...		UN Women Rwanda and Implementing Partners fully agree with the recommendation, especially since the Joint Programme that has ended had supported the formulation of gender mainstreaming strategies for some sectors that need to be effectively implemented.	Accepted	Leadership and participation in governance systems (SP 2018-2021)	Urban agenda (safe cities and safe public spaces)	Oversight/governance	Effectiveness
Final Evaluation of the Joint Programme "Advancing and Sustaining Gender Equality Gains in Rwanda"	Programme Evaluation	East and Southern Africa	Rwanda	2018	Very Good	Recommendation 2.3 Identify relevant partners to work with in implementing the policies and strategi...		UN Women Rwanda Country Office is committed to enhancing partnership with CSOs that have greater outreach at grassroot level to drive the social and cultural norms change for gender equality. CSOs are also expected to be instrumental in fostering universal access to justice for victims of GBV. This is an inclusive part of the new Strategic Note (2019-2023) priorities and the country office has undertaken the capacity assessment with some of the potential partners, including local and international NGOs operating in Rwanda as well as CSOs that have a strong footprint on Gender Equality and Women’s Empowerment.	Accepted	Governance and planning (SPs before 2018)	Partnership	Oversight/governance	Effectiveness
Final Evaluation of the Joint Programme "Advancing and Sustaining Gender Equality Gains in Rwanda"	Programme Evaluation	East and Southern Africa	Rwanda	2018	Very Good	Recommendation 3.1 Identify strategic interventions under programmes such as "HeforShe” and the Men ...		Addressing root causes of gender inequalities by addressing social and cultural norms that exacerbate gender inequalities is one of the priorities for the UN Women Rwanda Country Office throughout the new SN duration 2019-2023. The office is of the same view that tapping into the Rwanda’s momentum on HeForShe would add value to such interventions.	Accepted	Not applicable	Engaging men and boys	Advocacy	Effectiveness
Final Evaluation of the Joint Programme "Advancing and Sustaining Gender Equality Gains in Rwanda"	Programme Evaluation	East and Southern Africa	Rwanda	2018	Very Good	Recommendation 3.2 Intensify advocacy, education, and communication by working with media houses, cu...		UN Women agrees with this recommendation and intends to engage “Intego izirikana” which is a government formed proxy of traditional leaders in order to address cultural practices favouring patriarchal societies and harmful practices /gender based violence. Similarly, the media through the Rwanda media commission are expected to play a fundamental role to propagate gender equality messages. The Step It Up media campaign will be launched and leveraged in this regard.	Accepted	Not applicable	Not applicable	Advocacy	Effectiveness
Final Evaluation of the Joint Programme "Advancing and Sustaining Gender Equality Gains in Rwanda"	Programme Evaluation	East and Southern Africa	Rwanda	2018	Very Good	Recommendation 3.3 Document and disseminate good examples of gender mainstreaming at district and co...		The UN Women Rwanda Country Office accepts the recommendation and the implementation of the office's communication and advocacy strategy will be a corner stone towards achievement of the recommendation.	Accepted	Not applicable	Not applicable	Knowledge management	Effectiveness
Final Evaluation of the Joint Programme "Advancing and Sustaining Gender Equality Gains in Rwanda"	Programme Evaluation	East and Southern Africa	Rwanda	2018	Very Good	Recommendation 4.1 Building on the lessons learned from the Joint Programme, a new Joint Programme o...		The recommendation is accepted and the formulation of the new Strategic Note 2019-2023 and the new Gender Joint Programme has involved extensive consultations and strategic prioritization within and outside the UN, Government and non-government partners.	Accepted	Not applicable	UN Coordination	Not applicable	Sustainability
Final Evaluation of the Joint Programme "Advancing and Sustaining Gender Equality Gains in Rwanda"	Programme Evaluation	East and Southern Africa	Rwanda	2018	Very Good	Recommendation 5.1 Based on lesson learned from economic empowerment (start-up and giving out cows),...		Economic Empowerment constitutes a priority area within the new UN Women Rwanda Country Office Strategic Note 2019-2023. Additionally, the Rural Women Economic Empowerment Joint Programme (JP-RWEE) jointly implemented with Rome based agencies is expected to complement the gains that the Advancing and Sustaining Gender Equality Gains Joint Programme has achieved. The country office is also planning to strengthen community based Voluntary Savings and Loans Schemes (VSLs) in partnership with experienced Implementing Partners.	Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Not applicable	Relevance
Final Evaluation of the Joint Programme "Advancing and Sustaining Gender Equality Gains in Rwanda"	Programme Evaluation	East and Southern Africa	Rwanda	2018	Very Good	Recommendation 5.2 Focus more resources and action towards vulnerable teenage mothers and working wi...		Within the framework of the Joint Programme “Advancing and Sustaining Gender Equality Gains in Rwanda”, UN Women had provided seed funding a national umbrella Civil Society Organization to socially and economically support teen mothers. The seed funding revealed to be impactful and corresponding interventions are expected to be scaled up throughout the duration of the new strategic note and the new Gender Joint Programme.	Accepted	Ending violence against women (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind	Relevance
Final Evaluation of the Joint Programme "Advancing and Sustaining Gender Equality Gains in Rwanda"	Programme Evaluation	East and Southern Africa	Rwanda	2018	Very Good	Recommendation 5.3 Forge stronger ties with entities such as the Business Development Fund (BDF), Pr...		Implementation of the recommendation is initiated, building on and leveraging existing partnership with the Business Development Fund (BDF) and the National Women Council (NWC).	Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Not applicable	Effectiveness
Final Evaluation of the Joint Programme "Advancing and Sustaining Gender Equality Gains in Rwanda"	Programme Evaluation	East and Southern Africa	Rwanda	2018	Very Good	Recommendation 6.1 Support to the catalytic initiatives with CSOs and the Private Sector (such as me...		The recommendation is accepted, with its implementation being contingent upon the availability of resources.	Accepted	Women economic empowerment (SPs before 2018)	Not applicable	Not applicable	Effectiveness
Final Evaluation of the Joint Programme "Advancing and Sustaining Gender Equality Gains in Rwanda"	Programme Evaluation	East and Southern Africa	Rwanda	2018	Very Good	Recommendation 6.2 National Gender Machinery and identified CSO and INGOs to work in partnership in ...		The recommendation, while accepted, has been found to overlap with previous ones (notably 3.2, 5.2 and 6.1). Similarly, the proposed actions are similar to the ones proposed under the mentioned recommendations.	Accepted	Ending violence against women (SPs before 2018)	Partnership	Not applicable	Relevance
Final Evaluation of the Joint Programme "Advancing and Sustaining Gender Equality Gains in Rwanda"	Programme Evaluation	East and Southern Africa	Rwanda	2018	Very Good	Recommendation 7.1 Develop and agree on national, district and sectors Joint Programme M&E framework...		The District Development Strategies (DDSs), the development of which was supported by UN Women for an enhanced integration of gender equality and women’s empowerment aspect therein, as well as the Gender Management Information System (GMIS), can be leveraged by UN Women and partners to monitor the implementation of gender equality commitments at national and district level.	Accepted	Not applicable	Culture of results/RBM	Capacity development	Efficiency
Final Evaluation of the Joint Programme "Advancing and Sustaining Gender Equality Gains in Rwanda"	Programme Evaluation	East and Southern Africa	Rwanda	2018	Very Good	Recommendation 7.2 Facilitating and supporting development of knowledge management strategies at nat...		The UN Women Rwanda Country Office and Programme Implementing Partners accept the recommendation and propose to commission the formulation of Knowledge Management Strategy(ies) for the National Gender Machinery institutions and few decentralized entities/Districts.	Accepted	Not applicable	Not applicable	Knowledge management	Sustainability
Evaluation of CO Programme	Country-level Evaluation	East and Southern Africa	Mozambique	2015	Good	UN Women can best serve its mission by focusing its resources across a narrower set of thematic area...		Partially accepted. The CO is concentrated in three Impact areas and all its efforts on resources mobilization are mainly around women economic empowerment and violence against women and girls		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of CO Programme	Country-level Evaluation	East and Southern Africa	Mozambique	2015	Good	UN Women should resume the work around peace and security		Partially accepted. The CPE assumed that interventions in this area were dropped while they have merely been put on hold or taken up other forms because of the political and military situation in the country. The intervention as initially planned in this area would be not well understood nor accepted by the Government as several activities in this area had to be put on hold by the UN. Recently, the Ministry of Gender, Children and Social Action approached UN Women to develop actions related to the follow up of the 1325 resolution and possibly a NAP so discussions are underway.		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of CO Programme	Country-level Evaluation	East and Southern Africa	Mozambique	2015	Good	UN Women should utilize its comparative advantage to enable a more coherent UN coordination environm...		Rejected. UN Women leads the Gender Joint Team, chairs the UNDAF evaluation and UNDAF design, conducted a Gender Marker, coordinates one Joint Programme, etc. While it may be work in progress and improvements are always needed, in comparison with other DAO countries, this assessment is not a correct reflection of the reality		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of CO Programme	Country-level Evaluation	East and Southern Africa	Mozambique	2015	Good	UN Women is advised to strengthen its human resource base with dedicated M&E staff to improve and be...		Accepted. The Programme Specialist was responding for M&E, but with new programme staff in place (from 1 programme staff in mid-2014) a programme officer has being prepared for this position, with her first training in PMER in ESARO, in September, 2014.		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of CO Programme	Country-level Evaluation	East and Southern Africa	Mozambique	2015	Good	UN Women needs to consolidate its knowledge management strategy in line with becoming a knowledge hu...		Partially accepted. UN Women is aware of it and apart from having a communication and advocacy officer, the CO is negotiating a JPO who will be responsible for the knowledge products/hub in coordination with the communication and advocacy officer. Yet, over the course of 2015, UN WOMEN has contributed and supported design and research and dissemination of knowledge products in different areas (rural women, HIV AIDS, political participation …) which has brought increased demand for expertise from different national and international partners.		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of CO Programme	Country-level Evaluation	East and Southern Africa	Mozambique	2015	Good	UN Women needs to complement its technical assistance and identify innovative strategies for capacit...		Partially accepted. UN Women is aware of it and it is avoiding a year or less than a year partnerships which make it possible to give medium to long term technical assistance to partners. Yet, funding and timing do not always allow		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of CO Programme	Country-level Evaluation	East and Southern Africa	Mozambique	2015	Good	UN Women should approach the choice of partnerships from a sustainability perspective		Accepted. UN Women is aware of it and it is avoiding a year or less than a year projects as with a medium term to long term resources it is possible to establish medium to long term plan and strategies		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of CO Programme	Country-level Evaluation	East and Southern Africa	Mozambique	2015	Good	UN Women needs to diligently address the credibility concerns raised by partners to mitigate any imp...		Partially accepted. The way this issue was raised and highlighted seemed not to be the correct one. UN Women management was not aware of it but the partner had followed up on the incident and had applied corrective actions. Further, during the evaluation, a bias was introduced because the question was raised by the evaluators to all partners except the concerned one which could have provided due explanation.		Not applicable	Not applicable	Not applicable	Not applicable
Kenya Country Strategy Final Evaluation	Strategy/Policy Evaluation	East and Southern Africa	Kenya	2018	Good	Relevance – Portfolio Design and Alignment: Maximize financial and staffing investments by narrowing...		The recommendation is agreeable and has been a subject of discussion during the previous SN 2014 – 2018 implementation phase. KCO has already started working on this recommendation by reducing the number of outcomes in the SN from 22 to 10. Other measures of geographical coverage will also be implemented during the SN implementation.	Accepted	Not applicable	Organizational efficiency	Oversight/governance	Relevance
Kenya Country Strategy Final Evaluation	Strategy/Policy Evaluation	East and Southern Africa	Kenya	2018	Good	Effectiveness – Coordination: To more strategically influence GEWE change at the national level, inc...		As much as the KCO would like to engage line ministries, there is a channel of communication in the government that stipulates the gender machinery to lead in all gender related initiatives. However, KCO will facilitate linkages between the line ministries and integration of gender in other ministries.	Partially Accepted	Global norms and standards (SPs before 2018)	UN Coordination, Normative Support	National ownership	Effectiveness
Kenya Country Strategy Final Evaluation	Strategy/Policy Evaluation	East and Southern Africa	Kenya	2018	Good	Efficiency and Effectiveness: Strengthen organizational efficiency and effectiveness		The KCO, under the new SN, has already initiated measures to strengthen organizational efficiency and effectiveness	Accepted	Not applicable	Organizational efficiency	Oversight/governance	Effectiveness, Efficiency
Kenya Country Strategy Final Evaluation	Strategy/Policy Evaluation	East and Southern Africa	Kenya	2018	Good	Sustainability: Mitigate sustainability risks: a. Mitigate sustainability risks posed by the lack of...		This recommendation has also been a long-standing observation from IP retreats and programme reviews. KCO will try to closely monitor the risk register and ensure that mitigation measures are taken at the earliest possible.	Accepted	Not applicable	Partnership	Oversight/governance	Sustainability
Kenya Country Strategy Mid-Term Evaluation	Country-level Evaluation	East and Southern Africa	Kenya	2017	Good	RECOMMENDATIONS 1: KCO management, planning and M&E experts and programme officers to revise KRA st...		MANAGEMENT RESPONSE This is one the observations made by the KCO during quarterly and annual reviews of the SN/AWP, but the efforts to revise the results frameworks including the outcomes, outputs and indicators were not forthcoming due to challenges with commitments in donor agreements. This recommendation will be fully implemented, now that the strategic note is coming to an end and new one will be formulated in 2018.	Accepted	Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	Culture of results/RBM	Evidence, Data and statistics	Effectiveness
Kenya Country Strategy Mid-Term Evaluation	Country-level Evaluation	East and Southern Africa	Kenya	2017	Good	RECOMMENDATIONS 3: Enhance internal and external RBM capacity for delivering, tracking and reporting...		MANAGEMENT RESPONSE Considering the growing scope of the KCO and the demands from stakeholders for more data and results on GEWE, the management feels that enhancing RBM capacity in the office will not only improve delivering, tracking and reporting on results, but also improve donor relations and increase resource mobilization for the CO. Funding limitations notwithstanding the KCO will ensure enhanced RBM skills and capacity within the Office and extended to Implementing Partners too.	Accepted	Not applicable	Culture of results/RBM	Capacity development, Knowledge management, Evidence, Data and statistics	Effectiveness, Efficiency, Relevance
Kenya Country Strategy Mid-Term Evaluation	Country-level Evaluation	East and Southern Africa	Kenya	2017	Good	RECOMMENDATIONS 5-12: Other Recommendations	RECOMMENDATIONS 5-12: 5. The blind spot in the current SN is the issue of ensuring women‘s access to land ownership or tenure rights, deeds and titles. This could be linked to lobbying for also adopting or customizing related SDG indicators, this being the only global indicator that was not selected and thus skipped, by national stakeholders (including the national statistics agency, CoG and NGEC) responsible for setting the standards for, and managing, national level data collection and general measuring and monitoring of development trends including the promotion of gender principles. 6. Coordinate the development of common GRB standards. As good practice, CoG had supported the standardization of a performance management model for the county level and might therefore be considered as candidate to take the technical lead. The need for UN Women to assume the facilitation of stakeholders (LVCT, NGEC, KEWOPA, CoG) would still be anticipated. UN Women to convene stakeholders to kick off process. 7. Advocate for political parties to nominate female MCAs for upcoming open slots, and to select them from among the pool of members having received training on leadership skills through partner efforts (YIKE, IPSTC etc.). 8. Implement a gender scorecard process via KEWOPA in the national assembly and its related secretariat’s apparatus. KEWOPA staff feel they can do much more than only governance-related work. UN Women to consider backing them to provide subject matter training in all areas of gender work. A related needs assessment in terms of staff capacity and end beneficiary knowledge gaps would need to be carried out during the initial planning stage. This would allow to gauge structural and procedural flaws that need to be addressed, as well as to identify staff training needs. Accordingly, related needs- and evidence-based training programs could be designed. 9. Convene stakeholders in order to bring together CoG, county Governors/gubernatorial machinery staff, MinGender etc. in order to revisit the status, mandate and (potential) function of national government gender staff at county level, to decide whether to use them in an integrated fashion (e.g., to serve as conduits for, and resource persons on, national level laws and policies at county level?) or abolish their posts. 10. Support to the devolution agenda requires immediate coordination of scattered, isolated stakeholder initiatives to develop a). Country level GRB guidelines and databases; and b). systems and processes as well as indicators to register and measure incidences of SGBV. 11. Facilitate and coordinate the development of a database system that allows to collate and share existing information on GBV, and the related standardization of indicators, data sources, data cleaning and quality control procedures across data providers (private and public health centres and clinics, hospitals etc.) . In terms of ad hoc requests of a specific technical nature (legal issues-KEWOPA etc.), generic information, reference materials, FAQ data etc. are to be posted on a shared online platform. 12. The scope of UN Women support to IPSTC is not covering the range of beneficiaries of the capacity for peace and security efforts. Currently, the Institution is addressing needs in war torn areas, especially in Somalia; giving no attention to the needs in streets of Nairobi, Kisumu and Mombasa. IPSTC curricula should include building the capacity for handling violence against women in volatile urban centres (SGBV/”urban war & conflict zones”).	MANAGEMENT RESPONSE These recommendations have been as activity based and will be considered during the drafting of the new SN 2019-2022	Partially Accepted	Not applicable	Not applicable	Not applicable	Not applicable
test123	Cluster Evaluation	Global	Independent Evaluation Service (IES)		Not Rated	test		test	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
test123	Cluster Evaluation	Global	Independent Evaluation Service (IES)		Not Rated	test		test	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Report of the Global Evaluation Advisory Committee on the external assessments of the evaluation function of the United Nations Entity for Gender Equality and the Empowerment of Women	Cluster Evaluation	Global	Independent Evaluation Service (IES)	2017	Not subject for review	The Global Evaluation Advisory Committee recommends that UN Women, the Executive Board, the Executiv...		UN Women fully agrees with this recommendation. Evaluation is seen as a core part of the organization and a means through which gender equality and women’s empowerment can be achieved. UN Women is also taking steps to enhance results based management systems to ensure enhanced planning, reporting and monitoring information is available on programming at UN Women	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Report of the Global Evaluation Advisory Committee on the external assessments of the evaluation function of the United Nations Entity for Gender Equality and the Empowerment of Women	Cluster Evaluation	Global	Independent Evaluation Service (IES)	2017	Not subject for review	The Committee further recommends that UN Women protect the strong performance of IEO and continue to...		UN Women fully agrees with this recommendation. In 2014, the IEO was strengthened to ensure it can fulfill its mandate to a) provide evaluative evidence on the progress made by UN Women; b) provide technical support on gender responsive evaluation in UN Women through decentralized evaluation; c) provide technical support on gender responsive evaluation to the UN system; and d) gender responsive evaluation capacity development at the national and regional level through partnerships. IEO will continue to maintain a priority focus on improving and consolidating the profile and quality of its core business – corporate evaluations that are useful and timely to the achievement of UN Women’s mandate. IEO places great importance on ensuring a balance between learning and accountability. The IEO will continue its practice of active and close consultation with key stakeholders, with priority given to responding to management needs and policy making requirements of UN Women as well as Executive Board oversight responsibilities. The aim of IEO is to ensure relevance and utility of evaluation with the aim of enhancing use of evaluation for learning and decision-making. IEO will also continue to implement innovative gender responsive evaluation methodologies by adopting approaches specific to the context and needs, and share this experience both internally and externally. In 2015, IEO will be launching in collaboration with Human Resources and the Training Centre, a professionalization programme that includes the UN Women Evaluation Handbook, an online e-learning course based on the handbook and a coaching programme to ensure hands-on learning. Completion of this programme will lead to certification as a UN Women Gender Responsive Evaluation Manager, which will incentivize participation. IEO will also continue implementing quality assurance mechanisms including the Global Evaluation Oversight System (GEOS) and Global Evaluation Report Assessment and Analysis System (GERAAS). At the same time, IEO is consolidating “evaluation process standards”, which will ensure field offices are compliant to appropriate processes to ensure quality and credibility of decentralized evaluations, by clarifying roles and responsibilities for UN Women staff and managers involved in evaluation processes while ensuring meaningful participation of stakeholders and impartiality. These initiatives will complement ongoing face-to-face training and other capacity development efforts and are aimed at enhancing the quality of decentralized evaluations leading to more credible evidence for decision-making and learning. IEO will develop new guidance for field offices on how to plan, manage and use Country Portfolio Evaluations, with the aim of enhancing the number and quality of strategic evaluations at field level. IEO and Regional Offices will support and encourage UN Women offices managing decentralized evaluations to identify opportunities for country-based partnerships with the aim of enhancing national capacity on gender-responsive evaluation. IEO will also be enhancing the gender and evaluation roster to facilitate identification of qualified professional evaluation consultants leading to enhanced quality of evaluation.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Report of the Global Evaluation Advisory Committee on the external assessments of the evaluation function of the United Nations Entity for Gender Equality and the Empowerment of Women	Cluster Evaluation	Global	Independent Evaluation Service (IES)	2017	Not subject for review	The Committee recommends that each member of the Senior Management Team signal the importance of eva...		UN Women Senior Management Team places great importance on the use of evaluative evidence to inform both UN Women programming and work to advance gender equality and women’s empowerment within the UN system and beyond. Therefore, it will continue to promote use of evaluation in their Divisions, and to use evaluation to drive advocacy, normative and operational work. Through the implementation of the Regional Evaluation Strategies, Senior Managers at regional and country offices will also enhance the use of decentralized evaluations. IEO will work with UN Women management to facilitate the use of evaluative evidence in programming and strategic policy documents. IEO is dedicated to identifying means for enhancing use of evaluation by better communicating evaluation results and supporting the tracking of management response. To facilitate use of evaluation, IEO will continue to synthesize evaluation findings of UN Women decentralized evaluation reports by producing meta-analysis, and support the Global Accountability and Tracking of Evaluation Use (GATE) system. IEO will also continue its practice of presenting corporate evaluation results via webinar for UN Women staff. In 2015, IEO will start reporting on the use of corporate evaluation results in its annual report to the Executive Board and UN Women.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Report of the Global Evaluation Advisory Committee on the external assessments of the evaluation function of the United Nations Entity for Gender Equality and the Empowerment of Women	Cluster Evaluation	Global	Independent Evaluation Service (IES)	2017	Not subject for review	Concerning the independence of evaluation, the Committee recommends that (a) budget provisions be ap...		UN Women fully agrees with this recommendation. Based on the request from the Executive Board (2014/3), UN Women will incorporate a separate budget line for evaluation activities in the Integrated Budget 2016-2017 with the aim of achieving the target of 3% of programme budget, which will be presented to the Executive Board at the second regular session in 2015. Additionally, UN Women encourages offices to reach the target of 3% of programme budget through evaluation planning guidance and quality assurance, and taking into consideration local contexts of resources constraints. UN Women will propose a budgetary solution to be able to address the tenure of IEO staff within the proposal for the Integrated Budget 2016-2017, consistent with the entity HR policies and standard practice in UN system agencies	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Report of the Global Evaluation Advisory Committee on the external assessments of the evaluation function of the United Nations Entity for Gender Equality and the Empowerment of Women	Cluster Evaluation	Global	Independent Evaluation Service (IES)	2017	Not subject for review	Recommendation 5: The Committee’s recommendations, set out above, cover most but not all of the vari...		UN Women fully agrees with this recommendation. Under the guidance of the Global Evaluation Advisory Committee, IEO will lead the internal review of the Evaluation Policy in 2016 taking into account the external assessments completed by UNEG, JIU and MOPAN; GEAC recommendations; and policy recommendations emanating from the SDGs, QCPR, GA resolution on evaluation and any other relevant policy recommendations. The internal review will include an examination of issues related to independence as raised by the external assessments. EDO and IEO will engage stakeholders in the review, including Executive Board members and UN Women senior management and staff to ensure a comprehensive perspective.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Report of the Global Evaluation Advisory Committee on the external assessments of the evaluation function of the United Nations Entity for Gender Equality and the Empowerment of Women	Cluster Evaluation	Global	Independent Evaluation Service (IES)	2017	Not subject for review	The Committee does not recommend to repeat another peer review at that time in light of the numerous...		UN Women fully agrees with this recommendation. UN Women, in consultation with Executive Board and GEAC, will determine the appropriate timing for another peer review based on the outcome of the review of the Evaluation Policy. This recommendation requires no action.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Report of the Global Evaluation Advisory Committee on the external assessments of the evaluation function of the United Nations Entity for Gender Equality and the Empowerment of Women	Cluster Evaluation	Global	Independent Evaluation Service (IES)	2017	Not subject for review	In view of the role of UN Women in system-wide efforts to reach gender equality and women’s empowerm...		UN Women fully agrees with this recommendation. UN Women will continue to place great importance on supporting efforts to fulfil its UN System coordination mandate on gender responsive evaluation, supporting UN system entities to address emerging challenges from a gender perspective, as well as in informing intergovernmental normative processes. In particular, UN Women will identifying the most effective channels for sharing evaluation evidence and influencing decision-making in intergovernmental fora, to drive advocacy with external partners and to drive change in the UN system. The Director of IEO was elected Chair of UNEG to commence in April 2015, which will greatly facilitate visibility to gender responsive evaluation amongst UN agencies. IEO will continue to support task forces of UNEG. In particular, IEO will lead the development of the UNEG e-learning course on how to integrate human rights and gender in evaluation. UN Women will also continue to identify opportunities for conducting joint evaluations or reviews, such as the Joint Systemic review of gender equality in development. At the regional level, UN Women will continue its active leadership and contribution to UN regional evaluation groups on gender-responsive evaluation, which includes support to UN coordination at the country level. IEO will also continue its support to the System Wide Action Plan Evaluation Performance Indicator. In 2015, IEO will be working through UNEG to produce a report on good practices on gender-responsive evaluations identified through SWAP reports. IEO will also continue working closely with the UN Women UN Coordination division, Intergovernmental support division and other relevant divisions to identify effective channels for sharing evaluation evidence and influencing decision-making.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Report of the Global Evaluation Advisory Committee on the external assessments of the evaluation function of the United Nations Entity for Gender Equality and the Empowerment of Women	Cluster Evaluation	Global	Independent Evaluation Service (IES)	2017	Not subject for review	The Committee sees opportunities to connect decentralized evaluations with national gender-responsiv...		UN Women fully agrees with this recommendation. UN Women will continue its work in furthering national gender responsive evaluation capacity development. UN Women country offices, under the leadership of Regional Offices and in the context of the Regional Evaluation Strategies, will explore opportunities to connect decentralized evaluations with national gender-responsive, evaluation capacity development. In 2015, IEO is planning to strategically use its role as Chair of EvalPartners to advocate for gender responsive evaluation in events related to 2015 International Year of Evaluation. IEO will also continue leading the EvalPartners task force on equity focused and gender responsive evaluation and its support to efforts for south-south cooperation amongst regional evaluation associations. IEO will continue to provide technical assistance to integrate a gender equality perspective into: National M&E systems and policies in selected countries; Regional and Global Parliamentarians Forums; and regional and national evaluation associations.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Test	Cluster Evaluation	Global	Independent Evaluation Service (IES)		Not Rated	test		test	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Gender and Agriculture Program Mid Term Evaluation	Programme Evaluation	East and Southern Africa	Malawi	2017	Satisfactory	Support review of systems, procedures, etc. with a view of making them gender responsive. UN Women t...		The first phase of the Gender and Agriculture Programme focused on the provision of technical support towards the establishment of gender responsive systems and procedures in the agricultural sector. The second phase will focus on capacity building in gender mainstreaming at all levels in the Ministry of Agriculture.		Governance and planning (SPs before 2018)	Operational activities, Culture of results/RBM	Not applicable, Capacity development	Relevance, Gender equality
Gender and Agriculture Program Mid Term Evaluation	Programme Evaluation	East and Southern Africa	Malawi	2017	Satisfactory	In the next phase, an innovative approach could be tried in which a department (e.g. Research or Pla...		UN Women will use different Innovative approaches to build capacity in gender mainstreaming in all the departments in the MoAIWD.		Not applicable	Partnership, Operational activities	Not applicable, Capacity development, Promoting inclusiveness/Leaving no one behind	Relevance, Gender equality
Gender and Agriculture Program Mid Term Evaluation	Programme Evaluation	East and Southern Africa	Malawi	2017	Satisfactory	In terms of the second objective to increase women’s voices to influence policy, effort in the next ...		Phase 2 of the program will focus on reviewing and integrating gender into the existing cooperative strategy. UN Women will work with partners in sensitisation, implementation and monitoring of the strategy to increase women’s participation in the Cooperatives.		Leadership and political participation (SPs before 2018)	Partnership, Operational activities	Capacity development, Advocacy	Relevance
Gender and Agriculture Program Mid Term Evaluation	Programme Evaluation	East and Southern Africa	Malawi	2017	Satisfactory	We have noted salient different stakeholder stances in this programme in which DAES emphasis is on g...		The program’s focus is economic empowerment of women and HIV and AIDS Is a cross cutting issue. HIV/AIDS is fundamentally a gender-based issue and can only be conquered when the effort to achieve gender equality is successful.		Women economic empowerment (SPs before 2018)	Operational activities	Not applicable	Relevance
Gender and Agriculture Program Mid Term Evaluation	Programme Evaluation	East and Southern Africa	Malawi	2017	Satisfactory	Gender training, and gender assessments (gender audits, baselines, and profiles) are good intentions...		UN Women recognises the importance of gender responsive capacity building. In phase 2, UN Women will use a mixture of capacity building initiatives including mentorship. UN Women will ensure it carries out capacity/training/skills needs assessment before every capacity building activity is undertaken.		Women economic empowerment (SPs before 2018)	Operational activities	Capacity development, Advocacy	Efficiency, Relevance
Gender and Agriculture Program Mid Term Evaluation	Programme Evaluation	East and Southern Africa	Malawi	2017	Satisfactory	Turning to baseline studies, their conceptual role is to help challenge/improve programme design and...		Evaluation and research studies of the program are conducted to address the research gaps identified.		Not applicable	Culture of results/RBM	Not applicable, Knowledge management	Effectiveness
Gender and Agriculture Program Mid Term Evaluation	Programme Evaluation	East and Southern Africa	Malawi	2017	Satisfactory	Significant effort in the next phase should be placed on attracting the interest and commitment of d...		UN Women will engage with Senior Management Team (SMT) of the MoAIWD to fast track implementation of the gender audit recommendations		Not applicable	UN Coordination, Partnership	Internal coordination and communication	Gender equality
Gender and Agriculture Program Mid Term Evaluation	Programme Evaluation	East and Southern Africa	Malawi	2017	Satisfactory	It is apparent that the positioning of gender programmes within DAES is the major reason to why gend...		It is the mandate of the ministry to identify and assign gender roles and responsibilities to the appropriate authorities within the ministries. UN Women will continue to provide technical assistance to SMT and build the capacity of the MoAIWD to implement the Gender Audit recommendations.		Governance and planning (SPs before 2018)	Partnership, Not applicable	Capacity development, Not applicable	Gender equality
Gender and Agriculture Program Mid Term Evaluation	Programme Evaluation	East and Southern Africa	Malawi	2017	Satisfactory	Careful thinking should go into identifying strategic partners that if their capacities were strengt...		UN Women utilises key strategic partnerships to achieve substantial results. In the second phase, UN Women will partner with Farmers Union of Malawi and National Small Holder Farmers Association of Malawi (NASFAM) to implement Cooperative strategy to increase women’s participation.		Governance and planning (SPs before 2018)	Partnership, Not applicable	Not applicable	Sustainability
Gender and Agriculture Program Mid Term Evaluation	Programme Evaluation	East and Southern Africa	Malawi	2017	Satisfactory	This being a very big programme, a Programme Advisory Committee comprising all the 8 directors of th...		UN Women welcomes the establishment of a Program Advisory Committee which will serve as advisory body in the implementation of the program		Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018)	Partnership, Operational activities, Not applicable	Not applicable, Internal coordination and communication	Effectiveness, Efficiency
Gender and Agriculture Program Mid Term Evaluation	Programme Evaluation	East and Southern Africa	Malawi	2017	Satisfactory	Effort in the next phase should be placed on supervision and follow-ups to ensure staff are doing ri...		The programme will have a formal monitoring schedule to ensure effective reporting, both relating to progress and impact. UN Women will ensure that robust results tracking and monitoring is in place.		Governance and planning (SPs before 2018)	Culture of results/RBM	Not applicable, Internal coordination and communication	Relevance, Sustainability
Test	Cluster Evaluation	Global	Independent Evaluation Service (IES)		Not Rated	Test		Test	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Test	Cluster Evaluation	Global	Independent Evaluation Service (IES)		Not Rated	Test		Test	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
test	Cluster Evaluation	Global	Independent Evaluation Service (IES)		Not Rated	Lorem Ipsum is simply dummy text of the printing and typesetting industry. Lorem Ipsum has been the ...		Lorem Ipsum is simply dummy text of the printing and typesetting industry. Lorem Ipsum has been the industry's standard dummy text ever since the 1500s, when an unknown printer took a galley of type and scrambled it to make a type specimen book. It has survived not only five centuries, but also the leap into electronic typesetting, remaining essentially unchanged. It was popularised in the 1960s with the release of Letraset sheets containing Lorem Ipsum passages, and more recently with desktop publishing software like Aldus PageMaker including versions of Lorem Ipsum.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Test	Cluster Evaluation	Global	Independent Evaluation Service (IES)		Not Rated	Test		Test	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Consolidating Efforts that Contribute to Gender Equality and Women Empowerment in Sudan	Programme Evaluation	East and Southern Africa	Sudan	2014	Very Good	The GEWE programme remains very relevant to the current Sudan context. Its implementation should the...		The recommendation is acceptable.		Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	UN Coordination	Advocacy	Effectiveness, Sustainability, Impact, Gender equality
Consolidating Efforts that Contribute to Gender Equality and Women Empowerment in Sudan	Programme Evaluation	East and Southern Africa	Sudan	2014	Very Good	Outcome 1: UN Women should build on its success and achievements working with political parties an...		The recommendation is acceptable.		Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	UN Coordination	Advocacy	Effectiveness, Sustainability, Impact, Gender equality
Consolidating Efforts that Contribute to Gender Equality and Women Empowerment in Sudan	Programme Evaluation	East and Southern Africa	Sudan	2014	Very Good	All Outcomes: The inadequacy of the GEWE programme performance measurement denied it the much need...		The recommendation is acceptable.		Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	UN Coordination	Advocacy	Relevance, Sustainability, Gender equality
Consolidating Efforts that Contribute to Gender Equality and Women Empowerment in Sudan	Programme Evaluation	East and Southern Africa	Sudan	2014	Very Good	Outcome 1: The GEWE programme's strategy of targeting 10 most representative political parties out...		The recommendation is acceptable.		Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	UN Coordination, Culture of results/RBM	Advocacy	Relevance, Gender equality
Consolidating Efforts that Contribute to Gender Equality and Women Empowerment in Sudan	Programme Evaluation	East and Southern Africa	Sudan	2014	Very Good	All Outcomes: Reported delays in disbursement of programme funds (and discontinuation in some cas...		The recommendation is acceptable.		Governance and planning (SPs before 2018)	Operational activities, Not applicable	Capacity development	Efficiency
Consolidating Efforts that Contribute to Gender Equality and Women Empowerment in Sudan	Programme Evaluation	East and Southern Africa	Sudan	2014	Very Good	All Outcomes: Coordination and management arrangements for the GEWE programme did not operate optim...		The recommendation is acceptable.		Governance and planning (SPs before 2018)	UN Coordination, Culture of results/RBM	Not applicable	Effectiveness, Efficiency
Consolidating Efforts that Contribute to Gender Equality and Women Empowerment in Sudan	Programme Evaluation	East and Southern Africa	Sudan	2014	Very Good	Outcome 3: Socio-cultural and political difficulties and challenges still exist in addressing VAW/...		The recommendation is acceptable.		Governance and planning (SPs before 2018)	UN Coordination, Culture of results/RBM	Not applicable	Effectiveness, Efficiency
Consolidating Efforts that Contribute to Gender Equality and Women Empowerment in Sudan	Programme Evaluation	East and Southern Africa	Sudan	2014	Very Good	8. All Outcomes: Systematic and structured training programme should be developed and delivered to...		The recommendation is acceptable.		Governance and planning (SPs before 2018)	UN Coordination, Culture of results/RBM	Not applicable, Knowledge management	Effectiveness, Efficiency
Consolidating Efforts that Contribute to Gender Equality and Women Empowerment in Sudan	Programme Evaluation	East and Southern Africa	Sudan	2014	Very Good	Outcome 4 & 5: (i). UN-Women should continue its support for the Directorate of Women Affairs (i...		The recommendation is acceptable.		Governance and planning (SPs before 2018)	UN Coordination, Culture of results/RBM	Not applicable, Knowledge management	Effectiveness, Efficiency, Sustainability
Final evaluation of project "Innovative Action for Gender Equality in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2015	Good	Continue the initiatives started by the Project so to further invest in sustaining positive results ...		Accepted. UN Women Georgia CO in its Strategic Note 2016-2020 has prioritized work on the levels of legislation, policies, institutions and grassroots to further address specific needs of different excluded groups of women in Georgia. Thematic areas of UN Women CO programmatic intervention are: Economic Empowerment of Women, especially the poorest and most excluded (UNW SP Impact area 2); Ending violence against women and girls (UNW SP Impact area 3) and support to women’s leadership and participation in peace and security action (UNW SP Impact area 4).		Leadership and political participation (SPs before 2018)	Partnership	Advocacy	Sustainability
Final evaluation of project "Innovative Action for Gender Equality in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2015	Good	UN Women and partners should explore how they can continue to support the realization of rights of I...		Accepted. UN Women CO will continue to fulfil its coordination function on gender through chairing of the Gender Theme Group that unites all the key development players working on gender equality issues in Georgia. Also UN Women will continue / engage as a member in relevant policy advisory structures that deal with ethnic minority, imprisoned, IDP and rural women’s issues.		Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind	Sustainability
Final evaluation of project "Innovative Action for Gender Equality in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2015	Good	UN Women should continue supporting ongoing evidence-based advocacy and awareness raising among rele...		Accepted. IAGE project has provided UN Women Georgia CO with the opportunity to create baseline studies on the needs and priorities of different excluded groups of women. Evidence generated from these studies will continue to inform UN Women programming and policy dialogue with the government. Further studies will be conducted as needed and as UN Women programming resources allow. In addition, UN Women will use the findings and recommendations generated through UN Women supported Participatory Gender Audits of different state institutions to improve gender mainstreaming in the audited entities.		Leadership and political participation (SPs before 2018)	Partnership	Promoting inclusiveness/Leaving no one behind, Knowledge management	Sustainability
Final evaluation of project "Innovative Action for Gender Equality in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2015	Good	UN Women and partners should further utilise its neutral role to continue facilitating initiated net...		Accepted. UN Women Georgia CO has prioritize confidence building and people-to-people diplomacy interventions with the engagement of women in its Strategic Note and AWP for 2016 and in several cost-share project proposals that have been developed and submitted to different bilateral donors (Norway, USAID). Thus, the implementation of this recommendation will greatly depend on the availability of non-core resources to be mobilized by the CO for this work.		Leadership and political participation (SPs before 2018)	Partnership	Not applicable	Relevance, Sustainability
Final evaluation of project "Women for Equality, Peace and Development in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2016	Very Good	Support further the National Coordination Group and Gender Equality Council on elaboration and imple...		Accepted. Technical support for the elaboration and further implementation of the second phase of the National Action Plan on UN SCR 1325 has already started in the last month of WEPD II implementation and is continued in 2016 with UN Women core and HQ provided resources.		Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of project "Women for Equality, Peace and Development in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2016	Very Good	Advocate for stronger ownership and accountability of the NAP by the Government agencies and promote...		Accepted. After lobbying efforts of UN Women, the supervision of the implementation of the National Action Plan of Georgia on UNSCR 1325 was transferred from the Gender Equality Council of the Parliament (GEC) to the Prime-Minister’s Office, i.e. from the legislative to the executive branch of the Government in December 2014. This shift signals strengthened commitment and accountability of the executive branch of the government for the implementation of the 1325 NAP.		Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of project "Women for Equality, Peace and Development in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2016	Very Good	Continue conducting Participatory Gender Audits of the Governmental institutions; use the findings t...		Partially Accepted. UN Women has conducted 6 Participatory Gender Audits (PGA) for its key partner state agencies since 2013: The Parliament of Georgia (2013), Ministry of Internally Displaced Persons from the Occupied Territories of Georgia, Refugees and Accommodation (2013), Ministry of Defence of Georgia (2014), Ministry of Internal Affairs (2014), Ministry of Regional Development and Infrastructure (2015) and Tbilisi Municipality (2015). The Findings and recommendations of the Audits guide UN Women’s capacity development interventions with these entities. The recommendation is partially accepted because UN Women has prioritized follow up to already conducted Audits rather than initiation of new audits in the SN 2016-2020.		Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of project "Women for Equality, Peace and Development in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2016	Very Good	Advocate access of women to microfinancing and development of innovative models that promote women’s...		Accepted. UN Women, in partnership with the Association of Development and Support of Micro-finance Organizations, carried out the mapping study on “Accessibility of Microfinance Institution Services for Women: Existing Barriers and Opportunities” in 2013. The aim of the study conducted under WEPD II was twofold; firstly, to demonstrate the challenges and opportunities that ethnic minority and IDP women face in accessing and benefiting from the services of micro-finance institutions (MFIs). Secondly, the study examined the work and priorities of development-oriented MFIs vis-à-vis the seven key Women’s Empowerment Principles (WEPs) with a view to strengthening the gender-sensitivity of MFIs’ work. The results of the analysis and set out recommendations were shared with the MFIs to promote the WEPs and to increase accessibility of their services to women. As a follow up, Association of Development and Support of Micro-finance Organizations has included Women’s Empowerment Principles in the basic standards of the Code of Ethics, which has been approved by the Association. UN Women in the frameworks of its SN 2016-2020 in the impact area 2 – Women’s Economic Empowerment (WEE) plans to further build on the findings and recommendations of the study and advocate for the access of women to micro-financing.		Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of project "Women for Equality, Peace and Development in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2016	Very Good	Use the results achieved in relation to IDPs, such as changes in registration of housing ownership a...		Accepted. Although the principle of equality between men and women in terms of property rights is enshrined in Georgian legislation, the majority of citizens adhere to customary law as parents favor their sons over their daughters in terms of inheritance of immovable property – land, house. Oftentimes women voluntarily waive the right to inherit real estate from their parents in favor of their brothers. UN Women will try to mobilize non-core resources for the awareness raising interventions to target this discriminatory practice.		Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of project "Women for Equality, Peace and Development in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2016	Very Good	Seek other partnerships and synergies with other international organizations and NGOs across the ABL...		Accepted. UN Women Georgia CO has prioritize confidence building and people-to-people diplomacy interventions with the engagement of women in its Strategic Note and AWP for 2016 and in several cost-share project proposals that have been developed and submitted to different bilateral donors (Norway, USAID). Thus, the implementation of this recommendation will greatly depend on the availability of non-core resources to be mobilized by the CO for this work.		Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of project "Women for Equality, Peace and Development in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2016	Very Good	Involve SHGs and especially youth groups into confidence and peace building activities and raise the...		Accepted. UN Women Georgia CO has prioritize confidence building and people-to-people diplomacy interventions with the engagement of women in its Strategic Note and AWP for 2016 and in several cost-share project proposals that have been developed and submitted to different bilateral donors (Norway, USAID). Thus, the implementation of this recommendation will greatly depend on the availability of non-core resources to be mobilized by the CO for this work.		Not applicable	Not applicable	Not applicable	Not applicable
Mid-term Review of Project "Women for Equality, Peace and Development in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2014	Satisfactory	a): UN Women should continue the technical assistance for the implementation of UN SCR 1325 on natio...		a) UN Women is in agreement with this recommendation, technical support for the implementation of UN SCR 1325 on national level will be continued in 2015 within the frameworks of WEPD II. While continuing active work with the GEC, UN Women will support newly appointed assistant to the Prime-Minister in Human Rights and Gender Equality in coordination of the implementation of NAP 1325. b)The indicator 3.1 has been added to the annual work plan for 2015: Evidence that sustainable coordination mechanism for implementation of NAP on UNSCR 1325 is created and functional under Prime Minister's Office		Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	Normative Support, Operational activities	Not applicable, Advocacy	Sustainability, Human Rights, Gender equality
Mid-term Review of Project "Women for Equality, Peace and Development in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2014	Satisfactory	a) UNW should advocate for the harmonization of Governmental participation in NCG: it is better to h...		Rejected. a) UN Women cannot be responsible for the composition of the NCG as the nominations to the group are made by relevant Ministers upon the formal request of the Chair of the Gender Equality Council. The NCG was formed in 2012 based on the request from Chair of the GEC and despite the change of the government after parliamentary elections in October 2012 the core members of the NCG have remained. This fact allowed for smooth continuation of the NAP implementation as institutional memory and ownership was retained. Members of the NCG were trained by UN Women and other development actors in different topics, on different occasions and it is critical not to waste this investment in the capacity development. b) The new Law on IDPs has entered into force on the 1st March 2014. As it has been communicated to UN Women, the Government of Georgia is not planning to make any revisions to the law in the nearest future . Any proposed legislative amendment should be integral part of the general legislation reform/amendment process. In this regard, UN Women has chosen the strategy of mainstreaming gender into the policies that concern IDPs such as for example, IDP Livelihoods Strategy and Action Plan.		Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018)	UN Coordination	Not applicable, Promoting inclusiveness/Leaving no one behind	Gender equality
Mid-term Review of Project "Women for Equality, Peace and Development in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2014	Satisfactory	UNW could seek formal strengthening (or establishment - whatever applies) of Gender Adviser position...		Rejected. Appointment of gender advisers has been an ad hoc process within the government structures. There is no state regulation yet how it should be practiced. There is no ToR or relevant decree/legislation defining the functions, roles and obligations of gender advisors with the Ministries or other state structures. The appointment of Gender Advisors so far has been systematized only within the Ministry of Defence, where ToR has developed and officially staff was appointed (as a part of their general positions they have to encompass this function). WEPD project widely assisted MoD in developing ToRs, defining the functions, and providing the capacity development training to gender advisers. Until there is an agreement in the government about uniformity/standard for mainstreaming gender into Civil Service Reform and specifically in relation to the establishment of gender functions within the Ministries, UN Women does not think it would be strategic to continue with ad hoc appointments of gender advisers that are also carrying out other duties and are not located strategically (position-wise) within the Ministries. UN Women Georgia Country office has developed a concept note and is trying to raise funds for a broader programme on mainstreaming gender into public sector and policy-making in Georgia. If these fundraising efforts are successful than the organization will have resources to approach this rather broad and systemic capacity gap issue.		Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018)	Operational activities, Not applicable	Not applicable, Promoting inclusiveness/Leaving no one behind, Knowledge management	Efficiency, Gender equality
Mid-term Review of Project "Women for Equality, Peace and Development in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2014	Satisfactory	UNW should advocate for a stronger gender element (including a paragraph on NAP) of forthcoming MIDP...		Accepted. The IDP Strategy for 2015-2016 and its action plan have been adopted by the Government of Georgia on 4th February 2014. After advocacy efforts of UN Women WEPD project paragraph 1.7. already includes the following statement: its preface states that respect of gender equality principle will be ensured during the action plan implementation process. It is also explicitly stated in the preface that the action plan takes into consideration the main principles of UN SCR 1325. WEPD project will ensure that IDP livelihood strategy is gender mainstreamed and there are gender indicators in the action plan for 2015-2016. UN Women will continue making efforts to reintroduce the coordination meetings between the lawyers and MIDPOTAR.		Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018)	Operational activities, Not applicable	Not applicable, Promoting inclusiveness/Leaving no one behind, Knowledge management	Efficiency, Gender equality
Mid-term Review of Project "Women for Equality, Peace and Development in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2014	Satisfactory	UNW could enforce utilization of results of Participatory Gender Audits (PGAs) and other studies via...		Partially accepted. It should be noted that following the methodology of Participatory Gender Audit, it is fully voluntarily process and it is up to the decision of the audited institution to publicize the audit report and fulfil the audit recommendations. Two Participatory Gender Audits have been conducted in the frameworks of the WEPD Programme: PGA of the Ministry of IDPs from the Occupied Territories, Accommodation and Refugees of Georgia (MIDPOTAR) and PGA of Parliament of Georgia. While the Parliament consented to the disclosure of the audit report findings, the MIDPOTAR has not yet agreed to make the report public. This means that PGA reports, especially that of the MIDPOTAR cannot be discussed on forums and other high level gatherings. Despite this barrier, UN Women will continue advocating for ensuring that the recommendations of the PGA reports are implemented both by the Parliament and the MIDPOTAR. As for other studies, UN Women tries to use the studies as effectively as possible, via study presentation meetings, discussing of the study results on TV/radio talk shows, discussing the study results on high level meetings.		Governance and planning (SPs before 2018)	Not applicable	Knowledge management, Internal coordination and communication	Effectiveness, Efficiency, Relevance
Mid-term Review of Project "Women for Equality, Peace and Development in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2014	Satisfactory	UNW should reduce gender mainstreaming indicator 1.1 target considerably. The exact figure should be...		Accepted. Due to the challenges with the finalization of the study Gender Analysis of Social Protection Policies, the advocacy work of incorporating 60% of recommendations into the national policies has started with the delay. The issue was discussed during the WEPD II Strategic Planning Workshop in January 2015 with the Responsible Parties, following the recommendations of the Mid-Term review of the Programme.		Governance and planning (SPs before 2018)	UN Coordination, Culture of results/RBM	Not applicable, Advocacy	Effectiveness, Relevance, Gender equality
Mid-term Review of Project "Women for Equality, Peace and Development in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2014	Satisfactory	While Legal Clinics (LC) weekly excel report forms dis-aggregate the data by gender, the LC benefici...		Accepted. The new database template for 2015 already includes the gender column		Governance and planning (SPs before 2018)	Culture of results/RBM, Not applicable	Knowledge management	Efficiency
Mid-term Review of Project "Women for Equality, Peace and Development in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2014	Satisfactory	For UNW/WIC, after the local elections and replacements, repeated trainings on gender-responsive bud...		Accepted. UN Women will organize training in GRB for newly appointed representatives of WEPD target local governments after elections of June 2014, as well as for the representatives of the Ministry of Labour, Health and Social Assistance (MoLHSA)		Governance and planning (SPs before 2018)	Normative Support, Operational activities, Culture of results/RBM, Not applicable	Capacity development, Knowledge management	Efficiency, Gender equality
Mid-term Review of Project "Women for Equality, Peace and Development in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2014	Satisfactory	UNW should finish the One Window-shop Principle Meetings (1-WSP) concept as soon as possible before ...		Accepted. 1- WSP concept has been finalized and the advocacy for the concept incorporation has already started;		Governance and planning (SPs before 2018)	Normative Support, Operational activities, Culture of results/RBM, Not applicable	Internal coordination and communication	Efficiency
Mid-term Review of Project "Women for Equality, Peace and Development in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2014	Satisfactory	UNW should enhance visual identification of UNW and WEPD on GINCS.NET.		Accepted. The visual identification of UNW and WEPD on GINCS.NET is enhanced.		Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Operational activities	Knowledge management	Effectiveness
Mid-term Review of Project "Women for Equality, Peace and Development in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2014	Satisfactory	UNW should seek establishment of a NCG like entity for only the Governmental structures under PM for...		Accepted. As defined under Evaluation recommendation 1, Prime Minister’s Office on Human Rights will take over the chairing functions of NCG. GEC will retain oversight function. The assistant to the Prime-Minister in Human Rights and Gender Equality Issues will supervise gender equality work within the executive branch of the government.		Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Culture of results/RBM, Not applicable	Not applicable	Effectiveness, Impact
Final evaluation of UN Joint Programme "To Enhance Gender Equality in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2015	Satisfactory	A future UNJP should be more explicit on the theory of change bringing the components together, and ...		Accepted: UN Women is in agreement with this recommendation and integrated it into the UNJP II proposal		Ending violence against women (SPs before 2018)	Culture of results/RBM	Not applicable	Effectiveness, Efficiency
Final evaluation of UN Joint Programme "To Enhance Gender Equality in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2015	Satisfactory	There needs to be a clearer strategic approach on how to involve ethnic and religious minorities in ...		Accepted: UN Women is in agreement with this recommendation and integrated it into the UNJP II proposal		Ending violence against women (SPs before 2018)	Operational activities, Culture of results/RBM	Promoting inclusiveness/Leaving no one behind	Impact, Human Rights, Gender equality
Final evaluation of UN Joint Programme "To Enhance Gender Equality in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2015	Satisfactory	A future UNJP should make clear its position on “gender”, and be clear on how it focuses explicitly ...		Accepted: UN Women is in agreement with this recommendation and integrated it into the UNJP II proposal		Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, Not applicable	Not applicable	Impact, Human Rights, Gender equality
Final evaluation of UN Joint Programme "To Enhance Gender Equality in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2015	Satisfactory	The “pilot approach” to outputs and activities within outputs needs to be more clearly thought throu...		Accepted: UN Women is in agreement with this recommendation and integrated it into the UNJP II proposal		Ending violence against women (SPs before 2018)	Partnership, Operational activities	Not applicable	Effectiveness, Impact
Final evaluation of UN Joint Programme "To Enhance Gender Equality in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2015	Satisfactory	A future project should consider consolidation of activities as opposed to the currently considered ...		Accepted: UN Women is in agreement with this recommendation and integrated it into the UNJP II proposal		Women economic empowerment (SPs before 2018)	Partnership, Operational activities	Not applicable	Efficiency
Final evaluation of UN Joint Programme "To Enhance Gender Equality in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2015	Satisfactory	All sub-components must work towards diminishing the dependence of their partners, including NGOs th...		Accepted: UN Women is in agreement with this recommendation and integrated it into the UNJP II proposal		Governance and planning (SPs before 2018)	Partnership, Operational activities	Not applicable	Effectiveness, Efficiency
Final evaluation of UN Joint Programme "To Enhance Gender Equality in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2015	Satisfactory	With limited resources available, all parts of the UNJP should be strategic, and the need to fund in...		Rejected: as this recommendation is not relevant for the findings of the evaluation in relation to the UN Women component of the UNJP		Governance and planning (SPs before 2018)	Partnership, Not applicable	Not applicable	Effectiveness, Efficiency
Final evaluation of UN Joint Programme "To Enhance Gender Equality in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2015	Satisfactory	UNJP should review its partnerships and open up to potentially new domestic actors in Georgia who co...		Accepted: UN Women is in agreement with this recommendation and integrated it into the UNJP II proposal		Not applicable	Partnership	Not applicable	Efficiency, Gender equality
Final evaluation of UN Joint Programme "To Enhance Gender Equality in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2015	Satisfactory	Given that the groundwork is laid with regards to data collection on instances of domestic violence,...		Accepted: UN Women is in agreement with this recommendation and integrated it into the UNJP II proposal		Ending violence against women (SPs before 2018)	Partnership, Operational activities	Not applicable, Advocacy, Knowledge management	Efficiency, Human Rights, Gender equality
Final evaluation of UN Joint Programme "To Enhance Gender Equality in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2015	Satisfactory	Consider making aspects of the UNJP more efficient, for example through the introduction of a joint ...		Accepted: UN Women is in agreement with this recommendation and integrated it into the UNJP II proposal		Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	Partnership, Operational activities	Not applicable, Knowledge management, Internal coordination and communication	Efficiency, Gender equality
Final evaluation of UN Joint Programme "To Enhance Gender Equality in Georgia"	Programme Evaluation	Europe and Central Asia	Georgia	2015	Satisfactory	The UNJP should consider a more integrated approach to reporting, and which would consolidate reflec...		Accepted: UN Women is in agreement with this recommendation and integrated it into the UNJP II proposal		Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	Partnership, Operational activities	Knowledge management	Efficiency, Gender equality
Implementation of 2012-2013 strategic plan Evaluation	Country-level Evaluation	West and Central Africa	Cameroon	2016	Not Rated	Elaborer et adopter un plan de suivi-évaluation en collaboration avec ses partenaires.		ONU Femmes mettra en place un système qui permettra de mesurer efficacement les progrès réalisés dans l'atteinte des résultats pour chaque intervenant.		Not applicable	Not applicable	Not applicable	Not applicable
Implementation of 2012-2013 strategic plan Evaluation	Country-level Evaluation	West and Central Africa	Cameroon	2016	Not Rated	Respecter les termes de la convention avec les partenaires		ONU FEMMES doit s’y prendre très tôt pour engager les procédures de financement afin de permettre aux partenaires de démarrer leurs activités dans les meilleurs délais.		Not applicable	Not applicable	Not applicable	Not applicable
Implementation of 2012-2013 strategic plan Evaluation	Country-level Evaluation	West and Central Africa	Cameroon	2016	Not Rated	Organiser un atelier de renforcement de capacités sur les différents besoins en formations identifié...		Chaque partenaire qui devra contractualiser avec ONU Femmes devra recevoir une formation sur les procédures financières et les outils de monitoring and évaluation.		Not applicable	Not applicable	Not applicable	Not applicable
Implementation of 2012-2013 strategic plan Evaluation	Country-level Evaluation	West and Central Africa	Cameroon	2016	Not Rated	Recruter un chargé de suivi évaluation au sein d’ONU FEMMES et renforcer les moyens matériels (matér...		ONU Femmes a lancé le poste de l’Expert National en Suivi-Evaluation		Not applicable	Not applicable	Not applicable	Not applicable
Implementation of 2012-2013 strategic plan Evaluation	Country-level Evaluation	West and Central Africa	Cameroon	2016	Not Rated	Examiner toutes les opportunités d’élargir son cercle de partenaires financiers en s’ouvrant par exe...		ONU Femmes va développer des alliances stratégiques avec le secteur privé et bilatéral pour accroitre ses sources de revenus		Not applicable	Not applicable	Not applicable	Not applicable
Implementation of 2012-2013 strategic plan Evaluation	Country-level Evaluation	West and Central Africa	Cameroon	2016	Not Rated	Pour la rédaction des futurs Plans Stratégiques, accorder une attention particulière à la formulatio...		ONU Femmes a mis sur pied une approche globale de Gestion Axée sur les Résultats pour l’élaboration de ses futures Plans Stratégiques, pour une harmonisation des résultats escomptés selon la vision globale d’ONU femmes.		Not applicable	Not applicable	Not applicable	Not applicable
Country Portfolio Evaluation 2014-2017	Country-level Evaluation	West and Central Africa	Cameroon	2017	Good	UN Women needs to better define, broaden and further strategize partnership with partners from vario...	223. UN Women needs to further strategize its partnership to achieve wider coverage and stronger impact. To decide which partners would be most valuable to liaise with, a partnership assessment needs to be conducted among Government partners as well as civil society partners. 224. Regarding Government, since gender is a crosscutting issue, it is important to work with a number of Government bodies. Ones the most suitable partners have been identified, the partnerships should be formalised and a participative planning process should be developed and followed. UN Women can then also become instrumental in interministerial coordination on GEWE, by bringing Ministries together and also by establishing and supporting an exchange platform for gender focal points from the various Ministries. 225. The capacity of the MINPROFF, being the main Ministry in the field of gender, should be further strengthened. A capacity assessment needs to be conducted at central and local level and steps taken accordingly. UN Women’s support to MINPROFF requires critical review, adaptations and corrective measures. 226. As for civil society, it is important that UN Women not only selects organisations to implement activities, but also those that are essential for advocacy, communication and networking on GEWE; by supporting more CSOs and/or networks that are active in the women’s movement, UN Women can build their capacity whilst simultaneously benefit from their outreach. UN Women should also reinstate the CSAG. 227. UN Women may contemplate better defining the strategic partnership with UNFPA. Whilst it may not be needed to further formalise such partnership, it would be helpful to establish a framework of cooperation to agree on common goals, tasks, areas and partner mechanisms; this will enable both organisations to exploit synergies and complementarities and avoid duplications. 228. Finally, UN Women needs to assess how to better engage with the private sector in the area of WEE but also to explore related funding opportunities. Urgency: High Impact: High Difficulty: Medium	Establishment of the CSAG Establishment partnership with the private sector		Not applicable	Partnership	Promoting inclusiveness/Leaving no one behind	Sustainability
Country Portfolio Evaluation 2014-2017	Country-level Evaluation	West and Central Africa	Cameroon	2017	Good	UN Women needs to continue its role in UN Coordination and join forces with other UN Agencies in pro...	Urgency: High Impact: High Difficulty: Medium	CMR-UNW is conducting a gender scoredcard study		Peace and security (SPs before 2018)	Humanitarian action	Not applicable	Gender equality
Country Portfolio Evaluation 2014-2017	Country-level Evaluation	West and Central Africa	Cameroon	2017	Good	The CO should continue its holistic involvement in VAW, but add a stronger focus on FGM and preventi...	232. UN Women’s holistic approach to VAW in development and humanitarian areas combining prevention, protection and access to services was found valuable. Within the area of VAW though, improvements are possible to cover existing gaps and areas of specific needs. FGM is such an area; the prevalence warrants attention, but insufficient development actors provide support and the prevalence has not declined over the past years. UN Women could play a champion role in addressing FGM; one of the countries where this has successfully happened is Tanzania, and the CO may exchange experiences with them on fighting FGM. 233. Another area that needs stronger support is early marriage. Even if the legal minimum age of marriage has been increased, more intervention is needed to prevent early marriages from happening. UN Women could play an instrumental role in gathering development actors around both FGM and early marriage, to organise awareness raising and advocacy in a joint manner. 234. As for the legal aspects of VAW including FGM and child marriage, UN Women may put more effort into ensuring the continuum of prevention, justice, protection and access; especially the justice component needs further strengthening. This could be done through (further) capacity building of lawyers, police and judges, as well as supporting victims of violence to access court. 235. Even if UN Women has made some achievement in the field of HIV/AIDS, the evaluation would recommend to focusing on mainstreaming HIV/AIDS and cooperating with UNAIDS on specific issues, and use the resources that were planned for HIV/AIDS related activities for the abovementioned VAW aspects. Urgency: High Impact: High Difficulty: Medium	To be integrated in the new strategic note		Ending violence against women (SPs before 2018)	Not applicable	Not applicable	Relevance
Country Portfolio Evaluation 2014-2017	Country-level Evaluation	West and Central Africa	Cameroon	2017	Good	UN Women should try and expand its coverage to nationwide by improving the approach to WEE, more foc...	236. It is recommended for UN Women to try achieving a broader and ideally national coverage. Under the impact area of WEE for instance, interventions are currently mainly focused on capacity building of specific women groups, which enables them to build a livelihood, but leaves many others in need. To address this, UN Women may contemplate an “incubation model”, where good practices and lessons learned of WEE programmes by UN Women and others are documented and used for evidence based advocacy, policy making and programme design. More emphasis may be placed on support policy and strategy development and improvement in the field of women’s employment and economic empowerment. 237. Through stronger focus on normative work in general and joint advocacy for improved policy, strategy and normative frameworks, the CO may enhance its outreach by creating benefits that will reach larger groups of women. 238. More women in leadership positions will also enhance the outreach to women at a national level. The CO should re-introduce therefore support to leadership of women in politics and public life; this intervention should encompass support to women who want to participate in the upcoming elections, but also post-election capacity building for women in national as well as local politics. A sufficient focus on rural women, whose participation is significantly lower, should also be ensured; moreover, tailored support for young women is needed, since they are the leaders of the future and will contribute to sustainability of support to women leadership. UN Women may also contemplate further strengthening NETCOM and engaging them in the support to women’s leadership engagement. Urgency: Medium to high Impact: High Difficulty: High	To be integrated in the new strategic note		Global norms and standards (SPs before 2018)	Normative Support	Not applicable	Relevance
Country Portfolio Evaluation 2014-2017	Country-level Evaluation	West and Central Africa	Cameroon	2017	Good	UN Women should further strengthen its engagement with youth and in particular explore opportunities...	241. UN Women has successfully taken the first steps in engaging youth. It is recommended that UN Women further strengthen this engagement. Establishing a partnership with the Ministry of Youth Affairs and Civic Education could contribute to this, linked to the existing partnership with CAMYOSFOP. Girls and young women may also be more strongly involved in certain interventions, such as leadership in politics, but also in advocacy and awareness raising on VAW, including on FGM and early marriage. 242. It is important to have tailored capacity building activities for girls and young women, who may be more vulnerable in some context, but whose youth on the other hand also holds a promise for larger impact on and sustainability of GEWE achievements. MIWP would be good partner to engage into such capacity building and a mechanism needs to be found, to link the young women (from cities as well as rural level) with the elections, to be elected themselves as well as to participate. Urgency: Medium Impact: Medium Difficulty: Medium	Implementation of youth engagement strategy		Not applicable	Youth engagement	Not applicable	Impact
Mainstreaming gender into humanitarian response	Programme Evaluation	West and Central Africa	Cameroon	2017	Good	Continue to ensure (and monitor) that implementing partners (i) adapt the project's different activi...		The recommendation is accepted. The key actions will be Implemented In the on-going project and other initiatives in four areas: cultural, economic, security and environmental contexts.	Accepted	Peace and security (SPs before 2018)	Humanitarian action	Not applicable	Relevance
Mainstreaming gender into humanitarian response	Programme Evaluation	West and Central Africa	Cameroon	2017	Good	Improve the rigor and transparency of the beneficiaries selection processes, especially in the area ...		This has been taken into account especially for the Second Chance Education. The selection process of beneficiaries has been improved. Men and boys were included.	Accepted	Peace and security (SPs before 2018)	Humanitarian action	Not applicable	Not applicable
Mainstreaming gender into humanitarian response	Programme Evaluation	West and Central Africa	Cameroon	2017	Good	Ensure (and monitor) that the cooperation with the other partners involved in the planning and imple...		This has been addressed. All contracts signed with the implementing agencies include more systematic references to penalties in case of delay or failure in execution. Every effort will be made to more closely monitor and communicate with the partners to ensure the timely implementation and reporting of the activities.	Accepted	Peace and security (SPs before 2018)	Humanitarian action	Not applicable	Gender equality
Mainstreaming gender into humanitarian response	Programme Evaluation	West and Central Africa	Cameroon	2017	Good	Ensure that the project logframe indicate a more realistic and detailed number of deliverables for e...		The recommendations are accepted. The key actions will be implemented in the on-going project and future initiatives.	Accepted	Peace and security (SPs before 2018)	Humanitarian action	Knowledge management	Impact
Mainstreaming gender into humanitarian response	Programme Evaluation	West and Central Africa	Cameroon	2017	Good	Advocate to donors for strengthening the link between emergencies and development and to extend the ...		The recommendations are accepted. The key actions will be implemented in the on-going project and future initiatives.	Accepted	Peace and security (SPs before 2018)	Humanitarian action	Advocacy	Sustainability
Mainstreaming gender into humanitarian response	Programme Evaluation	West and Central Africa	Cameroon	2017	Good	Ensure that the lessons learned in the past as well as during the evaluation on coordination and res...		The recommendations are accepted. The key actions will be implemented in the on-going project and future initiatives.	Accepted	Peace and security (SPs before 2018)	Humanitarian action	Not applicable	Not applicable
Mainstreaming gender into humanitarian response	Programme Evaluation	West and Central Africa	Cameroon	2017	Good	Conduct a rigorous analysis of the partners’ capacity in the field before the roll-out of the envisa...		The recommendations are accepted. The key actions will be implemented in the on-going project and future initiatives.	Accepted	Peace and security (SPs before 2018)	Humanitarian action	Capacity development	Sustainability
Mujeres y políticas municipales a favor de la igualdad en El Salvador	Programme Evaluation	Americas and the Caribbean	El Salvador	2016	Good	Planificar una agenda articulada con autoridades	Planificar una agenda articulada con las autoridades del país para la estrategia de implementación de proyectos de ONUMUJERES, centrándola en ISDEMU (que en el Proyecto fue un aliado) se debería convocar a todos los actores, profundizando los vínculos, con otras entidades públicas que quizá no participaron activamente en este proyecto en coordinación con ISDEMU (dado que es el organismo rector a nivel nacional de esta temática).	ONU Mujeres ha trabajado de manera coordinada con el ente rector, en diferentes iniciativas, se retoma la recomendación de elaborar una agenda articulada.		Leadership and political participation (SPs before 2018), Ending violence against women (SPs before 2018)	Not applicable	Not applicable, Internal coordination and communication	Efficiency
Mujeres y políticas municipales a favor de la igualdad en El Salvador	Programme Evaluation	Americas and the Caribbean	El Salvador	2016	Good	Fortalecer la estrategia de comunicación de ONUMUJERES en el país	Fortalecer comunicaciones para brindar apoyo a los proyectos que tengan desde su diseño, enfoque de género, interculturalidad, DDHH. Esto contribuiría a mejorar el posicionamiento y la visibilidad de ONUMUJERES, y permitiría generar sinergias con las áreas comunicacionales del Estado a todos los niveles y también de otros cooperantes.	ONU Mujeres cuenta con una estrategia de comunicaciones que recién ha iniciado en el año 2016, se incluirá la recomendación de incluir en la estrategia las áreas comunicacionales del estado y cooperantes.		Leadership and political participation (SPs before 2018), Ending violence against women (SPs before 2018)	Not applicable	Internal coordination and communication	Efficiency
Mujeres y políticas municipales a favor de la igualdad en El Salvador	Programme Evaluation	Americas and the Caribbean	El Salvador	2016	Good	sostenibilidad de las políticas	pensar en sostenibilidad es sinónimo de medir resultados y documentar buenas prácticas de forma tal de demostrar la conveniencia de preservar aquello que funciona y perfeccionar lo que no está dando resultados deseados o esperados, se recomienda sistematizar información de proyectos y de iniciativas.	Actualmente el trabajo de sistematización de todas las iniciativas realizadas en el marco del proyecto se ha elaborado y documentado.		Leadership and political participation (SPs before 2018), Ending violence against women (SPs before 2018)	Not applicable	Not applicable	Not applicable
Mujeres y políticas municipales a favor de la igualdad en El Salvador	Programme Evaluation	Americas and the Caribbean	El Salvador	2016	Good	realizar analisis Costo vs resultados	En esta instancia de formulación de una nueva etapa y un nuevo rol se debe involucrar un análisis crítico en torno a los costos de los esfuerzos brindados y los resultados logrados teniendo en cuenta una proyección de los recursos disponibles para los años venideros y una priorización de las acciones en las que la ONUMUJERES pueda hacer una contribución diferencial respecto a las capacidades locales. Considerar el conocimiento de ONUMUJERES en América Latina y otras regiones a fin de favorecer el intercambio de buenas experiencias y prácticas exitosas para aplicar en El Salvador.	El desarrollo de intercambios y buenas prácticas de los agentes locales y regionales son acciones estratégicas que motivan el desarrollo de capacidades locales pero requieren de financiamiento		Leadership and political participation (SPs before 2018), Ending violence against women (SPs before 2018)	Operational activities	Not applicable	Effectiveness, Efficiency
Mujeres y políticas municipales a favor de la igualdad en El Salvador	Programme Evaluation	Americas and the Caribbean	El Salvador	2016	Good	Ampliar abanico de actores	Ampliar el abanico de actores con los que se interrelaciona ONUMUJERES (universidades, ONGs, consultores privados, expertos), posiblemente organizándolos según sus especialidades en los diferentes factores que afectan a las posibilidades de las mujeres de acceder a servicios de calidad, así como a la participación política.	ONU Mujeres trabaja de manera coordinada con diferentes actores nacionales. Sin embargo, vale la pena revisar la inclusión de entidades, organizaciones con quienes aún no se ha establecido enlace y se requiere hacerlo		Leadership and political participation (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership	Not applicable	Effectiveness, Efficiency
Mujeres y políticas municipales a favor de la igualdad en El Salvador	Programme Evaluation	Americas and the Caribbean	El Salvador	2016	Good	promoción de la cooperación SUR -SUR	Promover la cooperación técnica a través de la Cooperación Sur Sur y profundizar las acciones iniciadas con el Gobierno Vasco y la Red de Municipalistas.	La promoción Sur Sur es muy importante ya que genera intercambio de recursos, tecnología y conocimiento, se prevé realizar acciones que fomenten este tipo de cooperación, aunque al interior de ONU Mujeres se promueven estas acciones. Actualmente la oficina cuenta con cooperación técnica de países europeos.		Peace and security (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership	Knowledge management	Effectiveness, Efficiency
Mujeres y políticas municipales a favor de la igualdad en El Salvador	Programme Evaluation	Americas and the Caribbean	El Salvador	2016	Good	GENERACIÓN DE CONOCIMIENTO	Es prioritario generar más y mejor capital humano formado en temas de género tanto en los niveles nacionales y locales, como en los medios de comunicación. El Estado y el SNU (este mandato debería involucrar a otras agencias) deben movilizar recursos técnicos y financieros a fin de continuar y profundizar programas de capacitación para los funcionarios públicos que interactúan con las mujeres en todas las esferas, en particular en el sector salud y seguridad.	La oficina de ONU Mujeres ha propiciado el desarrollo de capacidades en temas de género con las diferentes contrapartes nacionales o locales. Sin embargo, esta responsabilidad no se circunscribe únicamente a ONU Mujeres.		Leadership and political participation (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership	Capacity development	Efficiency
Mujeres y políticas municipales a favor de la igualdad en El Salvador	Programme Evaluation	Americas and the Caribbean	El Salvador	2016	Good	promocionar apertura de unidades descentralizadas	Profundizar la apertura de unidades descentralizadas, priorizando las zonas de pobreza crítica, así como el mapa de áreas de violencia crítica que no necesariamente coincide. Este doble criterio podría colaborar en definir esquemas de resultado que concentren el esfuerzo de ONUMUJERES en quiénes tienen mayores dificultades de acceso (áreas rurales y pueblos indígenas) o que enfrentan situaciones más complejas por efecto de la violencia generalizada que asola al país que podrían integrarse en el diálogo en el área de seguridad ciudadana, en el contexto del Plan El Salvador y plan nacional de indigenas Seguro, consensuado recientemente entre los diferentes sectores del país (información de septiembre 2015).	Actualmente ONU Mujeres participa el desarrollo de unidades especializados con la PNC y la Corte Suprema de Justicia, así como apoya el desarrollo de políticas de genero con mujeres rurales, indígenas, etc. y forma parte del Consejo de Seguridad que da seguimiento al plan El Salvador Seguro. Se valora la recomendación, sin embargo, actualmente la oficina pone énfasis en este tema. Recomendación parcialmente aceptada, ya que su implementación trasciende la responsabilidad de ONU Mujeres y además depende de la movilización de recursos.		Peace and security (SPs before 2018), Ending violence against women (SPs before 2018)	Culture of results/RBM, Not applicable	Not applicable	Sustainability, Gender equality
Mujeres y políticas municipales a favor de la igualdad en El Salvador	Programme Evaluation	Americas and the Caribbean	El Salvador	2016	Good	Promover la articulación entre actores claves para el desarrollo	Se sugiere incluir una oferta de articulación frente a la cooperación y a financiamiento externo, potenciando la articulación de actores claves. Un ejemplo concreto en este sentido son las acciones vinculadas a capacitación de fuerzas de seguridad donde otros organismos internacionales efectúan esfuerzos, por lo que la contribución de ONUMUJERES no debe circunscribirse a estar en el margen y superpuesta a las capacidades locales o de otras agencias, sino en convertirse en eje de una convocatoria de toda la sociedad .	Es muy importante la articulación de propuestas frente a la cooperación, realizando una estrategia más fuerte en torno al desarrollo articulado de propuestas de financiamiento y la necesidad de enfatizar el mandato de ONU Mujeres frente a otras agencias del Sistema que también incluyen en sus acciones estratégicas el género. Y articular acciones interagenciales		Leadership and political participation (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, Not applicable	Internal coordination and communication	Effectiveness, Efficiency
Mujeres y políticas municipales a favor de la igualdad en El Salvador	Programme Evaluation	Americas and the Caribbean	El Salvador	2016	Good	Promover espacios de articulación con la sociedad civil y empresa privada	Generar otros espacios de articulación con la sociedad civil y la empresa privada, que puedan aportar en temas críticos como RSE asociada a la violencia de género. Esto representa una oportunidad para ampliar y consolidar alianzas con otros organismos del Sistema de las Naciones Unidas (SNU) y con organismos de financiamiento externo, que incluyen en sus operaciones mandatos específicos sobre temas de género, apalancando recursos y estimulando que los organismos de crédito trabajen en conjunto con ONUMUJERES.	Actualmente la oficina de ONU Mujeres ha iniciado el trabajo con la empresa privada a través del programa mundial He for She, en donde la empresa privada está realizando acciones afirmativas para las mujeres como parte de la campaña (he for she) en proceso. Además, ONU Mujeres desde el año 2015 ha conformado una mesa de sociedad civil en donde están integradas las organizaciones de mujeres, incluyendo la diversidad sexual y mujeres con VIH. Estas iniciativas continúan en el año 2017 como parte de las acciones estratégicas que ONU Mujeres esta impulsando. UN Wom		Leadership and political participation (SPs before 2018), Ending violence against women (SPs before 2018)	Not applicable	Advocacy	Not applicable
Regional Evaluation on Leadership and Political Participation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2015	Very Good	Generar un proceso de reflexión y análisis colectivo que permita a ONU Mujeres apropiarse de la estr...		Aceptamos la recomendación por pertinente. La evaluación se produjo coincidiendo con el proceso de lanzamiento de la Guía Estratégica regional, de modo que por supuesto el proceso de apropiación está pendiente y la evaluación viene a coincidir con los planes previstos.		Not applicable	Not applicable	Not applicable	Not applicable
Regional Evaluation on Leadership and Political Participation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2015	Very Good	Frente a las limitaciones de recursos financieros es fundamental que ONU Mujeres asuma los cinco obj...		Aceptamos la recomendación en el mismo sentido que la recomendación 1, y dando continuidad a la anterior con los mismos argumentos.		Not applicable	Not applicable	Not applicable	Not applicable
Regional Evaluation on Leadership and Political Participation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2015	Very Good	ONU Mujeres debería impulsar un proceso de reflexión participativa y coordinada para definir y opera...		Esta recomendación aceptada, como las dos anteriores, es igualmente una consecuencia de la necesidad de apropiación de la Guía Estratégica regional.		Not applicable	Not applicable	Not applicable	Not applicable
Regional Evaluation on Leadership and Political Participation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2015	Very Good	ONU Mujeres debería tomar las medidas necesarias para incrementar la apropiación por parte de las of...		Esta recomendación aceptada, al igual que las anteriores, igualmente es una consecuencia de la necesidad de apropiación de la Guía Estratégica regional.		Not applicable	Not applicable	Not applicable	Not applicable
Regional Evaluation on Leadership and Political Participation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2015	Very Good	Fortalecer el enfoque de la programación de ONU Mujeres para la participación y el liderazgo de las ...		Recomendación parcialmente aceptada. La interseccionalidad no es un objetivo estratégico sino transversal de la Guía estratégica regional. Cada oficina debe valorar como se logra dicha interseccionalidad de acuerdo a las prioridades del país y el contexto nacional		Not applicable	Not applicable	Not applicable	Not applicable
Regional Evaluation on Leadership and Political Participation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2015	Very Good	Invertir en capacidades organizacionales y de los equipos de trabajo específicamente en el ámbito de...		Recomendación parcialmente aceptada. Desde la Oficina Regional solo se puede liderar algunos cambios y procesos; otros tienen una dimensión organizativa y política que supera el alcance de lo sugerido por esta evaluación.		Not applicable	Not applicable	Not applicable	Not applicable
Regional Evaluation on Leadership and Political Participation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2015	Very Good	Tomar las medidas necesarias para garantizar que las oficinas de país reciban el acompañamiento técn...		Aceptada. Es el trabajo ordinario de la Oficina Regional y de las asesoras, por tanto su implementación forma parte de las responsabilidades.		Not applicable	Not applicable	Not applicable	Not applicable
Regional Evaluation on Leadership and Political Participation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2015	Very Good	Fortalecer las capacidades de programación para la aplicación del marco integrado de gestión basada ...		Parcialmente aceptada. Al igual que en la recomendación anterior, algunas sugerencias van más allá del objeto y alcance de esta evaluación y de las responsables de ejecución del área de L&PP.		Not applicable	Not applicable	Not applicable	Not applicable
Regional Evaluation on Leadership and Political Participation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2015	Very Good	Establecer los mecanismos necesarios para generar mayores niveles de coordinación entre lo global, r...		Parcialmente aceptada. Al igual que en la recomendación anterior, algunas sugerencias van más allá del objeto y alcance de esta evaluación y de las responsables de ejecución del área de L&PP		Not applicable	Not applicable	Not applicable	Not applicable
Regional Evaluation on Leadership and Political Participation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2015	Very Good	Desarrollar una estrategia de articulación multi-actores que puede facilitar -con menos recursos- te...		Aceptada. Esta recomendación también viene a desarrollar la recomendación 1 y 2. Las mismas razones para su seguimiento aplican aquí.		Not applicable	Not applicable	Not applicable	Not applicable
Regional Evaluation on Leadership and Political Participation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2015	Very Good	Continuar fortaleciendo las alianzas con los mecanismos de la mujer para impulsar el trabajo específ...		Aceptada. Es un trabajo que ya se viene desarrollando y se puede impulsar y canalizar a la vez que se implementa y difunde la Guía estrategia regional.		Not applicable	Not applicable	Not applicable	Not applicable
Regional Evaluation on Leadership and Political Participation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2015	Very Good	Profundizar la coordinación de iniciativas y/o proyectos conjuntos con otras agencias del Sistema de...		Aceptada. (Ver recomendación 10)		Not applicable	Not applicable	Not applicable	Not applicable
Regional Evaluation on Leadership and Political Participation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2015	Very Good	Continuar fortaleciendo el rol de ONU Mujeres en su papel de coordinación de los esfuerzos interagen...		Rechazada. No es una recomendación ligada a promover la participación política. Es el rol de ONU Mujeres en cada país o a nivel regional. Ver recomendación 10.		Not applicable	Not applicable	Not applicable	Not applicable
Regional Evaluation on Leadership and Political Participation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2015	Very Good	ONU Mujeres debería definir e implementar una estrategia de comunicaciones e incidencia para la part...		Aceptada. Está contemplada en el marco de acción estratégico de la guía estratégica de participación política.		Not applicable	Not applicable	Not applicable	Not applicable
Regional Evaluation on Leadership and Political Participation	Thematic Evaluation	Americas and the Caribbean	Regional Office for Americas and the Caribbean (Panama)	2015	Very Good	ONU Mujeres debería invertir en fortalecer su rol de generación y gestión de conocimiento en partici...		Parcialmente aceptada. El grueso de esta recomendación es tratada en las recomendaciones anteriores y algunas de las medidas ya forman parte del trabajo de investigación y análisis de ONU Mujeres.		Not applicable	Not applicable	Not applicable	Not applicable
Support for rural women's economic empowerment in the context of food insecurity and climate change in Mali Final Program Evaluation	Country-level Evaluation	West and Central Africa	Mali	2015	Not Rated	Completing processes that started at the end of the current phase of the project, in a transitional...		The consolidation of the outcome of this project is one of the resource mobilization targets for the Office of Mali .		Not applicable	Not applicable	Not applicable	Not applicable
Support for rural women's economic empowerment in the context of food insecurity and climate change in Mali Final Program Evaluation	Country-level Evaluation	West and Central Africa	Mali	2015	Not Rated	Increase the use of cooking equipment with low energy consumption( foyer amelioré)		women's access to energy is part of UN Women Mali strategic axes in 2016 , this will give an answer to this question		Not applicable	Not applicable	Not applicable	Not applicable
Support for rural women's economic empowerment in the context of food insecurity and climate change in Mali Final Program Evaluation	Country-level Evaluation	West and Central Africa	Mali	2015	Not Rated	Think about the establishment of a new form of Capacity building		The diversification of women's income sources and especially the initiation of new activities are priority for UN Women Mali in 2016		Not applicable	Not applicable	Not applicable	Not applicable
Support to women/girls affected by conflict and participation of women in the process of consolidation of peace Midterm Evaluation	Country-level Evaluation	West and Central Africa	Mali	2016	Not Rated	The program must have in the overall management a regular coordination framework to harmonize interv...		The Office of Mali has taken initiatives in order to give relevent response to these recommendations	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Support to women/girls affected by conflict and participation of women in the process of consolidation of peace Midterm Evaluation	Country-level Evaluation	West and Central Africa	Mali	2016	Not Rated	Under the program monitoring mechanism, the establishment of database of all beneficiaries is essen...		The Office of Mali has taken initiatives in order to give relevent response to these recommendations	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Support to women/girls affected by conflict and participation of women in the process of consolidation of peace Midterm Evaluation	Country-level Evaluation	West and Central Africa	Mali	2016	Not Rated	For the success of the program, UN Women must strengthen communication around the program (raising f...		This is a strategy of the office of Mali , which goes beyond this program	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Support to women/girls affected by conflict and participation of women in the process of consolidation of peace Midterm Evaluation	Country-level Evaluation	West and Central Africa	Mali	2016	Not Rated	The revitalization of the Technical Committee will ensure the achievement of key planed results		This initiative was taken before the results of the evaluation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Support to women/girls affected by conflict and participation of women in the process of consolidation of peace Midterm Evaluation	Country-level Evaluation	West and Central Africa	Mali	2016	Not Rated	The revitalization of the Technical Committee will ensure the achievement of key planed results		This initiative was taken before the results of the evaluation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Support to women/girls affected by conflict and participation of women in the process of consolidation of peace Midterm Evaluation	Country-level Evaluation	West and Central Africa	Mali	2016	Not Rated	The revitalization of the Technical Committee will ensure the achievement of key planed results		This initiative was taken before the results of the evaluation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Support to women/girls affected by conflict and participation of women in the process of consolidation of peace Midterm Evaluation	Country-level Evaluation	West and Central Africa	Mali	2016	Not Rated	The revitalization of the Technical Committee will ensure the achievement of key planed results		This initiative was taken before the results of the evaluation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Support to women/girls affected by conflict and participation of women in the process of consolidation of peace Midterm Evaluation	Country-level Evaluation	West and Central Africa	Mali	2016	Not Rated	The revitalization of the Technical Committee will ensure the achievement of key planed results		This initiative was taken before the results of the evaluation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Support to women/girls affected by conflict and participation of women in the process of consolidation of peace Midterm Evaluation	Country-level Evaluation	West and Central Africa	Mali	2016	Not Rated	The revitalization of the Technical Committee will ensure the achievement of key planed results		This initiative was taken before the results of the evaluation	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Support to women/girls affected by conflict and participation of women in the process of consolidation of peace Midterm Evaluation	Country-level Evaluation	West and Central Africa	Mali	2016	Not Rated	To strengthen the position of women in decision-making positions and their representation in elected...		This recommendation is accepted to the extent that , the participation of women in decision -making is a cross aim UN Women .	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final Evaluation of Programme "II National Plan of Policies for Women"	Programme Evaluation	Americas and the Caribbean	Brazil	2014	Not Rated	Es recomendada la utilización de indicadores SMART y líneas base en las matrizes de monitoreo de los...		Aceptada. La elaboración de un nuevo acuerdo de cooperación fue iniciada durante el período de la evaluación y este ya era un punto considerado en el ejercício de auto evaluación por parte de la oficina de ONU Mujeres en Brasil y la Secretaria de Políticas para las Mujeres.		Not applicable	Not applicable	Not applicable	Not applicable
Final Evaluation of Programme "II National Plan of Policies for Women"	Programme Evaluation	Americas and the Caribbean	Brazil	2014	Not Rated	Es recomendado que las revisiones del proyecto consideren los aspectos formales en cuanto a la neces...		Aceptado en parte. Notamos la recomendación sobre las revisiones posteriores los proyectos futuros firmados, pero consideramos que no debemos empezar una intervención mirando las alteraciones necesarias. En caso de ser necesarias, seguiremos a recomendación. Por otro lado, aceptamos la recomendación de elaborar resultados de acuerdo con los insumos disponibles para alcanzarlos.		Not applicable	Not applicable	Not applicable	Not applicable
Final Evaluation of Programme "II National Plan of Policies for Women"	Programme Evaluation	Americas and the Caribbean	Brazil	2014	Not Rated	De forma a garantizar la efectividad de los proyectos futuros, recomiendase cuidado en el establecim...		Aceptada. Este cuidado será tomnado en la elabboración del nuevo acuerdo negociado entre las instituciones.		Not applicable	Not applicable	Not applicable	Not applicable
Final Evaluation of Programme "II National Plan of Policies for Women"	Programme Evaluation	Americas and the Caribbean	Brazil	2014	Not Rated	De forma a garantizar la efectividad durante la implementación de nuevos acuerdos de cooperación, es...		Aceptada. Tanto SPM cuanto ONU Mujeres consideran esta una buena recomendación y este aspecto ya estaba considerado en la auto evaluación realizada por las instituciones, basada en las lecciones aprendidas durante la implementación del proyecto.		Not applicable	Not applicable	Not applicable	Not applicable
Final Evaluation of Programme "II National Plan of Policies for Women"	Programme Evaluation	Americas and the Caribbean	Brazil	2014	Not Rated	Es recomendada la mejoria de las estructuras de gestión y mecanismos de comunicación de los nuevos p...		Aceptada. Consideramos esta una buena práctica a ser implementada en futuras intervenciones.		Not applicable	Not applicable	Not applicable	Not applicable
Final Evaluation of Programme "II National Plan of Policies for Women"	Programme Evaluation	Americas and the Caribbean	Brazil	2014	Not Rated	Es recomendada la mejoria de los mecanismos de monitoreo y evaluación por parte de la SPM, ONU Mujer...		Acepted. Consideramos que serán importantes instrumentos para mejorar la transparencia y seguimiento de los proyectos de cooperación.		Not applicable	Not applicable	Not applicable	Not applicable
Joint Project on Gender Equality and Women's Empowerment Program Final Evaluation	Programme Evaluation	East and Southern Africa	Kenya	2014	Not Rated	Evaluation Recommendation 1 It is recommended for the UNCT to establish a UN body/structure that e...		Management Response: The management concurs with the importance of having a specific mechanism in place whose sole objective is to ensure coherence in the mainstreaming of gender in the UNDAF implementation. In many respects, steps towards this end have began and ? Plans are underway to set up a Gender Theme Group (GTG) by phasing out the current JP GEWE Programme Working Group (PWG). The GTG?s role would be to ensure UN?s support to GEWE is coherent, aligned to national priorities facilitate coherence on GEWE in the UNCT and ensure alignment of the UN?s support to national priorities. ? The implementation of the UNDAF consists of a system that is already in place and includes a National Steering Committee chaired by the Deputy President, the Programme Management and Oversight Group (PMOG) and the Strategic Result Area Groups who have incorporated considerations on GEWE in their workplans, monitoring and reporting processes ensuring that GEWE is mainstreamed into UNDAF. A decision has already been made to recruit a specific Gender Advisor to work in the Resident Coordinator?s (RC) office. S/he will support the RC to ensure that GEWE issues are also taken into consideration at that strategic level.		Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Normative Support, Not applicable	Not applicable, Promoting inclusiveness/Leaving no one behind, Advocacy	Gender equality
Joint Project on Gender Equality and Women's Empowerment Program Final Evaluation	Programme Evaluation	East and Southern Africa	Kenya	2014	Not Rated	Evaluation Recommendation 2 It is recommended for the UNCT to develop guidelines on the design and...		Management Response: The management concurs with the recommendation of having a guideline in place that is both context specific and in line with the already existing HQ level guidelines. In principle, the management recognizes the value of having clear guidance (same document for everyone at the country level) on when and how joint programmes should be designed, how they should be managed, including the role and responsibilities of each participating UN agency. In management?s view this would contribute to ensuring greater synergies between interventions, enhancing the strategic approach of the future Joint Programmes thus allowing for improvement in the efficiency and effectiveness of the programme. These recommendations are taken on board and UN Women will present these for discussion within the UNCT.		Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Normative Support, Not applicable	Not applicable, Promoting inclusiveness/Leaving no one behind, Advocacy	Gender equality
Joint Project on Gender Equality and Women's Empowerment Program Final Evaluation	Programme Evaluation	East and Southern Africa	Kenya	2014	Not Rated	Evaluation Recommendation 3 It is recommended that consideration be given to designing more focused...		Management Response: The Management concurs with the recommendation. The management recognizes that the scope of the current JP GEWE was very wide and perhaps too ambitious which presented difficulties in ensuring synergy among activities across all outputs. The benefits of having a more focused joint programme are recognized by the management as well as by the stakeholders and there are already discussions underway regarding future programming along this lines beyond the broadly focused JP GEWE. One of the potential focus areas is a JP on GBV. Mapping of ongoing and planned UN agency work on GBV for 2014-16 is almost complete.		Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Normative Support, Not applicable	Not applicable	Gender equality
Joint Project on Gender Equality and Women's Empowerment Program Final Evaluation	Programme Evaluation	East and Southern Africa	Kenya	2014	Not Rated	Evaluation recommendation 4 Design of a future Joint Programme should take into account the followi...		Management Response: Management concurs with the recommendations given and considers these to be critical to the design of a Joint Programme. The specific recommendations given above would form part of the Guidelines on the design and management of Joint Programmes (proposed in Recommendation no 2). The recommendations (a-d) are something that will be shared with the PMOG who would be tasked with the responsibility of preparing consolidated Guidelines on how to design and manage Joint Programmes.		Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Normative Support, Not applicable	Not applicable	Efficiency, Gender equality
Joint Project on Gender Equality and Women's Empowerment Program Final Evaluation	Programme Evaluation	East and Southern Africa	Kenya	2014	Not Rated	Evaluation Recommendation 5 Targeting and focus areas in future UN GEWE interventions: a. Work at ...		Management Response: These recommendations are taken on board and will be discussed within the UNCT by UN Women. In some ways these recommendations also form part of the issues that the proposed Guidelines on developing JPs would address. Regarding the JP GEWE, the management sees it important to point out that: a. The current JP GEWE worked at this level as it also represents the UN?s comparative advantage in terms of being able to facilitate the creation of enabling policy and legal environment?s for women?s empowerment and gender equality. b. The devolved structure was created after the Programme started. Once the new structure became effective, the JP GEWE took corrective measures and in so far as was possible extended the work to cover the county governments as duty bearers. c. While the JP GEWE did have a heavy focus on duty bearers vis-à-vis interventions targeting rights holders, this was also cognizant of the needs and opportunities in the country at the time. A new Constitution was being put in place which offered up significant opportunities to advance women?s rights in areas that had previously lagged. The management agrees that any future Joint Programme(s) will need to strike a balance so that they target both duty bearers and rights holders. d. The process of making horizontal linkages between various GEWE interventions and internally (vertically) between results in the same Programme is one that the UN led by UN Women is already in the process of addressing. The development of a GEWE Strategic Result Framework (GEWE SF) by the UN and Government of Kenya provides a sound conceptual framework and addresses this issue of linkages. It is expected that Programmes developed to contribute to these results will have strong internal coherence as well as effectively link to other Programmes.		Peace and security (SPs before 2018), Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Normative Support, Not applicable	Not applicable	Efficiency, Gender equality
Joint Project on Gender Equality and Women's Empowerment Program Final Evaluation	Programme Evaluation	East and Southern Africa	Kenya	2014	Not Rated	Evaluation Recommendation 6 It is recommended that future capacity development interventions give a...		Management Response: The management agrees with the importance of having a clear capacity development strategy in place in order to yield better and sustainable results. The management admits that there was no commonly agreed capacity development framework in place amongst the participating agencies in the previous JP that would have applied to the different key result areas. The management recognizes that having a clear capacity development strategy in place is also essential in terms of results based management. It allows for reporting on the impact and achievements of given capacity development measures.		Governance and planning (SPs before 2018)	Operational activities	Capacity development, Advocacy	Efficiency, Relevance
Joint Project on Gender Equality and Women's Empowerment Program Final Evaluation	Programme Evaluation	East and Southern Africa	Kenya	2014	Not Rated	Evaluation Recommendation 7 The design of relatively continuous interventions in the area (such as ...		Management Response: The management accepts the recommendation in principle, but would like to reiterate that the short duration of some of the interventions (especially in peace building processes during the 2013 General Elections) was dictated by necessity and urgency of avoiding post election violence. The management also believes that narrowing down the scope of any future JP to be more focused and demand driven automatically lengthens the duration of the specific programme activities and interventions.		Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Governance and planning (SPs before 2018)	UN Coordination, Normative Support, Operational activities	Not applicable	Sustainability
Joint Project on Gender Equality and Women's Empowerment Program Final Evaluation	Programme Evaluation	East and Southern Africa	Kenya	2014	Not Rated	Evaluation Recommendation 8 Work both on women and men. The already started initiatives of the JP G...		Management Response: The management agrees with the recommendation both in principle and in practice and reassures that all efforts will be made to ensure targeting of both men and women in future GEWE interventions supported by the UN.		Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	UN Coordination, Engaging men and boys	Not applicable, Advocacy	Sustainability, Human Rights, Gender equality
Final Evaluation of the UN Women Project Empowering abandoned women from migrants families in Tajikistan	Programme Evaluation	Europe and Central Asia	Kazakhstan	2016	Good	The Project implementation period should be extended to at least 36 months, if not longer, and the P...		Accepted. Though it must be recognized that project length and scope are very often dependent on donor funds available. MCO started to develop a new WEE related programme for Tajikistan (concept note is drafted and being shared with the potential donors), based on UN Women corporate FPIs and MCO’s strategic note for 2016-2020. WEE programme is being designed as multi-year programme (at least 3 years). MCO continues to monitor activities of SHGs created within the completed project and to help them to link with other potential partners to further develop their business.		Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018)	Operational activities, Not applicable	Promoting inclusiveness/Leaving no one behind	Efficiency, Sustainability, Impact
Final Evaluation of the UN Women Project Empowering abandoned women from migrants families in Tajikistan	Programme Evaluation	Europe and Central Asia	Kazakhstan	2016	Good	The Project should commit more time and resources to developing the knowledge and skills women need ...		Accepted. A comprehensive capacity development of rural women is kept as a priority for the further WEE related programming (integrated into MCO strategic note for 2016-2020 for Tajikistan). More detailed activity-based commitments will be addressed within the project document and a more graduated capacity building approach will be considered for incorporation.		Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018)	Operational activities, Not applicable	Capacity development	Effectiveness, Sustainability, Impact
Final Evaluation of the UN Women Project Empowering abandoned women from migrants families in Tajikistan	Programme Evaluation	Europe and Central Asia	Kazakhstan	2016	Good	More advanced SHGs with existing capacities should be encouraged to formally register as PIBs and pr...		Accepted. UN women and its implementing partners continue to monitor and coach the SHGs from perspectives of their sustainability and efficiency of their operations. PIBs registered within the project is also a subject of the attention and assistance to ensure the necessary advisory support form the available service providers for a further business development. Within new WEE related programming, UN Women MCO will undertake an analysis of PIB’s operations to define potential challenges and recommendations for their further activities operations as well as to assess PIB’s approach efficiency/relevance and sustainability to address the beneficiaries’ needs.		Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018)	Not applicable	Capacity development, Not applicable	Gender equality
Final Evaluation of the UN Women Project Empowering abandoned women from migrants families in Tajikistan	Programme Evaluation	Europe and Central Asia	Kazakhstan	2016	Good	The amount of money and timing of core funding to SHGs should be more timely, in keeping with the pr...		Accepted and will be followed-up within the new projects.		Women economic empowerment (SPs before 2018)	Partnership, Not applicable	Capacity development, Knowledge management	Efficiency
Final Evaluation of the UN Women Project Empowering abandoned women from migrants families in Tajikistan	Programme Evaluation	Europe and Central Asia	Kazakhstan	2016	Good	More focus should be given by UN Women, IOM and the government to help women access their legal righ...		Accepted. This is being followed-up within UN Women new three year project supporting improvement of civil registration services in Tajikistan (started in May 2016)		Leadership and political participation (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind	Gender equality
Final Evaluation of the UN Women Project Empowering abandoned women from migrants families in Tajikistan	Programme Evaluation	Europe and Central Asia	Kazakhstan	2016	Good	Invest more time and resources into increasing women’s self-efficiency and financial independence by...		Accepted. MCO will factor in this recommendation into the development of a new JP on WEE.		Women economic empowerment (SPs before 2018)	Partnership, Not applicable	Capacity development	Gender equality
Final Evaluation of the UN Women Project Empowering abandoned women from migrants families in Tajikistan	Programme Evaluation	Europe and Central Asia	Kazakhstan	2016	Good	Women’s empowerment projects should be coupled with efforts to EVAW. This includes awareness-raising...		Accepted. MCO will consider how to make better linkages. As EVAW is an area of priority for Tajikistan programming, better links will be sought.		Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Operational activities, Culture of results/RBM	Knowledge management	Gender equality
Final Evaluation of the UN Women Project Empowering abandoned women from migrants families in Tajikistan	Programme Evaluation	Europe and Central Asia	Kazakhstan	2016	Good	Increase support for learning exchanges and “communities of practice” that help to support women’s c...		Accepted. MCO continues to support SHGs after the project and in particular is exploring possibilities for learning and south-south exchange.		Women economic empowerment (SPs before 2018)	Operational activities, Not applicable	Capacity development	Gender equality
Final Evaluation of the UN Women Project Empowering abandoned women from migrants families in Tajikistan	Programme Evaluation	Europe and Central Asia	Kazakhstan	2016	Good	UN Women and IOM would benefit from committing more time and resources to improving national and loc...		Accepted. MCO plans to conduct GRB training in the future and will though this address this recommendation.		Governance and planning (SPs before 2018)	Partnership	Capacity development, Not applicable	Gender equality
Final Evaluation of the UN Women Project Empowering abandoned women from migrants families in Tajikistan	Programme Evaluation	Europe and Central Asia	Kazakhstan	2016	Good	Measures of women’s economic empowerment should be improved in the household surveys UN Women would ...		Accepted. MCO will factor into preparation of new survey methodology in new WEE projects in Tajikistan.		Women economic empowerment (SPs before 2018)	Culture of results/RBM	Capacity development, Advocacy, Knowledge management	Effectiveness, Relevance
Portfolio Evaluation of Kazakhstan Multi-Country Office for Central Asia Strategic Note	Country-level Evaluation	Europe and Central Asia	Kazakhstan	2015	Very Good	UN Women can build on the example of the extended GTG. Focus efforts on becoming an advocate and tho...		Accepted. UN Women in Kazakhstan and Turkmenistan will learn from the good example of the extended GTG in Tajikistan. In Kazakhstan, UN Women has re-formed the GTG in early 2015 and developed an AWP. The challenge in Kazakhstan is motivating and engaging the agencies in the UNCT who are located in both Almaty and Astana. For Turkmenistan, the HRGTG established in Spring 2015 is led by UNFPA with active engagement of UN Women. In all 3 countries UN Women is enhancing its relationship with UNDP; however, the relationship is strained by competition for financial resources and UNDP’s bigger claim in the market. UN Women rather prefers to establish to strengthen relationships with other like minded agencies such as UNICEF and UNFPA, while not excluding enhancing the relationship with UNDP. Limited capacity of UNDP COs on HR/GE responsive programming will be addressed by sharing the knowledge and best practices on GEWE programming at the country and sub-regional level.		Not applicable	UN Coordination	Internal coordination and communication	Sustainability, Impact
Portfolio Evaluation of Kazakhstan Multi-Country Office for Central Asia Strategic Note	Country-level Evaluation	Europe and Central Asia	Kazakhstan	2015	Very Good	Within a five-year strategic note the MCO can afford to expand the ambition of future outcomes to em...		Accepted. MCO has worked into its new 5 year SN expanded outcomes that are taken from the structural transformations called for in CEDAW. This includes working more at national policy level through a focus on gender responsive national planning and budget which will allow cross sectoral interventions of UN Women to build synergies across sectors thus achieving a higher level impact. In addition, the MCO has a key focus on working to change stereotypes of gender roles in the MCO countries as a key approach to prevention of violence against women.		Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	Partnership, Operational activities	Advocacy	Sustainability
Portfolio Evaluation of Kazakhstan Multi-Country Office for Central Asia Strategic Note	Country-level Evaluation	Europe and Central Asia	Kazakhstan	2015	Very Good	Identify the key entry point (strategy) for intervening successfully at different geo-political leve...		Accepted: MCO will conduct more in-depth situation analysis to better determine key intervention points at macro, meso, and micro level in order to work toward top down and bottom up changes. Such analysis will be conducted with involvement and consultation of government partners, UNCT, beneficiaries, civil society, donors, and academia.		Governance and planning (SPs before 2018)	UN Coordination, Partnership, Culture of results/RBM	Advocacy	Effectiveness, Efficiency
Portfolio Evaluation of Kazakhstan Multi-Country Office for Central Asia Strategic Note	Country-level Evaluation	Europe and Central Asia	Kazakhstan	2015	Very Good	Develop UN Women’s convening and bridging role at the national and sub-regional levels through suppo...		Accepted: UN Women as part of the UNCT and with the host governments will work for substantive gender focus across SDGs. UN Women will be actively involved in the UNPFD/UNDAF results groups and will leverage other agencies to ensure gender focus in all results groups across all countries. This approach will enhance the MCO’s active engagement and leadership in CEDAW compliance/implementation of Concluding Observations.		Governance and planning (SPs before 2018)	Culture of results/RBM	Internal coordination and communication	Effectiveness
Portfolio Evaluation of Kazakhstan Multi-Country Office for Central Asia Strategic Note	Country-level Evaluation	Europe and Central Asia	Kazakhstan	2015	Very Good	In accordance with the concluding observations of the CEDAW, UN Women must continue to consider how ...		Accepted. The MCO will continue to utilize the COs of the CEDAW as a basis for interventions and dialog in each country and at all levels. In addition, the MCO will greatly leverage the SDGs and the commitments made by host governments at the SDG summit to advocate for gender equality. The MCO will take a balanced and nuanced approach to gender equality in its countries, by focusing increasing on the role of men and boys in gender equality (for example through heightened advocacy under HeForShe) and approaching gender equality through a business case which is meeting the needs of the host governments, e.g. gender equality as a basis for peace and stability in society, in the family (gender equality as a core family value), that gender equality makes business sense (i.e. good for economic growth).		Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Partnership	Not applicable, Advocacy	Gender equality
Portfolio Evaluation of Kazakhstan Multi-Country Office for Central Asia Strategic Note	Country-level Evaluation	Europe and Central Asia	Kazakhstan	2015	Very Good	Taking a long-term view, the evaluation considers that the balance of competencies in the MCO suppor...		Accepted. The MCO is indeed challenged to function at the same level as a CO for the four countries that it covers and it appreciates that the evaluation has recognized this. The MCO will continue to support sub regional dialogue and discussions, peer exchange, and south south collaboration and communication in order to build synergies and work for more impact. This extends beyond the MCO and involves also CO Kyrgyzstan and extends, although to a lesser extent also to other Cos and PPs in the ECA region. The MCO expects that the regional architecture evaluation will bring more detail and depth, which go beyond the scope of this evaluation, to the possible way(s) forward for the MCO.		Not applicable	UN Coordination	Not applicable, Advocacy	Sustainability, Gender equality
Final Evaluation of UN Women Sudan 2014-2016 Country Programme	Country-level Evaluation	East and Southern Africa	Sudan	2017	Very Good	RECOMMENDATION 1. Recruit and sustain capable core staff to enable and designing and implementing a ...	The insufficiency of human resources in terms of numbers and capacity is at the basis of a number of weaknesses; even if financial resources are needed to recruit the required staff, UN Women needs to avail of a documented recruitment plan. On a parallel trail and not necessarily resource intensive, connecting with the UN Women COs in the region for sharing of experience and exchange visits may help, for instance on fund acquisition, creating leadership and building alliances with civil society.	CO office acknowledges that following the downscaling of 2015/2016 as a result of protracted funding deficiency, insufficiency of staff in quality and number affected the office image, constricted its programming intervention areas to 2/3, with a track record of low delivery and reporting. This situation is currently being addressed as resources are mobilized. Qualified staff, some from other UN Agencies are on board supporting work on women economic empowerment, peace, security and humanitarian action, coordination and communication, M&E and finance.		Not applicable	Not applicable	Capacity development	Efficiency
Final Evaluation of UN Women Sudan 2014-2016 Country Programme	Country-level Evaluation	East and Southern Africa	Sudan	2017	Very Good	RECOMMENDATION 2. The CO has to take immediate measures to improve operational effectiveness and eff...	The CO should start with developing and adhering to plans as per corporate guidance and quality and timely narrative and financial reports need developed and obtained from partners, also to be used as a basis for advocacy and evidence-based decision-making. Moreover, measures need to be taken to create an easily accessible institutional memory and a quality M&E framework and system need to be developed and implemented.	Office is undergoing a lot of Improvement, with the new staff on board. M&E systems are being developed and used by Project officers and implementing partners. Both Institutional and Donor reports have seen improvements in timeliness and quality. Plans are underway to train staff and IPs on effective monitoring and reporting.		Not applicable	Not applicable	Not applicable	Effectiveness
Final Evaluation of UN Women Sudan 2014-2016 Country Programme	Country-level Evaluation	East and Southern Africa	Sudan	2017	Very Good	RECOMMENDATION 3. The CO should revise and implement its resource mobilization strategy, based on ex...	The CO should revise and implement its resource mobilization strategy, based on existing corporate guidance on resource mobilization. A single source funding situation should be avoided and a more strategic and better-targeted approach to fund acquisition should be utilized, based on resource mapping. A human resource strategy and plan should be developed, coupled with an organogram, to complement the resource strategy.	With regards to the baselines of 3-4 staff and almost zero programming resources by the end of 2015 when the decision to downscale the office was made, the Office's Human and Financial bases has tremendously Improved as a result of expanding strategic partners and donor-base.		Not applicable	Not applicable	Not applicable	Efficiency
Final Evaluation of UN Women Sudan 2014-2016 Country Programme	Country-level Evaluation	East and Southern Africa	Sudan	2017	Very Good	RECOMMENDATION 4. UN Women should broaden its focus to better respond to its mandate and the needs o...	UN Women should broaden its focus to better respond to its mandate and the needs of women in Sudan. Currently, the efforts of the CO are mostly focused on the programmatic area with coordination on the second place. UN Women should ensure the distribution of attention over the mandate areas under the new SN is better balanced, especially by enhancing the attention for the normative area. As for impact areas, working on only two impact areas hampers UN Women to work according to all mandate areas; the areas of women leadership and political participation and VAW/G are impact areas that deserve an independent focus	While recognizing that all impact areas in the SN remain critical in Sudan, given the financial and human resource realities of the office as explained above, it would have been overambitious or unrealistic to continue working on all Impact areas or expanding to more geographic areas. Focusing on 2/3 impact areas and Coordination for the past 2 years has generated impact and visibility, which is contributing to rebuild the office's Image and credibility. With resources mobilized UN Women has expended programming In 2017 to Kordofan, Red Sea and Khartoum States. The new SN 2018-2021 being developed will be more comprehensive and will cover more geographic areas.		Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Normative Support, Operational activities, Humanitarian action	Not applicable	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Gender equality
Final Evaluation of UN Women Sudan 2014-2016 Country Programme	Country-level Evaluation	East and Southern Africa	Sudan	2017	Very Good	RECOMMENDATION 5. UN Women needs to broaden and enlarge its partnership to obtain a stronger voice a...	UN Women needs to broaden and enlarge its partnership to obtain a stronger voice and better access the target group. This would help to broaden build strategic alliances with organizations from various backgrounds for coordination, cooperation and joint advocacy, but also to build their capacity building and raise their awareness. The identification of new and strategic partners should use partnership assessments, based on existing corporate guidance on partnership selection. Stronger partnership with civil society is essential for UN Women to better reach smaller women’s networks and women at grassroots level. Moreover, the CO should strengthen its partnership with media and the private sector.	The CO is currently expanding its strategic partnership to More Government departments, new donors, Private Sector, CSOs, Media and Academia. It will continue in this light. A Coordination and Strategic Partnerships staff is on board.		Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Partnership	Not applicable	Not applicable
Final Evaluation of UN Women Sudan 2014-2016 Country Programme	Country-level Evaluation	East and Southern Africa	Sudan	2017	Very Good	RECOMMENDATION 6. UN Women needs to continue strengthening its role in the UN Family.	UN Women needs to continue strengthening its role in the UN Family. Even if UN Women seems to have strengthened its contribution lately, more can be accomplished. The CO needs to increase its influence over gender mainstreaming and addressing gender considerations by other UN Agencies and as for UNDAF, UN Women should be strongly involved in the upcoming design of output and indicators. Lastly, UN Women should also make an effort to be more frequently involved in UN meetings and working groups and in UN joint events and ensure the regularly and meaningfully conducting Gender Theme Group meetings is sustained.	CO continue coordinating and leading gender mainstreaming in UN groups and joint projects and actively participated in UNDAF outputs and indicators development. Now exerting and concentrating efforts by emerging GTG and GiHA with other sister UN agencies for more activation of GTG. In addition to contribution in other UN working groups.		Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Partnership, Humanitarian action	Not applicable, Capacity development	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Human Rights, Gender equality
Midterm Evaluation of the Securing Rights and Improving Livelihoods of Women project	Programme Evaluation	Arab States	Egypt	2017	Good	Promote integration among key project partners: UN Women should promote integration among key projec...		UN Women ECO leads the coordination between Misr El Kheir and CARE to ensure the models of the VSLA and the social solidarity companies are integrated in Beni Suef and Assiut	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Promoting inclusiveness/Leaving no one behind	Effectiveness
Midterm Evaluation of the Securing Rights and Improving Livelihoods of Women project	Programme Evaluation	Arab States	Egypt	2017	Good	Discuss an incentive system for VSLA and SFD loans, to promote partnerships and cooperation between ...		Relying on international best practices, UN Women ECO aims to design a comprehensive national program focusing on horizontal and vertical scale up of VSLAs.	Accepted	Women economic empowerment (SPs before 2018)	Partnership	Promoting inclusiveness/Leaving no one behind	Effectiveness, Gender equality
Midterm Evaluation of the Securing Rights and Improving Livelihoods of Women project	Programme Evaluation	Arab States	Egypt	2017	Good	Include men and community groups in social marketing and awareness activities: UN Women should targe...		UN Women ECO implements interventions in a participatory and inclusive manner. UN women is implementing its models in partnership with local NGOs with a high representation of men working in the NGO and promoting project activities. It is noteworthy to mention that 8% of men are represented in VSLA groups.	Partially Accepted	Women economic empowerment (SPs before 2018)	Partnership, Operational activities	Promoting inclusiveness/Leaving no one behind	Effectiveness, Human Rights, Gender equality
Midterm Evaluation of the Securing Rights and Improving Livelihoods of Women project	Programme Evaluation	Arab States	Egypt	2017	Good	Work with other community associations: It is highly recommended to consider how implementing partne...		In the design and implementation of the project, UN Women ECO has partnered with CARE, SFD and Misr El Kheir. All of these NGOs/governmnet partners have their own network of CDAs to ensure wider outreach to beneficiaries and communities. Given the limited timeframe until project closure, and the fact that all agreements have been signed, and most of the resources have been disbursed, UN Women ECO will not be able to contract additional CDAs in the last year of project implementation	Partially Accepted	Women economic empowerment (SPs before 2018)	Partnership, Normative Support	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness
Midterm Evaluation of the Securing Rights and Improving Livelihoods of Women project	Programme Evaluation	Arab States	Egypt	2017	Good	Develop a sustainability plan and exit strategy: It is highly recommended to work with MEK foundatio...		UN Women ECO ensures sustainability through cooperating with diverse local partners, whether government or NGOs. This helps transferring skills and knowledge, and building capacities of local NGOs. This project works on the estabilshment and registration of social solidairty companies and registers them with the Ministry of Investment to ensure sustainability of the companies beyond the project duration.	Accepted	Women economic empowerment (SPs before 2018)	Partnership, Culture of results/RBM	Capacity development, National ownership, Promoting inclusiveness/Leaving no one behind	Sustainability, Impact
Midterm Evaluation of the Securing Rights and Improving Livelihoods of Women project	Programme Evaluation	Arab States	Egypt	2017	Good	Maximize the benefit and services provided by the SFD: It is highly recommended that the SFD work wi...		UN Women ECO has partnered with the SFD due to its wide outreach within the business community.	Partially Accepted	Women economic empowerment (SPs before 2018)	Partnership	Promoting inclusiveness/Leaving no one behind	Effectiveness
Midterm Evaluation of the Securing Rights and Improving Livelihoods of Women project	Programme Evaluation	Arab States	Egypt	2017	Good	Refine capacity building activities: This should include a. Capacity building of beneficiaries of SF...		As part of its partners selection process, UN Women ECO conducts a capacity assessment for all its partners to ensure they have the right systems in place and the design of the right capacity building activities.	Accepted	Women economic empowerment (SPs before 2018)	Operational activities, Culture of results/RBM	Capacity development	Effectiveness
Midterm Evaluation of the Securing Rights and Improving Livelihoods of Women project	Programme Evaluation	Arab States	Egypt	2017	Good	Strengthen the M&E Component – UN Women should review the M&E system, tools and methodologies and a ...		UN Women ECO promotes a strong culture of results-based and knowledge management within its interventions. Through the implementation of the 2018-22 monitoring, research and evaluation plan (MERP), and through enhanced compliance with the RMS monitoring mechanism, the ECO will ensure that all programmes are implemented on time and with the expected high-quality results.	Accepted	Women economic empowerment (SPs before 2018)	Culture of results/RBM	Evidence, Data and statistics	Effectiveness, Efficiency, Relevance, Sustainability, Impact
Evaluación Final del Programa verdad, justicia y reparación para mujeres víctimas en Colombia.	Programme Evaluation	Americas and the Caribbean	Colombia	2013	Not Rated	RECOMENDACIÓN 1. Priorizar los temas e identificar los procesos clave correspondientes con instituci...		ONU Mujeres ha establecido los elementos centrales de una nueva estrategia plurianual que establece los ámbitos estratégicos de acción y las modalidades de intervención. Esta estrategia estará siendo retraolimentada por diversas copartes en el mes de febrero. Adicionalmente ONU Mujeres plantea establecer un Documento de Estrategia Temática específicamente en el ámbito de Mujeres, paz y seguridad que se espera enmarque más claramente el alcance de la intervención. Esta estrategia se incorporará en el nuevo documento proyecto con la Embajada de Suecia.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluación Final del Programa verdad, justicia y reparación para mujeres víctimas en Colombia.	Programme Evaluation	Americas and the Caribbean	Colombia	2013	Not Rated	RECOMENDACIÓN 2. Seguir fortaleciendo instancias estatales por medio del asesoramiento técnico, no s...		Management Response: ONU Mujeres establecerá cartas de entendimiento con planes de trabajo de al menos dos años de duración que permitan una intervención de mediano plazo a nivel institucional, así como la evaluación de las modalidades de cooperación con cada entidad, buscando mecanismos de apropiación y sostenibilidad de las capacidades instaladas.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluación Final del Programa verdad, justicia y reparación para mujeres víctimas en Colombia.	Programme Evaluation	Americas and the Caribbean	Colombia	2013	Not Rated	RECOMENDACIÓN 3. Seguir fortaleciendo a organizaciones de mujeres víctimas desde estrategias de form...		Management Response: ONU Mujeres mantendrá sus ámbitos de trabajo con redes y organizaciones de mujeres, buscando establecer alianzas entre estas y la academia con el propósito de fortalecer las estrategias de formación, acompañamiento y asesoría legal.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluación Final del Programa verdad, justicia y reparación para mujeres víctimas en Colombia.	Programme Evaluation	Americas and the Caribbean	Colombia	2013	Not Rated	RECOMENDACIÓN 4. Desarrollar desde el enfoque de Gestión por Resultados, un Sistema de planeación, m...		Management Response: Todos los programas y proyectos desarrollados en el marco de la nueva estrategia plurianual de ONU Mujeres tendrán un sistema de M&E en línea con el sistema de M&E de la estrategia de país que proporcionará información periódica sobre el progreso hacia los resultados; así como evaluaciones relacionadas desde el punto de vista temático.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluación Final del Programa verdad, justicia y reparación para mujeres víctimas en Colombia.	Programme Evaluation	Americas and the Caribbean	Colombia	2013	Not Rated	RECOMENDACIÓN 5. Promover con instancias estatales (o la Agencia Presidencial de Cooperación) mesas ...		Management Response: ONU Mujeres ha venido avanzando al respecto en específico en los ámbitos de restitución de tierras. ONU Mujeres, en el marco de la Mesa de Género de la CI y en coordinación con la APC y la ACPEM promoverán espacios semestrales en función de los sectores estatales a los que apoyan las entidades miembros de la Mesa para garantizar cooperación.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluación Final del Programa verdad, justicia y reparación para mujeres víctimas en Colombia.	Programme Evaluation	Americas and the Caribbean	Colombia	2013	Not Rated	RECOMENDACIÓN 6. Fortalecer sinergias con SNU que permitan una presencia más permanente y con mayor ...		Management Response: ONU Mujeres establecerá una estrategia territorial con el propósito de identificar el tipo de intervención más adecuado y los territorios prioritarios, esta estrategia incluirá siempre todos los aspectos de trabajo tanto con instituciones del Estado como con organizaciones de sociedad civil, sector privado y academia. La presencia en territorios por parte de ONU Mujeres se hará en coordinación con otras agencias del SNU presentes en las regiones.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluación Final del Programa verdad, justicia y reparación para mujeres víctimas en Colombia.	Programme Evaluation	Americas and the Caribbean	Colombia	2013	Not Rated	RECOMENDACIÓN 7. Considerar promover o gestionar fondos conjuntos de múltiples agencias para sostene...		ONU Mujeres ha establecido un ?Plan Estratégico País? para el periodo 2014-2017 en el cual se establecen los lineamientos principales de acción y coordinación con diversas copartes tanto de la cooperación internacional, como de los actores nacionales. Este plan estratégico pretende constituirse en una hoja de ruta que pueda ser respaldada por diversos actores y en tal sentido maximizar el impacto. Considerando que la MGCI no es un escenario de programación conjunta, sino de advocacy y coordinación, ONU Mujeres mantendrá en su rol de Secretaria Técnica, mecanismos de coordinación interagencial respecto a los ámbitos del programa para asegurar maximizar esfuerzos.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluación Final del Programa verdad, justicia y reparación para mujeres víctimas en Colombia.	Programme Evaluation	Americas and the Caribbean	Colombia	2013	Not Rated	RECOMENDACIÓN 8. Fortalecer el tema de enfoque diferencial de género desde lo étnico y los procesos ...		Management Response: Si bien el enfoque étnico debe ser transversal al programa, se considera pertinente desarrollar acciones puntuales que viabilicen resultados concretos con estos sectores poblacionales, definiendo/escalando alcance anual de las mismas.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluación Final del Programa verdad, justicia y reparación para mujeres víctimas en Colombia.	Programme Evaluation	Americas and the Caribbean	Colombia	2013	Not Rated	RECOMENDACIÓN 9. Acompañar procesos de mujeres víctimas en la construcción de paz y post conflicto ?...		Management Response: ONU Mujeres ha venido trabajando en ese mismo enfoque previamente. En tal sentido fortalecerá su trabajo en función de la teoría de cambio de la organización de acuerdo a su plan plurianual, que prevé que la construcción de la paz supera la agenda de terminación del conflicto y de garantías para las víctimas, y por tanto, debe atender los asuntos estructurales de la desigualdad en el desarrollo y la necesidad de fortalecimiento de las mujeres como protagonistas de la paz, la democracia y el desarrollo, atendiendo así, no solo la restitución de sus derechos en tanto víctimas, sino la reparación transformadora de su rol y dignidad en la sociedad, apoyando su rol activo en el proceso de paz que vive Colombia.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluación Final del Programa verdad, justicia y reparación para mujeres víctimas en Colombia.	Programme Evaluation	Americas and the Caribbean	Colombia	2013	Not Rated	RECOMENDACIÓN 10. Fortalecer, mediante actividades estratégicas, el espíritu de la Resolución 1325 y...		Management Response: ONU Mujeres ha venido trabajando en ese mismo enfoque previamente con acciones estratégicas incorporadas en el marco de resultados del Programa. En tal sentido se garantizará profundizar en dichas acciones en el nuevo Programa, tomando como guía estratégica los ?puntos de acción de la ONU para la consolidación de la paz con una perspectiva de género?, plan global que brinda directrices para la implementación más efectiva de la Resolución 1325.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluación Final del Programa verdad, justicia y reparación para mujeres víctimas en Colombia.	Programme Evaluation	Americas and the Caribbean	Colombia	2013	Not Rated	RECOMENDACIÓN 11. Aumentar su capacidad y atención a los temas de DDR y reconciliación social para p...		Management Response: ONU Mujeres, como parte de las agencias del SNU en Colombia avanzará en este ámbito de trabajo en alineación y de manera conjunta con el SNU, e incorporará este aspecto dentro del nuevo programa.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluación Final del Programa verdad, justicia y reparación para mujeres víctimas en Colombia.	Programme Evaluation	Americas and the Caribbean	Colombia	2013	Not Rated	RECOMENDACIÓN 12. Fortalecer los liderazgos políticos de mujeres quienes están postulando o han logr...		Management Response: ONU Mujeres ha venido trabajando en ese mismo enfoque previamente, buscando siempre potenciar alianzas en el marco de la Comisión Política de la Mesa de Género de la Cooperación Internacional y del trabajo interagencial al interior del SNU. No se considera que un diplomado sea la mejor forma de trabajo con actores políticos y en tal sentido, si bien considerará estrategias de formación, mantendrá estrategias de advocacy y acompañamiento directo, que incorporaran lo relacionado con justicia transicional y construcción de paz, a propósito de los postulados de la teoría del cambio de la organización y de acuerdo a su plan plurianual.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluación Final del Programa verdad, justicia y reparación para mujeres víctimas en Colombia.	Programme Evaluation	Americas and the Caribbean	Colombia	2013	Not Rated	RECOMENDACIÓN 13. Desarrollar instrumentos de seguimiento de políticas públicas de igualdad de mujer...		Management Response: ONU Mujeres Colombia fortalecerá la generación de conocimientos en materia de igualdad de género, seguimiento, monitoreo y evaluación de políticas y programas. Esto permitirá a la oficina contribuir con el monitoreo continuo de la situación de las mujeres en Colombia y para consolidar las lecciones de estrategias efectivas de apoyo a su labor de advocacy para influir en las políticas de igualdad de género. También permitirá a la oficina para precisar al máximo los resultados a los que ONU Mujeres contribuye en el país.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluación Final del Programa verdad, justicia y reparación para mujeres víctimas en Colombia.	Programme Evaluation	Americas and the Caribbean	Colombia	2013	Not Rated	RECOMENDACIÓN 14. Acompañar y fortalecer las plataformas de mujeres en su capacidad de incidencia en...		Management Response: ONU Mujeres ha venido trabajando en ese mismo enfoque previamente e incorporará este aspecto en el nuevo programa conjunto, a propósito de los postulados de la teoría del cambio de la organización y de acuerdo a su plan plurianual.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluación Final del Programa verdad, justicia y reparación para mujeres víctimas en Colombia.	Programme Evaluation	Americas and the Caribbean	Colombia	2013	Not Rated	RECOMENDACIÓN 15. Agilizar la secretaria técnica de la Mesa de Género de la cooperación internaciona...		Management Response: Con el liderazgo de la nueva presidencia y de acuerdo con la reunión plenaria del mes de enero esta recomendación queda acogida.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluación Final del Programa verdad, justicia y reparación para mujeres víctimas en Colombia.	Programme Evaluation	Americas and the Caribbean	Colombia	2013	Not Rated	RECOMENDACIÓN 16. Reforzar el equipo de la Oficina en lugar de contratar consultoras para períodos c...		Management Response: ONU Mujeres incorporó en la nueva fase del proyecto una profesional de apoyo adicional y ha identificado como parte de su estrategia los equipos requeridos para una adecuada implementación de los programas non-core que implemente.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
UN Joint Programme on Gender Equality (UNJPGE) Final Evaluation	Programme Evaluation	East and Southern Africa	Uganda	2015	Very Good	Engage all stakeholders early in the design of the Programme		Accepted. This is standard practice in HRBA approach to programme design and will be undertaken	Accepted	Not applicable	Not applicable	Not applicable	Not applicable
UN Joint Programme on Gender Equality (UNJPGE) Final Evaluation	Programme Evaluation	East and Southern Africa	Uganda	2015	Very Good	Select few and relevant PUNOs for the joint programme		This is accepted and a proposal from the Convergence group (GE/GBV) will be submitted to the JSC for approval	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
UN Joint Programme on Gender Equality (UNJPGE) Final Evaluation	Programme Evaluation	East and Southern Africa	Uganda	2015	Very Good	Select thematic areas that provide the best value for money		This is accepted and a proposal from the Convergence group (GE/GBV) will be submitted to the JSC for approval	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
UN Joint Programme on Gender Equality (UNJPGE) Final Evaluation	Programme Evaluation	East and Southern Africa	Uganda	2015	Very Good	Geographic scope should not be too wide to undermine depth of support		This is accepted and a proposal from the Convergence group (GE/GBV) will be submitted to the JSC for approval	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
UN Joint Programme on Gender Equality (UNJPGE) Final Evaluation	Programme Evaluation	East and Southern Africa	Uganda	2015	Very Good	Human rights based approaches should be mainstreamed in the design		Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
UN Joint Programme on Gender Equality (UNJPGE) Final Evaluation	Programme Evaluation	East and Southern Africa	Uganda	2015	Very Good	Support for the full operationalisation of the outcome lead role		Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
UN Joint Programme on Gender Equality (UNJPGE) Final Evaluation	Programme Evaluation	East and Southern Africa	Uganda	2015	Very Good	Role of the UNCT structure in oversight: The need for a separate UN agencies platform to discuss joi...		Not accepted. The UNDAF management structure requires the UNCT to provide oversight	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
UN Joint Programme on Gender Equality (UNJPGE) Final Evaluation	Programme Evaluation	East and Southern Africa	Uganda	2015	Very Good	Visibility and communication needs to be strong		Accepted.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Test	Cluster Evaluation	Americas and the Caribbean	Brazil		Not Rated	Test		Test	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Empowering Youth to advocate for women?s human rights through volunteerism Project	Programme Evaluation	Arab States	Jordan	2014	Good	Key recommendation: A project extension is recommended. Future activities should focus primarily on...		Management response: Fully agreed with this key recommendation. The project is still valid and respond to UN Women mandate regarding women's rights and also respond to national priority. A possibility of project new phase will be explored pending availability of fund. Programme team will develop a concept note for a new phase to be shared with donors for funding.		Women economic empowerment (SPs before 2018)	Operational activities, Not applicable	Capacity development, Advocacy	Sustainability, Human Rights
Empowering Youth to advocate for women?s human rights through volunteerism Project	Programme Evaluation	Arab States	Jordan	2014	Good	Core Recommendations:1. The project core strength lays in the success with which it mobilized male y...		Fully agreed.It should be considered to include more male youth in the new recommended phase with more emphasis on CEDAW as a main reference.		Governance and planning (SPs before 2018)	Youth engagement, Engaging men and boys	Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Empowering Youth to advocate for women?s human rights through volunteerism Project	Programme Evaluation	Arab States	Jordan	2014	Good	2. The core difficulty faced by the project was delay in implementation. It is recommended that the ...		Partially agreed due to the time of the volunteers who are engages in their studies and work, where we have to account for that.		Governance and planning (SPs before 2018)	Operational activities, Not applicable	Not applicable	Efficiency, Gender equality
Empowering Youth to advocate for women?s human rights through volunteerism Project	Programme Evaluation	Arab States	Jordan	2014	Good	3. Moving forward, core opportunities for development of the project lie in establishing partnership...		There is a need to involve new national partners with relevent experience in the field.		Women economic empowerment (SPs before 2018)	Partnership	Capacity development	Effectiveness, Relevance, Sustainability, Impact
Achieving E-quality in the ICT Sector Project	Programme Evaluation	Arab States	Jordan	2015	Good	Motivating the participation of the private sector to enhance job opportunities and adopting and spo...		Accepted. UN Women has a resource mobilization strategy which also targets partnership development with the private sector.		Women economic empowerment (SPs before 2018)	Partnership	Not applicable	Effectiveness
Achieving E-quality in the ICT Sector Project	Programme Evaluation	Arab States	Jordan	2015	Good	Separation of the Quality Assurance function from the technical (Operations) function in project str...		Accepted. Greater oversight is needed in project management functions for any future phase of the project. This will be ensured and efforts have already been made to redress challenges through streamlining staff functions. All projects developed have included a detailed risk management plan. The country office has also its own corporate risk management plan.		Women economic empowerment (SPs before 2018)	Operational activities, Not applicable	Not applicable	Effectiveness
Achieving E-quality in the ICT Sector Project	Programme Evaluation	Arab States	Jordan	2015	Good	Monitoring reports were embedded in the periodic reports. It is recommended to have separate Monitor...		Accepted. This is currently implemented in all of UN Women CO projects.		Governance and planning (SPs before 2018)	Culture of results/RBM	Knowledge management	Effectiveness, Efficiency
Achieving E-quality in the ICT Sector Project	Programme Evaluation	Arab States	Jordan	2015	Good	There is the issue of ICT job market saturation. The demand for Cisco academies’ graduates might not...		Accepted. UN Women agrees that it is not strategic to keep working in this area. There will be no new phase of this programme.		Women economic empowerment (SPs before 2018)	Not applicable	Capacity development	Efficiency
Achieving E-quality in the ICT Sector Project	Programme Evaluation	Arab States	Jordan	2015	Good	Information management (Recording, tabulation, storage and retrieval) is important to building infor...		Accepted. It is understood that there were shortcomings in terms of the recording of results throughout the life cycle of the project. However, some good practices were written in the research study: "Status of the Jordanian women in the ICT sector". Future projects will ensure better documentation of results. The CO has no further funding for this area.		Women economic empowerment (SPs before 2018)	Culture of results/RBM	Capacity development, Knowledge management	Effectiveness, Efficiency
Achieving E-quality in the ICT Sector Project	Programme Evaluation	Arab States	Jordan	2015	Good	Future projects should include partners and alliances from local communities of the targeted regions...		Accepted. UN Women will strive to ensure broader partnerships in all of its future programming.		Not applicable	Not applicable	Not applicable	Not applicable
Achieving E-quality in the ICT Sector Project	Programme Evaluation	Arab States	Jordan	2015	Good	There should have been more attraction programs and campaigns for the participation for women from o...		Not applicable. UN Women will no longer continue to work in the ICT sector.		Not applicable	Not applicable	Not applicable	Not applicable
Achieving E-quality in the ICT Sector Project	Programme Evaluation	Arab States	Jordan	2015	Good	Networking: Keeping ties with female leader graduates and keeping a roster of outstanding women grad...		Not accepted. It is not the function of UN Women to serve in a role where 'outstanding graduates' are defined and rostered for the private sector.		Not applicable	Not applicable	Not applicable	Not applicable
Achieving E-quality in the ICT Sector Project	Programme Evaluation	Arab States	Jordan	2015	Good	UN Women, even after exiting the project, should examine the possibility of holding an updating meet...		Partially accepted. This will be linked to the work that is done in ensuring the sustainability of the University Trust Funds.		Women economic empowerment (SPs before 2018)	Partnership	Not applicable	Relevance, Gender equality
Achieving E-quality in the ICT Sector Project	Programme Evaluation	Arab States	Jordan	2015	Good	Supporting the initiative suggested by the universities of the "Parade Ambassadors"(Students in each...		Not applicable. The Universities are in charge of organizing the National Technology Parade.		Not applicable	Operational activities	Not applicable	Effectiveness
Strengthening Responses to create wealth and reduce poverty for Women in Cross Border Trade in Africa	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2015	Not Rated	Build models that facilitate sustainability at country level ? Document and share best practices on ...		UNWOMEN agrees on the need to document and disseminate knowledge on models that work well and also on the importance of linking successes of the WICBT programme to broader women?s needs and priorities in Africa		Women economic empowerment (SPs before 2018)	Not applicable	Not applicable	Sustainability
Strengthening Responses to create wealth and reduce poverty for Women in Cross Border Trade in Africa	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2015	Not Rated	Improve programme linkages in West Africa ? Facilitate regional programmes with linkages establishe...		UNWOMEN agrees with the need for cross country linkages of the programme. Being a cross border programme it is necessary that the implementing countries on ? one programme? rather than individual country programmes. The Nigeria country office had a peculiar challenge in the implementation of the programme. Instead of recommending exiting the programme implementation in Nigeria where there is a great potential for the programme to pick up and be meaningfully implemented, UNW will ensure a stronger Regional Office support to the Nigeria country office.		Governance and planning (SPs before 2018)	Not applicable	Not applicable	Sustainability
Strengthening Responses to create wealth and reduce poverty for Women in Cross Border Trade in Africa	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2015	Not Rated	Demonstrate accountability to WICBT in Liberia (UN Women Liberia Country Office) ? UN Women to work...		UNWOMEN agrees with this recommendation and notes that the issue raised in the recommendation is one of the reasons why this programme was developed. Also, Liberia has made considerable progress in implementing the WICBT programme and the above recommendation will further solidify gains for women in informal cross border trade in Liberia		Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018)	Not applicable	Not applicable	Gender equality
Strengthening Responses to create wealth and reduce poverty for Women in Cross Border Trade in Africa	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2015	Not Rated	Evaluation Recommendation or Issue 4: Regional focus on border management and advocacy SARO ? Devel...		UNWOMEN agrees on the need for the training programmes; and again the programme was developed in order to address issues such as this. UNWOMEN also agrees on the need for on-going advocacy with the regional institutions to ensure that trade protocols ease the trade processes for women in cross border trade;		Governance and planning (SPs before 2018)	Operational activities, Culture of results/RBM, Not applicable	Capacity development, Knowledge management	Effectiveness, Sustainability
Strengthening Responses to create wealth and reduce poverty for Women in Cross Border Trade in Africa	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2015	Not Rated	Evaluation Recommendation or Issue 5: Improve programme linkages CARO ? Introduce performance relat...		UNWOMEN agrees with the recommendation, noting that resource mobilisation is currently a priority of every country office. Countries are mobilising resources based on the approved annual work plans which are all results based. In regard to Cameroon, following the implementation of the regional architecture, Cameroon will now be covered under the West Africa regional Office hence the linkages will need to be established with the West African countries such as Nigeria. However, UNWOMEN notes that there are lessons to be learnt from the programme in the Great Lakes region.		Governance and planning (SPs before 2018)	Operational activities, Culture of results/RBM, Not applicable	Capacity development, Knowledge management	Effectiveness, Sustainability
Strengthening Responses to create wealth and reduce poverty for Women in Cross Border Trade in Africa	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2015	Not Rated	Build models that facilitate sustainability at country level ? Document and share best practices on...		UNWOMEN agrees on the need to document and disseminate knowledge on models that work well and also on the importance of linking successes of the WICBT programme to broader women?s needs and priorities in Africa		Women economic empowerment (SPs before 2018)	Not applicable		Sustainability, Not applicable
Final Evaluation of the "Anti Human Trafficking Programme"	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2014	Very Good	Evaluation Recommendation 1: Increased Focus On Research - The Government’s efforts towards combatti...		Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final Evaluation of the "Anti Human Trafficking Programme"	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2014	Very Good	Evaluation Recommendation 2: Technical Assistance And Support For Current National Programmes/Polici...		Partially Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final Evaluation of the "Anti Human Trafficking Programme"	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2014	Very Good	Evaluation Recommendation 3: Convergence Centred On Knowledge - During the Evaluation of UN Women’s ...		Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final Evaluation of the "Anti Human Trafficking Programme"	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2014	Very Good	Evaluation Recommendation 4: Consolidating UN’s Expertise - The current pilot demonstrates how any e...		Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final Evaluation of the "Anti Human Trafficking Programme"	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2014	Very Good	Evaluation Recommendation 5: The Need For A Legal Framework - UN Women has already been assisting th...		Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final Evaluation of the "Anti Human Trafficking Programme"	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2014	Very Good	Evaluation Recommendation 6: Addressing Vulnerability Of Units And Not Just Individuals - The progra...		Declined	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final Evaluation of the "Anti Human Trafficking Programme"	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2014	Very Good	Evaluation Recommendation 7: Convergence The Local Labour Department and State Government Institutio...		Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final Evaluation of the "Anti Human Trafficking Programme"	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2014	Very Good	Evaluation Recommendation 8: Improved Coordination Between Implementing Partners - Going forward, UN...		Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final Evaluation of the "Anti Human Trafficking Programme"	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2014	Very Good	Evaluation Recommendation 9: Need For Project Specific Logical Frameworks - The programme can be vie...		Declined	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final Evaluation of the "Anti Human Trafficking Programme"	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2014	Very Good	Evaluation Recommendation 10: Need For Technical Guidance, Inputs And Content - The programme requir...		Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final Evaluation of the "Anti Human Trafficking Programme"	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2014	Very Good	Evaluation Recommendation 11: Due Positioning And Weightage To The Baseline And The Mid-Line - The p...		Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final Evaluation of UN Women projects on "Empowering Rural, Informal and Home Based women workers through Capacity Development"	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2014	Very Good	Evaluation Recommendation 1: At the end of two year, the project is at a ‘take-off’ stage as far as ...		Accepted		Governance and planning (SPs before 2018)	Normative Support, Operational activities, Culture of results/RBM	Capacity development, Advocacy	Sustainability, Human Rights, Gender equality
Final Evaluation of UN Women projects on "Empowering Rural, Informal and Home Based women workers through Capacity Development"	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2014	Very Good	Evaluation Recommendation 2: The project will benefit greatly from fleshing out the Theory Of Change...		Accepted		Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018)	Normative Support, Operational activities, Culture of results/RBM	Capacity development, Advocacy	Sustainability, Human Rights, Gender equality
Final Evaluation of UN Women projects on "Empowering Rural, Informal and Home Based women workers through Capacity Development"	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2014	Very Good	Evaluation Recommendation 3: Capacity Building on Socio –cultural Barriers – Since this project is h...		Accepted		Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018)	Normative Support, Operational activities, Culture of results/RBM	Capacity development, Advocacy	Relevance, Sustainability
Final Evaluation of UN Women projects on "Empowering Rural, Informal and Home Based women workers through Capacity Development"	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2014	Very Good	Evaluation Recommendation 4: Mapping out a line of value addition in the bandhej and the chilli tra...		Accepted		Governance and planning (SPs before 2018)	Operational activities, Not applicable	Capacity development	Efficiency
Final Evaluation of UN Women projects on "Empowering Rural, Informal and Home Based women workers through Capacity Development"	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2014	Very Good	Evaluation Recommendation 5: Continued support to the project is strongly recommended so that the ga...		Accepted		Governance and planning (SPs before 2018)	Normative Support, Operational activities, Culture of results/RBM	Capacity development, Advocacy	Sustainability, Human Rights, Gender equality
Final Evaluation of UN Women projects on "Empowering Rural, Informal and Home Based women workers through Capacity Development"	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2014	Very Good	Evaluation Recommendation 6: Capacity Building on Skill Enhancement, both for staff and community me...		Accepted		Governance and planning (SPs before 2018)	Normative Support, Operational activities, Culture of results/RBM	Capacity development, Advocacy	Sustainability, Human Rights, Gender equality
Final Evaluation of UN Women projects on "Empowering Rural, Informal and Home Based women workers through Capacity Development"	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2014	Very Good	Evaluation Recommendation 7: The project would benefit with stronger thought leadership from the par...		Accepted		Leadership and political participation (SPs before 2018)	Normative Support, Operational activities, Culture of results/RBM	Not applicable	Efficiency, Sustainability
Final Evaluation of UN Women projects on "Empowering Rural, Informal and Home Based women workers through Capacity Development"	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2014	Very Good	Evaluation Recommendation 8: A focused strategy is required to follow up with stakeholders engaged t...		Accepted		Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018)	Normative Support, Operational activities, Culture of results/RBM	Capacity development, Advocacy	Relevance, Sustainability, Human Rights
Formative evaluation of the Pacific Regional EVAW Facility Fund	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2014	Very Good	Evaluation Recommendation 1: The Pacific Fund should carefully consider what is needed to operate at...		Management Response: Agreed that there should be an optimal size of the Pacific Fund. UN Women is ensuring that recruitment is effective in employing people with the ?right fit? and skill base for the team- in particular, a specific background on EVAW. The Terms of Reference (TORs) for team members have been reviewed to ensure they reflect the updated needs of the Fund, taking into account the recommendations from this evaluation, and new staff have been hired with the updated TORs. Undertaking regular staff skill audits, encouraging learning through supervision and the regular review of individual work plans and training needs is underway. Current support provided by the Pacific Fund Fiji MCO staff to Project Coordinators needs to be an ongoing activity that is ?tailor made? to the needs of the individual and delivered preferably within the context of the specific Pacific Island country. Stronger, more regular supervision of the Project Coordinators is now being practiced, with a more technical focus. Project Coordinators are the main link with grantee organisations and are being given a more technical support role following this evaluation. Vacant staffing positions have now been filled (Project Coordinators in Fiji, Solomon Islands & Tonga). Once the full set of organisations are contracted to undertake the capacity building and support activities for grantees- training in the areas of prevention of violence; organisational & project development; & service delivery- the team has considered whether a dedicated position would be possible, to coordinate skills audits, training sessions in country and contract management. However, during a consultation on the Formative Evaluation findings, stakeholders suggested this could be fulfilled by existing staff. There are currently no identified funds for this position so they would need to be mobilised or a professional level volunteer sought if the position were agreed. The team concurs that the full complement of staff and contractors would allow the Pacific Fund to operate at an optimal level. Initial targets were set at 120 grants by 2015 when the Fund was established in 2009, however 65-75 grantees is a more realistic figure since the grants are now for larger amounts, with fewer grantees that receive higher levels of technical assistance. Recommendation 4 also deals with additional technical support for quality baselines among selected new grantees. If additional funds can be mobilized, UN Women is keen to include this additional layer of support. Nauru was identified as one of the eight Pacific Countries targeted by the Pacific Fund that has not had an organisation receive funding to date. The reason for this is the low level of capacity of the country organisations to identify, develop and write a proposal for an EVAW project. A strategy needs to be developed in collaboration with the Country Programme Coordinator Nauru to identify how best to support organisations. Further training or a South-South Exchange are ideas that may help support organisations on Nauru. One example of training already provided was in 2012 when the Kiribati UN Country Coordinator and a representative from the Fiji Women?s Crisis Centre (FWCC) conducted a proposal writing workshop on Nauru. The newly appointed Nauru Country Programme Coordinator, joined the Pacific Fund Knowledge and Learning Exchange to Melbourne, Australia in October 2014 to engage with UN Women EVAW staff and current grantees from other Pacific countries, increase knowledge on EVAW issues (from both a Pacific and an Australian perspective) and gain insights into possible projects that would be undertaken in Nauru.		Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	Operational activities, Culture of results/RBM, Not applicable	Not applicable, Advocacy	Efficiency, Gender equality
Formative evaluation of the Pacific Regional EVAW Facility Fund	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2014	Very Good	Evaluation Recommendation 2: Various innovative changes made to the Pacific Fund in 2012 should con...		Management Response: Agreed. UN Women has invested greatly in self-reflection about the Pacific Fund and already made numerous improvements to the Fund by the time this evaluation was completed. Those changes were validated by the evaluation as valuable. With a now strengthened team, and soon additional support via capacity development partners, the Pacific Fund will sustain the improvements made in 2012, with greater emphasis on capacity building of grantees to strengthen their abilities to monitor results. When an organisation is contracted to provide organisational and project development capacity building the Pacific Fund can increase the focus on grantee?s financial management system strengthening. Currently the Grants Administrator from the Pacific Fund team spends significant time verifying the financial documents sent in by grantees, which are often unsystematic. The team has been regularly engaging the time and resources of the Finance Team to visit provisional grantees to enhance the financial capacity assessment process to better ascertain the ability of the organisation to process finances and deliver financial reporting. With the contracted organisation engaged the team will be able to strategically plan to more effectively and in a more timely way, identify gaps and constraints in grantee?s financial system capabilities and support their improvement via capacity building and mentoring. This contracted organisation will also enable improved grantee capacity on issues of governance, accountability and monitoring systems generally. This work is currently being done by the Pacific Fund team however intensified support and capacity building is required. This would support the progress that grantees are able to make towards realising the Theory of Change identified by the Pacific Fund Project Document. Help Desk officers (in-country Project Coordinators) will be spending approximately half of their time working in the field with the grantees. The TORs of Project Coordinators have been updated in most cases to reflect a stronger emphasis on technical assistance to grantees. This level of support is being planned systematically to allow grantees to expect x visits per year to work on an identified number of issues and to ensure that a relationship is built, trust developed and communication is not just via virtual and electronic means. These visits will occur if possible during project implementation activities to enable the Project Coordinators to engage directly with the target groups/communities of the grantees. More South-South Exchanges are planned to enable those with less developed organisational structures and processes to learn in a mentoring type capacity, from those with more advanced structures and processes. This has worked well when it has be South-South work is a supplementary activity to the capacity building of the contracted organisation.		Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	Operational activities, Culture of results/RBM, Not applicable	Not applicable, Capacity development, Advocacy	Efficiency, Sustainability, Gender equality
Formative evaluation of the Pacific Regional EVAW Facility Fund	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2014	Very Good	Evaluation Recommendation 3: Transition planning should not be limited to the development of an exi...		Management Response: Agreed. The work that has been undertaken to develop and implement the Pacific Fund has been significant and as the evaluation identifies there is considerable need and demand for the financial and capacity building services of the Fund to continue. There is no other systemic approach in the Pacific that provides opportunities for small organisations to design community-based/grass-roots projects that address and attempt to prevent VAW, that also provide the level of technical support that UN Women provides. The Fund is also unique as it offers the same support to governments within Pacific Island countries to implement aspects of their national action plans to address and prevent VAW. If it was determined that the plan was for UN Women to transition the Pacific Fund to another organisation/body there would be a need to develop a strategy for this to occur. As stated in the report UN Women have some important competitive edges and any transitioning would need to think about whether these ?edges? are important in ?moving forward? and if so who else has similar ?competitive edges? and could manage such a complex, involved grant mechanism. The organisation or body would need to be regional, covering all or at least a large part of the Pacific and would ideally be an intergovernmental organisation, and would need a strong technical capacity in EVAW. If the team is to be fully resourced to ensure it is able to meet all necessary project requirements (comprehensive capacity support to grantees, improved communications and more timely responses), it has the capacity to take the project model forward in more Pacific countries and issue further Calls for Proposals. As stated in the report UN Women has some important ?competitive edges? that enhance the value of the Pacific Fund. These include the unique linkages between normative and operational work, connecting international agreements, advocacy and events with Pacific contexts and organisations, ability to draw upon the organization?s leading technical expertise on EVAW, potential to create synergies with projects funded through the UN Trust Fund on EVAW administered by UN Women on behalf of the UN System, etc. UN Women?s ability to integrate the activities of the Pacific Fund in its EVAW regional work and to bring together several thematic issues related to EVAW were also underlined, and the Fiji MCO is working to further strengthen these connections including with its women?s economic empowerment and disaster risk reduction and climate change portfolio. Any transitioning to another organization would therefor require to evaluate how crucial ?edges? are in ?moving forward? and ensuring maximum impact of the Pacific Fund and, if so, who else has similar ?competitive edges? and could manage such a complex, involved grant mechanism. The organisation or body would need to be regional, covering all or at least a large part of the Pacific and should ideally be an intergovernmental organisation seen as neutral in the regional political context, and would need a strong technical capacity in EVAW. UN Women is not convinced that such an organization exist at this point. We do agree however that a strategy on the future of the Pacific Fund needs to be established which takes into account the growing demand on the fund, the funding reality, and provides sustainable options to move forward. Even if there was another organization capable of taking over the Fund, it would face the same challenges as UN Women in terms of size and funding of the project. DFAT has provided funding for the Pacific Fund through 2015. Without funding to continue or expand the Fund, the possibility of ?closing? all projects by 2017 has been discussed. We believe however that considering the success of the Fund so far, efforts should be directed at extending the Fund, and if possible expending its reach, especially as we are just starting to see the results of the improvements to the management of the Fund. As it stands, the UN Women team has the capacity to deliver within the current range of grantees at least through 2015 and additional resourcing would ensure that it has the capacity to take the project model forward in more Pacific countries and issue further Calls for Proposals. The first priority of Pacific Fund stakeholders should therefore be to try to consolidate the financial resources of the Pacific Fund. While it is true that DFAT, the largest donor in the Pacific, has recently announced significant funding cuts to its aid budget, it has maintained the Pacific as one of its main area of regional focus, and gender equality and EVAW as two of its main substantive areas of focus. It can be hoped therefore that with proper focus on communication of the results of the Pacific Fund there would be funding to at the very minimum extend it beyond 2017. Pacific Fund stakeholders should also continue to seek interest from other donors in the region and beyond with a strong focus on EVAW as part of their ODA policy and develop a strategy to engage the private sector.		Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	Operational activities, Culture of results/RBM, Not applicable	Not applicable, Capacity development, Advocacy	Efficiency, Sustainability, Gender equality
Formative evaluation of the Pacific Regional EVAW Facility Fund	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2014	Very Good	Evaluation Recommendation 4: The Pacific Fund should plan for and secure technical assistance and a...		Management Response: Agreed. The Pacific Fund wishes to engage technical assistance to undertake a qualitative and quantitative baseline with a small number of grantees from the 2013 call so the baseline is established close to the beginning of their projects. This would enable the Fund to better test out the Theory of Change and the impact and effectiveness of the facility, and support those organisations taking part in the baseline to strengthen their understanding of M&E results monitoring. While the newest set of Pacific Fund grants is now beginning, funding for this recommended action would be needed immediately to capture baselines. Funding has yet to be secured. Stakeholders of the Fund requested that UN Women assess whether any internal resources could be devoted to this exercise. UN Women will explore how either existing Pacific Fund resources may be utilized, or new resources raised for this work.		Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	Operational activities, Culture of results/RBM, Not applicable	Not applicable, Capacity development, Advocacy	Efficiency, Sustainability, Gender equality
Formative evaluation of the Pacific Regional EVAW Facility Fund	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2014	Very Good	Evaluation Recommendation 5: Additional calls for proposals should be issued for 2014/15, and for ad...		Management Response: Partially agree. If the Fund is to continue beyond the current grants, there should be additional calls beyond 2014 to seek proposals from organisations interested in working to address or prevent VAW. Currently there are funds available for an additional call for proposals, but none beyond that. If further funding does not emerge, then an additional planning exercise for the Fund needs to be undertaken and the funds now allocated for grants may need to be realigned to other budget areas to support existing grants. The evaluation report recommends that there be two key changes to the call for proposals for 2014/15: 1.Using a ?pre-qualification? proposal such as a concept note; and 2. Including a ?parallel? call to allow certain grantees to either extend or expand their projects. The first recommendation is being explored, including by looking at how similar Funds manage the application process. A first stage concept note could encourage organisations to apply that are likely to not be successful if they were fully aware of the expectations of the full proposal, however would be balanced by requiring specific criteria to be met for submission. Adding a concept note stage to the application process would result in another layer to an already lengthy multi-step process, designed to be transparent and have strong national input. If this process could be added in a way that does not further extend the application process significantly, it could be implemented. The second recommendation change allowing for a ?parallel? or ?limited? has merit as it would enable the Fund to further support those organisations who have undertaken a successful project but have no funds to continue or expand it into other areas of needs or other target groups. This would also support sustainability of actions and results, especially in long term support/services for victim/survivors of violence. This approach could allow the Fund to support certain types of interventions or areas of focus.		Governance and planning (SPs before 2018)	Normative Support, Operational activities	Advocacy	Sustainability
Formative evaluation of the Pacific Regional EVAW Facility Fund	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2014	Very Good	Evaluation Recommendation 6: There should be improved communications within the Pacific Fund Project...		Management Response: Agreed. There is room for improvement and the team acknowledges that with Project Coordinator positions previously vacant in 3 countries (and covering 5 countries) the focus on communications has not been as strong as it could have been. Both informal and formal communications with grantees can be strengthened. This will result in the ability to further develop stories from grantees? work that can highlight the positive contributions that the Pacific Fund is making to address and prevent VAW or the learnings that the grantees have undertaken in the process of designing, planning and implementing their projects. The strengthening of communication on programmatic work has actually been a priority of the Fiji MCO overall over the last year and one in which the MCO has accomplished great strides with the setting up of a communication unit. Considering this and the fact that the MCO wants to focus on keeping the size of the Pacific Fund team under control as recommended by the evaluation, the Fiji MCO will take this recommendation forward by fully using the project coordinators, the Pacific Fund Knowledge Management and M&E Coordinator and the MCO communication unit rather than by hiring a Communications Coordinator. As noted in Recommendation 2, increasing the time spent by project coordinators on the ground and with grantees will be an essential step towards ensuring formal and informal conversations between grantees and Project Coordinators. This will allow for time and opportunity to reflect on good practice or lessons learned and impact/results analysis that can be developed into stories with support from communications personnel with a wide range of readers in mind.		Governance and planning (SPs before 2018)	UN Coordination, Partnership, Normative Support, Operational activities, Not applicable	Not applicable, Advocacy, Internal coordination and communication	Effectiveness, Efficiency
Formative evaluation of the Pacific Regional EVAW Facility Fund	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2014	Very Good	Evaluation Recommendation 7: Effective knowledge management should be significantly strengthened and...		Management Response: Agreed. See also Recommendation 6. Knowledge Management products are an effective tool to engage a wide range of readers with the issues being raised, support resource mobilisation activities, engage communities, and inform victim/survivors and other community members of campaigns to end VAW, etc. The team acknowledge that there are many opportunities to share information that they have not always taken advantage of in the past. This was partially because of time constraints, and lack of clarity on the fact that this is part of the TORs of the Pacific Fund team members Vacant positions within the team have left little time and resources to undertake anything except the grantee process administration tasks and the most urgent of other activities leaving the gathering of good practice stories without a strong focus. With the appointment of new project coordinators this should be solved. The Fiji MCO has further recently appointed a monitoring and evaluation advisor who is helping the office wide efforts in knowledge management. The Fiji MCO will seek support from internal resources, such as Knowledge Management Specialists at UN Women HQ to develop a knowledge management strategy. These efforts will be completed by the new focus on communication supported by the MCO communication team.		Governance and planning (SPs before 2018)	Operational activities, Not applicable	Promoting inclusiveness/Leaving no one behind, Knowledge management	Effectiveness
Formative evaluation of the Pacific Regional EVAW Facility Fund	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2014	Very Good	Evaluation Recommendation 8: The Pacific Fund should consider how it can help grant recipients imple...		Management Response: Agreed. The Fund agrees to further strengthen supports related to participation, and notes significant attention to rights based approaches, including participation, that have already been made and which have shown results. The application form for the Pacific Fund requests information from potential grantees about how they have engaged the target group/s. The application form asks how target groups are involved in the project planning including their proposed participation in the project implementation. To assist grantees to think about this prior to developing their proposal, advice is provided in the Guidance Notes to the Application Form. Grantees are expected to report on this - the reporting templates specifically ask for information as to whether they have consulted with and had people from the identified target group participate in the design and development phase of the project proposal and as well whether they have involved survivors of violence in their projects and what this involvement looked like. In other words, the Fund provides guidance and support in a number of ways to strengthen participation of grantee target populations. The annex in the Reporting Package on HRBA is extensive (5 pages) in its promotion of the involvement of rights-holders and duty bearers from the design to the monitoring (results) phase. These knowledge products are directly influencing grantees to approach project management from the right-to-participate perspective. From the reports that we are receiving it is clear that those organisations who read the Guidance Notes thoroughly are the ones who are reporting on the involvement of rights holders and duty bearers in their projects. Therefore a gap that we are recognising is that the EVAW Pacific Fund Project Coordinators and the grantees need to all become more familiar with the content of the Reporting Package. The Pacific Fund Project has benefited from wide and regular consultation with organisations working on VAW in the Pacific from the very beginning (design phase). Women and women?s groups were engaged from the beginning (in workshops and consultations) as to what the Facility would actually look like ? a mechanism that would increase their access to funding support. During Project implementation, grantees demands for increased capacity building support, were responded to by intensifying capacity building activities together with grants. The Pacific Fund monitoring tools were remodelled following consultation and learning from how grantees were using the tools. The UN Women process rules stipulate that there must be a ?level playing field? for all applicants, so limited support can be provided at application stage. In the future support can also be offered via the EVAW Toolkit that is currently being developed. It is a resource for potential and current grantees to support them in the design, development and implementation of their project work. The Toolkit includes some information on working with the target group and this could be strengthened to ensure it captures the concept of participation rights.		Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018)	Operational activities, Culture of results/RBM, Not applicable	Capacity development, Promoting inclusiveness/Leaving no one behind, Internal coordination and communication	Human Rights, Gender equality
Mid-term Review of Regional Programme on Improving Women?s Human Rights in South East Asia ? CEDAW SEAP	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2014	Satisfactory	While the Programme PMF is fit for purpose in terms of its structure,outcomes, outputs and indicat...		Accepted UN Women agrees with this important recommendation.		Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	Culture of results/RBM, Not applicable	Not applicable, Knowledge management	Efficiency
Mid-term Review of Regional Programme on Improving Women?s Human Rights in South East Asia ? CEDAW SEAP	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2014	Satisfactory	A renewed focus on the balance of programmatic workplans with reference to each outcome is recomme...		Accepted UN Women agrees with this recommendation.		Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	Culture of results/RBM, Not applicable	Not applicable, Knowledge management	Efficiency
Mid-term Review of Regional Programme on Improving Women?s Human Rights in South East Asia ? CEDAW SEAP	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2014	Satisfactory	Capacity-building activities (trainings, study visits, workshops,seminars etc.), where appropriate...		Accepted UN Women agrees with this important recommendation.		Governance and planning (SPs before 2018)	Culture of results/RBM, Not applicable	Capacity development	Effectiveness
Mid-term Review of Regional Programme on Improving Women?s Human Rights in South East Asia ? CEDAW SEAP	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2014	Satisfactory	Notwithstanding UN policies on partnerships/grant management, provision of additional technical ass...		Accepted UN Women agrees to this recommendation		Governance and planning (SPs before 2018)	Partnership, Operational activities	Capacity development, Knowledge management	Efficiency
Mid-term Review of Regional Programme on Improving Women?s Human Rights in South East Asia ? CEDAW SEAP	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2014	Satisfactory	UN Women should consider how its advocacy efforts and technical capacity can be utilised to support...		Accepts with reservation. UN Women agrees with this recommendation pointing the caveat that establishment of new NHRIs depends on national level politics, national policies.		Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Partnership, Operational activities	Capacity development, Advocacy	Gender equality
Mid-term Review of Regional Programme on Improving Women?s Human Rights in South East Asia ? CEDAW SEAP	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2014	Satisfactory	Further efforts are required to generate ownership among partners and strategies to internalise su...		Accepted UN Women accepts this recommendation		Global norms and standards (SPs before 2018)	Partnership, Operational activities	Not applicable	Effectiveness, Efficiency, Impact
Mid-term Review of Regional Programme on Improving Women?s Human Rights in South East Asia ? CEDAW SEAP	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2014	Satisfactory	An ongoing process of consultation and reflection is required by UN Women with respect to the overa...		Accepted UN Women agrees with this recommendation		Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, Operational activities	Not applicable, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management, Internal coordination and communication	Human Rights, Gender equality
Mid-term Review of Regional Programme on Improving Women?s Human Rights in South East Asia ? CEDAW SEAP	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2014	Satisfactory	Given the multiplicity of stakeholders, sources of funding and strategic approaches, attribution of...		Accepted UN Women agrees with this recommendation		Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	UN Coordination, Partnership, Operational activities	Not applicable, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management, Internal coordination and communication	Human Rights, Gender equality
Mid-term Review of Regional Programme on Improving Women?s Human Rights in South East Asia ? CEDAW SEAP	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2014	Satisfactory	There is a need for strategies that facilitate greater adoption of responsibility for management a...		Accepted UN Women notes this recommendation.		Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	UN Coordination, Partnership, Operational activities	Not applicable, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management, Internal coordination and communication	Human Rights, Gender equality
Mid-term Review of Regional Programme on Improving Women?s Human Rights in South East Asia ? CEDAW SEAP	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2014	Satisfactory	UN Women should proactively prepare a strategy to mitigate the ongoing risk to programme outcomes/t...		Accepted UN Women agrees with this risk and will review risks, risk management and risk mitigation strategies in the next team meeting		Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	UN Coordination, Partnership, Operational activities	Not applicable, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management, Internal coordination and communication	Human Rights, Gender equality
Final Evaluation of the Project on the Project on Regional Mechanisms to Protect the Human Rights of Women and Girls in South East Asia	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2014	Satisfactory	UN Women should adopt targeted strategies to train new incumbents of the AICHR/ACWC to a ?foundation...		UN Women agrees with this recommendation which ASEAN stakeholders agree as high priority		Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Culture of results/RBM	Not applicable, Knowledge management	Human Rights, Gender equality
Final Evaluation of the Project on the Project on Regional Mechanisms to Protect the Human Rights of Women and Girls in South East Asia	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2014	Satisfactory	Engagement activities (study visits, workshops, seminars, etc.) should be incorporated into a struct...		UN Women agrees with this recommendation and will endevour to influence the workplans of AICHR, ACW and ACWC for a more structured action oriented plan. However this recommendation can be implemented only if ASEAN bodies agree to ?external support and suggestions to incorporate rigorous indicators? and subject to resource mobilization.		Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Partnership, Operational activities, Culture of results/RBM	Not applicable, Knowledge management	Human Rights, Gender equality
Final Evaluation of the Project on the Project on Regional Mechanisms to Protect the Human Rights of Women and Girls in South East Asia	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2014	Satisfactory	UN Women should focus on opportunities for catalyzing collaboration and joint programming between th...		UN Women agrees with this recommendation and will support efforts to strengthen cooperation and collaboration between AICHR and ACWC subject to the agreement of the commissions.		Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Partnership, Operational activities, Culture of results/RBM	Not applicable, Knowledge management, Internal coordination and communication	Human Rights, Gender equality
Final Evaluation of the Project on the Project on Regional Mechanisms to Protect the Human Rights of Women and Girls in South East Asia	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2014	Satisfactory	Because CSOs, NHRIs and other non-governmental stakeholders in ASEAN member states are extremely div...		UN Women agrees with this recommendation and will develop new and compile existing materials for advocacy with ASEAN.		Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Partnership, Operational activities, Culture of results/RBM	Not applicable, Knowledge management, Internal coordination and communication	Human Rights, Gender equality
Final Evaluation of the Project on the Project on Regional Mechanisms to Protect the Human Rights of Women and Girls in South East Asia	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2014	Satisfactory	Several commission representatives recommended a role for UN Women in advocating with ASEAN on integ...		UN Women agrees with this recommendation and this is a very important process indicator for UN Women?s inter-governmental normative mandate. However this requires within ASEAN political will and development of trusted relationships.		Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Partnership, Operational activities, Culture of results/RBM	Not applicable, Knowledge management, Internal coordination and communication	Human Rights, Gender equality
Final Evaluation of the Project on the Project on Regional Mechanisms to Protect the Human Rights of Women and Girls in South East Asia	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2014	Satisfactory	To build on these efforts of the Women?s Caucus, the ISG team recommends that CSOs continue to share...		UN Women agrees with this recommendation and will continue to support CSOs. However in phase II of the project the support will be strategic and systematic		Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Partnership, Operational activities, Culture of results/RBM	Not applicable, Knowledge management, Internal coordination and communication	Human Rights, Gender equality
Final Evaluation of the Project on the Project on Regional Mechanisms to Protect the Human Rights of Women and Girls in South East Asia	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2014	Satisfactory	With increased capacity brought about by training programmes proposed above, as well as increased fu...		UN Women agrees with this recommendation. In phase II of the project this relationship development will be prioritized. However the relationship development of NHRIs with AICHR at regional level may take time given the existing uneasy relationship of some AICHR Representatives with NHRIs.		Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Partnership, Operational activities, Culture of results/RBM	Not applicable, Knowledge management, Internal coordination and communication	Human Rights, Gender equality
Final Evaluation of the Project on the Project on Regional Mechanisms to Protect the Human Rights of Women and Girls in South East Asia	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2014	Satisfactory	Future capacity development by UN Women for the ASEC should be investigated, and could involve a mor...		UN Women agrees with this recommendation. In phase II of the project the capacity development initiatives for ASEC will be conducted in a more systematic way.		Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Partnership, Operational activities, Culture of results/RBM	Not applicable, Capacity development, Knowledge management, Internal coordination and communication	Human Rights, Gender equality
Final Evaluation of the Project on the Project on Regional Mechanisms to Protect the Human Rights of Women and Girls in South East Asia	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2014	Satisfactory	Future work with the ASEAN commissions should focus on building capacity and knowledge on, and advoc...		UN Women agrees with this recommendation. In phase II of the project the capacity development initiatives will be conducted in a more systematic way.		Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Partnership, Operational activities, Culture of results/RBM	Not applicable, Capacity development, Knowledge management, Internal coordination and communication	Human Rights, Gender equality
Final Evaluation of the Project on the Project on Regional Mechanisms to Protect the Human Rights of Women and Girls in South East Asia	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2014	Satisfactory	There is need to continue and develop a second phase of the project. Future sustainability strategie...		UN Women agrees with this recommendation.		Governance and planning (SPs before 2018)	Normative Support, Operational activities, Culture of results/RBM	Capacity development, Advocacy	Sustainability, Human Rights, Gender equality
Three Governance Projects in North and South Kivu Provinces Evaluation	Programme Evaluation	West and Central Africa	Democratic Republic of Congo	2015	Not Rated	1. Implement strong interventions on a large scale in accessible areas with high density to prevent ...		The recommendation is not fully acceptable because UN WOMEN interventions are mainly guided by women needs wherever they are, but not accessibility of areas where vulnerable women are located.		Governance and planning (SPs before 2018)	Operational activities, Not applicable	Promoting inclusiveness/Leaving no one behind, Advocacy	Impact
Three Governance Projects in North and South Kivu Provinces Evaluation	Programme Evaluation	West and Central Africa	Democratic Republic of Congo	2015	Not Rated	2. Focus on specific interventions regarding the context that justifies the project(Avoid to mix the...		The recommendation is not fully acceptable because Emergency interventions are usually implemented to prepare the early recovery actions. However, it’s important to implement those activities in different phases.		Governance and planning (SPs before 2018)	Operational activities, Not applicable	Promoting inclusiveness/Leaving no one behind, Advocacy	Efficiency, Impact
Three Governance Projects in North and South Kivu Provinces Evaluation	Programme Evaluation	West and Central Africa	Democratic Republic of Congo	2015	Not Rated	For sustainability of previous actions, fund additional actions aiming to support activities related...		The recommendation is fully acceptable.		Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018)	UN Coordination, Not applicable	Not applicable, Advocacy	Effectiveness, Gender equality
Three Governance Projects in North and South Kivu Provinces Evaluation	Programme Evaluation	West and Central Africa	Democratic Republic of Congo	2015	Not Rated	4. Replicate in South Kivu, the model implemented in North Kivu via the Civil society of North Kivu ...		The recommandation is fully acceptable.		Women economic empowerment (SPs before 2018)	UN Coordination	Capacity development	Gender equality
Three Governance Projects in North and South Kivu Provinces Evaluation	Programme Evaluation	West and Central Africa	Democratic Republic of Congo	2015	Not Rated	5. Create synergies with FAO,UNDP and IFAD to capitalize on their comparative advantages		The recommendation is not acceptable because UN WOMEN already has a partnership with IFAD, FAO and UNDP		Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Partnership	Internal coordination and communication	Human Rights, Gender equality
Three Governance Projects in North and South Kivu Provinces Evaluation	Programme Evaluation	West and Central Africa	Democratic Republic of Congo	2015	Not Rated	6. Set up a task force to coach day by day women in economic empowerment issue		The recommendation is not acceptable because there is already a working sub group on women economic empowerment at a national level.		Women economic empowerment (SPs before 2018)	Partnership, Not applicable	Capacity development, Knowledge management	Efficiency, Gender equality
Three Governance Projects in North and South Kivu Provinces Evaluation	Programme Evaluation	West and Central Africa	Democratic Republic of Congo	2015	Not Rated	7. Build capacity of partners( both Government and civil society) on RBM and create a database of se...		The recommendation is fully acceptable			Partnership, Not applicable	Capacity development, Not applicable	Efficiency
Three Governance Projects in North and South Kivu Provinces Evaluation	Programme Evaluation	West and Central Africa	Democratic Republic of Congo	2015	Not Rated	8. Build capacity of partners( Government and civil society on communication for behavior change		The recommendation is fully acceptable			Partnership, Not applicable	Capacity development, Not applicable	Efficiency
Three Governance Projects in North and South Kivu Provinces Evaluation	Programme Evaluation	West and Central Africa	Democratic Republic of Congo	2015	Not Rated	Support activities of women associations on the grassroots by providing to them small grants directl...		The recommendation is acceptable		Women economic empowerment (SPs before 2018)	UN Coordination	Capacity development	Gender equality
Three Governance Projects in North and South Kivu Provinces Evaluation	Programme Evaluation	West and Central Africa	Democratic Republic of Congo	2015	Not Rated	Set up a strong monitoring and evaluation system		The recommendation is not acceptable because UN WOMEN has a Monitoring and evaluation Plan.		Not applicable	Culture of results/RBM	Not applicable	Effectiveness, Relevance
Longtitudinal Evaluation of Grenada Man to Man Batterer Intervention Programme	Programme Evaluation	Americas and the Caribbean	Multi-Country Office for the Caribbean (Barbados)	2013	Satisfactory	1. Recommendation - Generally, the curriculum seems to be too heavily focused on knowledge, at the e...		UN Women Response Working with the team of regional experts and a consultant UN Women MCO will revise the PfP curriculum in light of the above recommendations and will summarise the recommendations coming from the Evaluation and ensure these are made available to future users of the tools;		Governance and planning (SPs before 2018)	Not applicable	Capacity development	Efficiency, Relevance
Longtitudinal Evaluation of Grenada Man to Man Batterer Intervention Programme	Programme Evaluation	Americas and the Caribbean	Multi-Country Office for the Caribbean (Barbados)	2013	Satisfactory	2. Recommendation - Given the central role that alcohol seems to play in these abusive relationships...		UN Women Response:This is beyond the remit of UN Women?s programme of work in the Caribbean but it was discussed with the implementing partners in the Region ? all of whom deal with aspects of alcoholism ? and noted as a concern.		Ending violence against women (SPs before 2018)	Normative Support, Engaging men and boys	Not applicable, Advocacy	Gender equality
Longtitudinal Evaluation of Grenada Man to Man Batterer Intervention Programme	Programme Evaluation	Americas and the Caribbean	Multi-Country Office for the Caribbean (Barbados)	2013	Satisfactory	3. Recommendation - Identify or develop an appropriate evaluation tool to provide a specific measure...		UN Women Response: UN Women is supporting the development of an evaluation tool, which will be part of the revised curriculum and will be shared with all previous and current implementing partners for use.		Governance and planning (SPs before 2018)	Culture of results/RBM	Capacity development, Promoting inclusiveness/Leaving no one behind, Knowledge management	Effectiveness, Efficiency
Longtitudinal Evaluation of Grenada Man to Man Batterer Intervention Programme	Programme Evaluation	Americas and the Caribbean	Multi-Country Office for the Caribbean (Barbados)	2013	Satisfactory	4. Recommendation - Consider developing a long-term follow up with participants to assess behavioral...		UN Women Response: This is beyond UN Women?s remit of work but is the responsibility of the government bodies implementing the Court-mandated project. Please note that in 2010-2012, UN Women piloted an ?after support? programmes for the perpatrators who have undergone the behavioural change programme, and there was very poor success rate with this after-support work. The vast majority of men did not attend the after-support sessions, despite having previously committeed to do so. This may be due to the fact that it was no longer part of their court-mandated bail and reparations for the crimes committed. With this experience in sight, and being mindful of UN Women?s comparative advantage in supporting long-term psychological support, there are limits the extent to which this recommendation can be supported in six countries. However, this finding was shared with the government bodies now implementing the Partnership for Peace/Man to Man work. Any governments undertaking to use the tools in the future will be informed of this recommendation.		Governance and planning (SPs before 2018)	Culture of results/RBM	Capacity development, Knowledge management	Effectiveness, Efficiency
Longtitudinal Evaluation of Grenada Man to Man Batterer Intervention Programme	Programme Evaluation	Americas and the Caribbean	Multi-Country Office for the Caribbean (Barbados)	2013	Satisfactory	5. Recommendation - Consider strategies for involving the women who were abused in the use of the pr...		Within UN Women MCO?s four year strategic plan a specific behavior and prevention support tools will be developed and piloted.		Ending violence against women (SPs before 2018)	Partnership, Culture of results/RBM	Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Impact, Gender equality
Longtitudinal Evaluation of Grenada Man to Man Batterer Intervention Programme	Programme Evaluation	Americas and the Caribbean	Multi-Country Office for the Caribbean (Barbados)	2013	Satisfactory	6. Recommendation - Continue to explore possibilities for an aftercare support system for programme ...		UN Women Response This is beyond UN Women?s remit of work but is the responsibility of the government bodies implementing the Court-mandated project. Please note that in 2010-2012, UN Women piloted an ?after support? programmes for the perpatrators who have undergone the behavioural change programme, and there was very poor success rate with this after-support work. The vast majority of men did not attend the after-support sessions, despite having previously committeed to do so. This may be due to the fact that it was no longer part of their court-mandated bail and reparations for the crimes committed. With this experience in sight, and being mindful of UN Women?s comparative advantage in supporting long-term psychological support, there are limits the extent to which this recommendation can be supported in six countries. However, this finding was shared with the government bodies now implementing the Partnership for Peace/Man to Man work. Any governments undertaking to use the Partnership for Peace tools in the future will be informed of this recommendation.		Ending violence against women (SPs before 2018)	Partnership, Culture of results/RBM	Capacity development, Advocacy	Effectiveness, Relevance, Impact, Gender equality
Longtitudinal Evaluation of Grenada Man to Man Batterer Intervention Programme	Programme Evaluation	Americas and the Caribbean	Multi-Country Office for the Caribbean (Barbados)	2013	Satisfactory	7. Recommendation - Provide more regular updates to the Court. Review the current update format and...		Update format to be reviewed at the same time as the curriculum review. However implementation of this will rest with implementing partners and will not be monitored by UN Women as it is no longer the direct financial or technical supporter of governments in this process. As mentioned above, UN Women will seek to ensure all tools are made available to future users; and will continue to convene the Regional Group of Implementing Partners and Experts for sharing of knowledge and experiences, but UN Women will no longer be supporting the implementation of these tools at the national level.		Not applicable	Not applicable	Not applicable	Efficiency
Longtitudinal Evaluation of Grenada Man to Man Batterer Intervention Programme	Programme Evaluation	Americas and the Caribbean	Multi-Country Office for the Caribbean (Barbados)	2013	Satisfactory	8. Recommendation - Provide programme information to the Grenada Ministry for Social Development and...		UN Women Response This action rests with the implementing partners, as since 2012, UN Women is no longer directly responsible for LACC?s continued work under ?Man to Man?. However, the UN Women Representative has briefed the Minister responsible for social development, along with the Permanent Secretary and head of the Gender Bureau on the ?Man to Man? project.		Not applicable	UN Coordination, Not applicable	Not applicable, Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency
Japan project external Evaluation	Programme Evaluation	Asia and the Pacific	Afghanistan	2013	Good	Overall Recommendation: Overall the project demonstrates a strong relevance to the needs of benefi...		Don't agree with the recommendation as stated. Individual responses to the recommendations are addressed below.		Ending violence against women (SPs before 2018)	UN Coordination, Operational activities, Culture of results/RBM	Not applicable, Internal coordination and communication	Relevance
Japan project external Evaluation	Programme Evaluation	Asia and the Pacific	Afghanistan	2013	Good	Evaluation recommendation 1. Confront EVAW Controversy using the EVAW Commission structures: The EVA...		Don't agree with the recommendation : While in another context this would be a good idea, there needs to be recognition of the fact that the High Commission is responsible for any statements and for guiding the Provincial Commissions. There are detractors in all levels of the government, and the process of gaining understanding is much more complicated than what is recommended. However the ACO has put in place a multi pronged strategy to address the EVAW controversy including community discussions, joint UN/international donors supporting campaigns, participation of non political leaders and the youth in advocacy		Ending violence against women (SPs before 2018)	UN Coordination, Normative Support, Operational activities	Not applicable, Knowledge management	Effectiveness, Efficiency, Relevance, Impact
Japan project external Evaluation	Programme Evaluation	Asia and the Pacific	Afghanistan	2013	Good	Evaluation recommendation 2. Encourage Commission members to champion the EVAW Law and provide them ...		Don't fully agree with the recommendation: There is a political will issue that is being addressed, in terms of strong leadership of the High Commission to send the necessary messaging.		Ending violence against women (SPs before 2018)	UN Coordination, Normative Support, Operational activities	Not applicable, Knowledge management	Effectiveness, Efficiency, Relevance, Impact
Japan project external Evaluation	Programme Evaluation	Asia and the Pacific	Afghanistan	2013	Good	Evaluation recommendation 3: Enhance the presence of male counterparts in the process. The project h...		Agree with the recommendation: This is covered under 2014 DRF, with increased engagement of men and boys mainstreamed across pillar activities, including advocacy and other awareness raising activities.		Ending violence against women (SPs before 2018)	Partnership, Youth engagement, Engaging men and boys	Not applicable, Promoting inclusiveness/Leaving no one behind, Knowledge management	Effectiveness, Efficiency, Relevance, Impact
Japan project external Evaluation	Programme Evaluation	Asia and the Pacific	Afghanistan	2013	Good	Evaluation recommendation 4: Develop a strategy for transfer or phase out of the project: There is n...		Don't agree with the recommendation : At this point in time, neither option is under consideration as this is nascent within the government. MoWA lacks funding for such activities, and the only other option is to find another external partner to support the process. A phase out process will only be considered once there is evidence that resources are available within the government budgets.		Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	Operational activities, Not applicable	Not applicable, Capacity development	Sustainability
Japan project external Evaluation	Programme Evaluation	Asia and the Pacific	Afghanistan	2013	Good	Evaluation recommendation 5: Continue pooled funding to enhance sustainability: By supporting a pool...		Agree with the recommendation: The SF intends to continue for as long as it is needed as a pooled funding mechanism, as the donors prefer this approach, and it allows even small contributions, such as from the UNW National Committees, to have an effect.		Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	Operational activities, Not applicable	Advocacy	Sustainability
Japan project external Evaluation	Programme Evaluation	Asia and the Pacific	Afghanistan	2013	Good	Evaluation recommendation 6. Clarify the EVAW Mandate amongst Commission Members: EVAW Members need ...		The Provincial EVAW Commissions at the provincial level are not policy making bodies. Only the High Commission can make policy. The provincial mechanism is to ensure monitoring and tracking of cases through the local processes, as well as to support women seeking justice through the resource centers, which are attached to the Department Women Affairs (DoWAs) for this reason.		Ending violence against women (SPs before 2018)	UN Coordination, Operational activities, Culture of results/RBM, Not applicable	Capacity development, Advocacy	Effectiveness, Efficiency, Relevance
Japan project external Evaluation	Programme Evaluation	Asia and the Pacific	Afghanistan	2013	Good	Evaluation recommendation 7. Re-orient resource centres toward their intended purpose: The resource ...		Agree with the recommendation: We recognise that the PAs assigned to each center often lack the capacity to do more than support women coming for access to the internet. A set of training initiatives is under development, and more intensive monitoring of the centres? activities will be undertaken in 2014.		Ending violence against women (SPs before 2018)	Operational activities, Not applicable	Not applicable, Advocacy, Knowledge management	Effectiveness, Efficiency, Relevance
Japan project external Evaluation	Programme Evaluation	Asia and the Pacific	Afghanistan	2013	Good	Evaluation recommendation 8: Develop a framework to record members? attendance and willingness to pa...		Agree with the recommendation: Noted.		Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	UN Coordination, Operational activities, Culture of results/RBM, Not applicable	Capacity development	Effectiveness, Efficiency
Japan project external Evaluation	Programme Evaluation	Asia and the Pacific	Afghanistan	2013	Good	Evaluation recommendation 9: Increase community awareness and combat misperceptions where it is most...		Do not agree with the recommendation: It is anticipated that this will increase as members are trained and tools are developed for them to use. As membership of the Commissions includes the various departments, it is not accurate to say that they are not using the institutions.		Ending violence against women (SPs before 2018)	UN Coordination, Operational activities, Culture of results/RBM, Not applicable	Capacity development	Effectiveness, Efficiency
Japan project external Evaluation	Programme Evaluation	Asia and the Pacific	Afghanistan	2013	Good	Evaluation recommendation 10: Share experiences across provinces: Cross-provincial training and expe...		Do not agree with the recommendation: There is no province successfully implementing the EVAW Law, so it is not clear when such an activity could take place.		Ending violence against women (SPs before 2018)	UN Coordination, Operational activities, Culture of results/RBM, Not applicable	Capacity development	Effectiveness, Efficiency
Japan project external Evaluation	Programme Evaluation	Asia and the Pacific	Afghanistan	2013	Good	Evaluation recommendation 11: Support legal departments at the provincial level that demonstrate a w...		Do not agree with the recommendation: UNW does not intend to start paying for legal department staff, as other international entities are conducting programmes for those departments. However, training can be undertaken in collaboration with those other entities, and will be considered for future programming, funding permitting.		Ending violence against women (SPs before 2018)	UN Coordination, Operational activities, Culture of results/RBM, Not applicable	Capacity development	Effectiveness, Efficiency
Japan project external Evaluation	Programme Evaluation	Asia and the Pacific	Afghanistan	2013	Good	Evaluation recommendation 12: Strengthen free legal counsel for victims: Provide financial support f...		Do not agree with the recommendation: While we agree that the EVAW Commissions can play a role in monitoring the quality of counsel, it is not part of UNW?s programming to provide free legal services, as this is being done by other entities. The expansion of the Family Guidance Centre model is within our planning and therefore will take into account linkages with EVAW Commissions as possible.		Ending violence against women (SPs before 2018)	UN Coordination, Operational activities, Culture of results/RBM, Not applicable	Capacity development	Effectiveness, Efficiency
Japan project external Evaluation	Programme Evaluation	Asia and the Pacific	Afghanistan	2013	Good	Evaluation recommendation 13: Given the rapid decline in political support for the EVAW Law in recen...		UNW cannot refuse to support the EVAW Commissions based on poor implementation of the law by GoIRA, as only the women would suffer. Instead UNW is pursuing a parallel process of advocacy for better understanding, as recommended earlier, by legal institutions and government representatives while continuing to support the Commissions.		Ending violence against women (SPs before 2018)	UN Coordination, Operational activities, Culture of results/RBM, Not applicable	Capacity development	Effectiveness, Efficiency
Japan project external Evaluation	Programme Evaluation	Asia and the Pacific	Afghanistan	2013	Good	Evaluation recommendation 14: Financial support for resource centres should also be re-assessed, esp...		It should be understood that the PAs have two primary tasks; to run the centres and to support the Commissions. It is agreed that a more coherent use of the centres is needed, and this is reflected in the 2014-17 planning documents. WPCs and FGCs remain part of the EVAW Pillar?s activities for the same period.		Ending violence against women (SPs before 2018)	UN Coordination, Operational activities, Culture of results/RBM, Not applicable	Capacity development	Effectiveness, Efficiency
Evaluability Assessment of the Pacific MCO AWP 2012 - 2013	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2013	Not Rated	Recommendation 1: The MCO should put more emphasis on its role of coordinating the UN-system around ...		Management Response: Partially accepted. Coordination: UN Women Pacific MCO?s coordination role will be clearer. UN Women will clearly identify the organization?s niche first and reduce the expectations that it is responsible for all the work on GEEW in the Pacific. Therefore, UN Women has Mapped, reviewed and communicate existing and potential UN Coordination structures for GEEW to align with UNDAF cycle, UNDAF coordination needs and the identification of Joint Programmes.		Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination	Promoting inclusiveness/Leaving no one behind, Internal coordination and communication	Gender equality
Evaluability Assessment of the Pacific MCO AWP 2012 - 2013	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2013	Not Rated	Recommendation 2: To be more influential in the climate change arena, the MCO should strategically a...		Management response: Partially Agreed. Gender, Climate Change and DRM Programme Disseminate and consult on Gender, Climate Change, and Disaster Risk Management Strategic Framework within UN Women (the MCO, the RO and the HQ) and with other UN agencies and key partners. In partnership with other UN agencies, develop country specific Programmes for selected countries together with the resource mobilization strategy.		Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Climate change	Not applicable, Promoting inclusiveness/Leaving no one behind, Advocacy, Internal coordination and communication	Gender equality
Evaluability Assessment of the Pacific MCO AWP 2012 - 2013	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2013	Not Rated	Recommendation 3: The MCO should reinforce its ability to carry out policy-related work. The MCO ...		Management Response: Partially Accepted. Overall Programme Approach: The MCO would reinforce its ability to carry out policy related work in the four programme areas namely AGJP, WEE, EVAW and IREACH to fulfill its mandate on policy and normative frameworks such as CEDAW, Beijing Platform for Action, UN Security Council Resolutions on Women, Peace and Security etc. The MCO would become a hub for information on the status of women and gender inequality. To fulfill this commitment a substantive part of 2014 MCO Annual Work plan is devoted to building new knowledge in the area of gender equality in the Pacific. High Quality Information ? knowledge management is already mainstreamed into the MCO?s programmes which will continue to expand on producing knowledge materials on its website which is a hub for information on gender equality and empowerment of women in the Pacific. Communication Strategy ? the MCO will develop its communications and media strategy. Theory of Change, M&E frameworks and baseline data collection - All MCO programmes that are being developed have strong emphasis on M&E. 2014-2017 Development Results Framework and 2014 AWP focus on delivery of country based programming in 14 countries with strong alignment to the country based UNDAF Results Matrices. Each of the following programmes: Access to Gender Justice in the Pacific, Markets for Change project, EVAW now has a Theory of Change respectively. Programmes will continue to pursue data collection and analysis to inform policies and programmes.		Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Culture of results/RBM	Not applicable, Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management, Internal coordination and communication	Gender equality
Evaluability Assessment of the Pacific MCO AWP 2012 - 2013	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2013	Not Rated	Recommendation 4: The MCO should use its website to disseminate information on the status of women ...		Management Response EVAW Programme: Partially accepted. The MCO would ensure that all countries under its auspices have credible and reliable baseline statistics on violence against women. In the Pacific, the division of labour within the UN in the Pacific, UNFPA is responsible for conducting Family Health Surveys (FHS) which is based on the WHO methodology. FHS with UNFPA?s leadership with support from the Secretariat of the Pacific Community (SPC) have been completed in 6 Pacific island countries with plans to conduct FHS in 4 other countries. The MCO provides support for data analysis of the findings to inform National policies and Action Plan to EVAW. Considering that this is a prevalence study it is not feasible to have it more frequent than at least once in 20 years hence it is not viable to conduct another FHS in Samoa in the near future.		Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Culture of results/RBM	Capacity development, Knowledge management	Gender equality
Evaluability Assessment of the Pacific MCO AWP 2012 - 2013	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2013	Not Rated	Recommendation 5 : The MCO should build a media strategy. A common issue that arose in interviews w...		Management Response: Accepted. UN Women Multi Country Office is a recognized hub of knowledge on achieving gender equality and women?s empowerment in the Pacific.		Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Culture of results/RBM	Capacity development, Knowledge management	Gender equality
Evaluability Assessment of the Pacific MCO AWP 2012 - 2013	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2013	Not Rated	Recommendation 6: The MCO should build its evaluation capacity and aim at developing thorough evalua...		Management response: Agreed. All MCO programmes (AGJP, EVAW, M4C) that are being developed have strong emphasis on Monitoring & Evaluation. 2014-2017 Development Results Framework and 2014 AWP focus on delivery of country based programming in 14 countries with strong alignment to the country based UNDAF results matrices. The MCO is committed to institutionalizing a strong culture of results-based management, reporting, knowledge management and evaluation through targeted Results Based Management and M& E training.		Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Global norms and standards (SPs before 2018)	Culture of results/RBM	Capacity development, Knowledge management	Gender equality
Evaluability Assessment of the Pacific MCO AWP 2012 - 2013	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2013	Not Rated	I. .Recommendation 7: The MCO should re-visit its work plan, and consider having five areas of work...		Management response: Partially agreed. UN Women leads the coordination and promotion of accountability of the UN system on gender equality and empowerment of women with the focus to support gender equality and gender mainstreaming in the Pacific UNDAF and the Pacific Humantarian team. The MCO, based on women?s needs at country level in the Pacific, will focus on the four programme areas of Women?s Economic Empowerment (WEE); Access to Justice in the Pacific (AGJP); EVAW and Gender, Climate Change and DRM, noting that coordination and knowledge leadership and information dissemination are cross cutting within the 4 programme areas. ? WEE Programme: The balance of empowerment and the results of empowerment (increase income) are challenging and communication on this issue to funders must be clear. Refining indicators in the on-going ME framework is important and also conduct baseline data collection before the programme implementation. Collection of baseline data which will provide evidence to strengthen documents is already in process. ? Advance Gender Justice in the Pacific Programme: The MCO would lead the CEDAW reporting process. During the period of the EA, the AGJP has progressed with the implementation of the transition phase which included the expansion of CEDAW work from reporting to adopting a harmonised approach on human rights treaty reporting. Focus has also been on CEDAW implementation, gender justice and women?s political participation. There are different entry points for GRB, there are different tools, and it?s important to keep emphasising on the universe of options available to any country before it starts doing GRB so that it can pick the strategy, tool and entry point which is most relevant for the concerned country. Option 1: Meet the Min of Finance, do an MOU with them, engender the call circular/budget circular, produce a Gender Budget Statement and so on. Advantages are that partnership with MoF will put UN Women and the GRB work under limelight, which is good, given that gender agenda remains one of the most underfunded agenda globally. Option 2: The other option, which is also a good option is to begin by taking select sectors and do a more ?applied? GRB in these sectors to show the value added. The MCO could do a ground breaking study on green budgeting (applying GRB to environment sector); we could do costing of VAW or laws on VAW (applying GRB to VAW sector) or to any other sector. The MCO should organize a workshop with all key stakeholders on GRB in 2014 in order to collectively arrive at a concrete strategy/roadmap on GRB for the Office. ? EVAW Programme: The MCO would ensure that all countries under its auspices have credible and reliable baseline statistics on violence against women. The MCO would make sure that data on Family Safety Surveys which have been conducted are analyzed using rigorous standards in each of its countries. Prevalence study of violence against women in a country can be done again after 20 years. In essence UN Women attempts to assist governments to adopt and implement policies and legislation on EVAW through data analysis. Under the Pacific Regional EVAW Facility Fund project the focus to support governments and CSO partners provide better services to survivors and also to provide evidence based prevention work. ? Gender, Climate Change and DRM Programme: Disseminate and consult on Gender, Climate Change, and Disaster Risk Management Strategic Framework within UN Women (the MCO, the RO and the HQ) and with other UN agencies and key partners. Climate Change is one of the most urgent issues affecting PICTs. Pacific women are particularly vulnerable to the effects of climate change and disasters for a range of reasons, including unequal access to resources and power, restricted rights and ability to move freely and without fear, and limited ability to influence the ways their communities are managed. The Increasing Community Resilience through the Empowerment of Women to Address Climate Change and Natural Hazards (IREACH) programme will support Pacific Island government and agencies to include appropriate gender considerations in climate change and DRM policies, plans and programmes. Develop country specific Programmes for selected countries together with the resource mobilization strategy.		Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	UN Coordination, Culture of results/RBM	Not applicable, Advocacy	Gender equality
Mid-term Review of the "Increasing Accountability in Financing For Gender Equality Programme	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division		Not Rated	Evaluation Recommendation 1: Ensure that communication and visibility guidelines are strictly follow...		UN Women agrees with this recommendation and will continue to work to consistently follow the EC communication and visibility guidelines and ensure that the EC and EUDs are fully informed about the programme. In this regard, the following actions will be taken: a) provision of ongoing guidance on compliance with the EC communication and visibility guidelines, b) regular communication and information sharing with the EUDs through quarterly progress reports, and c) involvement of the EUD in country programme annual work planning processes. In some of the countries initial actions have already been implemented to address this recommendation. For example, in Ethiopia, the UN Women Country Representative met with the EUD (December 2013) and agreed to strengthen collaboration and information sharing on programme activities. At that meeting, a summary report on programme implementation status was shared with the EUD. UN Women encourages the EC HQ to play a role in strengthening collaboration and ensuring active engagement and participation of the EUDs in programme implementation.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Mid-term Review of the "Increasing Accountability in Financing For Gender Equality Programme	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division		Not Rated	Evaluation Recommendation 2: Ensure that communication with EUDs targets not only the gender focal p...		UN Women agrees with this recommendation. In consultation with the EC HQ and ITC/ILO, UN Women will take necessary steps to ensure full engagement of the EUDs, including the Heads of Operations (HoOs). UN Women, together with ITC/ILO, will initiate discussions with the EC HQ to formulate a strategy for stronger involvement of EUD leadership in the programme. As a first step to address the recommendation, a joint letter to the EUD HoOs in all programme countries will be sent on behalf of EC HQ, UN Women and ITC/ILO to initiate efforts to strengthen their engagement and participation. As a second action, UN Women will arrange a series of meetings between its senior management and EUD HoOs in the four visited programme countries. These meetings will facilitate information sharing and improved cooperation to implement programme activities more efficiently and to achieve intended results effectively. Finally, ITC/ILO will develop a course of action in consultation with the EUD gender focal points and share it with the EUD HoOs for their endorsement and subsequent implementation.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Mid-term Review of the "Increasing Accountability in Financing For Gender Equality Programme	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division		Not Rated	Evaluation Recommendation 3: Establish multi-stakeholder groups, and ensure the participation of GFP...		UN Women partially agrees with the recommendation. While multi-stakeholder groups exist in the programme countries, the level of participation by the EUDs is somewhat variable from country to country. UN Women will work to ensure increased participation of the gender focal points (GFPs) from the EUDs in these groups and support information sharing with EUD senior leadership. All programme countries have some form of coordination mechanism in place that brings together partners from ministries, including national women?s machinery, donors and civil society. These mechanisms provide a space to lobby for increased accountability of governments and donors on financing for gender equality and for discussions on programme implementation, including identification of programme priorities. UN Women has worked to ensure that EUDs are regularly invited to be part of these groups. However, ensuring regular attendance and active engagement has been a major challenge, due in part to the limited availability of EUD representatives. UN Women will take necessary steps to increase involvement and strengthen participation of EUDs in the multi-stakeholder groups. The programme management unit at HQ will work closely with the national programme coordinators to ensure that all coordination groups include the respective EUD as an active member. Minutes of group deliberations will be shared with the EUD. In fact, programme countries have already taken steps to involve EUDs in programme coordination mechanisms. For example, in Palestine, EUD representatives have been regularly invited and engaged in the committee on gender responsive budgeting.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Mid-term Review of the "Increasing Accountability in Financing For Gender Equality Programme	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division		Not Rated	Evaluation Recommendation 4: Ensure that baselines and appropriate targets are integrated into both ...		UN Women agrees with the recommendation. Country level log-frames were finalized in mid-2012 after national programme coordinators were in place. After an implementation period of one and half years, it is timely to review the initially formulated results and indicators to assess their applicability for achieving the intended outcomes. In addition, baselines and targets will be integrated into the log-frames to ensure that progress toward each outcome is monitored comprehensively. The UN Women programme management unit at HQ will provide technical support to national programme coordinators to make the necessary revisions. Further, the consolidated programme log-frame will be revised based on the revisions at the country level. ITC/ILO has made improvements to the baseline data under outcome 3 of the results framework. The indicators included in the ITC/ILO log-frame are designed to assess the effective integration of gender mainstreaming methodologies (analytical studies and methods, gender-sensitive planning and budgeting, markers and indicators) and of nationally owned gender equality objectives in EU-supported cooperation programmes. Their relevance was explicitly revisited and agreed with project stakeholders during the ITC/ILO Gender Academy that was convened in November 2013. In order to strengthen assessment of impact for Output 3.2., ITC/ILO is working to refine the indicators and collect the required baseline data.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Mid-term Review of the "Increasing Accountability in Financing For Gender Equality Programme	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division		Not Rated	Evaluation Recommendation 5: (for UNW/ITC/ILO) Initiate high level dialogue with HoOs in the 8 EUDs ...		UN Women agrees with the recommendation and plans to initiate a dialogue with the EC HQ to identify specific approaches for strengthening involvement of EUD leadership in programme implementation. As an initial step (and as addressed under recommendation 2), a joint letter will be sent to the HoOs of all programme countries to commence efforts to strengthen collaboration. Second, ITC/ILO plays a crucial role to strengthen engagement of EUD leadership in programme implementation. ITC/ILO is finalizing work plans for the implementation of their component of the Expected Result(ER) 3 in consultation with the EUD gender focal points and national partners. These work plans will be shared with the Heads of Operations for their endorsement. UN Women has also initiated high-level dialogue with the EUD leadership to ensure their participation and effective engagement. Meetings will be held between UN Women country representatives/UN Women HQ staff and EUD HoOs in the four visited countries. One meeting has already been convened in Ethiopia.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Mid-term Review of the "Increasing Accountability in Financing For Gender Equality Programme	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division		Not Rated	Evaluation Recommendation 6: Undertake dialogue with the EC in order to coordinate the involvement o...		UN Women agrees with the recommendation. As a first step, the results framework for outcome 3 (ER 3) will be refined to ensure that the outputs and outcomes reflect the impact of EUD engagement in the programme. ITC/ILO is in the process of revising the monitoring framework to ensure that the outcome level indicators are drawn from the EU Plan of Action on Gender Equality and Women?s Empowerment. This will provide appropriate baselines and targets for indicators including those that assess the OECD Policy Marker coding of programmes by EUDs and gender sensitivity in the Country Strategy Papers of the delegation. Additionally, UN Women and ITC/ILO will establish monthly teleconferences between the EUDs, ITC/ILO and UN Women for regular updates and troubleshooting. For example, in Ukraine it was suggested that the gender focal point and the staff responsible for the relevant sectoral programmes within the EUD attend these meetings. The claim of conflict of interest comes from Ukraine where ROM monitors observed that the EUD declined to participate in some programme activities, stating conflict of interest due to the EU funding of the project. The ROM report for Ukraine directs the recommendation to the DG DEVCO (EuropeAid Development and Cooperation Directorate-General) in order to clarify this issue with the EUD in Ukraine. ITC/ILO proposes that the EC HQ write a letter to the EUD in Ukraine explaining that ITC/ILO actions targeting delegations are not training workshops for EU staff, but instead are action-learning and consultation events to facilitate dialogue with national development partners on mainstreaming gender in the EU supported programmes.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Mid-term Review of the "Increasing Accountability in Financing For Gender Equality Programme	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division		Not Rated	Evaluation Recommendation 7: Establish a logframe which identifies specific results and indicators/t...		UN Women does not agree with this recommendation. Each of the Category 2 (C2) countries developed specific log-frames for the one year implementation period for which they were expected to plan. The log-frames were included in each C2 country implementation plan and submitted to the donor. The log-frames included indicators and three of the five included corresponding baselines and targets. The C2 country log-frames differed from the Category 1 log-frames as they represented a continuation of work conducted under the previous programme Integrating GRB into the Aid Effectiveness Agenda and therefore were aligned with the previous plans. All C2 countries were asked to report against (with targeted monitoring tools) their respective log-frames and the monitoring responses have been submitted by all five countries. In addition, the C2 country programming is fully completed and closed (as of December 2013). Therefore, it would not be appropriate to develop log-frames for these countries as they will not be implementing the programme in the remaining period.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Mid-term Review of the "Increasing Accountability in Financing For Gender Equality Programme	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division		Not Rated	Evaluation Recommendation 8: Update the website www.gendernet.eu ? it should showcase country activi...		The website mentioned in the recommendation does not exist. However, UN Women will provide information on programme activities and achievements to EC HQ for showcasing these results on websites managed and administered by the EC. These online platforms will also be used to highlight major events and workshops organized by the programme.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Action to Promote the Legal Empowerment of Women in the Context of HIV and AIDS	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2015	Very Good	Evaluation Recommendation 1: It is recommended to fund a new programme providing financial and techn...		UN Women agrees with this recommendation. Strong support for women's access to property and inheritance rights must be sustained. Multi-year designed and funded programming would certainly be ideal and with this current documentation of achievements and lessons learned UN Women is now better positioned to move ahead with the continuation and expansion of the programme as well as mobilizing resources to support efforts at country, regional and global level. Furthermore, it is also the opinion of UN Women that such future intervention would benefit from a approach which to a higher extent provides a multi-sectoral response which addresses the overlapping legal, health and socio-economic needs and rights of women living with HIV (see also response to recommendation 5). Such a multi-sectoral approach also demands, in UN Women's own strategic planning and programme structure, a flexibility to work and design programmes across strategic areas: women's property and inheritance rights within the context of HIV and AIDS can be linked, to various degrees, to violence against women, women's economic empowerment, governance and leadership and/ or to other strategic areas depending on the country situation. Country offices may thus choose different programmatic approaches in which to address women's property and inheritance rights in the context of HIV and AIDS: for instance, in Kenya further work on the issue may be combined with work on women's economic empowerment whereas in Zimbabwe and Cameroon resource mobilization for work on property and inheritance rights will be carried out within the context of ending violence against women. In Rwanda UN Women collaborates with USAID on the steering committee of a new programme to advocate for the implementation of a land law ensuring equal ownership of land for husbands and wives.		Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018)	Culture of results/RBM		Effectiveness, Efficiency, Not applicable
Action to Promote the Legal Empowerment of Women in the Context of HIV and AIDS	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2015	Very Good	Evaluation Recommendation 2: It is recommended that UN Women in future programmes work directly ...		UN Women agrees with this recommendation. Taking into consideration the context and needs of the individual country and building on earlier experiences in protecting and promoting women's rights by setting up and supporting paralegal services, UN Women will at both HQ and country level explore how to advocate to ensure that paralegal services can be sustained as part of the HIV response as well as linking to and/or integrated with initiatives broadly related to women's access to justice.		Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018)	Culture of results/RBM	Not applicable	Effectiveness, Efficiency, Relevance
Action to Promote the Legal Empowerment of Women in the Context of HIV and AIDS	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2015	Very Good	Evaluation Recommendation 3: UN Women is recommended to take the lead in consolidating the new k...		UN Women partially agrees with this recommendation. Whereas there is definitely a need for academic research and analysis on the issue of women's rights and access to land and property in the context of HIV and AIDS, and the findings from the work of the grantees is a significant achievement, the first priority for UN Women has been to share the achievements and good practices of this programme with a larger audience, and to disseminate widely. Therefore, a micro web-site (http://www.genderandaids.org/wpir) has been created and was launched in April 2014. The website documents the programme and its achievements, along with details on the work of the grantees as well as tools they have developed as part of the programme. It also includes a 2-minute advocacy video that provides another avenue to share the message of the programme. New information and data are still being added to the site and depending on the final body of data, the HIV Team will consider how this information can be used and analyzed in more in-depth research, as well as follow-up research which could be part of the new programme that is developed. At that stage, the submission to a peer-reviewed social science journal may be a possibility.		Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018)	Partnership	Not applicable	Relevance, Sustainability
Action to Promote the Legal Empowerment of Women in the Context of HIV and AIDS	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2015	Very Good	Evaluation Recommendation 4: Small grant portfolios in similar future programmes should be diver...		UN Women agrees with this recommendation. UN Women finds that informal justice mechanisms at community level are often the preferred and most accessible point of justice for many women, including women living with or affected by HIV. Therefore, national laws, policies and programmes should seek to bring greater coherence and coordination between the formal, customary and religious systems and to ensure the protection and implementation of women's rights that are in line with national, regional and international norms. For instance, UN Women Zimbabwe is currently working with women's organizations to ensure that laws, incl. inheritance laws, and policies across all sectors are aligned to the new constitution, and in Cameroon a new UN joint programme will address the need for better legal protection of women's rights. Moreover, informal justice mechanisms should be integrated into broader legal reform and development initiatives, and as such be supported with adequate human, financial, and technical assistance.		Governance and planning (SPs before 2018)	Partnership	Not applicable	Effectiveness, Human Rights
Action to Promote the Legal Empowerment of Women in the Context of HIV and AIDS	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2015	Very Good	Evaluation Recommendation 5: Expand empowerment strategies by expanding, developing and fine-tuni...		UN Women agrees with this recommendation in the sense that it fully recognizes that the principle of empowerment is inherently holistic and that women's legal empowerment is intrinsically linked to their political, social and economic empowerment. It would have been important for the evaluation team to articulate further thinking in this regard in their report. There are no additional details provided in the report. In the absence of specifics, it is assumed that the report is suggesting that as much as possible, UN Women should continue its efforts at empowering women living with or affected by HIV in a variety of ways - understanding the intersectionality of the lived experience, where women need to be politically, economically, and socially empowered, along with legally empowered. As such, UN Women would consider the following response: - The way UN Women programming happens along the Strategic Plan goals/impact areas, UN Women will make an effort in the work on HIV to approach efforts from a coordinated, multi-sectoral approaches to providing services for women and to protecting their rights. This can be done through inter-linkages and integration between different programmes and initiatives. - UN Women also strives to strengthen partnerships not only within communities and with the local leaders, but also between communities and national stakeholders, including different line ministries (i.e. health, gender , justice, local planning, etc.) to build gender responsive legal frameworks and to enhance women's access to the justice system as well as to other services. This will continue in the work on HIV and AIDS.		Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Not applicable	Not applicable	Gender equality
Final evaluation of Gender & Governance Programme (GGP III Kenya), Gender and Governance Component	Programme Evaluation	East and Southern Africa	Kenya	2013	Good	Evaluation recommendation 1. Facilitate the development a response to the Supreme Court ruling on w...		Management Response: Partly agreed. This was already planned and UN Women is providing support to National Gender and Equality Commission-NGEC, the National Women?s Steering Committee-NWSC, CSO and other stakeholders to develop a mechanism that can guide the implementation of 2/3 gender principle. To date (Mar 2013), UN Women supported three stakeholders meetings further consultation are ongoing.		Leadership and political participation (SPs before 2018)	UN Coordination, Normative Support, Operational activities	Not applicable	Sustainability, Gender equality
Final evaluation of Gender & Governance Programme (GGP III Kenya), Gender and Governance Component	Programme Evaluation	East and Southern Africa	Kenya	2013	Good	Evaluation recommendation 2. Future programming needs to add work in the areas of: i) greater att...		Management Response: Agreed. i) UN Women will be supporting the National Women Steering Committee to develop a media strategy on media engagement for profiling of women leaders, gender equity and equality issues. ii) UN Women will be partnering with Kenyatta University (Africa Centre for Transformative Leadership ? ACTIL), the Kenya Parliamentary Association-KEWOPA and women?s? movement to train and mentor women aspirants on elections and engagement with full electoral cycle, including leadership skills. In addition, partnering will be strengthened with strategic CSOs and NGEC for training of potential women leaders and youth at county level. Discussion with NGEC on strengthening the 2012/2013 website database for women aspirants and candidates is currently ongoing (Jan-Mar 2013). iii) For the current MPs and MCAs, UN Women is partnering with the Centre for Parliamentary Studies and Training (CPST) to train women at the national and county assemblies to articulate the gender agenda effectively and to develop their capacity to carry out their legistrative, oversight and representative role. We have mainstreamed gender, youth and minority in the national assembly CPST training curriculum and made it county specific. iv) UN Women is partnering with Internal Peace Support Training Centre (IPSTC) to institutionalize the peace building work with women and youth.		Leadership and political participation (SPs before 2018)	UN Coordination, Normative Support, Operational activities	Not applicable	Sustainability, Gender equality
Final evaluation of Gender & Governance Programme (GGP III Kenya), Gender and Governance Component	Programme Evaluation	East and Southern Africa	Kenya	2013	Good	Evaluation recommendation 3. Expansion of the Training of Trainers and Training of Facilitators (TO...		Management Response: Partially agree. Scaling up of the ToTs/ToFs to 47 counties is unrealistic. However UN Women agrees to support key partners in select counties who can work with ToT and ToF as a strategic mechanism and to manage their contracts for better coordination of efforts with possibility of scale up subject to availability of funding.		Governance and planning (SPs before 2018)	Not applicable	Capacity development	Sustainability, Gender equality
Final evaluation of Gender & Governance Programme (GGP III Kenya), Gender and Governance Component	Programme Evaluation	East and Southern Africa	Kenya	2013	Good	Evaluation recommendation 4: Support review and revision of the Co-operative Act to facilitate mor...		Management response: Disagree. The cooperative act can be reviewed from a gender perspective but the management cannot draw a clear correlation between the act and how it can provide a potential pool of experienced women leaders in Kenya.		Leadership and political participation (SPs before 2018)	UN Coordination	Not applicable, Capacity development, Advocacy	Sustainability, Gender equality
Final evaluation of Gender & Governance Programme (GGP III Kenya), Gender and Governance Component	Programme Evaluation	East and Southern Africa	Kenya	2013	Good	Evaluation recommendation 5: Future programming needs to seriously consider a joint programming app...		Management response: Agreed. This will be addressed by the UN Delivering as One initiative in Kenya. Different agencies will lead on different thematic areas through joint programmes, with the other agencies supporting in implementation. The division of labor will be outlined by the UNCT and UN Women will closely work will not only UNDP but all agencies on governance and related themes. For example UN women will be leading Gender Equality and Women?s Empowerment (GEWE) results area with other agencies participating in the implementation of that result.		Leadership and political participation (SPs before 2018), Governance and planning (SPs before 2018)	UN Coordination, Partnership, Operational activities, Not applicable	Internal coordination and communication	Gender equality
Final evaluation of Gender & Governance Programme (GGP III Kenya), Gender and Governance Component	Programme Evaluation	East and Southern Africa	Kenya	2013	Good	Evaluation recommendation 6: There is a need to identify which organizations/bodies will serve as t...		Management response: Agreed. UN Women will select lead agencies on a competitive basis based on pre-determined criteria. This organizations/bodies will then serve as the primary coordinating bodies for future programming and implementation at all levels with various communities in Kenya.		Governance and planning (SPs before 2018)	UN Coordination, Partnership, Operational activities, Culture of results/RBM, Not applicable	Not applicable, Advocacy, Internal coordination and communication	Sustainability
Final evaluation of Gender & Governance Programme (GGP III Kenya), Gender and Governance Component	Programme Evaluation	East and Southern Africa	Kenya	2013	Good	Evaluation Recommendation 7: The exact nature of technical assistance to Government needs to be out...		Management Response: Agree with the recommendation that support to strategic and targeted government ministries will be more formal through Letter of Agreements (LOAs), as per UN Women Programme and Operations policies.		Governance and planning (SPs before 2018)	UN Coordination, Partnership, Operational activities, Culture of results/RBM, Not applicable	Not applicable, Advocacy, Internal coordination and communication	Relevance, Sustainability
Final evaluation of Gender & Governance Programme (GGP III Kenya), Gender and Governance Component	Programme Evaluation	East and Southern Africa	Kenya	2013	Good	Evaluation Recommendation 8: For the CSOs, funding arrangements need to cover longer periods of tim...		Management response: Not agreed. This is not possible at the moment, when UN Women is receiving funds from the donors on a short term basis. However, this option will depend on the commitment by development partners. In principle, UN Women is moving towards having longer term partnerships with strategic implementing partners with capacity to absorb longer term funding.		Governance and planning (SPs before 2018)	UN Coordination, Culture of results/RBM, Not applicable	Not applicable, Advocacy, Internal coordination and communication	Relevance, Sustainability
Final evaluation of Gender & Governance Programme (GGP III Kenya), Gender and Governance Component	Programme Evaluation	East and Southern Africa	Kenya	2013	Good	Evaluation Recommendation 9: Reporting on results for both government and CSOs should be on a six-m...		Management response: Not agreed. This is a requirement for internal reporting mechanisms for transparency and accountability as per the UN Women Financial Management Policy. Funding to the implementing partners is also disbursed on quarterly basis based on their absorption capacity and therefore this reporting requirement cannot be relaxed.		Governance and planning (SPs before 2018)	UN Coordination, Culture of results/RBM, Not applicable	Not applicable, Advocacy, Internal coordination and communication	Relevance, Sustainability
Final evaluation of Gender & Governance Programme (GGP III Kenya), Gender and Governance Component	Programme Evaluation	East and Southern Africa	Kenya	2013	Good	Evaluation Recommendation 10: Develop a more workable alternative to the 10% holdback procedure, at...		Management response: Not agreed. The 10% of the project budget is withheld, due to risk assessment of the partner and is usually reimbursed upon receipt of final narrative report, as per the UN Women Financial Management Policy (Cash Advances and other Cash Transfers to Partners). The 10% holdback will be retained as part of our risk management. However this will not be an issue if the partners can do their reporting accurately and timely.		Governance and planning (SPs before 2018)	UN Coordination, Culture of results/RBM, Not applicable	Not applicable, Advocacy, Internal coordination and communication	Relevance, Sustainability
Evaluability Assessment of the Programme on 'Strengthening women's capacity in disaster risk reduction to cope with climate change in Viet Nam''	Programme Evaluation	Asia and the Pacific	Vietnam		Not Rated	Recommendation or Issue 1: Conduct gender analysis in order to identify gender issues and the diffe...		Agree		Not applicable	Not applicable	Not applicable	Not applicable
Evaluability Assessment of the Programme on 'Strengthening women's capacity in disaster risk reduction to cope with climate change in Viet Nam''	Programme Evaluation	Asia and the Pacific	Vietnam		Not Rated	Recommendation or Issue 2: Adjust project objectives and design to focus on how Women?s Union can be...		Agree		Not applicable	Not applicable	Not applicable	Not applicable
Evaluability Assessment of the Programme on 'Strengthening women's capacity in disaster risk reduction to cope with climate change in Viet Nam''	Programme Evaluation	Asia and the Pacific	Vietnam		Not Rated	Recommendation or Issue 3: Capacity building of WU commune staff on facilitation		Agree		Not applicable	Not applicable	Not applicable	Not applicable
Evaluability Assessment of the Programme on 'Strengthening women's capacity in disaster risk reduction to cope with climate change in Viet Nam''	Programme Evaluation	Asia and the Pacific	Vietnam		Not Rated	Recommendation or Issue 4: Improvement of the reporting system from Women's Clubs to commune level, ...		Agree		Not applicable	Not applicable	Not applicable	Not applicable
Evaluability Assessment of the Programme on 'Strengthening women's capacity in disaster risk reduction to cope with climate change in Viet Nam''	Programme Evaluation	Asia and the Pacific	Vietnam		Not Rated	Recommendation or Issue 5: Review KAP survey content, sampling design, and improve survey analysis.		Agree		Not applicable	Not applicable	Not applicable	Not applicable
Evaluability Assessment of the Programme on 'Strengthening women's capacity in disaster risk reduction to cope with climate change in Viet Nam''	Programme Evaluation	Asia and the Pacific	Vietnam		Not Rated	Recommendation or Issue 6 ? Strengthen gender mainstreaming component of the project		agree		Not applicable	Not applicable	Not applicable	Not applicable
Evaluability Assessment of the Programme on 'Strengthening women's capacity in disaster risk reduction to cope with climate change in Viet Nam''	Programme Evaluation	Asia and the Pacific	Vietnam		Not Rated	Recommendation or Issue 7: Conduct Final project evaluation		agree		Not applicable	Not applicable	Not applicable	Not applicable
Final Evaluation of Project on Making Politics Work with Women (MP3W) in Nepal	Programme Evaluation	Asia and the Pacific	Nepal	2013	Good	1. Continue to support gender responsive voter education; develop IEC materials targeting women lead...		Accepted		Leadership and political participation (SPs before 2018)	Normative Support, Operational activities	Not applicable, Promoting inclusiveness/Leaving no one behind, Advocacy	Gender equality
Final Evaluation of Project on Making Politics Work with Women (MP3W) in Nepal	Programme Evaluation	Asia and the Pacific	Nepal	2013	Good	Continue to support the development of strategic knowledge products, such as Model Constitution, rec...		Accepted		Leadership and political participation (SPs before 2018)	UN Coordination, Normative Support, Operational activities	Advocacy, Knowledge management	Human Rights, Gender equality
Final Evaluation of Project on Making Politics Work with Women (MP3W) in Nepal	Programme Evaluation	Asia and the Pacific	Nepal	2013	Good	Engage actively with the media to increase awareness on women's rights issues (participation in poli...		Accepted		Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	UN Coordination, Normative Support, Operational activities	Capacity development, Advocacy, Knowledge management	Human Rights, Gender equality
Final Evaluation of Project on Making Politics Work with Women (MP3W) in Nepal	Programme Evaluation	Asia and the Pacific	Nepal	2013	Good	Prioritise women's leadership and participation as a key focus area of intervention in the forthcomi...		Accepted		Leadership and political participation (SPs before 2018)	Normative Support, Operational activities, Culture of results/RBM	Capacity development, Advocacy, Knowledge management	Human Rights, Gender equality
Final Evaluation of Project on Making Politics Work with Women (MP3W) in Nepal	Programme Evaluation	Asia and the Pacific	Nepal	2013	Good	Encourage collaboration and coordination among implementing partners in planning, designing and impl...		Accepted (UN Women in all its projects has been deliberately including systematic consultations with key stakeholders at all stages of the programming cycle).		Leadership and political participation (SPs before 2018), Governance and planning (SPs before 2018)	Partnership, Not applicable	Not applicable, Internal coordination and communication	Efficiency
Final Evaluation of Project on Making Politics Work with Women (MP3W) in Nepal	Programme Evaluation	Asia and the Pacific	Nepal	2013	Good	Continue to raise the awareness of general public and political parties on the implications of gende...		Accepted		Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018)	Normative Support, Operational activities, Not applicable	Capacity development, Advocacy, Knowledge management	Effectiveness, Efficiency, Gender equality
Final Evaluation of Project on Making Politics Work with Women (MP3W) in Nepal	Programme Evaluation	Asia and the Pacific	Nepal	2013	Good	Support long-term capacity development (of Women Political Watch Groups (WPWGs)/CA members/Women's C...		Accepted		Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018)	Normative Support, Operational activities, Not applicable	Capacity development	Effectiveness, Efficiency, Gender equality
Final Evaluation of Project on Making Politics Work with Women (MP3W) in Nepal	Programme Evaluation	Asia and the Pacific	Nepal	2013	Good	Partner with the Election Commission, National Women's Commission (NWC) and Ministry of Women Childr...		Accepted		Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018)	Normative Support, Operational activities, Not applicable	Capacity development	Effectiveness, Efficiency, Gender equality
Final Evaluation of the programme on Sustaining the Gains of Foreign Labour Migration through the Protection of Migrant Workers Rights	Country-level Evaluation	Asia and the Pacific	Nepal	2013	Good	1: Formalise the development partner?s coordination mechanism on migration to enhance coherence, a...		Accepted		Ending violence against women (SPs before 2018)	Partnership	Capacity development, Knowledge management	Effectiveness, Efficiency, Relevance
Final Evaluation of the programme on Sustaining the Gains of Foreign Labour Migration through the Protection of Migrant Workers Rights	Country-level Evaluation	Asia and the Pacific	Nepal	2013	Good	2: Expand the scope of the existing Steering Committee at the Ministry of Labour and Employment (...		Accepted		Governance and planning (SPs before 2018)	UN Coordination, Partnership	Not applicable, Advocacy, Internal coordination and communication	Gender equality
Final Evaluation of the programme on Sustaining the Gains of Foreign Labour Migration through the Protection of Migrant Workers Rights	Country-level Evaluation	Asia and the Pacific	Nepal	2013	Good	3: Facilitate linkages and networking between Community Alert Groups (CAGs) and POURAKHI (network...		Accepted		Governance and planning (SPs before 2018)	UN Coordination, Partnership	Not applicable, Advocacy, Knowledge management, Internal coordination and communication	Gender equality
Final Evaluation of the programme on Sustaining the Gains of Foreign Labour Migration through the Protection of Migrant Workers Rights	Country-level Evaluation	Asia and the Pacific	Nepal	2013	Good	4: Continue to strengthen advocacy on safe migration using mechanisms like the Local Governance an...		Accepted		Governance and planning (SPs before 2018)	Partnership	Advocacy	Sustainability, Impact
Final Evaluation of the programme on Sustaining the Gains of Foreign Labour Migration through the Protection of Migrant Workers Rights	Country-level Evaluation	Asia and the Pacific	Nepal	2013	Good	5: Strengthen the network of WMWs to enhance their voice and agency (including the entrepreneurs...		Accepted		Women economic empowerment (SPs before 2018)	UN Coordination, Partnership	Capacity development, Promoting inclusiveness/Leaving no one behind	Sustainability, Impact
Final Evaluation of the programme on Sustaining the Gains of Foreign Labour Migration through the Protection of Migrant Workers Rights	Country-level Evaluation	Asia and the Pacific	Nepal	2013	Good	6: Support the development of a comprehensive media package on safe migration that can be taken f...		Accepted		Not applicable	Operational activities, Not applicable	Knowledge management, Internal coordination and communication	Sustainability, Impact
Final Evaluation of the programme on Sustaining the Gains of Foreign Labour Migration through the Protection of Migrant Workers Rights	Country-level Evaluation	Asia and the Pacific	Nepal	2013	Good	7: Develop a joint programme with the ILO, IOM, MoWCSW and MoLE to address the entire migration c...		Accepted		Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	UN Coordination	Internal coordination and communication	Sustainability, Impact
Final Evaluation of the programme on Sustaining the Gains of Foreign Labour Migration through the Protection of Migrant Workers Rights	Country-level Evaluation	Asia and the Pacific	Nepal	2013	Good	8. Develop a comprehensive capacity development framework with clear baselines and targets to tra...		Accepted		Governance and planning (SPs before 2018)	Not applicable	Capacity development	Efficiency, Relevance, Sustainability, Impact
Final Evaluation of the programme on Sustaining the Gains of Foreign Labour Migration through the Protection of Migrant Workers Rights	Country-level Evaluation	Asia and the Pacific	Nepal	2013	Good	9: Conduct research studies to assess the impact of remittances on skill development of WMW and use...		Accepted		Governance and planning (SPs before 2018)	Not applicable	Knowledge management	Impact
End of Programme Evaluation of EC-UN Women programme Supporting Gender Equality in the Context of HIV/AIDS	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2014	Very Good	Evaluation Recommendation 1: UN Women should continue its work on improving the institutions that go...		UN Women agrees with this recommendation. The programme has demonstrated that influencing the governance of the HIV response by supporting policies, programme actions, and institutions that take into account the differential impact of the epidemic on men and women and ensuring there is increased engagement and leadership of women living with HIV in the response, is a successful approach. The design of the programme was informed by a gender-responsive governance approach guided by the human rights principles of equality and non-discrimination, inclusion and participation, and transparency and accountability. It was framed around two specific objectives: one which aimed to promote gender responsive national frameworks and strategies; to strengthen the accountability of public institutions (duty-bearers), namely national AIDS coordinating authorities, to deliver on and finance gender equality commitments on HIV, and the second: to secure a greater voice for organizations/networks of women living with HIV (rights-holders) in policy and decision-making spaces to hold government more accountable. Together these specific objectives were expected to strengthen the relationship/collaborations of 'duty bearers' and 'rights-holders' and contribute to more gender-responsive policies, programmes, actions and budgets to address HIV and AIDS. UN Women also agrees that articulating a theory of change will help to strengthen and up-scale UN Women's gender-responsive governance approach to HIV across its regional and country programming. A TOC will also establish a common language and basis for monitoring, evaluating and reporting on UN Women's work on gender equality and HIV and AIDS across the organization. This recommendation also corresponds with UN Women's Strategic Plan 2014-17 which includes HIV and AIDS in Impact Area 5 focused on Governance and national planning fully reflect accountability for gender equality commitments and priorities.		Governance and planning (SPs before 2018)	HIV/AIDS	Promoting inclusiveness/Leaving no one behind	Relevance, Sustainability, Gender equality
End of Programme Evaluation of EC-UN Women programme Supporting Gender Equality in the Context of HIV/AIDS	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2014	Very Good	Evaluation Recommendation 2: In future programming, UN Women should continue to support activities ...		UN Women partially agrees with this recommendation. The relevance of working at sub-national level will need to be determined by each country context. Decentralization processes might not be accompanied by adequate financing or a devolution of power, therefore UN Women Country offices would need to do an analysis before determining the value of engaging with decentralized, sub-national state and non-state actors. In cases where it is clearly an advantage, UN Women would make every effort to engage at sub-national level where it does offer the possibility of improving the access of women living with HIV to HIV prevention, treatment, care and support services, increasing their participation and engagement in local HIV planning and decision-making processes; and for making local AIDS Councils more responsive and more accountable to their demands. In four of the five programme countries (Cambodia, Kenya, Papua New Guinea and Rwanda), partners trained staff at provincial, district, and/or national level on integrating gender equality into HIV programmes and action plans and/or mobilized women living with HIV to participate in local planning and decision-making. The final evaluation identifies three significant challenges for work at the sub-national level: technical capacity of government agencies, service providers and networks of women living with HIV; resource needs for achieving sufficient coverage; UN Women capacity to provide technical support to partners working at sub-national level. In such areas, UN Women, through its role as a member of the UNAIDS family, or engagement in other country-level coordination mechanisms (i.e. Delivering as One), will work towards supporting technical capacity and knowledge, as well as facilitating the leadership and engagement of its constituency in sub-national HIV coordination and planning processes.		Governance and planning (SPs before 2018)	HIV/AIDS	Promoting inclusiveness/Leaving no one behind	Relevance, Gender equality
End of Programme Evaluation of EC-UN Women programme Supporting Gender Equality in the Context of HIV/AIDS	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2014	Very Good	UN Women should continue to develop a long-term vision and cultivate the partnerships necessary to s...		Management Response: UN Women agrees with this recommendation. UN Women's role in enabling and facilitating the strong engagement of networks and organizations of women living with HIV as well as expanding advocacy and policy spaces for their meaningful participation has long been acknowledged. Supporting networks of women living with and affected by HIV and AIDS is a priority of UN Women's efforts on HIV and as such has been included in the Strategic Plan 2014-2017 in the area of Impact 5: Governance and national planning fully reflect accountability for gender equality commitments and priorities. Specifically, Outcome 5.3 is focused on Gender-responsive national HIV/AIDS strategies, plans and budgets adopted and implemented; with two key outputs: Output 5.3.1 Key government institutions at national and local levels have the knowledge and tools to analyze, formulate and execute gender-responsive HIV plans and budgets; and important for this recommendation is Output 5.3.2 Women living with HIV and women affected by HIV have strengthened capacities to have their priorities included in HIV strategies and budgets. In addition, this emphasis in UN Women?s priorities in the HIV work also contributes to achieving outputs identified in the UNAIDS Unified Budget Results and Accountability Framework 2011-2015 in Goals C3 - supporting women and girls and C4 -stopping violence against women.		Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, HIV/AIDS	Advocacy	Sustainability, Human Rights, Gender equality
End of Programme Evaluation of EC-UN Women programme Supporting Gender Equality in the Context of HIV/AIDS	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2014	Very Good	Evaluation Recommendation 4: UN Women should capitalize on its role as a UNAIDS co-sponsor by buildi...		UN Women partially agrees with this recommendation. Country contexts and demands to UN Women for technical support will determine specific areas for engagement - although niche areas identified by the evaluation would be closely considered. While linkages to programming to end violence against women, documenting of good practice and promoting leadership of women living with HIV and their organizations, as well as, integrating gender equality through the strategic investment framework of UNAIDS, are all areas that fall in line with UN Women's comparative advantage and mandate, and therefore are areas UN Women will consider programming in as niche areas. UN Women has not traditionally engaged in the areas of the elimination of mother-to-child transmission, since other agencies have a stronger mandate to deliver services in this regard. However, as highlighted by the evaluation, UN Women would consider aligning to the area of 'demand generation' and supporting women?s access to knowledge and information on their rights in the area of EMTCT. Providing information, knowledge and promoting women's awareness of their rights would be an important priority area for country-level programming. By doing this, UN Women can contribute to the second element of the EMTCT agenda, which is 'keeping the mother alive'. In addition, UN Women will also leverage the normative gains of the CSW57 Agreed Conclusions on the elimination and prevention of all forms of violence against women and girls to strengthen its thematic linkages to ending violence against women and its engagement with the H4+ partnership on maternal and child health as well as the Every Woman, Every Child global initiative to address elimination of mother-to-child transmission of HIV. With regards to the UNAIDS Strategic Investment Framework UN Women has advocated and provided inputs to UNAIDS and other cosponsors the importance of ensuring that a gender lens is utilized throughout the framework, in order to ensure that the investments are beneficially to women and men?s priorities and needs in the HIV response. UN Women acknowledges that gender equality is also a critical enabler and an area for development synergy and will continue to support the efforts in this regard.		Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, HIV/AIDS	Knowledge management	Sustainability, Human Rights, Gender equality
End of Programme Evaluation of EC-UN Women programme Supporting Gender Equality in the Context of HIV/AIDS	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2014	Very Good	Evaluation Recommendation 5: In future global programmes, UN Women should pay greater attention to ...		UN Women agrees with this recommendation. UN Women recognizes global programmes as strategic vehicles for influencing global policy and linking more coherently normative and operational levels; building strategic partnerships; building UN Women?s technical leadership and innovation and capacity to respond to emerging issues; cross regional learning and evidence based knowledge generation; and bringing added value to regional and country programmes. Global programmes can share and demonstrate models and practices that are evaluable for impact and adaptable and expandable beyond countries participating in the programme. It is important to note that the programme design emphasized the importance of supplementing capacities in institutions charged with responding to HIV and AIDS, the national AIDS coordinating bodies, with senior level gender expertise/ Gender Advisors. As such, the programme allocated funding normally set aside for human resources/programme management staff in country towards the putting in place of Senior Gender Advisors in NACs. Interestingly, the Evaluation Report highlights in Finding #8 that ?As a result of the programme, the staff of NACAs and other governmental institutions in all five countries have taken steps to mainstream gender in their work. Gender Advisors have played a key role in this area.? Therefore, it is clear that the decision to support the inclusion of Gender Advisors was strategic; however, it seems to have been at the expense of dedicated programme management staff in each programme country to undertake monitoring, evaluation, and learning. UN Women will take this recommendation into consideration when designing future global and cross-regional programming. It is important also to note that investment in programme management support is needed at all levels. Locating technical, policy and operational support closer to country offices, UN Women Regional Centres (which were set up during the programme implementation period) could play a key role in strengthening and overseeing implementation at the country level, assessing lessons learned and nurturing cross-regional learning and knowledge sharing in collaboration with country offices. Furthermore, UN Women corporate implementation and monitoring procedures and tools are being improved continuously, while allowing flexibility to align M&E practices to each individual programme.		Not applicable	Culture of results/RBM	Not applicable	Effectiveness, Relevance
Final Evaluation of Women connect across conflicts: Building accountability for implementation of the UN SCR 1325, 1820, 1888, 1889 Cross-regional project	Programme Evaluation	Europe and Central Asia	Kazakhstan	2013	Good	Evaluation Recommendation 1: Given the need to consolidate achievement made to date in strengthening...		Accepted. Draft concept and logframe for entire Phase II (Ferghana Valley, Southern Caucasus, Pakistan and Afghanistan) was initially developed as a result of the WCAC retreat attended by UN Women staff and partners from WCAC target countries on 5-7 June 2012 in Tbilisi, Georgia. The concept note for Phase II was revised in April 2013 and submitted to the Finland?s MoFA for consideration. Further revisions are planned to incorporate external evaluation?s recommendations and UN Women changes in implementation modalities and structure due to implementation of UN Women regional architecture in ECA. Phase I was to lay down the grounds for sub-region specific interventions and to take into account specificities of each sub-region (Fergana Valley, Southern Caucasus) and each responsible unit (MCO, COs, RO) will be responsible for their parts. The concept note was revised to ensure different approach to each sub-region: in Central Asia (Ferghana Valley), Southern Caucasus, and Southern Asia (Pakistan and Afghanistan).		Governance and planning (SPs before 2018)	Not applicable	Not applicable	Efficiency
Final Evaluation of Women connect across conflicts: Building accountability for implementation of the UN SCR 1325, 1820, 1888, 1889 Cross-regional project	Programme Evaluation	Europe and Central Asia	Kazakhstan	2013	Good	Evaluation Recommendation 2: The proposed model of an international manager (to ensure neutrality) i...		Accepted. A new management approach for Phase II was elaborated and indicated within a proposal for Phase II being shared with the potential donors: separate international managers for the programme?s operations in Ferghana valley and the Southern Caucasus.		Governance and planning (SPs before 2018)	Not applicable	Not applicable	Efficiency
Final Evaluation of Women connect across conflicts: Building accountability for implementation of the UN SCR 1325, 1820, 1888, 1889 Cross-regional project	Programme Evaluation	Europe and Central Asia	Kazakhstan	2013	Good	Evaluation Recommendation 3: Based on learning in Phase I, Phase II of the project should have a mor...		Accepted. A project document for Phase II was developed by WCAC team as a result of the 2012 WCAC retreat, commented by EECA SRO and HQ Programme Division and will be peer-reviewed by UN Women PAC for clear defined result chain.		Governance and planning (SPs before 2018)	Culture of results/RBM	Not applicable, Advocacy	Effectiveness, Sustainability, Impact
Final Evaluation of Women connect across conflicts: Building accountability for implementation of the UN SCR 1325, 1820, 1888, 1889 Cross-regional project	Programme Evaluation	Europe and Central Asia	Kazakhstan	2013	Good	Evaluation Recommendation 4: WCAC should continue to promote, motivate, support and document the dev...		Accepted. Work has been initiated in July 2013 for the promotion of Gender Responsive Budgeting by WEPD II phase in Georgia with initial trainings conducted for the representatives of local government and Gender Equality Activists. High level regional conference ?Enforcement of international commitments on Women, Peace and Security in Europe and Central Asia? will be organised in November 2013 by UN Women and OSCE with a purpose to continue an open dialogue between governments, CSOs and international development partners and assist to countries of the region to better formulate their positions for an efficient development and implementation of Women, Peace and Security agenda. The countries in the Europe and Central Asia region can learn about the status, progress and perspectives of implementation of the UNSCRs from each other, to discuss lessons learned and define further plans and perspectives. WPS projects in COs and MCO will incorporate activities to promote, motivate, support and document the development of NAPs. Advocacy meetings with wide range of stakeholders to promote UNSCR 1325 have been conducted in all project countries.		Governance and planning (SPs before 2018)	Operational activities, Culture of results/RBM, Not applicable	Not applicable, Advocacy	Relevance, Sustainability
Final Evaluation of Women connect across conflicts: Building accountability for implementation of the UN SCR 1325, 1820, 1888, 1889 Cross-regional project	Programme Evaluation	Europe and Central Asia	Kazakhstan	2013	Good	Evaluation Recommendation 5: The WCAC should advance on its plan to develop a core of women peace me...		Accepted		Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018)	Operational activities, Culture of results/RBM, Not applicable	Not applicable, Capacity development, Advocacy	Relevance, Sustainability, Gender equality
Final Evaluation of Women connect across conflicts: Building accountability for implementation of the UN SCR 1325, 1820, 1888, 1889 Cross-regional project	Programme Evaluation	Europe and Central Asia	Kazakhstan	2013	Good	Evaluation Recommendation or Issue 6: UN Women should support the development of specialists in key ...		Partially accepted. This recommendation will be further discussed/agreed with UN Women RO in Istanbul to ensure a regional coverage and relevant scope of work as well as division of responsibilities between the RO, MCO and respective COs		Peace and security (SPs before 2018)	Operational activities, Culture of results/RBM, Not applicable	Not applicable, Capacity development, Advocacy	Relevance, Sustainability, Gender equality
Final Evaluation of Women connect across conflicts: Building accountability for implementation of the UN SCR 1325, 1820, 1888, 1889 Cross-regional project	Programme Evaluation	Europe and Central Asia	Kazakhstan	2013	Good	Evaluation Recommendation 7: UN Women should expand the TOT programme to develop a critical mass in ...		Accepted. Manual for trainers on CEDAW/UNSCRs was printed within Phase I and was distributed in hard copies among WCAC countries in EECA region. Electronic version of the manual was posted at UN Women SRO web-site and shared with WCAC partners via e-mail to enable partners to further use for trainings at the country level. This recommendation will be further discussed/agreed with UN Women RO in Istanbul to ensure a regional coverage and relevant scope of work (South Caucasus, etc.) as well as division of responsibilities between the RO, MCO and respective COs.		Ending violence against women (SPs before 2018)	Operational activities, Culture of results/RBM, Not applicable	Not applicable, Capacity development, Advocacy	Relevance, Sustainability, Gender equality
Final Evaluation of Women connect across conflicts: Building accountability for implementation of the UN SCR 1325, 1820, 1888, 1889 Cross-regional project	Programme Evaluation	Europe and Central Asia	Kazakhstan	2013	Good	Evaluation Recommendation 8: UN Women should continue to support Human rights monitoring in the Ferg...		Accepted. This action is prioritized and included into Phase II concept as a priority activity for Ferghana valley?s countries. Implementation depends on resource mobilization, however the practice introduced within WCAC Phase I will be further used within relevant new projects in WPS thematic area (will be included into a new SN/AWPs for UN Women MCO Kazakhstan)		Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	Operational activities, Culture of results/RBM, Not applicable	Not applicable, Capacity development, Advocacy	Relevance, Sustainability, Gender equality
Final Evaluation of Women connect across conflicts: Building accountability for implementation of the UN SCR 1325, 1820, 1888, 1889 Cross-regional project	Programme Evaluation	Europe and Central Asia	Kazakhstan	2013	Good	Evaluation Recommendation 9: In cross regional trainings and meetings held outside of Georgia, UN Wo...		Partially accepted. UN Women CO Georgia is organizing training in gender aspects of mediation in Yerevan in the frameworks of WEPD II phase where along with participants from Georgia proper Abkhaz and South Ossetian women peace activists will take part. This recommendation will be further considered by UN Women RO in Istanbul and Georgia CO to the extent possible considering also political sensitivities and technical difficulties related to reaching out to women in Georgia?s breakaway regions of Abkhazia and South Ossetia		Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership	Not applicable, Capacity development, Advocacy	Relevance, Sustainability, Gender equality
Final Evaluation of Women connect across conflicts: Building accountability for implementation of the UN SCR 1325, 1820, 1888, 1889 Cross-regional project	Programme Evaluation	Europe and Central Asia	Kazakhstan	2013	Good	Evaluation Recommendation 10: UN Women should design an exit strategy for phase II on the assumption...		Accepted. High level regional conference ?Enhancing the Women, Peace and Security Agenda in the Euro-Atlantic and Eurasian Region? will be organised in November 2013 by UN Women and OSCE with a purpose to continue an open dialogue between governments, CSOs and international development partners and assist to countries of the region to better formulate their positions for an efficient development and implementation of Women, Peace and Security agenda. The countries in the Europe and Central Asia region can learn about the status, progress and perspectives of implementation of the UNSCRs from each other, to discuss lessons learned and define further plans and perspectives. HLM 2013 concrete action plans will be discussed with every country, capacity devel is The exit strategy will be developed within a full project document for WCAC Phase II in cooperation with UN Women RO in Istanbul.		Governance and planning (SPs before 2018)	Operational activities, Not applicable	Not applicable, Capacity development	Sustainability
Final Evaluation of Women connect across conflicts: Building accountability for implementation of the UN SCR 1325, 1820, 1888, 1889 Cross-regional project	Programme Evaluation	Europe and Central Asia	Kazakhstan	2013	Good	Evaluation Recommendation 11 (Georgia): UN Women should continue to provide technical support as nee...		Accepted. Participatory Gender Audit (PGA) methodology has been introduced to Georgia in November 2012 with some 27 PGA facilitators trained jointly by ILO and UN Women. In the frameworks of WEPD II phase Participatory Gender Audits have been launched in the Parliament of Georgia and in the Ministry of Internally Displaced Persons from the Occupied Territories, Accommodation and Refugees of Georgia. Provision of technical expertise and support in the area of creation of National Referral Mechanism for the survivors of sexual violence during conflict in Georgia has been incorporated in the WCAC II Phase concept South Caucasus part. However, the II Phase of WCAC covering Southern Caucasus needs to be further elaborated in consultation with Istanbul RO.		Governance and planning (SPs before 2018)	Operational activities, Not applicable	Not applicable, Capacity development	Sustainability
Final Evaluation of Women connect across conflicts: Building accountability for implementation of the UN SCR 1325, 1820, 1888, 1889 Cross-regional project	Programme Evaluation	Europe and Central Asia	Kazakhstan	2013	Good	Evaluation Recommendation 12 (Georgia): In close collaboration with WEPD, the WCAC project should ca...		Accepted. WEPD II Phase is actively engaged in facilitating the implementation of the NAP on Women, Peace and Security in Shida Qartli and Samegrelo regions of Georgia (i.e. regions that are adjacent to the administrative boundary lines with the conflict zones). Several high-level advocacy meetings have been already organized between IDP and conflict affected women and government officials (such as Vice Speaker of the Parliament of Georgia, Minister for Regional Development and Infrastructure, heads of local administrations). Undertaking of NAP implementation monitoring in selected regions of Georgia has been incorporated in the WCAC II Phase concept South Caucasus part. However, the II Phase of WCAC covering South Caucasus needs to be further elaborated in consultation with Istanbul RO.		Governance and planning (SPs before 2018)	Operational activities, Not applicable	Capacity development, Knowledge management	Sustainability
Final Evaluation of Women connect across conflicts: Building accountability for implementation of the UN SCR 1325, 1820, 1888, 1889 Cross-regional project	Programme Evaluation	Europe and Central Asia	Kazakhstan	2013	Good	Evaluation Recommendation 13 (Georgia): WCAC should carry out a needs assessment of the NGO/women?s ...		Accepted. UN Women CO in Georgia through its new EU Supported project Innovative Action for Gender Equality (IAGE) is carrying out the needs assessment of women?s rights and GE civil society organizations in the area of evidence-based advocacy. The needs identified as a result of this capacity assessment will be addressed with subsequent training also in the frameworks of IAGE.		Governance and planning (SPs before 2018)	Culture of results/RBM	Capacity development, Knowledge management	Sustainability
Final Evaluation of Women connect across conflicts: Building accountability for implementation of the UN SCR 1325, 1820, 1888, 1889 Cross-regional project	Programme Evaluation	Europe and Central Asia	Kazakhstan	2013	Good	Evaluation Recommendation 14 (Georgia): UN Women should provide support and technical advice to the ...		Partially accepted. UN Women CO in Georgia further supports the organizations united in the coalition by engaging its members in different activities around confidence building, mediation, and information sharing around Geneva International Discussions, etc. through WEPD II Phase and IAGE. Based on UNIFEM past experience and lessons learnt, in terms of coalition building support (also possible expansion of the Coalition to unite members from Armenia and Azerbaijan), it is critical to observe the viability of the Coalition and its activity rate in the intermission between WCAC I and II phases to avoid support to a union that is driven by UN Women rather than by civil society activists.		Governance and planning (SPs before 2018)	Culture of results/RBM, Not applicable	Capacity development, Advocacy	Effectiveness, Relevance
Final Evaluation of Women connect across conflicts: Building accountability for implementation of the UN SCR 1325, 1820, 1888, 1889 Cross-regional project	Programme Evaluation	Europe and Central Asia	Kazakhstan	2013	Good	Evaluation Recommendation 15 (Tajikistan): WCAC should continue to offer technical and ad hoc suppor...		Accepted. UN Women MCO provides constant Technical Advice and support to the National Committee for women and family affairs and local partners within current UN Women MCO Kazakhstan SN/AWP and will be further kept as a priority within a new SN/AWP 2014-15		Governance and planning (SPs before 2018)	Partnership, Culture of results/RBM, Not applicable	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Relevance
Final Evaluation of Women connect across conflicts: Building accountability for implementation of the UN SCR 1325, 1820, 1888, 1889 Cross-regional project	Programme Evaluation	Europe and Central Asia	Kazakhstan	2013	Good	Evaluation Recommendation 16 (Tajikistan): UN Women should explore following up its advocacy and pol...		Accepted. Following up on the outcomes of WCAC Phase I human rights monitoring reports and assessments on early marriages conducted, possibilities will be to explore advocacy work advocacy and policy work on early marriages with innovative approaches to empowering young women will be incorporated into MCO Kazakhstan SN/AWP 2014-2015 as priority area.		Governance and planning (SPs before 2018)	Partnership, Culture of results/RBM, Not applicable, Youth engagement	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Relevance
Final Evaluation of Women connect across conflicts: Building accountability for implementation of the UN SCR 1325, 1820, 1888, 1889 Cross-regional project	Programme Evaluation	Europe and Central Asia	Kazakhstan	2013	Good	Evaluation Recommendation 17 (Tajikistan): As they are facing the ongoing effects of conflict, UN Wo...		Accepted. Awareness raising and advocacy on prevention of early marriages in a context of intensive labour migration will be covered within the regional migration programme in Tajikistan (with funding from DFiD). The work with rural young women will be prioritized for Tajikistan within a new SN/AWPs for 2014-2017.		Governance and planning (SPs before 2018)	Partnership, Culture of results/RBM, Not applicable, Youth engagement	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Relevance
Final Evaluation of Women connect across conflicts: Building accountability for implementation of the UN SCR 1325, 1820, 1888, 1889 Cross-regional project	Programme Evaluation	Europe and Central Asia	Kazakhstan	2013	Good	Evaluation Recommendation 18 (Pakistan): WCAC should increase participation of NGO/Civil Society par...		Partially accepted		Governance and planning (SPs before 2018)	Partnership	Capacity development, Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Relevance
Final Evaluation of Women connect across conflicts: Building accountability for implementation of the UN SCR 1325, 1820, 1888, 1889 Cross-regional project	Programme Evaluation	Europe and Central Asia	Kazakhstan	2013	Good	Evaluation Recommendation 19 (Pakistan): Pakistan NGOs should be invited to the specialized training...		Accepted. MCO Kazakhstan continues to disseminate all relevant information, materials developed, information about upcoming regional events and capacity development opportunities among Pakistan programme partners.		Governance and planning (SPs before 2018)	Partnership, Not applicable	Capacity development, Not applicable	Efficiency, Sustainability
UN Joint Programme on Gender Equality (UNJPGE) Midterm Evaluation	Country-level Evaluation	East and Southern Africa	Uganda	2016	Good	Address inconsistencies in the intervention logic to enable the changes at Outcome level to be refle...		The results matrix (intervention logic) shall be reviewed and revised as necessary by members of the Reference Group (RG). The review shall be an integral component to and a deliverable of a Results Based Management (RBM) training (July 2013) and subsequent review and validation meetings led by the M&E officer of the UN WOMEN Country office.		Not applicable	Normative Support, Operational activities	Not applicable	Relevance
UN Joint Programme on Gender Equality (UNJPGE) Midterm Evaluation	Country-level Evaluation	East and Southern Africa	Uganda	2016	Good	Provide training on RBM to improve results based reporting and move away from activity based reporti...		Training for implementing Partners on Results Based Reporting will be undertaken.		Global norms and standards (SPs before 2018)	Operational activities, Culture of results/RBM, Not applicable	Not applicable, Internal coordination and communication	Relevance
UN Joint Programme on Gender Equality (UNJPGE) Midterm Evaluation	Country-level Evaluation	East and Southern Africa	Uganda	2016	Good	In the case of low fund utilization, initiate systems that allow funds to be redirected to partners ...		In the interest of ensuring programme efficiency, UN Women can make the call to re-allocate programme funds to other agencies (within the output) to accelerate implementation (without undermining the quality of services. This would require an internal agreement from the affected agencies).			Not applicable	Capacity development, Not applicable	Efficiency
UN Joint Programme on Gender Equality (UNJPGE) Midterm Evaluation	Country-level Evaluation	East and Southern Africa	Uganda	2016	Good	Continue effort to address historic challenges that resulted in delayed disbursements and reporting ...		Participating UN Organisations will address bottlenecks in funds disbursement.		Not applicable	Not applicable	Capacity development	Efficiency
UN Joint Programme on Gender Equality (UNJPGE) Midterm Evaluation	Country-level Evaluation	East and Southern Africa	Uganda	2016	Good	Establish the planned multi-sectoral frameworks for monitoring and reporting of national, regional a...		Ministry of Gender, Labour and Social Development together with Office of the High Commission on Human Rights will work together and will finalise a multi-sectoral framework for stakeholder reporting on national, regional and global human rights and gender equality commitments		Global norms and standards (SPs before 2018)	Normative Support, Culture of results/RBM	Not applicable	Effectiveness, Relevance
UN Joint Programme on Gender Equality (UNJPGE) Midterm Evaluation	Country-level Evaluation	East and Southern Africa	Uganda	2016	Good	Continue engagement of decision makers in key institutions and training on gender mainstreaming to s...		Ministry of Gender, Labour and Social Development will be supported and encouraged to continue engaging with decision-makers in key institutions and provide technical assistance to MDAs on gender mainstreaming.		Governance and planning (SPs before 2018)	Partnership, Normative Support, Operational activities	Not applicable	Sustainability, Gender equality
UN Joint Programme on Gender Equality (UNJPGE) Midterm Evaluation	Country-level Evaluation	East and Southern Africa	Uganda	2016	Good	Address resourcing and capacity needs of local government institutions through creating linkages bet...		Ministry of Gender, Labour and Social Development will provide resources to target districts for the coordination of all JPGE initiatives including initiatives under the JPGBV		Governance and planning (SPs before 2018)	Not applicable	Capacity development	Gender equality
UN Joint Programme on Gender Equality (UNJPGE) Midterm Evaluation	Country-level Evaluation	East and Southern Africa	Uganda	2016	Good	Develop clear action points to expedite operations of the GBV Shelters, reduce the barriers that hin...		Ministry of Gender, Labour and Social Development together with UNFPA and key stakeholders will develop clear action points to expedite the operations of GBV shelters, including the signing off the Government of Uganda Shelter Guidelines.		Governance and planning (SPs before 2018)	Operational activities, Culture of results/RBM	Not applicable	Gender equality
UN Joint Programme on Gender Equality (UNJPGE) Midterm Evaluation	Country-level Evaluation	East and Southern Africa	Uganda	2016	Good	Develop a UNJPGE communication strategy to guide messaging on over-arching goals of the UNJPGE and t...		UN Women will develop a Communications Strategy for the JPGE to strengthen gender equality advocacy and public awareness raising on the programme.		Governance and planning (SPs before 2018)	Not applicable	Advocacy, Knowledge management	Effectiveness, Sustainability
UN Joint Programme on Gender Equality (UNJPGE) Midterm Evaluation	Country-level Evaluation	East and Southern Africa	Uganda	2016	Good	Develop the overarching UNJPGE sustainability guidelines to support IPs in development of individual...		UN Women will develop a Sustainability Strategy and Action Plan for the JPGE.		Governance and planning (SPs before 2018)	Not applicable	Advocacy, Knowledge management	Sustainability
UN Women support to International Conference on the Great Lakes Region (ICGLR ) Evaluation	Thematic Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2014	Not Rated	UN Women should continue partnering with ICGLR, within the broader conceptual framework of a regiona...		Agreed. ICGLR and UN Women have a common mandate in relation to addressing the persistence of conflicts in the Region from a gender perspective and therefore need to continue partnering.		Governance and planning (SPs before 2018)	Partnership, Culture of results/RBM	Capacity development, Advocacy	Sustainability
UN Women support to International Conference on the Great Lakes Region (ICGLR ) Evaluation	Thematic Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2014	Not Rated	UN Women and ICGLR should develop a long-term partnership framework, describing the partnership rati...		Agreed. The partnership framework will provide the basis for identifying initiatives to be supported, related funding allocations as well as for resource mobilization.		Governance and planning (SPs before 2018)	Partnership, Culture of results/RBM	Capacity development, Advocacy	Sustainability
UN Women support to International Conference on the Great Lakes Region (ICGLR ) Evaluation	Thematic Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2014	Not Rated	UN Women should ensure a clear division of labour and increased coordination between its regional wo...		Agreed. There is clearly a need to better support linkages between regional commitments and their implementation at the country level.		Governance and planning (SPs before 2018)	UN Coordination, Partnership, Culture of results/RBM	Capacity development, Advocacy, Internal coordination and communication	Effectiveness, Sustainability
The Contribution of UN Women to women's economic empowerment	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2014	Very Good	UN Women’s mission is best served by moving decisively into the macroeconomic space. It is the recom...		As UN Women is at the midpoint in the current planning cycle (Strategic Plan 2014 – 2017) the evaluation correctly identifies the need for UN Women to determine the extent to which it plans to equip itself and move into the macroeconomic space. The evaluation identifies macroeconomic policy as pertaining to fiscal and monetary policy – areas in which UN Women currently lacks capacity, as resources have instead been invested in the broader macroeconomic space: influencing economic policy and the enabling environment, more broadly. For example, UN Women is working with counterparts such as international financial institutions and United Nations entities to mainstream gender into development frameworks, from the Sustainable Development Goals to national development plans and poverty reduction strategies. This level of advocacy falls within the competency of the organization, requires coordination across UN Women including with regional and country offices and enables UN Women to foster partnerships that are invaluable in assisting Member States convert commitments to implementation. Given that UN Women is at the midpoint of the current Strategic Planning cycle, and that significant financial and human resources are being invested in contributing to the development and implementation of development frameworks, UN Women acknowledges the importance of fiscal and monetary policies and will advocate for change through highlighting entry points in the above-mentioned development frameworks. UN Women remains committed to continuing to advocate for capacity-building for the collection and analysis of sex-disaggregated data, particularly in the context of the SDGs; and to improving gender budgeting. In line with the midterm action recommended, UN Women is designing programmes that will indeed, in the case of economic empowerment, “generate decent employment in rural areas, and promote the growth of medium and large scale women’s enterprises, helping to transform the lending practices of IFIs.” At the same time, measures to accelerate the realization of women’s economic and social rights are an integral part of UN Women’s programmes, helping UN Women to deliver sustainable results through impacting the normative framework as a contribution towards tackling key structural barriers.		Women economic empowerment (SPs before 2018)	Culture of results/RBM	Advocacy	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Gender equality
The Contribution of UN Women to women's economic empowerment	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2014	Very Good	UN Women should provide clarity on its commitment to taking up the mantle and responsibility of lead...		UN Women is committed to leading through partnerships and is deepening engagement in existing partnerships and structuring platforms in strategic areas under our programmes. There are now almost 1000 signatories to the Women’s Empowerment Principles (WEPs). UN Women and the United Nations Global Compact, as joint leads, are devising a strategy to improve the accountability of corporations against each of the seven principles. In addition, a training programme is foreseen that will draw on United Nations entities in areas of competence to deliver the training. At the corporate level, the Strategic Partnerships Division (SPD) is refining their Theory of Change for their coordination activities that identifies how to maximize the leverage from strategic partnerships. The Economic Empowerment Section has contributed to this Theory of Change and plans to work closely with SPD to develop an analytical framework of different types of partners and the utility of certain partnerships. We will also draw on work undertaken as part of our WEE consultations (2013-2014) to map potential partners and identify where we can leverage WEE resources and approaches to increase our reach and influence. We will support regional and country offices to apply these tools to their own contexts. IANWGE globally and UNDAFs at country level will increasingly be used to convene, coordinate and mobilize United Nations System efforts in relation to WEE. UN Women at global, regional and country levels will increasingly contribute expertise and knowledge to support particularly the United Nations economic agencies to effectively engender their work on economic empowerment. Successful initiatives financed through the Fund for Gender Equality can be taken to scale with other agencies and partners. To better engage a broader network of voices representing women’s economic and social right, UN Women is increasing the representation of unions and cooperatives in our Civil Society Advisory Groups.		Women economic empowerment (SPs before 2018)	Partnership	Not applicable, Capacity development, Advocacy	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Gender equality
The Contribution of UN Women to women's economic empowerment	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2014	Very Good	UN Women’s work on WEE should be explicitly based on and guided by a rights-based approach. The eval...		At the macro level women’s economic and social rights enshrined in key commitments such as CEDAW, the Beijing Platform for Action and the forthcoming SDGs will inform the design and implementation of flagship programmes. In addition, in the country context, the concluding observations of the treaty bodies will inform the flagship programmes and UN Women’s contribution to the development and implementation of development frameworks such as the SDGs, national development plans and poverty reduction strategies.		Women economic empowerment (SPs before 2018)	Normative Support, Operational activities	Not applicable, Advocacy, Internal coordination and communication	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Gender equality
The Contribution of UN Women to women's economic empowerment	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2014	Very Good	UN Women needs to strengthen leadership across the organization in order to support work on WEE. The...		UN Women accepts the recommendation that intellectual and executive leadership on WEE should steadily be returned to the Economic Empowerment Section within the Policy Division. Key staffing gaps in the management of the economic empowerment stream of work, have been filled. To promote inter-sectional and interdivisional cooperation multidisciplinary teams are in place that collaborate on shared tasks. The Economic Empowerment Section contributes to, inter alia, teams on strategic partnerships, the post 2015 development agenda, financing for development and the Global Migration Group.		Women economic empowerment (SPs before 2018)	Not applicable	Not applicable, Advocacy, Internal coordination and communication	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Gender equality
The Contribution of UN Women to women's economic empowerment	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2014	Very Good	UN Women needs to equip and organize itself in line with becoming a knowledge-led organization. UN ...		The Knowledge Gateway has been upgraded to EmpowerWomen.org and is working with a wider range of stakeholders to deepen and broaden content, and facilitate linkages. UN Women is exploring how to improve linkages between EmpowerWomen.org, the Fund for Gender Equality and the UN Women Training Centre. This could include a funding platform to match donors, such as private foundations, with NGOs and CSOs. Future rounds of the Fund for Gender Equality competition could be channelled through this global gateway, as well as Training Centre courses and knowledge products. This would create an incentive for more WEE activists and organizations to regularly visit UN Women’s global gateway and benefit from the broader pool of learning points, contacts and networks. UN Women plans use EmpowerWomen.org and the UN Women Training Centre to disseminate courses on women’s economic empowerment to United Nations country teams, in addition to rolling out a global roster of experts in support of our knowledge leadership and capacity development. The Economic Empowerment Advisers based in the regional offices are being brought into these efforts and are engaged in capacity development and training in their regions as well as through the Training Centre. UN Women is exploring the suggestion to develop a set of rights-based key performance indicators for UN Women contributions to economic empowerment. This will be done in the context of the Sustainable Development Goals, to ensure our work assists Member States deliver on commitments. These indicators could inform HQ, regional and country office programme and project development across UN Women and, embedded in monitoring and evaluation indicators, capture a range of WEE impacts. Good practices on implementation, could be outcomes, results and impact communicated through EmpowerWomen.org.		Women economic empowerment (SPs before 2018)	Normative Support, Operational activities, Not applicable	Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Gender equality
Proj 76742 "Promoting Gender Responsive Policies in the Western Balkans" Final evaluation	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2013	Very Good	1. A regional approach to GRB programming should be continued as it provides an important opportu...		Agree.		Governance and planning (SPs before 2018)	Culture of results/RBM	Not applicable, Capacity development, Knowledge management	Sustainability, Gender equality
Proj 76742 "Promoting Gender Responsive Policies in the Western Balkans" Final evaluation	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2013	Very Good	2. A greater focus should be placed on capacity building at the institutional level in order to: ...		Agree.		Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, Operational activities, Culture of results/RBM, Not applicable	Capacity development	Gender equality
Proj 76742 "Promoting Gender Responsive Policies in the Western Balkans" Final evaluation	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2013	Very Good	3. Future capacity development interventions should focus on mentoring and supporting a ?learning...		Agree.		Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, Operational activities, Culture of results/RBM, Not applicable	Capacity development	Gender equality
Proj 76742 "Promoting Gender Responsive Policies in the Western Balkans" Final evaluation	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2013	Very Good	4. GRB should be further integrated into other areas of UN Women?s work in the region (in particu...		Agree.		Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018)	UN Coordination, Partnership, Operational activities, Culture of results/RBM, Not applicable	Not applicable, Capacity development, Advocacy	Effectiveness, Efficiency, Gender equality
Proj 76742 "Promoting Gender Responsive Policies in the Western Balkans" Final evaluation	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2013	Very Good	5. A key contributing factor to the achievement of project results has been the quality of GRB ex...		Agree.		Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018)	UN Coordination, Partnership, Operational activities, Culture of results/RBM, Not applicable	Not applicable, Capacity development, Advocacy	Effectiveness, Efficiency, Gender equality
Proj 76742 "Promoting Gender Responsive Policies in the Western Balkans" Final evaluation	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2013	Very Good	6. In order to further determine and assess future needs, UN Women, together with its project par...		Agree.		Governance and planning (SPs before 2018)	UN Coordination, Normative Support, Operational activities	Not applicable	Effectiveness, Relevance
Proj 76742 "Promoting Gender Responsive Policies in the Western Balkans" Final evaluation	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2013	Very Good	7. In future Project Documents for regional projects, the formulation of project results (in part...		Agree.		Governance and planning (SPs before 2018)	Culture of results/RBM	Not applicable	Effectiveness, Relevance
Proj 76742 "Promoting Gender Responsive Policies in the Western Balkans" Final evaluation	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2013	Very Good	8. A project-level performance measurement framework which consolidates expected results, indicat...		Agree.		Governance and planning (SPs before 2018)	Culture of results/RBM	Not applicable, Capacity development, Knowledge management	Effectiveness, Relevance
Proj 76742 "Promoting Gender Responsive Policies in the Western Balkans" Final evaluation	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2013	Very Good	9. UN Women should allocate necessary staff and budgetary resources to conduct pre- and post capa...		Agree.		Governance and planning (SPs before 2018)	Not applicable	Not applicable	Efficiency
Proj 76742 "Promoting Gender Responsive Policies in the Western Balkans" Final evaluation	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2013	Very Good	10. Training on results-based management and M&E should be provided to future project staff in orde...		Agree.		Governance and planning (SPs before 2018)	Culture of results/RBM	Capacity development	Efficiency
Project 76756 "Advancing the implementation of UNCR 1325 in the Western Balkans" Final evaluation	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2013	Good	Reflecting that the long-standing causes of the exclusion of women from decision-making in the targe...		This recommendation is accepted. The UNSCR 1325 successor project will build on the good practice of its UNSCR 1325 predecessor initiatives as including both a bottom-up and top down focus.		Ending violence against women (SPs before 2018)	Normative Support, Operational activities, Not applicable	Not applicable, Advocacy	Sustainability
Project 76756 "Advancing the implementation of UNCR 1325 in the Western Balkans" Final evaluation	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2013	Good	Networks and relationships have been advanced during the current Project to the point where UN Women...		This recommendation is accepted. The UNSCR 1325 successor project includes a series of initiatives dedicated to the empowerment of women at the local level.		Governance and planning (SPs before 2018)	Partnership	Advocacy	Sustainability
Project 76756 "Advancing the implementation of UNCR 1325 in the Western Balkans" Final evaluation	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2013	Good	A further feature of a new Project should be to extend the leadership and community capacity to faci...		This recommendation is accepted. A primary focus of the UNSCR 1325 successor initiative rests on empowering women?s leadership in facilitating / participating in peace and stability dialogues on the local, national and sub-regional levels.		Governance and planning (SPs before 2018)	Not applicable	Not applicable, Promoting inclusiveness/Leaving no one behind	Sustainability, Impact
Project 76756 "Advancing the implementation of UNCR 1325 in the Western Balkans" Final evaluation	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2013	Good	New initiatives should include further regionalising the approaches and strategies used during the c...		This recommendation is accepted. The UNSCR 1325 successor project scales up predecessor project activities dedicated to local level political empowerment and conflict related sexual violence		Governance and planning (SPs before 2018)	Partnership, Operational activities, Not applicable	Not applicable, Promoting inclusiveness/Leaving no one behind	Sustainability, Impact
Project 76756 "Advancing the implementation of UNCR 1325 in the Western Balkans" Final evaluation	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2013	Good	Given that the prospect of EU accession, to a greater or lesser extent, has provided one of the ince...		This recommendation is accepted. The proposed UNSCR 1325 successor project includes focus on enhancing governmental and non-governmental policy development capacity at both the local and national levels.		Governance and planning (SPs before 2018)	UN Coordination, Normative Support	Not applicable	Human Rights
Project 76756 "Advancing the implementation of UNCR 1325 in the Western Balkans" Final evaluation	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2013	Good	Once the new regional architecture is in place, UN Women should develop guidelines to clarify the re...		This recommendation is not accepted. Through the development of detailed terms of reference and open avenues to secure daily guidance, UN Women provides considerable clarity to the respective roles and accountabilities of regional project and country office staff. In addition, any concern as to the potential for overlapping roles/accountabilities is resolved through: (i) internal Country Office management/staff discussions that occur during regular communication and information exchange/updates (staff meetings); and/or (ii) guidance, formerly provided by the UN Women CSEE Sub-Regional Office and now provided by the UN Women Regional Centre for Europe and Central Asia. With due respect, this recommendation seems to be a speculative exercise on the part of the evalaution consultant as, when examining this issue within the UNSCR 1325 project, the consultant found: The Project reporting lines are clear. However, the ?Head of (Project) Office? in each focus country of the 1325 Project has responsibility and is accountable to UN Women HQ for the general performance of the organisation within the country. In-country partners of the regional project may also work with the ?country office? and there is obvious potential for overlap and disagreement. To date there have been few practical difficulties, largely because both country and regional personnel communicate effectively and issues are openly debated and resolved. On the ground, individuals are working through the issues effectively, challenging though they sometimes are (Extract from the mid-term evaluation). ...few practical difficulties have arisen from these complicated roles and accountabilities, largely because both country and regional personnel have been able to communicate regularly and effectively, with issues being openly debated and resolved. On the ground, these personnel have working through issues effectively, challenging though these sometimes have proved (Extract from the final evaluation).		Governance and planning (SPs before 2018)	Operational activities, Not applicable	Not applicable, Internal coordination and communication	Effectiveness, Efficiency
Project 73055 "Advancing Women's Economic Rights in Serbia and Montenegro" Final Evaluation	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2013	Very Good	Evaluation Recommendation 1: UN Women should explore how it can continue to support to the realiza...		The resources available for Serbia in 2014 in the area of women?s economic empowerment will be used to support UN Women?s work towards the following results: 1) increased access of women from under-developed municipalities to information and legal assistance related to protecting their rights in cases of gender based discrimination, and violation of their socio-economic rights; 2) enhanced capacities of relevant policy makers and service providers to ensure measures and programmes on employment enhancement/income generation for the most vulnerable Roma are gender sensitive, and 3) increased capacity of civil servants from planning, finance, and sectoral departments at national and provincial level to integrate gender in the policy making cycle. Work in these areas represents a follow-up to the project and builds on the lessons learnt and partnerships that have been established with key stakeholders, such as the Commissioner for the Protection of Equality, the National Employment Service, and the Provincial Secretariat for Economy, Employment and Gender Equality. The UN Women?s newly established Regional Office in Istanbul will revisit possible expansion of its programme in collaboration with its Gender Specialist in Serbia, once it is fully staffed and operational, including pursuing further fundraising for a second phase of the project (Scenario 1) that will build on the achievements of the 1st phase of the project and will delve more in depth into selected sub-themes that have been identified by the evaluation as meriting further attention (i.e. position of rural women, ethnic minority women, networking/advocacy by gender advocates), while maintaining the ?umbrella? approach to bring together both duty bearers and rights holders at different levels of government, as well as ?non-traditional? partners, applied by the project?s first phase. The RO, in consultation with national partners and UN Women field offices, will also explore the possibility of broadening the geographic scope of the project during a second phase, to pursue a truly regional initiative, as proposed by the evaluation. The development of a follow-up phase, however, will be initiated once a full-time Policy Advisor on Women?s Economic Empowerment will come on board.		Governance and planning (SPs before 2018)	Operational activities, Not applicable	Not applicable	Efficiency, Relevance, Sustainability
Project 73055 "Advancing Women's Economic Rights in Serbia and Montenegro" Final Evaluation	Programme Evaluation	Europe and Central Asia	Regional Office for Europe and Central Asia (Turkey)	2013	Very Good	Evaluation Recommendation 2: UN Women HQ and RO should explore whether and how they can draw upon pr...		RO Istanbul (once fully operational) and UN Women HQ will jointly explore whether and how relevant experiences and insights gained through the implementation of the project can inform organizational learning within UN Women.		Governance and planning (SPs before 2018)	Operational activities, Culture of results/RBM, Not applicable	Not applicable	Efficiency, Relevance, Sustainability
UN Joint Programme on Ending Violence Against Women in Ethiopia Evaluation	Programme Evaluation	East and Southern Africa	Ethiopia	2014	Not Rated	UN Women and UNFPA should continue their efforts in strengthening enabling environment for multi-lev...		It is agreed that the Joint Program leads UNFPA and UN Women use existing structures including government formal bodies that are working in the area of Ending Violence Against Women and Girls to result in sustainable impact. The co leads also agree that they should continue their efforts in inclusive, multi-level governance and implementation, engaging various ranges of stakeholders to allow them to contribute into the national response to VAW and strengthen their role as effective and accountable development partners.		Governance and planning (SPs before 2018)	UN Coordination, Normative Support, Operational activities, Not applicable	Not applicable	Sustainability
UN Joint Programme on Ending Violence Against Women in Ethiopia Evaluation	Programme Evaluation	East and Southern Africa	Ethiopia	2014	Not Rated	Capacity-development strategy of implementing partners should be integrated into the programme as on...		Agree with the recommendation. UN Women is currently developing the capacities of implementing partners to critically contribute to development outcomes. This includes capacity in terms of resources, technical skills, knowledge content and institutional ability.		Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	UN Coordination, Normative Support, Operational activities, Not applicable	Capacity development	Effectiveness
UN Joint Programme on Ending Violence Against Women in Ethiopia Evaluation	Programme Evaluation	East and Southern Africa	Ethiopia	2014	Not Rated	Emphasis on monitoring and evaluation should be increased at the implementation level.		Agree with the recommendation of developing a strong M+E system at the program level. The limitation in this area has affected our ability to track results and report. We will improve on this for the future initiatives in the area		Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	Culture of results/RBM	Capacity development	Effectiveness
UN Joint Programme on Ending Violence Against Women in Ethiopia Evaluation	Programme Evaluation	East and Southern Africa	Ethiopia	2014	Not Rated	UN Women should ensure developing a Logical Framework and Performance Monitoring Framework for all o...		Partly agree with the recommendation in that the JPEVAW lacked its own logical framework. Most UN Women Programs have logical frameworks. The UNIEFM strategy based on which the JPEVAW was designed on has clear logical framework. It is agreed that this JP should have developed its logical linkages between the objective hierarchies and with objectively verifiable indicators		Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	Culture of results/RBM	Not applicable	Effectiveness
UN Joint Programme on Ending Violence Against Women in Ethiopia Evaluation	Programme Evaluation	East and Southern Africa	Ethiopia	2014	Not Rated	Coordination and synergy between implementing partners and programme components should be strengthen...		Agree with the recommendation that efforts are needed to strengthen coordination between various IPs via ensuring development and inclusion of structured joint annual action planning and periodical peer reviews in the programme design, involving representatives of the all IPs to discuss on achievements, share experiences and lessons, and dissemination of best practices. It is also agreed that there is a need to focus on few implementing partners and less geographic areas in programmes such as the JP-EVAW where resources are limited in order to ensure greater impact		Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	UN Coordination, Partnership, Not applicable	Internal coordination and communication	Efficiency
UN Joint Programme on Ending Violence Against Women in Ethiopia Evaluation	Programme Evaluation	East and Southern Africa	Ethiopia	2014	Not Rated	Creation of the formal, multi-level, inclusive anti-VAW body strongly linked to Ministry of Justice ...		Partially agree as there is an existing National Coordinating Body that is working towards Ending Violence Against Women and Girls linked to the relevant government ministries. Africa UNiTE campaign to End Violence Against Women and Girls was recently launched in Ethiopia through the collaboration of most members of the National Coordinating Body. However, it is pertinent that this coordination body need to be strengthened to ensure effective prevention and response to Violence Against Women as indicated		Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	UN Coordination, Youth engagement	Not applicable, Promoting inclusiveness/Leaving no one behind	Effectiveness, Sustainability
UN Joint Programme on Ending Violence Against Women in Ethiopia Evaluation	Programme Evaluation	East and Southern Africa	Ethiopia	2014	Not Rated	Development and strengthening of informal structures, providing legal aid services, should be done i...		Partially Agree with the recommendation in that it is important to strengthen informal structures, providing legal aid centers in close collaboration with MOJ and MOWCYA. It is important to recognize other formal institutions that are providing extensive legal aid work such as the Ethiopian Human Rights Commission. However legal aid centers do play a greater role for underserved women by the country?s judicial system due to the distance between the courts and the places where women live		Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, Not applicable	Not applicable, Promoting inclusiveness/Leaving no one behind	Effectiveness, Sustainability
UN Joint Programme on Ending Violence Against Women in Ethiopia Evaluation	Programme Evaluation	East and Southern Africa	Ethiopia	2014	Not Rated	Contribution to the evidence based data base of best practices and lessons learned should be continu...		Agree with the recommendation that UN Women and UNFPA should continue to document and disseminate evidence based best practices and lessons learned		Not applicable	Normative Support, Operational activities, Not applicable	Capacity development, Knowledge management	Efficiency, Relevance, Sustainability
UN Joint Programme on Ending Violence Against Women in Ethiopia Evaluation	Programme Evaluation	East and Southern Africa	Ethiopia	2014	Not Rated	Advocacy and lobbying should be done to increase the financial support to enable adequate continuati...		Agree with the recommendation as achieving sustainable improvements in EVAW requires long-term engagement, and UN Women and UNFPA, as well as donors, should plan for this		Ending violence against women (SPs before 2018)	Operational activities	Advocacy	Sustainability
UN Joint Programme on Ending Violence Against Women in Ethiopia Evaluation	Programme Evaluation	East and Southern Africa	Ethiopia	2014	Not Rated	UN Women should seek further partnership with UNFPA and other UN agencies to maximize the effect of ...		Agree with the recommendation that being leaders in the continuous fight against VAW, UN Women and UNFPA are in a good position to consolidate, mobilize and engage other UN agencies into that campaign, employing their expertise in various areas, their network with stakeholders and evidence-based strategies		Ending violence against women (SPs before 2018)	Partnership	Capacity development, Advocacy	Sustainability
Cote d'Ivoire country strategy 2012-2013 Evaluation	Programme Evaluation	West and Central Africa	Cote d'Ivoire	2014	Not Rated	-Disposer d’une plus grande autonomie afin de rendre plus efficace et efficient son plan stratégique...		- Une proposition d’ ICF faite par le bureau à travers WCARO -Renforcement des capacités des Ips en matière de procédures UNWM -Renforcement des capacités de l’équipe de base, désormais au complet en vue d’une rapide appropriation des procédures de l’UNWMN -Recrutement de 2 VNU en S& E et communication -Recrutement d’1 JPO gouvernance		Not applicable	Not applicable	Not applicable	Not applicable
Cote d'Ivoire country strategy 2012-2013 Evaluation	Programme Evaluation	West and Central Africa	Cote d'Ivoire	2014	Not Rated	-Créer un service de communication pour rendre visibles les actions sur le terrain de la communicati...		-Recrutement expert communication en cours (VNU) -Production d’ au moins un article et d’ éléments photos par le bureau sur toutes les activités où le bureau est partie prenante, leur transmission à WCARO, et l’animation régulière de la page Facebook du bureau de la Côte d'Ivoire -Visibilité du bureau renforcée par le passage de divers membres de l’équipe ONU-Femmes sur la télévision nationale (RTI 1ère chaine) - Visibilité soutenue par divers supports de communication élaborés et diffusés : leaflets, banderoles, kakémonos, gadgets… -Relations partenariales établies avec ONUCI-FM, la radio de la mission ONUCI qui répond à toutes les sollicitations du bureau		Not applicable	Not applicable	Not applicable	Not applicable
Cote d'Ivoire country strategy 2012-2013 Evaluation	Programme Evaluation	West and Central Africa	Cote d'Ivoire	2014	Not Rated	-Créer un service de suivi évaluation (recruter un chargé de suivi évaluation ; élaborer des indicat...		- Recrutement expert S&E en cours (VNU) -3 études réalisées (violences contre les femmes en milieu hospitalier, liens entre VBG et mortalité maternelle, bilan des dispositifs nationaux de lutte contre les violences faites aux femmes) - 2 études planifiées -Présidence GTG obtenue du RC depuis février 2015		Not applicable	Not applicable	Not applicable	Not applicable
Cote d'Ivoire country strategy 2012-2013 Evaluation	Programme Evaluation	West and Central Africa	Cote d'Ivoire	2014	Not Rated	-Ouvrir des coordinations régionales pour faire un suivi régulier des activités et permettre une vis...		- 1 VNU déployé sur le terrain, d’autres envisagés selon la disponibilité des ressources -Appui-conseils, renforcement des capacités, Coaching individuel des Ips -Formule harmonisée de rapportage partagée avec les IP -diverses concertations organisées avec les Ips et autres partenaires -Capitalisation des orientations reçues au cours des diverses concertations -4 formations réalisées respectivement du 04 au 06 juin 2014 à ONU-Femmes, le 12 Aout 2014 au CERAP/INADES, le 13 janvier 2015 à ONU-Femmes, et du 26 au 30 mai 2015 à Grand Bassam		Not applicable	Not applicable	Not applicable	Not applicable
Cote d'Ivoire country strategy 2012-2013 Evaluation	Programme Evaluation	West and Central Africa	Cote d'Ivoire	2014	Not Rated	Élaborer et valider le cadre de résultats de la Note stratégique d’ONU-Femmes de façon participative...		-recueil des orientations stratégiques auprès des partenaires gouvernementaux, institutionnels, de la société civile à travers un atelier de planifications stratégiques et diverses autres plateformes d’échanges		Not applicable	Not applicable	Not applicable	Not applicable
Cote d'Ivoire country strategy 2012-2013 Evaluation	Programme Evaluation	West and Central Africa	Cote d'Ivoire	2014	Not Rated	-Renforcer la collaboration avec la DEPG/MSFFE en mettant en place un plan d’action -Renforcer les c...		-Une Loa signée avec le MSFFE le 09 octobre 2014 -La DEPG n’étant plus opérationnelle et l’ONEG mise en place une collaboration envisagée avec l’ONEG dans ce cadre -MSFFE formé avec les IPs en 2014-2015 à quatre reprises, respectivement du 04 au 06 juin 2014 à ONU-Femmes, le 12 Aout 2014 au CERAP/INADES, le 13 janvier 2015 à ONU-Femmes, et du 26 au 30 mai 2015à Grand Bassam -Appui à la coordination, du genre par le MSFFE planifiée dans le PTA MSFFE -Participation et co-animation de la session bilan des cellules -Un appui technique envisagé en vue de la redynamisation du dispositif		Not applicable	Not applicable	Not applicable	Not applicable
Cote d'Ivoire country strategy 2012-2013 Evaluation	Programme Evaluation	West and Central Africa	Cote d'Ivoire	2014	Not Rated	-Les défis en Côte d’ Ivoire portent sur une meilleure connaissance par tous les acteurs nationaux d...		-Une série de formations en genre organisées à l’attention notamment des parlementaires contre le VIH (Yamoussoukro – 08 juillet 2014) des planificateurs nationaux (Grand Bassam, 17 - 22 décembre 2014), des femmes maires (Grand Bassam, 02 au 04 juin 2015), des femmes politiques (Yamoussoukro, 10-11 juin 2015, du Caucus des femmes parlementaires, Abidjan, 17 juin 2015) -un exercice de simplification et vulgarisation des outils genre en cours de conception		Not applicable	Not applicable	Not applicable	Not applicable
Cote d'Ivoire country strategy 2012-2013 Evaluation	Programme Evaluation	West and Central Africa	Cote d'Ivoire	2014	Not Rated	-Appuyer la mise en œuvre du pouvoir de contrôle de l’action publique, par la surveillance de la mis...		-Formations du caucus des parlementaires ivoiriennes planifiées dans la Loa avec l’Assemblée Nationale ivoirienne (ANI) -Appui à la formulation d'un Agenda commun des femmes soutenu par l'ANI, le gouvernement, les OSC et les femmes des partis politiques -Formations en genre & VIH dans le cadre de l' initiative UBRAF		Not applicable	Not applicable	Not applicable	Not applicable
Cote d'Ivoire country strategy 2012-2013 Evaluation	Programme Evaluation	West and Central Africa	Cote d'Ivoire	2014	Not Rated	-Faire des appels à projets ouvert pour sélectionner les PMO (réception des dossiers ; traitement su...		1 appel lancé (15 IP retenus) 1 autre en cours pour des IP de mise en œuvre de l’appui aux élections et à la gouvernance TDRS groupe consultatif de la société civile formulés en cours de validation		Not applicable	Not applicable	Not applicable	Not applicable
Intervenções da ONU Mulheres na área de Prevenção e Eliminação da Violência contra a Mulher, com enfoque na Mobilização social no âmbito da Campanha UNiDOS pelo fim da violência contra a Mulher e Rapariga	Programme Evaluation	East and Southern Africa	Mozambique	2013	Satisfactory	Evaluation Recommendation1: Coordination and institutional fitting of the Objectives of the Campa...		Management Response: The recommendation is relevant in relation to the revitalization of the group on e-VAW which was less active in 2012. The support to coordination functions was affected by limited availability of technical staff time from UN Women and non-availability of a counterpart within the MMAS with the resignation of functions of the Executive Secretary of the National Council for the Advancement of Women in early 2012 who was not replaced before April 2013. The staff rotation coupled with underestimation of its own work within MMAS also affects the evaluation of its work. For instance, between 2011 and 2012 MMAS successfully managed to get all state representatives signing up the UNiTE Campaign ? the Presidents of the Parliament, the President of the Constitutional Court, the Attorney General, the President of the Administrative Tribunal ? all after the President?s signature in November 2010. MMAS also took the initiative to table the presentation of the UNiTE Campaign Report at the 3rd National Conference on Women and Gender which took place in November 2012. It included the production of the report which counted with UNWOMEN?s technical support. These stand as evidences of ownership of the Campaign by MMAS.		Ending violence against women (SPs before 2018)	UN Coordination, Partnership	Not applicable, Advocacy, Internal coordination and communication	Effectiveness, Sustainability, Impact
Intervenções da ONU Mulheres na área de Prevenção e Eliminação da Violência contra a Mulher, com enfoque na Mobilização social no âmbito da Campanha UNiDOS pelo fim da violência contra a Mulher e Rapariga	Programme Evaluation	East and Southern Africa	Mozambique	2013	Satisfactory	Evaluation Recommendation 2: Capitalize on media?s outreach to expand coverage of the UNiTE Campai...		Management Response: The recommendation is relevant and accepted. Although the initial cost of production of audio visual advocacy materials such as TV programmes and spots is high, it pays off. The materials can be used in various activities supported by UN Women and made available to interested partners. In view of the funding constraints, the CO will strategically focus in expanding the use of the existing materials while selectively supporting the production of new ones with potential to instigate transformation of socio-cultural perceptions around VAW. Additionally the CO will also invest in more durable advocacy materials such as T-Shirts which are an important vehicle of dissemination of e-VAW messages given their popularity.		Governance and planning (SPs before 2018)	Operational activities, Not applicable	Capacity development	Relevance, Impact
Intervenções da ONU Mulheres na área de Prevenção e Eliminação da Violência contra a Mulher, com enfoque na Mobilização social no âmbito da Campanha UNiDOS pelo fim da violência contra a Mulher e Rapariga	Programme Evaluation	East and Southern Africa	Mozambique	2013	Satisfactory	Evaluation Recommendation 3: Catalyse synergies for the implementation of the objectives of the camp...		Management Response: The recommendation is relevant and partially accepted. Considering the institutional capacity limitations including in the management of funds faced by national partners, the level of reliance on national partners for implementation will be informed by our assessment of technical capacity and the result of the micro-assessments conducted on national partners.		Ending violence against women (SPs before 2018)	Partnership, Not applicable	Advocacy, Internal coordination and communication	Gender equality
Intervenções da ONU Mulheres na área de Prevenção e Eliminação da Violência contra a Mulher, com enfoque na Mobilização social no âmbito da Campanha UNiDOS pelo fim da violência contra a Mulher e Rapariga	Programme Evaluation	East and Southern Africa	Mozambique	2013	Satisfactory	Evaluation Recommendation 4: Strengthen the collection and systematization of data The dispersio...		Management Response: The recommendation is relevant but partially accepted. The responsibility to produce and store data lies with the Government. UN Women can advocate for data collection and analysis on a periodic basis as well as provide technical and financial support to the Government for it to happen.		Ending violence against women (SPs before 2018)	Operational activities, Culture of results/RBM, Not applicable	Not applicable	Efficiency
Mehwar Center for the Protection and Empowerment of women and their families: 2008-2012	Programme Evaluation	Arab States	Palestine		Satisfactory	Achievement of semi-governmental status - recommended that the Centre continue to work toward the ac...		Continue strategic discussions with national stakeholders on semi-governmental status of Mehwar		Not applicable	Not applicable	Not applicable	Not applicable
Mehwar Center for the Protection and Empowerment of women and their families: 2008-2012	Programme Evaluation	Arab States	Palestine		Satisfactory	Secure funding sources - recommended that efforts continue to be made to secure partnership agreemen...		Follow a 2-track approach: 1. work towards securing financial sustainability of Mehwar core costs (staff and running costs), through governmental and private partnerships and fund-raise for non-core activities		Not applicable	Not applicable	Not applicable	Not applicable
Mehwar Center for the Protection and Empowerment of women and their families: 2008-2012	Programme Evaluation	Arab States	Palestine		Satisfactory	Policy: Reintegration- It is recommended that Mehwar, UN Women and MOSA further explore reintegratio...		Support MoSA and Mehwar on reintegration vision and actions (including for specific cases)		Not applicable	Not applicable	Not applicable	Not applicable
Mehwar Center for the Protection and Empowerment of women and their families: 2008-2012	Programme Evaluation	Arab States	Palestine		Satisfactory	Establishment of laws to protect women victims of violence - MOSA put more effort into developing l...		Being tackled under new programme on Access to Justice		Not applicable	Not applicable	Not applicable	Not applicable
Mehwar Center for the Protection and Empowerment of women and their families: 2008-2012	Programme Evaluation	Arab States	Palestine		Satisfactory	Increase community awareness of Mehwar and other sheltering centres- Efforts should be made to publi...		Being considered under new programme		Not applicable	Not applicable	Not applicable	Not applicable
Mehwar Center for the Protection and Empowerment of women and their families: 2008-2012	Programme Evaluation	Arab States	Palestine		Satisfactory	More shelters should be established in the oPt based on the Mehwar Experience		Being addressed in terms of standardization of sheltering services, rather than "more shelters"		Not applicable	Not applicable	Not applicable	Not applicable
Mehwar Center for the Protection and Empowerment of women and their families: 2008-2012	Programme Evaluation	Arab States	Palestine		Satisfactory	Scale up the technical assistance components that target law enforcement agencies (judges and family...		Being undertaken under different project (Access to Justice)		Not applicable	Not applicable	Not applicable	Not applicable
Mehwar Center for the Protection and Empowerment of women and their families: 2008-2012	Programme Evaluation	Arab States	Palestine		Satisfactory	Continue to build capacity of Mehwar staff - continuously provided with technical support by psychol...		Being considered		Not applicable	Not applicable	Not applicable	Not applicable
Mehwar Center for the Protection and Empowerment of women and their families: 2008-2012	Programme Evaluation	Arab States	Palestine		Satisfactory	Improve Mehwar Centre security- -against external threats -internally - divide the building and b...		Issue of security is a very delicate one and is tackled by UN Women from a "protection" perspective		Not applicable	Not applicable	Not applicable	Not applicable
Mehwar Center for the Protection and Empowerment of women and their families: 2008-2012	Programme Evaluation	Arab States	Palestine		Satisfactory	Improve capacity of Mehwar lawyers in Sharia Law - Lawyers should put more effort into better prepar...		Being considered		Not applicable	Not applicable	Not applicable	Not applicable
Mehwar Center for the Protection and Empowerment of women and their families: 2008-2012	Programme Evaluation	Arab States	Palestine		Satisfactory	Improve reintegration services and procedures - put more effort into preparing women victims of viol...		While procedures for reintegration can be improved and linkages with other social actors, as well, the issue of reintegration is not full responsibility of Mehwar or any other shelter, but rather of institutions and other organizations.		Not applicable	Not applicable	Not applicable	Not applicable
Mehwar Center for the Protection and Empowerment of women and their families: 2008-2012	Programme Evaluation	Arab States	Palestine		Satisfactory	Establish annual and monthly evaluation plans for Mehwar		Annual evaluation does exist; follow up required by MoSA on recommendations. Monthly evaluation is too overwhelming.		Not applicable	Not applicable	Not applicable	Not applicable
Mehwar Center for the Protection and Empowerment of women and their families: 2008-2012	Programme Evaluation	Arab States	Palestine		Satisfactory	Create more employment opportunities for women - especially for women victims of Violence who are at...		While this component needs to be included under different programme, support can be provided to the Outreach component of Mehwar Centre		Not applicable	Not applicable	Not applicable	Not applicable
Mehwar Center for the Protection and Empowerment of women and their families: 2008-2012	Programme Evaluation	Arab States	Palestine		Satisfactory	Establishment of support groups for sheltered and formerly sheltered women victims of violence - bot...		To be discussed with media and communication expert		Not applicable	Not applicable	Not applicable	Not applicable
Mehwar Center for the Protection and Empowerment of women and their families: 2008-2012	Programme Evaluation	Arab States	Palestine		Satisfactory	Enhance women?s access to entertainment facilities outside the center.		This recommendation is linked with women's security and needs to be evaluated by Mehwar staff. UN Women will support in ensuring that funds are yearly allocated to entertainment opportunities, shall security situation of women allow such activities.		Not applicable	Not applicable	Not applicable	Not applicable
Impact Evaluation of the RBI-CAB training under the Gender Responsive Budgeting programme in India	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2013	Not Rated	There was limited follow-up after the training from the organizers and the participants. Further, ve...		Accepted		Governance and planning (SPs before 2018)	Culture of results/RBM	Not applicable	Sustainability
Impact Evaluation of the RBI-CAB training under the Gender Responsive Budgeting programme in India	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2013	Not Rated	There was limited follow-up after the training from the organizers and the participants. Further, ve...		Accepted		Governance and planning (SPs before 2018)	Culture of results/RBM	Not applicable	Sustainability
Baseline evaluation of the Safe Cities programme	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka		Not Rated	Ensure that the police set up and follow protocols and procedures for an effective response to sexua...		Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Baseline evaluation of the Safe Cities programme	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka		Not Rated	Publicize help seeking mechanisms, such as helplines, more widely and in prominent public spaces and...		Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Baseline evaluation of the Safe Cities programme	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka		Not Rated	Engage men and boys in focused and continuous discussions and campaigns to transform inequitable gen...		Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Baseline evaluation of the Safe Cities programme	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka		Not Rated	Advocate for the discussion of gender equality and the use of violence within the discourse of ?qual...		Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Baseline evaluation of the Safe Cities programme	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka		Not Rated	Publicize the new provisions in the Criminal Law Amendment Bill 2013, which amends the IPC to explic...		Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Baseline evaluation of the Safe Cities programme	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka		Not Rated	Undertake regular surveys in key urban areas as part of a systemic national estimation and review of...		Partially Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Baseline evaluation of the Safe Cities programme	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka		Not Rated	Creating safer public spaces for women and girls, and recognizing their right to the public spaces, ...		Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Mid Term Evaluation of the Anti Human Traffiking programme	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2013	Unsatisfactory	A platform, virtual and/or real, should be created where all the implementing partners can interact ...		Accepted		Peace and security (SPs before 2018), Ending violence against women (SPs before 2018)	UN Coordination	Capacity development, Knowledge management	Effectiveness, Efficiency, Relevance
Mid Term Evaluation of the Anti Human Traffiking programme	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2013	Unsatisfactory	Stakeholders are required to work in unison so that the issue of trafficking is tackled at all level...		Accepted		Peace and security (SPs before 2018), Ending violence against women (SPs before 2018)	UN Coordination, Partnership	Capacity development, Advocacy, Internal coordination and communication	Gender equality
Mid Term Evaluation of the Anti Human Traffiking programme	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2013	Unsatisfactory	Use of training modules with a common agenda and curriculum should be encouraged since the vulnerabi...		NOT ACCEPTED		Peace and security (SPs before 2018), Ending violence against women (SPs before 2018)	UN Coordination, Not applicable	Capacity development, Advocacy, Knowledge management	Effectiveness, Efficiency, Relevance
Mid Term Evaluation of the Anti Human Traffiking programme	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2013	Unsatisfactory	Collaboration with agricultural universities should be initiated and further strengthened; and more ...		ACCEPTED		Ending violence against women (SPs before 2018)	Not applicable	Capacity development, Advocacy, Knowledge management	Effectiveness, Sustainability, Impact
Mid Term Evaluation of the Anti Human Traffiking programme	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2013	Unsatisfactory	There is a need to ensure better documentation and recording of data under the programme. The implem...		ACCEPTED		Governance and planning (SPs before 2018)	Culture of results/RBM	Not applicable, Knowledge management	Effectiveness, Efficiency, Relevance
Mid Term Evaluation of the Anti Human Traffiking programme	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2013	Unsatisfactory	A number of schemes like MGNREGA, NRLM/Aajeevika, and Swarnjayanti Gram Swarozgar Yojna should be l...		Accepted		Ending violence against women (SPs before 2018)	UN Coordination, Partnership, Youth engagement	Not applicable, Advocacy	Effectiveness, Efficiency, Relevance, Sustainability
Mid Term Evaluation of the Anti Human Traffiking programme	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2013	Unsatisfactory	More trainings and information dissemination workshops/events should be made available for GRB at th...		Accepted		Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Operational activities, Culture of results/RBM, Not applicable, Youth engagement	Capacity development, Promoting inclusiveness/Leaving no one behind	Gender equality
Mid Term Evaluation of the Anti Human Traffiking programme	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2013	Unsatisfactory	The implementing partners should sensitize members of Nyaya Panchayats and Nyaya Samitis on women?s ...		Accepted		Ending violence against women (SPs before 2018)	UN Coordination	Not applicable, Promoting inclusiveness/Leaving no one behind, Advocacy	Human Rights, Gender equality
Mid Term Evaluation of the Anti Human Traffiking programme	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2013	Unsatisfactory	To ensure a multi-sectoral approach to prevent trafficking across programme states, UN Women could c...		Accepted		Ending violence against women (SPs before 2018)	UN Coordination, Partnership	Not applicable, Advocacy, Knowledge management	Effectiveness, Efficiency, Relevance, Gender equality
Mid Term Evaluation of the Anti Human Traffiking programme	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2013	Unsatisfactory	The monitoring and evaluation of the programme should be performed on a more regular basis than it h...		Partially Accepted		Governance and planning (SPs before 2018)	Culture of results/RBM, Not applicable	Not applicable, Advocacy	Efficiency, Gender equality
MTE Joint (UNDP/UN Women) Integrated Local Development Programme in Moldova	Programme Evaluation	Europe and Central Asia	Moldova	2012	Not Rated	Evaluation Recommendation or Issue 1: Continue support in the area of policy, regulatory coherence, ...		UN Women, as part of this Joint Programme will ensure gender-mainstreaming of the priority sector decentralization strategies ? such as education, social assistance, and health.		Governance and planning (SPs before 2018)	Not applicable	Not applicable	Efficiency, Sustainability
MTE Joint (UNDP/UN Women) Integrated Local Development Programme in Moldova	Programme Evaluation	Europe and Central Asia	Moldova	2012	Not Rated	Evaluation Recommendation or Issue 2: Critically provide support for fiscal decentralization for ens...		For the remainder of 2012 the programme will give the highest priority and will double its efforts in assisting the Moldovan government in finalizing the draft law on local public finance, introducing a new system of local public finance. For the new phase (2013-2015) the programme will ensure continued support to the government in the implementation of the new local public finance system, as a matter of high priority. During the programme new phase, UN Women will provide technical assistance on gender-responsive budgeting (GRB) to the Ministry of Finance (intergovernmental fiscal policies unit) and local public administration by elaborating a policy paper, developing a draft legal framework and building capacity of the Ministry of Finance and local public authorities on GRB implementation to assist central and local government to raise and spend public money with substantive equality between women and men		Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination	Capacity development	Effectiveness, Relevance, Sustainability
MTE Joint (UNDP/UN Women) Integrated Local Development Programme in Moldova	Programme Evaluation	Europe and Central Asia	Moldova	2012	Not Rated	Evaluation Recommendation or Issue 3: Set up a governmental system to implement and monitor the dece...		During the remainder of 2012, the programme will ensure close coordination of efforts of the key partners ? Decentralization Policies Division of the State Chancellery, Special Parliamentary Commission on Decentralization and CALM ? aimed at establishing a system of effective monitoring of the decentralization reform. The new phase (2013-2015) of the programme will include specific interventions aimed at strengthening capacities of the above-mentioned partners, including technical assistance to CALM to ensure greater support to over half of Moldovan LPAs united within CALM, including to CALM Women?s Network. During the remainder of 2012 and the programme new phase, UN Women will keep the HRBA and GE focus high on the coordinated agenda, further deepening the understanding of these approaches among the coordination partners and will ensure inclusion of the Women?s Network in CALM, and development of its capacities.		Governance and planning (SPs before 2018)	Culture of results/RBM, Not applicable	Not applicable	Efficiency
MTE Joint (UNDP/UN Women) Integrated Local Development Programme in Moldova	Programme Evaluation	Europe and Central Asia	Moldova	2012	Not Rated	Evaluation Recommendation or Issue 4: Support establishment of e-governance for LPAs The Government ...		The Programme Document for the new phase of the programme (2013-2015) will maintain its support in reflecting specific activities on developing e-governance tools in supporting the LPAs in the improvement of good governance and management in selected public services. UN Women will ensure that new phase of the programme will be developed and implemented with a specific focus on e-governance tools in supporting the LPAs in the improvement of good governance and management in selected public services, with a focus to public services with the highest gender-positive impact		Not applicable	Not applicable	Not applicable	Efficiency
MTE Joint (UNDP/UN Women) Integrated Local Development Programme in Moldova	Programme Evaluation	Europe and Central Asia	Moldova	2012	Not Rated	Evaluation Recommendation or Issue 5: Pilot inter-municipal cooperation projects and show the way fo...		During the 2010-2012 phase the program will finalize its first successful inter-municipal cooperation pilot project in Telenesti. For the new phase (2013-2015), the program incorporate into the new Program Document a dedicated component focusing on inter-municipal cooperation.		Governance and planning (SPs before 2018)	UN Coordination	Not applicable	Effectiveness
MTE Joint (UNDP/UN Women) Integrated Local Development Programme in Moldova	Programme Evaluation	Europe and Central Asia	Moldova	2012	Not Rated	Evaluation Recommendation or Issue 6: Using lessons learnt from existing approaches and models, deve...		During its final stage of the current phase (2010-2012), the programme will undertake an analysis of the programme?s interventions on community mobilization and empowerment of women and vulnerable groups, with the view of identifying lessons learned and drawing on the collective pilot experiences to assemble a single methodological framework. The findings of this analysis will be conceptualized in the updated Community Mobilization for Empowerment Guide and the refined approach will become as the basis for the new phase of the programme		Governance and planning (SPs before 2018)	Operational activities, Not applicable	Capacity development	Sustainability
MTE Joint (UNDP/UN Women) Integrated Local Development Programme in Moldova	Programme Evaluation	Europe and Central Asia	Moldova	2012	Not Rated	Evaluation Recommendation or Issue 7: Consolidate gender and HRBA models and concepts and incorporat...		The approaches and instrument of HRBA, gender mainstreaming and women empowerment will be placed at the heart of the new programme phase, ensuring that these instruments and approaches are framed across all programme?s levels and interventions.		Governance and planning (SPs before 2018)	UN Coordination, Normative Support, Operational activities	Capacity development	Sustainability, Human Rights, Gender equality
Final Evaluation: Integrating Gender Responsive Budgeting in Aid Effectiveness Agenda	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2012	Not Rated	UN Women and the EC should establish a task group to further clarify each partner?s goals and expec...		UN Women agrees with this recommendation. The EU Plan of Action on Gender Equality and the Empowerment of Women in Development (2010- 2015) provides a strong basis for active engagement with EU Delegations that moves beyond the traditional donor-implementer relationship. The Plan?s Operational Framework includes 9 specific objectives for strengthening gender mainstreaming in EU development cooperation presenting UN Women with strategic opportunities for fostering strengthened and more effective collaboration. UN Women is seen as a key partner to provide technical support to implement the Plan. The new programme ?Increasing Accountability in Financing for Gender Equality? generates results to support the EUD efforts in implementing the Action Plan and makes available on-demand technical support, dialogue, and evidence with regard to specific actions identified in the Plan. The programme also supports EU internal capacity to translate its policy commitments into action by drawing on ITC/ILO?s expertise on gender mainstreaming in development cooperation. The partnership with the ITC/ILO supports capacity development efforts for gender-responsive EU-programming. Under the programme, the ITC/ILO will provide technical support on mainstreaming gender in 8 EC-Funded development cooperation programmes in 7 countries: Ethiopia, Zambia, Haiti, Nicaragua, Ukraine, Opt, and Jordan (these countries were selected based on demand from EU Delegations). Availability of technical know-how and resources provided by the programme have created opportunities for EU Delegations to take bolder steps in engaging in strategic discussions on gender mainstreaming with national and international partners. At the country level, visits by the ITC/ILO staff have in most cases increased the visibility of the work that EU Delegations? Gender Focal Points carry out to promote gender equality and women?s empowerment. They have also provided the opportunity to see first had some of the barriers, challenges and opportunities in collaboration.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final Evaluation: Integrating Gender Responsive Budgeting in Aid Effectiveness Agenda	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2012	Not Rated	The EC should provide clear guidance to EUDs about how they are to be involved in a joint programme....		This recommendation is directed to the EC and UN Women agrees with this assessment. Gender focal points within donor delegations often lack seniority, resources and decision-making power to influence the policies of their organizations. During programme implementation, several attempts were made to engage senior economists in EU delegations on gender equality issues. These were often met with deep resistance stemming from ingrained attitudes and biases to lack of interest and understanding of gender equality. While it is important to work with Delegation staff responsible for particular sectors, it is equally important to build the capacity of gender focal points to offer support, guidance and advice on gender mainstreaming in order to ensure that institutional knowledge and capacity in this area is developed and sustained. Meaningful promotion of gender equality requires both designated staff with appropriate skill, expertise and seniority, as well as commitment and support from senior management. In order to build this senior level political support, a joint letter was sent to Heads of EU Delegations, United Nations Resident Coordinators, UN Women Regional and Country Directors announcing the launch of the new F4GE programme along with a call for strong co-operation and implementation of the EU Gender Action Plan. The letter further highlights how the programme will support EU delegation efforts to mainstream gender in programming, through the ITC/ILO, and calls for strengthened collaboration between the EUD and UN Women country offices. The steering committee will monitor this closely in 2013.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final Evaluation: Integrating Gender Responsive Budgeting in Aid Effectiveness Agenda	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2012	Not Rated	UN Women (GMS team) and the EC should use the noted strengths and weaknesses of the GRB in AE progr...		The new F4GE programme has an explicit and well developed theory of change. The programme is based on a comprehensive approach and logical framework that links gender equality commitments with planning and budgeting systems and instruments used by donors and national governments at country level in order to ensure adequate funding and actions that address gender inequalities. Using the overall theory of change and logical framework defined at global level, country Implementation Plans are developed in consultation with national partners to identify country specific entry points, strategies and outputs. The programme theory of change is flexible, adaptable and will be reviewed and adjusted if needed. Indicators defined for the F4GE programme to measure progress on programme results are meaningful and measurable. Output level indicators have been adapted to each country context to take into account country specific realities. Reporting is based on each indicator defined at both output and outcome levels. Indicators especially at the output level are flexible and can be easily adjusted whenever needed. Baseline data on each outcome level indicator is being collected to allow assessment of programme progress over the years. A common methodology has been devised for collection of comparable data across programme countries, which can be used to track progress over the years. The programme annual work plan specifically identifies strategies and outputs with clear resource allocations for each programme objective to ensure that programme budget is linked with results. Following UN Women internal approval of the F4GE programme by the Programme Appraisal Committee (PAC) in January 2011, the selection of the 15 countries was made after an assessment of country context, demand and potential in accordance with the following criteria: Enabling environment: ? Present political context; ? Political commitment to gender equality and women?s rights, and collaboration or past work between the Ministry of Finance or Planning and the National Women?s Machinery (NWM) and other sector ministries on gender and GRB; ? Governmental capacity with regards to GRB and gender mainstreaming within the aid effectiveness agenda; ? UN framework and work on gender equality in the country. EC priority countries and commitment from EU Delegations and existence of relevant EU programme(s) in country. ? Donors? engagement and coordination efforts to integrate gender equality in the aid effectiveness agenda, and to deliver for gender equality commitments at national level. Gender priorities and capacity: ? An identified GE Policy Framework, such as a National Action Plan (NAP) on GE or VAW to prioritize in the programme, especially for the costing work. ? Evidence that gender equality is prioritized in the country National Development Strategy (NDS) or Poverty Reduction Strategy Paper (PRSP). ? Level of capacity and engagement of National Women Machineries (NWMs) to influence national planning and budgeting processes. ? Existence of women?s organizations or networks that are already engaging on issues of macroeconomics, financing for development (and gender), aid effectiveness, and GRB. UN Women past work and capacity: ? UN Women?s institutional capacity to deliver at country level, past work on GRB and gender equality and aid effectiveness, and partnerships built with multiple stakeholders that strategically positions UN Women in the work on F4GE. ? Findings from the final evaluation of the EC/UN partnership (for the 12 pilot countries) with respect to whether there is evidence of results and the existence of enabling environment to continue working on F4GE. In the case of fragile countries, in addition to the previous points, the criteria included: ? Use of the IASC Gender Marker and coordination with humanitarian mechanisms; ? Existence of donor and UN coordination mechanisms and joint funding mechanisms such as MTDFs for recovery and reconstruction.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final Evaluation: Integrating Gender Responsive Budgeting in Aid Effectiveness Agenda	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2012	Not Rated	UN Women (GMS team & overall organization) should develop a more robust Theory of Change that clari...		UN Women agrees with this recommendation in a general sense. To address this, the GNP team has developed a guidance note on gender responsive governance that outlines UN Women?s Theory of Change. Working within national governance frameworks and processes, UN Women supports national efforts to promote and enhance gender equality and women?s empowerment by contributing to the following aims: 1. National development strategies articulate practical and measurable priorities for the achievement of gender equality and women?s empowerment; 2. Public administration and systems have the capacity and resources to implement programmes and provide quality services that enhance gender equality and women?s empowerment; 3. Financing for gender equality is transparent, adequate and effective; 4. Gender equality advocates have voice and influence in shaping public policy and monitoring public sector institutions investment and performance towards outcomes related to gender equality and women?s empowerment (women?s organizations, national women?s machineries, and decision makers championing gender equality and women?s empowerment). UN Women?s focus on this area comes as a response to its mandate of supporting member states to implement intergovernmental agreements and to support national efforts to enhance and promote gender equality and the empowerment of women, and as a response to the forthcoming recommendations of the Quadrennial Comprehensive Policy Review (QCPR) of UN operational activities. The QCPR process, which assesses the effectiveness and relevance of UN system at country level, provides an opportunity for UN Women to position gender responsive planning and budgeting as central to governance and development effectiveness At country level, through its programmes (e.g. in the area of national planning and budgeting, aid effectiveness, decentralization and others), its technical expertise, its coordination role within the UNCTs, engagement in broader multi-stakeholder coordination mechanisms, and its strategic partnerships with key national partners, UN Women has the opportunity to demonstrate increased leadership at country level in line with its mandate. This role is further emphasized in the findings of the quadrennial comprehensive policy review (QCPR) and can be pursued through the avenues explained below. Teams working on this area need to work in close collaboration with their peers focusing on women?s economic empowerment, violence against women, HIV/AIDS as well as UN programmes in other sectors. Similarly, programmes with thematic focus in those areas will not be effective if sufficient attention is not paid to the governance and national planning dimensions including the content of policies, the capacity of the public administration institutions and the adequate financing for supporting programmes to achieve progress on outcomes related to gender equality and women?s empowerment In the context of this programme, UN Women disagrees that there was a lack of robust thinking on the links between the normative (global policy advocacy) and the operational work. The GNP team developed a corporate strategy ? ?Delivering on Commitments towards Gender Equality and Women?s Rights? - for engagement in the Fourth High Level Forum on Aid Effectiveness (HLF-4) that aimed to draw on country experiences of GRB to inform the global policy discussions on aid effectiveness. The key elements of the strategy included: 1. Supporting effective participation through mobilizing national partners and gender equality advocates in global, regional and national meetings; 2. Building strategic partnership with key actors including the WP-EFF, the UNDG Task Team on Aid effectiveness, Korea as host government, donors including EU, Spain and OECD-DAC Gendernet, women organizations who are members of the Betteraid coordinating group, and partner countries 3. Compiling evidence on key challenges and good practices for integrating a gender perspective in aid management and national planning and budgeting. The strategy ensured that evidence from county programming - through activities such as (1) support to the completion of the optional Gender Equality Module of the PD Monitoring Survey; (2) submission of evidence from countries to the Progress Since Paris Report and (3) support to women?s organizations) informed global advocacy messaging thus strengthening links between normative and operational work. A key result of the HLF4 was strong language on gender equality and gender responsive budgeting in particular. A global indicator on gender equality was included in the post Busan monitoring framework that will measure the number of countries with a system in place to track and make public allocations for gender equality and women?s empowerment. The purpose of this indicator is to offer a measure of progress in the implementation of the Busan commitment. The focus on efforts and behaviour is distinct from other existing efforts to monitor gender equality and women?s empowerment at the outcome level (e.g. through the MDG framework and other frameworks). UN Women will lead field testing of this indicator in 9 countries in February-March 2013. Data from UN Women annual reports for 2013 will provide the baseline for the indicator. The F4GE programme ensures linkage with intergovernmental processes within the UN including by reporting on country programme results and policy recommendations at the Commission on the Status of Women (CSW), the Development Cooperation Forum and so on.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final Evaluation: Integrating Gender Responsive Budgeting in Aid Effectiveness Agenda	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2012	Not Rated	At the country level, UN Women should further expand its network of strategic partners with a (pote...		Through the F4GE programme, the network of partners at the country level has been expanded to include both traditional as well as non-traditional partners. The programme ToC has been developed to allow multiple level efforts to achieve the programme goal that entails working systematically with a wide range of partners. Within the four defined objectives of the programme, the engagement of partners varies from one outcome to the other. For example, to achieve objectives defined under outcome 1 and 2, the programme involves partnerships mainly with national women?s machinery and ministries of planning/finance/sectoral ministries. On the other hand for outcome 3 and 4, the main partners are donors and gender equality advocates including academia, CSOs and women?s networks respectively. The new programme includes institutionalized training for gender responsive planning and budgeting through academic and public finance management institutes. For example, Bolivia has introduced a degree module on Fiscal Policy and Gender Responsive Budgeting in the Centre for Research and Strategic Development of the Universidad Mayor de san Andrés. Kyrgyzstan focuses on institutionalizing GRB in the curricula of the Academy of Management, which is based in the office of the President. Rwanda has entered into a partnership with the School of Finance and Banking to ensure sustainable capacity development on gender responsive planning and budgeting.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final Evaluation: Integrating Gender Responsive Budgeting in Aid Effectiveness Agenda	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2012	Not Rated	UN Women (GMS team) should define a set of criteria to help determine the most strategic areas/issu...		In order to ensure UN Women?s strategic engagement at the country level, the new F4GE programme, from the inception phase, made an effort to formulate country implementation plans in such a manner that they are relevant, effective and they offer UN Women an avenue to engage in a more strategic way. To finalize the programme objectives at the country level, extensive consultations were held with multiple stakeholders to determine strategic areas of focus including sectoral foci for the programme where UN Women had an opportunity to contribute. Strategic areas were also determined on the basis of national priorities. In addition, planning and budgeting cycles for the national and sectoral plans were also determining factors in choosing strategic areas of focus.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final Evaluation: Integrating Gender Responsive Budgeting in Aid Effectiveness Agenda	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2012	Not Rated	UN Women (GMS team) should clearly define the desired results of its engagement with donor agencies...		UN Women agrees with this recommendation. While the programme participated in donor and/or development partner coordination groups in each of the five programme countries and UN Women played an important leadership role either in chairing or co-chairing the respective gender coordination group or committee, there were significant challenges in influencing donor agendas. However, UN Women was successful in influencing national agenda through the donor coordination mechanisms with the provision of GRB training, on-demand technical support for the development and/or implementation of gender responsive methodologies, tools, and guidelines, and support for monitoring national plans and budgets. Select examples include: ? In Tanzania, the programme successfully contributed to the restructuring of the Development Partners Group on Gender Equality (DPG Gender) to position it more strategically in regard to gender and development effectiveness, with priority placed on advocacy and information sharing through entry points in the dialogue structure vis-à-vis the government. The final evaluation found that the programme?s participation in the DPG Gender contributed to the group?s successful advocacy for the integration of gender indicators into the Performance Assessment Framework (PAF) and the draft monitoring and evaluation framework of the MKUKUTA 2. ? In the area of training, the programme in Cameroon delivered a training workshop in 2011 for the Gender Thematic Group (GTEG) of the Multi Donor Committee and governmental and non-governmental partners on GRB. The workshop supported learning about the appropriate use of GRB tools to enable the participants to plan their common activities aimed at the promotion of the inclusion of a gender perspective in the Cameroonian budget cycle. This collaborative work aligned with the Head of State Call Circular that delivers instructions to ministries and other governmental institutions to mainstream gender in their policies, strategies, programmes. ? The 2011 work plan of the Donor Roundtable on Gender (MESAGEN) in Peru included the formation of a sub-working group on aid effectiveness and gender-responsive budgeting chaired by UN Women. Within the framework of the new sub-working group, the programme organized the event in collaboration with MESAGEN to facilitate the exchange of experiences between the Agencia Peruana de Cooperación Internacional/ Peruvian International Cooperation Agency (APCI) and the Government on new aid modalities and GRB. The APCI expressed commitment to follow-up on the implementation of the HLF-4 recommendations and will organize an event with all sectors to share information and reach agreements about how to best take this work forward. The final evaluation stated that consulted stakeholders viewed the programme?s engagement in these donor coordination groups as strategic. However, it also indicated that UN Women at times faced challenges to engagement in some situations. The challenges included lack of eligibility to participate in certain groups due to limitations on participation to national partners and/or contributing donors. The programme worked to address these barriers by working through its donor partners and supporting national partners to promote consideration of gender equality by the groups and/or within overall policy frameworks. Strengthening work with the EC at global and national levels At the global level, UN Women developed and shared a set of recommendations for integrating gender equality and women?s empowerment in the EC Communication on Aid Effectiveness. The main focus of the recommendations was the centrality of gender equality, democratic ownership, and mutual accountability as pre-requisites for the achievement of development results. Main recommended areas for action included the importance of expanding the scope of financing for gender equality across sectors and strategic areas, strengthening systems for financing for gender equality, and the need to invest in capacity for mainstreaming gender in public finance management systems, national plans and budgets, and aid mechanisms. The programme steering committee met in Kigali on 28 July 2011, directly following the Global High-Level Meeting. Representatives from the EC Brussels Office and UN Women HQ attended the meeting via video link and additional EC Brussels and UN Women HQ and country office staff attended in-person. Also, a representative from the EU Delegation in Rwanda was in attendance, but he did not engage in the session. This meeting provided an opportunity for dialogue between the EC, UN Women and national counterparts. During the meeting, countries presented main national programme achievements and there were interactive discussions about how to strengthen the collaboration between EU delegations and UN Women country offices. It also pointed to the difficulty of engaging more senior, sectoral staff members on issues of gender equality. (for full text, see attached management response file)	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final Evaluation: Integrating Gender Responsive Budgeting in Aid Effectiveness Agenda	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2012	Not Rated	UN Women (GMS team) should systematically explore opportunities and constraints to its engagement i...		The F4GE programme currently engages systematically in aid coordination mechanisms, country based assessments and analysis will be carried out during programme implementation in years 2 and 3 to explore opportunities and constraints.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final Evaluation: Integrating Gender Responsive Budgeting in Aid Effectiveness Agenda	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2012	Not Rated	UN Women (GMS team as well as corporately) should further define the implications of its coordinati...		UN Women?s mandate is to coordinate UN system efforts to support gender mainstreaming. It provides expertise on incorporating gender equality in the programmes of other UN organizations, and through regular monitoring helps the UN system stay on top of its internal commitments to women. As the chair of the UN Inter-Agency Network on Women and Gender Equality, UN Women supports the efforts of 25 UN organizations to promote gender equality across the UN system. On 13 April, 2012 a landmark System-wide Action Plan (UN-SWAP) on gender equality and women?s empowerment was adopted at a meeting of the United Nations Chief Executives Board for Coordination, to be applied throughout the UN system. For the first time, the UN will have a set of common measures with which to measure progress in its gender-related work, including the mainstreaming of the gender perspective across all its operations. The UN-SWAP, as an accountability framework, allows UN Women to guide the system?s coordination on gender equality. Throughout 2012, the various UN agencies continued to align their performance indicators on gender equality, along with their policies and work processes. UN Women is therefore in a key position to coordinate efforts within the UN system to ensure that women?s rights agenda is clearly articulated and that national development strategies, sector and local plans and budgets adequately reflect those priorities. UN Women therefore supports coordination with UN agencies at the country level for GRB programming and its implementation. A number of programme countries supported under the new programme engage with other UN agencies to support gender responsive planning and budgeting especially at the sectoral level. For example in Honduras an assessment is on-going to analyze the extent to which gender is integrated in the policies of UN agencies and to elaborate minimum common gender policy guidelines for UN agencies. Support was also provided to FAO to follow up on policies, strategies and commitments towards gender equality. In Ukraine, in collaboration with UNFPA and UNDP, technical assistance was provided to the Government?s working groups in designing and finalizing the Concept of State Programme on Equal Rights and Opportunities, which is the first national action plan that sets priorities for gender equality and women?s empowerment in the country. In Rwanda, UN Women co-chairs the UNDAP-Accountable Governance thematic group and provides technical support in areas of gender analysis, mainstreaming and advocacy on gender issues.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final Evaluation: Integrating Gender Responsive Budgeting in Aid Effectiveness Agenda	Programme Evaluation	Global	Policy, Programme and Intergovernmental Division	2012	Not Rated	UN Women (GMS team) should develop a strategy to focus its knowledge products and assess their rele...		UN Women agrees with this recommendation and has developed, in December 2012, a comprehensive knowledge management strategy under the F4GE programme. A communications strategy that seeks to ensure effective and strategic communication of the knowledge products bother within and outside the programme has also been developed. At global level, the communication strategy will be geared towards consolidating and disseminating learning and analysis for informing policy advocacy, capacity building and country knowledge sharing. At country level, communication plans will support the effective implementation of the programme and the expansion of the partnerships amongst various stakeholders. The knowledge strategy is designed to ensure custom made products targeted to different stakeholders. The F4GE programme will ensure systematization and dissemination of knowledge and experiences with regards to: ? Costing methodologies (includes systematization of costing methodologies and experiences on costing for national gender equality priorities - for example, the case of Bolivia); ? Integration of GE in aid management and funding modalities; including assessment of most effective aid modalities for ensuring implementation of GE commitments. In addition the programme will convene two thematic learning workshops focusing on the following: ? Alignment of gender equality commitments with national systems: From costing to results for GE priorities (Year II of the programme) ? Gender-responsive planning and budgeting at sector level: a mutual challenge for national governments and donors (Year III) The F4GE Programme also supports a grant making facility that aims to promote innovative knowledge building on financing for gender equality. The grant making facility provides a flexible mechanism that allows civil society organizations the opportunity to test innovative approaches for generating new knowledge, undertake effective advocacy and perform a critical citizen monitoring role in relation to financing for gender equality.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final Evaluation of the MDG-F Joint Programme for Culture and Development	Programme Evaluation	Arab States	Palestine	2013	Not Rated	Evaluation Recommendation 1: The lessons learned and experiences of the MDG-F JP for Culture and ...		Management Response: UN Women and other UN agencies continue to take part in web-dialogues and utilize the Teamworks forum and Gender as a Cross-Cutting Issue page to share and exchange information.		Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018)	Normative Support, Operational activities, Not applicable	Capacity development	Effectiveness, Efficiency, Gender equality
Final Evaluation of the MDG-F Joint Programme for Culture and Development	Programme Evaluation	Arab States	Palestine	2013	Not Rated	Evaluation Recommendation 2 : Knowledge management tools and venues should be improved and utilize...		Management Response: KM tools and products have been shared with UNCT. Moreover, the UN Women oPt office shared the final evaluation reports with all national partners where feedback has been positive in terms access to information and some noting that this is the first time an international partner has shared the final product. NGO and PA partners have noted that they will use the evaluation report for future planning based on findings and recommendations.		Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018)	Normative Support, Operational activities, Not applicable	Capacity development, Knowledge management	Effectiveness, Efficiency, Gender equality
Final Evaluation of the MDG-F Joint Programme for Culture and Development	Programme Evaluation	Arab States	Palestine	2013	Not Rated	Evaluation Recommendation 3: One of the challenges identified in this JP was the use of the English...		Management Response: The UN Women oPt office takes this issue very seriously, as it has been continuously flagged by government and non-governmental partners. Within this programme, UN Women advocated for the translation of JP and bilateral documents into Arabic, however, the main challenge was the high cost required for translation and editing, which was not budgeted for in the programme. In terms, however, of its own separate programmes, the UN Women office in the oPt regularly provides key documents and/or summaries in Arabic.		Governance and planning (SPs before 2018)	Normative Support, Operational activities, Not applicable	Not applicable, Capacity development, Knowledge management	Effectiveness, Efficiency, Sustainability
Final Evaluation of the MDG-F Joint Programme for Culture and Development	Programme Evaluation	Arab States	Palestine	2013	Not Rated	Evaluation Recommendation 4: Gender mainstreaming should be considered as a priority and integral ...		Management Response: The need for gender mainstreaming was advocated for by the UN Women office in the oPt continuously since the start-up of the programme. However, challenges continued to face UN Women. The first ever UNDAF for the oPt is the opportunity to embed gender mainstreaming within joint and/or coordinated UN initiatives, so UN Women needs to invest heavily in this regard. This being said, this investment is not guaranteed to produce the required results without concrete buy-in at the highest decision-making levels.		Governance and planning (SPs before 2018)	Normative Support, Operational activities, Not applicable	Not applicable, Capacity development, Knowledge management	Effectiveness, Efficiency, Sustainability, Gender equality
Final Evaluation of the MDG-F Joint Programme for Culture and Development	Programme Evaluation	Arab States	Palestine	2013	Not Rated	Evaluation Recommendation 5: In future programmes, it is recommended that attention is given to pr...		The oPt component of the Spring Forward programme takes forward this recommendation in the oPt by embedding the economic development potential of culture		Women economic empowerment (SPs before 2018)	Normative Support, Operational activities, Not applicable	Capacity development, Not applicable, Advocacy	Effectiveness, Efficiency, Gender equality
Final Evaluation of the MDG-F Joint Programme for Culture and Development	Programme Evaluation	Arab States	Palestine	2013	Not Rated	Evaluation Recommendation 6: It is recommended that future programmes consider supporting fewer but...		Management Response: This recommendation will need to be discussed with other UN partners to be incorporate into future joint programmes, with UNESCO taking the lead, as the technical lead for the programme. In terms of UN Women, this recommendation has already been incorporated into the new Spring Forward programme that takes forward the initiatives implemented under this joint programme.		Governance and planning (SPs before 2018)	Normative Support, Operational activities, Not applicable	Not applicable	Impact
Final Evaluation of the MDG-F Joint Programme for Culture and Development	Programme Evaluation	Arab States	Palestine	2013	Not Rated	Evaluation Recommendation 7: An exit strategy and plan should be developed before the end of the p...		Management Response: An exit strategy was actually developed at least 4 ? 6 months prior to the phasing out of the program and subsequently implemented. Palestinian governmental institutions and civil society organizations are taking forward their components.		Governance and planning (SPs before 2018)	Operational activities, Not applicable	Not applicable, Capacity development	Sustainability
Final Evaluation of the MDG-F Joint Programme for Culture and Development	Programme Evaluation	Arab States	Palestine	2013	Not Rated	Evaluation Recommendation 8: Special attention should be given by relevant parties to ensure the en...		Management Response: This was also one of the recommendations of the Research in the Culture and Creative Industry Sector, commissioned by UN Women in 2011 ? 2012. UNESCO is the relevant UN agency to follow up with the relevant national institutions, but no immediate action can be taken since the Palestinian Legislative Council is not currently functional and is not foreseen to be functional in the near future. UN Women has already worked with the Ministry of Women?s Affairs to ensure their follow-up on the gendered dimensions of this work.		Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Normative Support, Operational activities	Promoting inclusiveness/Leaving no one behind, Advocacy	Effectiveness, Efficiency
Final Evaluation Gender Equality and Women´s Empowerment in the occupied Palestinian territory	Programme Evaluation	Arab States	Palestine	2013	Not Rated	Evaluation Recommendation 1: Upon hiring the proposal writer, a period of at least two months sho...		Management Response: In the case of the MDG-F programme, there was a discrepancy between the time-frame/deadline set for proposal development (as of approval of the concept note) and the procurement time-frame required to hire a proposal writer. This recommendation is not a standard that can be applied across the board. It is something that will be taken into consideration in terms of scope and length of the programme. The MDG-Gender was a significant, $9 million programme over several years and so, this recommendation is valid for this and other, similar programmes, but cannot necessarily be feasibly applied for smaller scale programmes. It is better to be taken on a case by case basis, but the need to allocate sufficient time to the design phase is duly noted.		Not applicable	Not applicable	Not applicable	Efficiency
Final Evaluation Gender Equality and Women´s Empowerment in the occupied Palestinian territory	Programme Evaluation	Arab States	Palestine	2013	Not Rated	Evaluation Recommendation 2 : To conduct an in depth capacity development needs assessment of the ...		Management Response: The UN Women office in the oPt conducted a SWOT analysis including a capacity needs assessment for MoWA in 2009. It is based on these findings that the National Strategy to Combat VAW was developed in which hands-on coaching was provided to staff on a systematic basis. Moreover, it is through this assessment that additional capacity development activities were conducted by UN Women and UNDP and was followed by discussions for the development of an M&E Unit at MoWA. In light of the positive effect of capacity development assessment, we agree, in principle, that they should be conducted as part of the design phase. However, as was the case with the MDG-Gender programme, a significant amount of time passes between the design phase and actual receipt of funds/implementation, so capacity assessment would need to be reviewed and revised again based on new realities.		Governance and planning (SPs before 2018)	Culture of results/RBM	Not applicable	Efficiency
Final Evaluation Gender Equality and Women´s Empowerment in the occupied Palestinian territory	Programme Evaluation	Arab States	Palestine	2013	Not Rated	Evaluation Recommendation 3: The design of the programme should be more results-based oriented.		Management Response: The design of the program was approved by the MDG-F Secretariat in New York. Following the completion of the mid-term report in 2011, the Program Secretariat led intensive review and planning sessions with all MDG-F staff in all UN agencies as well as MoWA. Based on lessons learnt, the results of these sessions included revised outcomes, outputs, and indicators which were reformulated to be results-based (realistic, measurable, etc?). However, the MDG-F Secretariat in New York only agreed to the revisions on the indicators level and not the outcomes and outputs levels. Therefore, in principle, the UN Women office in the oPt is committed to and seeks to better implement RBM, but in joint programmes like this one, there are complex management mechanisms that are beyond an individual agency?s efforts and require intervention at a central level.		Governance and planning (SPs before 2018)	Culture of results/RBM	Not applicable	Efficiency
Final Evaluation Gender Equality and Women´s Empowerment in the occupied Palestinian territory	Programme Evaluation	Arab States	Palestine	2013	Not Rated	Evaluation Recommendation 4: The monitoring should exceed the implementation of activities into mo...		Management Response: A monitoring framework was developed at the outset of the programme, yet the time between proposal submission, approval and implementation was two years. Thus a revision of the framework was undertaken and a comprehensive monitoring plan was developed by the M&E Officer for the overall program in Aug./Sept. 2009, following the inception workshop. The monitoring plan was quite intensive and includes the reporting on following headings: Expected Results (outcomes and outputs); indicators; baseline including the utilization of information from outside of the program; overall JP expected target; achievement of target to date; means of verification; collection methods (with indicative time frame and frequency); responsibilities; and risks/assumptions. Each agency has its own M&E capacity and as such, some agencies were not able to meet the requirements of the M&E framework. Additionally, the M&E Officer hired under the Programme Secretariat resigned and was not replaced and so, there was insufficient follow-up with the individual agencies. As already mentioned under a separate recommendation, the UN Women office in the oPt remains committed to RBM and will work on improving its in-house capacities in this regard, including setting proper indicators, baselines and targets.		Governance and planning (SPs before 2018)	Culture of results/RBM	Not applicable	Efficiency
Final Evaluation Gender Equality and Women´s Empowerment in the occupied Palestinian territory	Programme Evaluation	Arab States	Palestine	2013	Not Rated	Evaluation Recommendation 5: A proper review of the ToRs for the NSC, PMC, PS and PMT should be do...		Management Response: The ToRs for the NSC, PMC, and PS were identified in the MDGs Global Implementation Guidelines first issued in June 2009 and then revised/upgraded in February 2011. The ToRs were reviewed first in June ? July 2009 and agreed upon during the inception workshop and then again in February ? March 2011 following the mid-term evaluation which was completed in January 2011. There is nothing further to be addressed. The MDG-F programmes structure was actually utilized for the establishment of the UNHSTF programme in the oPt with some revisions.		Governance and planning (SPs before 2018)	Culture of results/RBM	Not applicable	Efficiency
Final Evaluation Gender Equality and Women´s Empowerment in the occupied Palestinian territory	Programme Evaluation	Arab States	Palestine	2013	Not Rated	Evaluation Recommendation 6: The UN agencies financial system should be adjusted to produce disaggr...		Management Response: A clear imbalance was created between the West Bank and Gaza Strip in all development programming due to an aid embargo against the governing authorities in the Gaza Strip. This is beyond the scope of any UN programme or management response. UN Women made a conscious decision to ensure presence and long-term programming under this programme in the Gaza Strip, by working with civil society organizations there. However, their financial capacity cannot match that of organizations and institutions in the West Bank, so any financial imbalance will not be corrected through disaggregation of data. Further, it is not feasible/possible to amend the financial system itself. Also, there are political implications in segregating between the West Bank and Gaza Strip as if they are not part of the same territory.		Governance and planning (SPs before 2018)	Not applicable	Not applicable	Efficiency
Final Evaluation Gender Equality and Women´s Empowerment in the occupied Palestinian territory	Programme Evaluation	Arab States	Palestine	2013	Not Rated	Evaluation Recommendation 7: Establishment and continuous strengthening of the M&E Unit within MoWA...		Management Response: UN Women, together with UNDP, continue to support the M&E unit at MoWA. UN Women is working with MoWA and MoPAD on engendering the new national development plan.		Governance and planning (SPs before 2018)	Culture of results/RBM	Not applicable	Efficiency
Final Evaluation Gender Equality and Women´s Empowerment in the occupied Palestinian territory	Programme Evaluation	Arab States	Palestine	2013	Not Rated	Evaluation Recommendation 8: Gaza Specific: The no contact policy with the existing de facto gover...		Management Response: It is not completely accurate to say that there is a no contact policy. In fact, there are contacts between the UN and the Gaza-based public sector institutions, particularly at the technical level and also, in relation to humanitarian affairs. UN Women has been in contact with the governing authorities in Gaza on more than one occasion to discuss the shelter established under the programme to shelter women victims of violence and ensure their access to services. The real challenge is that donors are not funding institution-building initiatives in the Gaza Strip and so, it is not possible to implement the kind of recommendation outlined above. The focus in communications with public institutions in the Gaza Strip, therefore, remains at the technical level, but programming continues primarily with civil society organizations		Governance and planning (SPs before 2018)	UN Coordination, Normative Support, Operational activities	Not applicable	Sustainability
Livelihood Protection and Sustainable Empowerment of Vulnerable, Rural and Refugee Communities in the Jordan Valley (oPt)	Programme Evaluation	Arab States	Palestine	2012	Not Rated	Evaluation Recommendation or Issue 1: There have been growing concerns in the oPt about the depen...		Management Response: Throughout 2012 and into 2013, the UN Women has been taking part in the first UNDAF process for the oPt, making sure that gender is mainstreamed throughout the different sectors and interventions. The UNDAF will provide an opportunity for UN agencies to switch from the focus from emergency interventions to strategies of sustainable development. The UNDAF has already highlighted that geographic areas of focus for UN interventions are the Gaza Strip, as well as East Jerusalem and Area C in the West Bank. UN Women is making sure that gender equality and women?s empowerment form part of these strategies and contribute to sustainable development.		Governance and planning (SPs before 2018)	UN Coordination	Not applicable	Effectiveness, Relevance, Gender equality
Livelihood Protection and Sustainable Empowerment of Vulnerable, Rural and Refugee Communities in the Jordan Valley (oPt)	Programme Evaluation	Arab States	Palestine	2012	Not Rated	Evaluation Recommendation or Issue 2: Since the human security conditions in the Jordan Valley rem...		Management Response: UN Women Field Coordinator is in continuous close contact with the local communities, and the women?s centres in particular, and reports daily to the Project Assistant on the new developments on the ground. In addition, UN Women leads the UNCT Gender Task Force which coordinates with AIDA ? Association of International Development Agencies ? on ensuring gender equality and women?s empowerment are promoted and strengthened across the interventions of international development actors in Palestine.		Governance and planning (SPs before 2018)	UN Coordination, Culture of results/RBM	Internal coordination and communication	Efficiency
Livelihood Protection and Sustainable Empowerment of Vulnerable, Rural and Refugee Communities in the Jordan Valley (oPt)	Programme Evaluation	Arab States	Palestine	2012	Not Rated	Evaluation Recommendation or Issue 3: The Programme should maintain the current level of coordinati...		Management Response: UN Women Project Assistant and Field Coordinator are in constant contact and coordination with programme stakeholders, including other UN agencies, the governmental authorities and the women?s centres and CBOs. In addition, a new phase of the programme has been prepared by partner UN agencies as well as UNDP and submitted to HSTF. The proposal was not approved by HSTF but will however be revised and presented to other potential donors. It is also important to note that Jordan Valley has been announced as priority area by the UNCT meaning that more focus will be put on coordinating strategies with other international actors and scaling up interventions in this area.		Governance and planning (SPs before 2018)	UN Coordination, Partnership	Advocacy, Internal coordination and communication	Effectiveness, Efficiency, Impact
Livelihood Protection and Sustainable Empowerment of Vulnerable, Rural and Refugee Communities in the Jordan Valley (oPt)	Programme Evaluation	Arab States	Palestine	2012	Not Rated	Evaluation Recommendation or Issue 4: Enhance the information flow among different partners and be...		Management Response: UN Women will continue to provide information to partners and beneficiaries on the progress of the programme?s activities under its responsibility. UN Women will also promote the added value of Joint Programming when presenting the programme to beneficiaries, governmental institutions and donors. In addition, UN Women actively participates in monthly coordination meetings and contributes to the development of common approach and strategies of the joint programme.		Governance and planning (SPs before 2018)	Not applicable	Not applicable, Internal coordination and communication	Efficiency
Livelihood Protection and Sustainable Empowerment of Vulnerable, Rural and Refugee Communities in the Jordan Valley (oPt)	Programme Evaluation	Arab States	Palestine	2012	Not Rated	Evaluation Recommendation or Issue 5: Enhance the coordination/consultation with line ministries b...		Management Response: UN Women makes sure that the Ministry of Local Government (MoLG), which is in charge of securing land clearance for the construction of women?s centres, is in permanent contact with UN Women staff both in the field and at the Jerusalem office. The Ministry is also constantly briefed on the progress of programme implementation, including the obstacles faced within the communities of the Jordan Valley. In several occasions, the MoLG has interfered and solved problems inside the communities targeted by the programme in order to facilitate its implementation. In addition, the representatives of line ministries at the PA participate in yearly N-PAF meetings where the achievements of the programme are discussed among the project partners, stakeholders, beneficiaries and the donor. UN Women?s communication both with the line ministries and with the beneficiaries is usually in Arabic, including briefs on the situation and progress reports.		Governance and planning (SPs before 2018)	UN Coordination, Partnership	Advocacy, Internal coordination and communication	Effectiveness, Efficiency, Impact
Livelihood Protection and Sustainable Empowerment of Vulnerable, Rural and Refugee Communities in the Jordan Valley (oPt)	Programme Evaluation	Arab States	Palestine	2012	Not Rated	Evaluation Recommendation or Issue 6: Enhance the linkages with private sector, academic instituti...		Management Response: Linkages with private sector will be enhanced through connecting the women?s centres income generating projects to private companies in an effort to access local, national and international markets. Businessmen from Jordan and Palestine have already been contacted and committed themselves to cooperate with the women?s centres in marketing and selling their production, like thyme. In addition, capacity building programme elaborated by the Agility company will largely contribute to prepare the women to participate in the markets and cooperate with the private sector.		Governance and planning (SPs before 2018)	UN Coordination, Partnership	Knowledge management	Effectiveness, Efficiency
Livelihood Protection and Sustainable Empowerment of Vulnerable, Rural and Refugee Communities in the Jordan Valley (oPt)	Programme Evaluation	Arab States	Palestine	2012	Not Rated	Evaluation Recommendation or Issue 7: A follow-up household survey and/or situation analyses of th...		Management Response: UN Women will be in contact with partner UN agencies to design a strategy for situation analysis and monitoring in the Jordan Valley at household level. In addition, this will be one of the tasks of the Final Evaluation team who will collect data to revalidate the design of the Programme. UN Women will make sure that gender considerations are mainstreamed in the surveys and/or situation analyses.		Governance and planning (SPs before 2018)	Culture of results/RBM	Knowledge management	Effectiveness, Efficiency
Livelihood Protection and Sustainable Empowerment of Vulnerable, Rural and Refugee Communities in the Jordan Valley (oPt)	Programme Evaluation	Arab States	Palestine	2012	Not Rated	Evaluation Recommendation or Issue 8: Certain activities need closer follow up and monitoring, inc...		Management Response: UN Women is coordinating closely the process of allocating land to Aqrabanya women?s centre with the Ministry of Local Government, which is the responsible entity for land clearance and donation. Long and complicated procedures inside the Ministry, continued staff strikes as well as negotiations with the communities regarding the land for the women?s centres have made the process more difficult. However, the UN Women Project Assistant and Field Coordinator are in daily contact with the Ministry and the communities in order to facilitate the progress and have already achieved land clearance for the construction of 3 out of 4 women?s centres. As regards the income generating projects, the staff of Agility - the company contracted for identification and establishment of these projects - are in permanent contact with the communities and UN Women regarding the pertinent training and the strategies for income generating projects. Simultaneously, the obtaining of land and permits for the installation of income generating projects in Area C is in progress. In case the permits are not received from the Israeli authorities for some of the income generating projects, an alternative plan has been designed to assure the viability of these projects.		Governance and planning (SPs before 2018)	Culture of results/RBM	Advocacy	Effectiveness, Impact
?Establishment, Rehabilitation and Activation of Eight Women?s Centres in the Gaza Strip and West Bank?	Programme Evaluation	Arab States	Palestine	2012	Not Rated	Evaluation Recommendation or Issue 1: UN Women should plan for a new phase of the project, reform...		Management Response: Following this recommendation, a consultant was contracted in order to prepare the project document for Phase II. Once final draft is received from the consultant, the project document will be extensively reviewed by UN Women Palestine senior staff, ASRO and HQ and discussed with project partners, the potential donor and other stakeholders. To ensure easier monitoring of achievements, the project document will include objectively verifiable performance indicators to be measured against the baseline data that will be collected during the needs assessment.		Governance and planning (SPs before 2018)	Culture of results/RBM	Advocacy	Sustainability
?Establishment, Rehabilitation and Activation of Eight Women?s Centres in the Gaza Strip and West Bank?	Programme Evaluation	Arab States	Palestine	2012	Not Rated	Evaluation Recommendation or Issue 2: The new phase should make provisions not only for establishi...		Management Response: The proposal for the new phase will include activities for new women?s centres as well as for women?s centres from the previous phase of the project. Adequate time and resources will be allocated to carry out feasibility studies and establish income generating projects. In addition, an extensive needs assessment will be carried out by the Implementing Partner and a training and on-the-job coaching programme will be designed in order to build up sustainability of the income generating projects.		Women economic empowerment (SPs before 2018)	Operational activities	Capacity development	Effectiveness, Sustainability, Impact, Gender equality
?Establishment, Rehabilitation and Activation of Eight Women?s Centres in the Gaza Strip and West Bank?	Programme Evaluation	Arab States	Palestine	2012	Not Rated	Evaluation Recommendation or Issue 3: Given the complexity and level of effort and time involved in...		Management Response: The new phase of the project will be of three-year duration in order to allow for adequate planning, needs assessment and selection of beneficiaries as per recommendation of the Final Evaluation. The first year will be fully dedicated to carrying out a detailed and participatory selection of communities by including stakeholders such as the representatives of the local government institutions and other important community figures in the process. The needs assessment will be carried out jointly by UN Women staff, the Implementing Partner and the Ministry of Local Government (MoLG) in the West Bank, and the project staff of UN Women and the Implementing Partner in Gaza. The needs assessment will take into consideration the possibility of obtaining land donation for the construction of the women?s centre, without which the project could not be carried out. The first year will also see the coordination activities for land clearance finalized. The second year will focus on building/rehabilitating the women?s centres and conducting a needs assessment for capacity building while the training programme itself will be implemented in the third year. At the same time, the project will focus on creating income generation opportunities for the women centers from the previous phase of the project.		Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018)	Operational activities, Not applicable	Capacity development, Advocacy	Effectiveness, Sustainability, Impact, Gender equality
?Establishment, Rehabilitation and Activation of Eight Women?s Centres in the Gaza Strip and West Bank?	Programme Evaluation	Arab States	Palestine	2012	Not Rated	Evaluation Recommendation or Issue 4: Given the experience gained from the implementation of the c...		Management Response: Following the recommendation, the first year of Phase II will be fully dedicated to carrying out a detailed and participatory needs assessment and selection of communities for the construction of 8 new women centres. The second year will focus on building/rehabilitating the women?s centres and conducting a needs assessment for training. The training programme will be implemented in the third year. Simultaneously, activities with women?s centres from the previous phase of the project will focus on establishment of income generating projects, specific training and on-the-job coaching and providing resources and strategies for sustainability of these projects.		Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018)	Operational activities, Not applicable	Capacity development	Effectiveness, Sustainability, Impact, Gender equality
?Establishment, Rehabilitation and Activation of Eight Women?s Centres in the Gaza Strip and West Bank?	Programme Evaluation	Arab States	Palestine	2012	Not Rated	Evaluation Recommendation or Issue 5: Much of the weaknesses related to the capacity building appr...		Management Response: As per recommendation, a Project Manager will be contracted in order to ensure smooth implementation of the project. The Project Manager will dedicate part of his/her time to the project and his/her main function will be that of overall monitoring and coordination. In addition, two Project Associates and two Field Coordinators in Gaza and the West Bank will assist the Project Manager in the project implementation. Simultaneously, the capacity building expertise will be enhanced by contracting an Implementing Partner who will be expert in providing trainings in institutional development and financial management. Moreover, specialized trainings will be provided by professional organizations subcontracted by the Implementing Partner. This modality will allow for designing an optimal training programme to respond to the needs of the women?s centres. The Project Manager will review the training programme, training materials and monitor its implementation, but in general terms the training will be under the responsibility of the Implementing Partner.		Governance and planning (SPs before 2018)	Not applicable	Capacity development	Effectiveness, Efficiency
?Establishment, Rehabilitation and Activation of Eight Women?s Centres in the Gaza Strip and West Bank?	Programme Evaluation	Arab States	Palestine	2012	Not Rated	Evaluation Recommendation or Issue 6: Significant improvements should be introduced to the capacit...		Management Response: As mentioned in the response to recommendation 5, the training will be under the responsibility of Implementing Partner who will conduct an extensive needs assessment in advance of the training in order to tailor the programme to the needs of the women?s centres and contribute to the sustainability of the project. The ToR for the Implementing Partner will include needs assessment, the elaboration of high quality and effective training materials adapted to the needs of the training participants as well as adequate and innovative teaching methodology. In addition, UN Women project staff will work jointly with UN Women M&E Officer to create and put in place a system for monitoring the impact of the trainings. This specialized approach will ensure adequate choice of topics and allocation of sufficient time for each topic taking into account its difficulty and/or relevance. Moreover, gender mainstreaming will be taken into consideration when designing the training programme, both in regard to location and time of the trainings as well as to topics, the selected trainers and the teaching methodology.		Governance and planning (SPs before 2018)	Culture of results/RBM, Not applicable	Capacity development, Knowledge management	Effectiveness, Efficiency
?Establishment, Rehabilitation and Activation of Eight Women?s Centres in the Gaza Strip and West Bank?	Programme Evaluation	Arab States	Palestine	2012	Not Rated	Evaluation Recommendation or Issue 7: The evaluation team strongly advises that future assessments...		Management Response: In the new phase, more time and resources will be allocated to the needs assessment component, including a participatory approach by inviting community representatives and employees of the local government institution to take part in the needs assessment. In addition, the needs assessment will be coordinated with and reviewed by UN Women Gender Expert who will provide recommendations to further engender the needs assessment and therefore respond adequately to the needs of the women in the community.		Governance and planning (SPs before 2018)	Partnership	Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency
?Establishment, Rehabilitation and Activation of Eight Women?s Centres in the Gaza Strip and West Bank?	Programme Evaluation	Arab States	Palestine	2012	Not Rated	Evaluation Recommendation or Issue 8: Significant additional support is needed in the eight center...		Management Response: The new phase will provide for time and resources to work adequately with the organizational culture and governance of the women?s centres. On the one hand, the project monitoring and follow up with the women?s centres will be enhanced by contracting a Project Associate and a Field Coordinator in Gaza who will be able to provide support to the women?s centres under local CBOs and strengthen their autonomy. However, bearing in mind the current political circumstances in Gaza, particularly as regards registration of organizations, it might be difficult for the women?s centres to obtain full autonomy and registration, if this situation persists. Nonetheless, the Implementing Partner will provide close follow up to this issue in both Gaza and the West Bank through additional training programmes and on-the-job coaching, as per needs assessment.		Governance and planning (SPs before 2018)	Not applicable	Not applicable, Internal coordination and communication	Efficiency
SOCIALLY RESPONSIBLE WOMEN-RUN SCHOOL CANTEENS PROJECT: REPORT OF THE FINAL EVALUATION	Programme Evaluation	Arab States	Palestine	2012	Not Rated	Evaluation Recommendation or Issue 1: NRO should grant UN Women a no-cost contract extension for ...		Management Response: Based on the recommendation, a two-month no-cost extension was requested to the donor and a consultant was contracted in order to prepare the project document for Phase 3. The project document was discussed with all the project partners, the donor and other stakeholders and was extensively reviewed by UN Women oPt senior staff, ASRO and HQ.			UN Coordination	Capacity development, Not applicable	Sustainability
SOCIALLY RESPONSIBLE WOMEN-RUN SCHOOL CANTEENS PROJECT: REPORT OF THE FINAL EVALUATION	Programme Evaluation	Arab States	Palestine	2012	Not Rated	Evaluation Recommendation or Issue 2: In both the design and implementation of programme?s third p...		Management Response: This recommendation was taken into consideration while preparing Phase III of the programme. The first seven months of the programme will be dedicated to needs analysis of infrastructure and capacity building components. Based on the needs assessment, the training sessions will begin before the start of the academic year 2013/2014. This planning will provide the women with rehabilitated and equipped canteens as well as improved capacities in order to successfully run the school canteens as soon as the academic year starts.		Not applicable	Not applicable	Not applicable	Not applicable
SOCIALLY RESPONSIBLE WOMEN-RUN SCHOOL CANTEENS PROJECT: REPORT OF THE FINAL EVALUATION	Programme Evaluation	Arab States	Palestine	2012	Not Rated	Evaluation Recommendation or Issue 3: MoE and UN Women should develop a standard description of wha...		Management Response: For this purpose, a Baseline Consultant and a Monitoring and Evaluation Consultant will be contracted by Maan Development Center who will be working on establishing the baselines and developing standards for a women-run school canteen. An average 8000$ have been budgeted per school canteen infrastructure and equipment, though it will be adjusted in each case based on a detailed needs assessment to be carried out at the beginning of the programme.		Governance and planning (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind	Sustainability
SOCIALLY RESPONSIBLE WOMEN-RUN SCHOOL CANTEENS PROJECT: REPORT OF THE FINAL EVALUATION	Programme Evaluation	Arab States	Palestine	2012	Not Rated	Evaluation Recommendation or Issue 4: UN Women and MoE should agree on a revised formulation of th...		Management Response: In the new phase of the programme, the MoE will focus exclusively on awareness raising and mobilizing community support for the programme. In Phase III, Maan Development Center will be fully responsible for the infrastructure component, as opposed to the previous phase where this component was implemented by MoE. This change will be reflected in the work plan and budget of the new phase. In addition, Maan Development Center will be closely monitoring the profits of the women-run school canteen business, encouraging the women to gain more profits, which will directly increase the income of the working women. In order to strengthen this component, Maan will contract 3 Field Workers who will be closely following up with the women centers and the consultants on increasing the profits. UN Women Field Coordinator will also provide support to this component.		Governance and planning (SPs before 2018)	Culture of results/RBM	Not applicable	Sustainability
SOCIALLY RESPONSIBLE WOMEN-RUN SCHOOL CANTEENS PROJECT: REPORT OF THE FINAL EVALUATION	Programme Evaluation	Arab States	Palestine	2012	Not Rated	Evaluation Recommendation or Issue 5: In conjunction with Recommendation 4, MoE and UN Women shoul...		Management Response: The new phase includes close monitoring of the food provided in the women-run school canteens, including daily, weekly and monthly reports to be elaborated by the Field Workers. Maan Development Center will be in charge of monitoring and updating the menu of the canteens, and a manual will be prepared, printed and distributed by the end of the programme, including lists of products to be offered in the canteens. The 3 Field Workers of Maan Development Center as well as field coordinators of MoE and UN Women will be continuously visiting the women centers and the school canteens in order to assure compliance with standards for variety and quality of food to be offered to students.		Governance and planning (SPs before 2018)	Operational activities	Not applicable	Sustainability
SOCIALLY RESPONSIBLE WOMEN-RUN SCHOOL CANTEENS PROJECT: REPORT OF THE FINAL EVALUATION	Programme Evaluation	Arab States	Palestine	2012	Not Rated	Evaluation Recommendation or Issue 6: The current phase?s management structure should be retained ...		Management Response: UN Women will recruit a Project Coordinator who will dedicate around 50% of her/his time to the programme. A full time M&E Officer will be contracted in the beginning of the first phase of the programme. The functions of Reporting Officer will be carried out by Programme Associate together with the Project Coordinator, the Reporting focal point at UN Women oPt and the Reporting Unit at UN Women HQ. In line with Recommendation 7, there is no need to augment UN Women?s field presence. capacity As regards Business Development Advisor, it was decided that Maan Development Center will contract a Subsidy Consultant who will be assessing the business models of each women center and providing advice on subsidy planning and sustainability of the women centers. The Consultant will work in cooperation with the Baseline and M&E Consultants. As for MoE, it was decided that there is a need for a full time Programme Manager (not 50% as recommended by the evaluation) in order to assure the high quality of implementation and follow up of the programme?s activities. In addition, a full time Field Coordinator will be contracted to coordinate the field activities under MoE components.		Governance and planning (SPs before 2018)	Not applicable	Capacity development	Efficiency
SOCIALLY RESPONSIBLE WOMEN-RUN SCHOOL CANTEENS PROJECT: REPORT OF THE FINAL EVALUATION	Programme Evaluation	Arab States	Palestine	2012	Not Rated	Evaluation Recommendation or Issue 7: Given the fact that UN Women operates under the NEX modality...		Management Response: As recommended, a significant level of implementation responsibility will be transferred to Maan Development Center in the new programme phase. In order to keep up with the new level of responsibility, Maan will guarantee the contracting of highly qualified staff with experience in gender and enterprise development by reflecting these requirements in the ToRs and post descriptions.		Governance and planning (SPs before 2018)	Not applicable	Capacity development	Efficiency
SOCIALLY RESPONSIBLE WOMEN-RUN SCHOOL CANTEENS PROJECT: REPORT OF THE FINAL EVALUATION	Programme Evaluation	Arab States	Palestine	2012	Not Rated	Evaluation Recommendation or Issue 8: The programme?s committees established under the current pha...		Management Response: In order to increase the effectiveness of the programme committees, new criteria for committees will be established, giving more responsibility to the committees. It has also been agreed among the partners to bring NRO Programme Advisor as well as the Deputy Ministry of Education and the MoE?s General Directors of Buildings and Finance and Administration onto the PSC as members.		Governance and planning (SPs before 2018)	Not applicable	Promoting inclusiveness/Leaving no one behind	Efficiency
SOCIALLY RESPONSIBLE WOMEN-RUN SCHOOL CANTEENS PROJECT: REPORT OF THE FINAL EVALUATION	Programme Evaluation	Arab States	Palestine	2012	Not Rated	Evaluation Recommendation or Issue 9: The PSC should meet at least once every two months or when n...		Management Response: The recommendation is taken into consideration for the new phase of the programme by increasing the frequency of the PSC meetings. As regards meeting minutes in English and Arabic, these will be taken by UN Women Programme Associate who, according to her/his ToR, will be fluent in both English and Arabic.		Governance and planning (SPs before 2018)	Operational activities	Internal coordination and communication	Efficiency
SOCIALLY RESPONSIBLE WOMEN-RUN SCHOOL CANTEENS PROJECT: REPORT OF THE FINAL EVALUATION	Programme Evaluation	Arab States	Palestine	2012	Not Rated	Evaluation Recommendation or Issue 10: The PSC members, particularly UN Women?s Head of Office and...		Management Response: The need for more field visits at the level of UN Women Special Representative and MoE?s General Director of School Health will be taken into consideration in the new phase of the programme and quarterly plans for field visits will be elaborated, starting from the academic year 2013/2014 when activities in the women-run school canteens will start to take place.		Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018)	UN Coordination	Promoting inclusiveness/Leaving no one behind	Efficiency, Impact
SOCIALLY RESPONSIBLE WOMEN-RUN SCHOOL CANTEENS PROJECT: REPORT OF THE FINAL EVALUATION	Programme Evaluation	Arab States	Palestine	2012	Not Rated	Evaluation Recommendation or Issue 11: In planning for and implementing capacity building: - ens...		Management Response: In the new phase of the programme, focus will be put on carrying out detailed and adequate needs assessment of the women centers in regard to capacity building, and the training programme and schedule will be tailored according to these needs. An additional budget will be foreseen for preparing and printing customized training materials for the trainees to be able to take these home. Training on gender, including training for programme field staff, will be provided by a trainer expert in gender issues, who will be contracted for this task. Maan will also include the MoE programme staff in the capacity building programme both as trainers and trainees, based on needs assessment and the capacities of the staff. Documentation and dissemination of good business practices will be strengthened through Maan Development Center newsletters in cooperation with MoE and UN Women. Additional efforts will be placed by MoE and UN Women to disseminate the good practices of the programme among their networks.		Governance and planning (SPs before 2018)	Not applicable	Capacity development	Efficiency
SOCIALLY RESPONSIBLE WOMEN-RUN SCHOOL CANTEENS PROJECT: REPORT OF THE FINAL EVALUATION	Programme Evaluation	Arab States	Palestine	2012	Not Rated	Evaluation Recommendation or Issue 12: The establishment of food production units at women?s cente...		Management Response: Establishment of food production units will continue in the new phase of the programme and will follow the recommendations of the needs assessment that will be conducted in the women centers at the beginning of the programme. An average of 5000$ was estimated as necessary for the establishment and upgrading of food production units based on the experience from the previous phase of the programme.		Women economic empowerment (SPs before 2018)	Not applicable	Not applicable	Sustainability
SOCIALLY RESPONSIBLE WOMEN-RUN SCHOOL CANTEENS PROJECT: REPORT OF THE FINAL EVALUATION	Programme Evaluation	Arab States	Palestine	2012	Not Rated	Evaluation Recommendation or Issue 13: During the implementation of the next phase of the programm...		Management Response: A Subsidy Consultant will be contracted in order to assess the business practices of the women centers and conduct a research which will serve as a basis for discussion between UN Women and MoE regarding canteen lease fees and the overall sustainability of the programme.		Governance and planning (SPs before 2018)	Culture of results/RBM, Not applicable	Knowledge management	Effectiveness, Efficiency
SOCIALLY RESPONSIBLE WOMEN-RUN SCHOOL CANTEENS PROJECT: REPORT OF THE FINAL EVALUATION	Programme Evaluation	Arab States	Palestine	2012	Not Rated	Evaluation Recommendation or Issue 14: UN Women should plan for exit within a maximum of four year...		Management Response: In the new phase of the programme, focus will be set on capacity building of the women centers in order to build permanent capacity within the centers and in this way guarantee the sustainability of the business practices and the women centers. The food production units will also serve as a basis for sustainability by diversifying the business model of the women centers and creating new type of access to the market. On the other hand, efforts on mobilizing the community support will also contribute to the success of the women centers as catering services might be provided to events within, and even outside of the community. Finally, a strategic plan will be elaborated by MoE for replicating the women-run school canteens model at national level. This plan will be based on the research elaborated by the Subsidy Consultant on the schedule and planning of canteen lease fees.		Governance and planning (SPs before 2018)	Culture of results/RBM		Sustainability, Impact, Not applicable
UN Joint Programme on Gender Equality and Women's Empowerment Evaluation	Programme Evaluation	East and Southern Africa	Ethiopia	2013	Not Rated	Design of JP Phase II to employ a Participatory ?Programme? Planning Approach and builds on Lessons ...		It is agreed that JP Phase II should be fully participatory; to an even greater extent than Phase I. Although efforts were taken already during Phase I to make the programme participatory, this will be further strengthened for phase II. Actions have been already been taken to strengthen the results framework the phase two programme document		Governance and planning (SPs before 2018)	Culture of results/RBM, Not applicable	Capacity development	Effectiveness, Efficiency, Relevance
UN Joint Programme on Gender Equality and Women's Empowerment Evaluation	Programme Evaluation	East and Southern Africa	Ethiopia	2013	Not Rated	The Results Framework for Phase II to be improved through establishing logical linkages between obje...		Partly agree, the Result and resource frame work has been improved in the phase two of the JPGEWE, with clear logical linkages between the objective hierarchies and with objectively verifiable indicators. However, we need to invest more resources on collecting baseline data and identifying indicators		Governance and planning (SPs before 2018)	Culture of results/RBM, Not applicable	Capacity development	Effectiveness, Efficiency, Relevance
UN Joint Programme on Gender Equality and Women's Empowerment Evaluation	Programme Evaluation	East and Southern Africa	Ethiopia	2013	Not Rated	Create a Central Programme Coordination Unit (CPCU) under UN Women to ensure adequate capacity to co...		Not agree to the recommendation, however, it was proposed by the PMC that capacity strengthening could be considered at three levels, i.e. at MoWCYA ,Regional implementing partners and at UN Women level , where national UNVs could be considered to fill the capacity gap		Governance and planning (SPs before 2018)	Culture of results/RBM, Not applicable	Not applicable, Internal coordination and communication	Effectiveness, Efficiency, Relevance
UN Joint Programme on Gender Equality and Women's Empowerment Evaluation	Programme Evaluation	East and Southern Africa	Ethiopia	2013	Not Rated	Build capacities for Results Based Management (RBM) for all key stakeholders and in particular CPCU ...		These recommendations are taken on board and will be further discussed within Implementing partner?s capacity development needs, which will be communicated to the PMC by UN Women with inputs from the TWG. This has been one of the areas of intervention during the JPGEWE phase 1, where the capacity of implementing partners (IPs) has been developed to provide gender sensitive services to the target group(s). In addition, MoFED will be undertaking series of RBM trainings based on the ongoing needs assessment in collaboration with civil service college in consultation with IPs, over the four years period of the JPGEWE phase 2		Governance and planning (SPs before 2018)	Culture of results/RBM, Not applicable	Not applicable, Internal coordination and communication	Effectiveness, Efficiency, Relevance
UN Joint Programme on Gender Equality and Women's Empowerment Evaluation	Programme Evaluation	East and Southern Africa	Ethiopia	2013	Not Rated	Enhanced and joint Resource Mobilization under the leadership of the MoFED and the UN Resident Coord...		Agree with the recommendation, during phase one, the lack of coordinated and standard resource mobilization strategy for the different programmes was a challenge that need to improve in phase 2. To this effect, a draft strategy is being developed by UN agencies under the leadership of MOFED in consultation with UNCT. Efforts will be made to ensure that the strategy takes into consideration the scarce resources available to implement the JP-GEWE		Governance and planning (SPs before 2018)	Not applicable	Not applicable	Efficiency
UN Joint Programme on Gender Equality and Women's Empowerment Evaluation	Programme Evaluation	East and Southern Africa	Ethiopia	2013	Not Rated	Establish, operationalize and maintain an efficient Management Information System (MIS) for the JP		Agree with the recommendation in principle. However, it should not be limited to the JP. There has been effort to set up a (MIS) within MoWCYA, during JPGEWE Phase one, which will be further strengthened to be fully functional		Governance and planning (SPs before 2018)	Not applicable	Knowledge management	Efficiency
UN Joint Programme on Gender Equality and Women's Empowerment Evaluation	Programme Evaluation	East and Southern Africa	Ethiopia	2013	Not Rated	Strengthen coordination & management by replicating the federal level coordinating mechanisms at reg...		Agree with the recommendation in replicating the federal level coordinating mechanism at woreda and regional levels. Though the mechanism exists at the federal level, it is not regularly adhered to, even though key actions have been taken by the PMC and HoAs over the past two years of the JPGEWE Phase one (minutes of PMC and HoAs available up on request)		Governance and planning (SPs before 2018)	Not applicable	Not applicable, Internal coordination and communication	Effectiveness
UN Joint Programme on Gender Equality and Women's Empowerment Evaluation	Programme Evaluation	East and Southern Africa	Ethiopia	2013	Not Rated	Enhance multi-sector collaboration and action to achieve the JP results		There is an agreement with the recommendation to enhance multi-sectoral collaboration and action to achieve the JP results		Governance and planning (SPs before 2018)	Partnership	Not applicable, Promoting inclusiveness/Leaving no one behind, Internal coordination and communication	Effectiveness, Efficiency
UN Joint Programme on Gender Equality and Women's Empowerment Evaluation	Programme Evaluation	East and Southern Africa	Ethiopia	2013	Not Rated	A standardized, clear and transparent beneficiary selection criteria/ procedure targeting the ?poore...		Agree with the recommendation provided that the basic principles, minimum standards and model guidelines could be agreed on at federal level since each region is mandated to develop its selection criteria based on the local context of the region and their own operation modality and strategies		Governance and planning (SPs before 2018)	Operational activities	Not applicable	Effectiveness, Relevance
UN Joint Programme on Gender Equality and Women's Empowerment Evaluation	Programme Evaluation	East and Southern Africa	Ethiopia	2013	Not Rated	Expanding capacity development and business development support to women engaging in income generati...		Agree with the recommendation, This is one of the core activities under output 1 ?women economic empowerment programme which will continue in the second phase of the JPGEWE		Women economic empowerment (SPs before 2018)	Operational activities	Capacity development	Effectiveness, Relevance
UN Joint Programme on Gender Equality and Women's Empowerment Evaluation	Programme Evaluation	East and Southern Africa	Ethiopia	2013	Not Rated	Develop and Enforce a common/standard and legally binding credit delivery system		Partly agree with the recommendation in having legally binding credit delivery system. However, each region should explore what works best for them		Not applicable	Operational activities	Advocacy	Efficiency
UN Joint Programme on Gender Equality and Women's Empowerment Evaluation	Programme Evaluation	East and Southern Africa	Ethiopia	2013	Not Rated	Considering complementary among programme Outputs while targeting beneficiaries for synergistic effe...		There is partial agreement with this recommendation. The design of the programme has reflected conceptual and logical linkages between the four outputs. However, at implementation level the linkages were not fully considered/realized			Culture of results/RBM	Not applicable	Effectiveness, Efficiency, Not applicable
UN Joint Programme on Gender Equality and Women's Empowerment Evaluation	Programme Evaluation	East and Southern Africa	Ethiopia	2013	Not Rated	Forge Private/Public Sector Partnerships to Fund Tutorial Classes		Partially agree with the recommendation since it has a sense of building partnership with private and public sectors to promote girls? education; however, this effort should not be exclusive to the tutorial support. As stated in official documents, provision of tutorial support for students appears part of the education system though its delivery is not organized and institutionalized. Thus, more importantly and for sustaining the benefits and provision of tutorial support for girls, institutionalizing it in schools and higher institutions is essential. This could support the majority of rural girls who are devoid of private sector support		Governance and planning (SPs before 2018)	Partnership		Effectiveness, Not applicable
UN Joint Programme on Gender Equality and Women's Empowerment Evaluation	Programme Evaluation	East and Southern Africa	Ethiopia	2013	Not Rated	Enhance the application of the Gender Mainstreaming Tools for the Gender Machinery and training for ...		Although this is one of the core mandates of MoWCYA, the JPGEWE is leveraging the capacity of the Ministry to fulfill its mandate		Governance and planning (SPs before 2018)	UN Coordination, Culture of results/RBM	Not applicable, Promoting inclusiveness/Leaving no one behind	Gender equality
UN Joint Programme on Gender Equality and Women's Empowerment Evaluation	Programme Evaluation	East and Southern Africa	Ethiopia	2013	Not Rated	Enforce the Implementation of the ?Levelling Tool? to enhance accountability for delivering on gende...		Agree with the recommendation. The tool has been developed with the financial support from JP phase 1 and therefore we would like to see the application of this accountability tool by the Ministry to hold other sectors responsible for the performance on gender equality and the empowerment of women		Governance and planning (SPs before 2018)	UN Coordination, Culture of results/RBM	Capacity development	Gender equality
UN Joint Programme on Gender Equality and Women's Empowerment Evaluation	Programme Evaluation	East and Southern Africa	Ethiopia	2013	Not Rated	Establish and strengthen working relationship between CBOs, LNGOs and the local justice system towar...		Do not agree with the recommendations and the analysis made on page 39 in relation to CSOs, because local NGOs are not prohibited to work on women's human rights. According to government law, it is the International CSOs that are prohibited to work on rights issues. In addition, it was the government's decision to make use of already existing government IPs and structures as it reduce transaction and related cost. Engaging CSOs as IPs would result in the situation whereby most of the limited resources for programme will be consumed by over head costs		Governance and planning (SPs before 2018)	Partnership, Youth engagement	Capacity development, Advocacy	Gender equality
EVAW Thematic Evaluation MCO Maghreb	Thematic Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2014	Satisfactory	Continuer l’accompagnement des Etats concernés pour réussir leur chantier structurant et honorer leu...		Appui au renforcement du cadre législatif et des mécanismes nationaux	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
EVAW Thematic Evaluation MCO Maghreb	Thematic Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2014	Satisfactory	Capitaliser sur les acquis de l’expérience d’appui - Capitaliser sur les projets et programmes appuy...		Renforcer le partenariat avec les institutions nationales clefs, notamment à travers la capitalisation sur les expériences précédentes.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
EVAW Thematic Evaluation MCO Maghreb	Thematic Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2014	Satisfactory	Consolider la stratégie de LCVFF en combinant entre la dimension légale, le renforcement des capacit...		Renforcer les actions de sensibilisation auprès du grand public	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
EVAW Thematic Evaluation MCO Maghreb	Thematic Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2014	Satisfactory	Favoriser, à l’aide des NTIC, la synergie entre les acteurs et le développement des communautés de p...		Utilisation des nouvelles technologies de l’information et de la communication pour faciliter le partage des connaissances, et l’échange entre les avocats de l’égalité	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
EVAW Thematic Evaluation MCO Maghreb	Thematic Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2014	Satisfactory	ONU Femmes appui la pérennité de la LCVFF – Soutenir la création d’ un fonds de subvention au prof...		Appui à la prise en charge des survivantes de violences	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
EVAW Thematic Evaluation MCO Maghreb	Thematic Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2014	Satisfactory	Mise en place d’un programme de renforcement des capacités et d’accompagnement des associations loca...		Appui aux associations des droits des femmes pour l’accompagnement des associations de développement local	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
EVAW Thematic Evaluation MCO Maghreb	Thematic Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2014	Satisfactory	Appui aux acteurs du pouvoir législatif et des ceux des collectivités locale : des programmes spécif...		Appui au groupe des parlementaires pour l’égalité et la lutte contre toutes les formes de discriminations	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
EVAW Thematic Evaluation MCO Maghreb	Thematic Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2014	Satisfactory	La Responsabilité Sociale de l’entreprise et la lutte contre la violence de genre		Partenariat avec la société de transport commun urbain ALSA à Marrkech	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
EVAW Thematic Evaluation MCO Maghreb	Thematic Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2014	Satisfactory	ONU Femmes au cœur de l’action du système Onusien		mise en œuvre d’actions conjointes en matière de lutte contre la violence basée sur le genre	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
EVAW Thematic Evaluation MCO Maghreb	Thematic Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2014	Satisfactory	Le bureau multi-pays est appelé à renforcer l'aspect communication afin d’assurer la cohésion au sei...		Mise en place de mesures pour renforcer la communication interne et externe	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
EVAW Thematic Evaluation MCO Maghreb	Thematic Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2014	Satisfactory	Un système de suivi et d’évaluation efficace		L’ONU Femmes dispose d’un système adéquat de suivi et d’évaluation, cependant certains aspects sont à renforcer	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
EVAW Thematic Evaluation MCO Maghreb	Thematic Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2014	Satisfactory	Procéder à des exercices d’évaluabilité des stratégies et des programmes au moment de la planificati...		Conduite d’un exercice d’évaluabilité des stratégies et programmes selon les fonds disponibles	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final Evaluation of the project Cultural Heritage and Creative Industries as Vehicles for Development in Morocco	Regional Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2012	Not Rated	Recommendation 5 : Extension and duplication		Development of the project ?Support to a local planning that is gender sensitive and incorporates adaptation to climate change concerns in Morocco? in the rural mountainous and oasis regions that are most vulnerable to climate change negative impacts in Morocco		Not applicable	Not applicable	Not applicable	Not applicable
MultiSectoral Programme for the Fight Against Gender Based Violence Through the Empowerment of Women and Girls in Morocco	Regional Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)		Not Rated	Recommendation 1 (R1): Create a joint ministerial and multisectoral platform		Development of a coordination framework in terms of EVAW and economic empowerment of women	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
MultiSectoral Programme for the Fight Against Gender Based Violence Through the Empowerment of Women and Girls in Morocco	Regional Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)		Not Rated	Recommendation 11 (R11): In terms of management; strengthen capacities of partners		Strengthening capacities of Ministry of Justice staff on RBM	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Building capacities for Gender Equality in Governance and Protection of Women Rights in Sudan 2008-2011	Programme Evaluation	East and Southern Africa	Sudan	2012	Not Rated	Strengthen UN-Women Leadership in Sudan and South Sudan by fast tracking the following planned initi...		Recommendation is acceptable		Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	Not applicable	Internal coordination and communication	Efficiency
Building capacities for Gender Equality in Governance and Protection of Women Rights in Sudan 2008-2011	Programme Evaluation	East and Southern Africa	Sudan	2012	Not Rated	II. Decentralize financial management; each office to be supported with a Finance Officer with the ...		The recommendation is accptable		Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	Not applicable	Internal coordination and communication	Efficiency
Building capacities for Gender Equality in Governance and Protection of Women Rights in Sudan 2008-2011	Programme Evaluation	East and Southern Africa	Sudan	2012	Not Rated	III. Organize partners? forum to share UN-Women mandate and discuss partners? concerns and prioriti...		Recommendation is acceptable		Governance and planning (SPs before 2018)	UN Coordination, Not applicable	Capacity development, Knowledge management	Effectiveness, Efficiency, Sustainability
Building capacities for Gender Equality in Governance and Protection of Women Rights in Sudan 2008-2011	Programme Evaluation	East and Southern Africa	Sudan	2012	Not Rated	IV. Utilize the evaluation findings to develop partnership strategy for the new program plan. The s...		Recomendation is acceptable		Governance and planning (SPs before 2018)	Partnership	Not applicable, Advocacy	Effectiveness, Efficiency
Building capacities for Gender Equality in Governance and Protection of Women Rights in Sudan 2008-2011	Programme Evaluation	East and Southern Africa	Sudan	2012	Not Rated	V. Recruit adequate staff to support operations at country office.		Recommendation accepted		Not applicable	Not applicable	Not applicable	Sustainability
Building capacities for Gender Equality in Governance and Protection of Women Rights in Sudan 2008-2011	Programme Evaluation	East and Southern Africa	Sudan	2012	Not Rated	VI. Train staff on RBM to enhance program planning and monitoring and roll out training to partners...		Agree with the recommendation		Not applicable	Culture of results/RBM	Capacity development	Effectiveness
Building capacities for Gender Equality in Governance and Protection of Women Rights in Sudan 2008-2011	Programme Evaluation	East and Southern Africa	Sudan	2012	Not Rated	VII. Provide guidelines for review and adaptation of long term plans that are matched with supporti...		Agreed with the recommendation		Peace and security (SPs before 2018)	Operational activities	Capacity development	Effectiveness
Building capacities for Gender Equality in Governance and Protection of Women Rights in Sudan 2008-2011	Programme Evaluation	East and Southern Africa	Sudan	2012	Not Rated	Strengthen the Capacity of the Respective Ministries of Gender i.e. MoGCSW and MoWSS in the Two Coun...		The recommendation is acceptable		Governance and planning (SPs before 2018)	Operational activities, Not applicable	Capacity development	Sustainability, Gender equality
Building capacities for Gender Equality in Governance and Protection of Women Rights in Sudan 2008-2011	Programme Evaluation	East and Southern Africa	Sudan	2012	Not Rated	Revise partnership model between UN-Women and the two Ministries with long term programmes that sup...		The recommendation is acceptable		Governance and planning (SPs before 2018)	UN Coordination, Partnership	Not applicable	Gender equality
Building capacities for Gender Equality in Governance and Protection of Women Rights in Sudan 2008-2011	Programme Evaluation	East and Southern Africa	Sudan	2012	Not Rated	Develop coordination mechanisms for collaboration with UN Agencies, line ministries and CSOs. MoGCS...		UN WOMEN will lead the Gender Thematic Group of the UNCT and is part of the Gender Forum that is initiated as part of the UN WOMEN support to the Ministry of Social Security and Welfare. UN Women will also have monthly meetings with the Minister responsible for gender. The Deputy Representative will chair and coordinate the Gender Theme Group and the Country Representative will meet monthly with the Minister. A civil society advisory group for UN Women is to be set up.		Governance and planning (SPs before 2018)	UN Coordination, Partnership	Internal coordination and communication	Effectiveness
Building capacities for Gender Equality in Governance and Protection of Women Rights in Sudan 2008-2011	Programme Evaluation	East and Southern Africa	Sudan	2012	Not Rated	UN Women should build on its success and achievements working with the National Elections Commissio...		Agree with the recommendation		Governance and planning (SPs before 2018)	UN Coordination	Capacity development	Gender equality
Building capacities for Gender Equality in Governance and Protection of Women Rights in Sudan 2008-2011	Programme Evaluation	East and Southern Africa	Sudan	2012	Not Rated	UN-Women should continue its support for the Directorate of Women Affairs in Sudan to strengthen the...		Recommendation is accepted		Governance and planning (SPs before 2018)	UN Coordination	Capacity development	Gender equality
Building capacities for Gender Equality in Governance and Protection of Women Rights in Sudan 2008-2011	Programme Evaluation	East and Southern Africa	Sudan	2012	Not Rated	Build Capacity of Women Organizations for Implementation Develop guidelines, tool kits and oth...		Recommendation is accepted		Governance and planning (SPs before 2018)	UN Coordination, Not applicable	Capacity development, Internal coordination and communication	Efficiency, Gender equality
Building capacities for Gender Equality in Governance and Protection of Women Rights in Sudan 2008-2011	Programme Evaluation	East and Southern Africa	Sudan	2012	Not Rated	Revise disbursement plans to provide longer term funding to support program and not short term proje...		Not fully accepted		Governance and planning (SPs before 2018)	Not applicable	Not applicable	Efficiency
Building capacities for Gender Equality in Governance and Protection of Women Rights in Sudan 2008-2011	Programme Evaluation	East and Southern Africa	Sudan	2012	Not Rated	III. Focus on fewer partners with longer term comprehensive programme support		Recommendation acceptable		Governance and planning (SPs before 2018)	Not applicable	Not applicable	Efficiency
Building capacities for Gender Equality in Governance and Protection of Women Rights in Sudan 2008-2011	Programme Evaluation	East and Southern Africa	Sudan	2012	Not Rated	Develop guidelines for partner project implementation.		Recommendation is acceptable		Governance and planning (SPs before 2018)	Not applicable	Not applicable	Efficiency
Building capacities for Gender Equality in Governance and Protection of Women Rights in Sudan 2008-2011	Programme Evaluation	East and Southern Africa	Sudan	2012	Not Rated	Organize partners? orientation for new partners to clarify approaches, strategies, tools and methodo...		Recommendation accepted		Governance and planning (SPs before 2018)	Partnership, Not applicable	Not applicable	Efficiency
Building capacities for Gender Equality in Governance and Protection of Women Rights in Sudan 2008-2011	Programme Evaluation	East and Southern Africa	Sudan	2012	Not Rated	Develop institutional capacity building strategy to address partner needs. It is recommended that su...		Recommendation is acceptable		Governance and planning (SPs before 2018)	Operational activities, Not applicable	Capacity development	Effectiveness, Efficiency, Impact
Building capacities for Gender Equality in Governance and Protection of Women Rights in Sudan 2008-2011	Programme Evaluation	East and Southern Africa	Sudan	2012	Not Rated	Improve monitoring and evaluation through development of a strategy and framework jointly with partn...		Recommendation accepted		Governance and planning (SPs before 2018)	Partnership, Culture of results/RBM	Capacity development	Effectiveness, Efficiency, Impact
Building capacities for Gender Equality in Governance and Protection of Women Rights in Sudan 2008-2011	Programme Evaluation	East and Southern Africa	Sudan	2012	Not Rated	Engage strategically in inter-agency work to raise profile and credibility of UN-Women. Collabora...		Recommendation accepted		Governance and planning (SPs before 2018)	UN Coordination	Internal coordination and communication	Effectiveness, Efficiency
Building capacities for Gender Equality in Governance and Protection of Women Rights in Sudan 2008-2011	Programme Evaluation	East and Southern Africa	Sudan	2012	Not Rated	Engage UNCT structures e.g. UN Coordination Group on joint gender programmes, UN Agencies and Donor ...		Recommendation accepted		Governance and planning (SPs before 2018)	UN Coordination	Internal coordination and communication	Effectiveness, Efficiency
Building capacities for Gender Equality in Governance and Protection of Women Rights in Sudan 2008-2011	Programme Evaluation	East and Southern Africa	Sudan	2012	Not Rated	Provide leadership on UN, Government, CSO gender coordination mechanisms to strengthen collaboration...		Recommendation accepted		Governance and planning (SPs before 2018)	UN Coordination, Partnership	Internal coordination and communication	Effectiveness, Efficiency
Building capacities for Gender Equality in Governance and Protection of Women Rights in Sudan 2008-2011	Programme Evaluation	East and Southern Africa	Sudan	2012	Not Rated	Continue to engage donors in UN-Women events and meetings to maintain donor interest.		Recommendation accepted		Governance and planning (SPs before 2018)	UN Coordination, Partnership	Not applicable, Advocacy	Effectiveness, Efficiency
Building capacities for Gender Equality in Governance and Protection of Women Rights in Sudan 2008-2011	Programme Evaluation	East and Southern Africa	Sudan	2012	Not Rated	Continue to Support This Core Group of Women Parliamentarians Develop a broader programme to pro...		Recommendation accepted		Leadership and political participation (SPs before 2018)	UN Coordination, Not applicable	Not applicable, Advocacy	Effectiveness, Efficiency, Gender equality
Building capacities for Gender Equality in Governance and Protection of Women Rights in Sudan 2008-2011	Programme Evaluation	East and Southern Africa	Sudan	2012	Not Rated	Engage women parliamentarians in developing strategies for effective legal reform, e.g. Child Act in...		Recommendation accepted		Leadership and political participation (SPs before 2018)	UN Coordination, Not applicable	Not applicable, Advocacy	Effectiveness, Efficiency, Gender equality
Mid Term Eval 1325 Western Balkans	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2012	Not Rated	The Project Advisory Board contemplated by the Project document should not now be established.		Agreed. Potential revisions to the framework supporting the project are contemplated through the 16 November 2010 grant letter (RFR-10/0060) from the Royal Minister of Foreign Affairs, Kingdom of Norway to UNIFEM-part of UN Women). In this regard, section 2 of the grant letter states, any deviation from the activities, time frame and/or budget specified in the approved project document is to be brought to the MFA?s attention immediately.? The project will submit a formal request to Royal Minister of Foreign Affairs, Kingdom of Norway to not establish a Project Advisory Board (in accordance with the oral agreement by the Norwegian Ministry of Foreign Affairs that a Project Advisory Board was not necessary).		Governance and planning (SPs before 2018)	UN Coordination	Not applicable	Effectiveness
Mid Term Eval 1325 Western Balkans	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2012	Not Rated	The new log-frame should be formally incorporated into the Project document.		Accepted. The revised log-frame will be formally incorporated into the project document. The project monitoring function has already been strengthened through a revised log-frame, the only outstanding issue in this regard is the formal incorporation of same into the project document.		Governance and planning (SPs before 2018)	Culture of results/RBM	Not applicable	Effectiveness
Mid Term Eval 1325 Western Balkans	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2012	Not Rated	There should be increased attention to regional dimensions of the Project (Output 3) which might in...		Accepted although it should be reminded that the project was designed to facilitate results at both the national and the regional level and it has done just that. That said, project management and the SRO agree as to the importance of achieving results on the regional level through the establishment / empowerment of structures to forward the women, peace and security agenda in the Western Balkan sub-region.		Governance and planning (SPs before 2018)	UN Coordination	Knowledge management	Efficiency
Mid Term Eval 1325 Western Balkans	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2012	Not Rated	The Project should look to work with partners with more resources ? to build on UN Women?s leading ...		Accepted with reservations. The UNSCR 1325 Project has diversified its donor base while strengthening successful partnerships from previous Western Balkan UN Women projects on women, peace and security in Kosovo and Bosnia and Herzegovina (mostly with the CSOs, GEMs, the police and judiciary). The project has also established new civil society and governmental (including with the ministries of defense, security and/or interior, and those in charge of issues related to refugees and IDPs, refugees, and human rights) partnerships. In addition, the Project has strengthened cooperative efforts with the UN (in particular, with a new 2012 UNDP regional gender and security sector reform project in the Western Balkans). The UNSCR 1325 Project is working within an environment that is occupied by a significant number of national and international stakeholders working on peace and security (based on the country and regional levels in the Western Balkans). UN Women will seek an additional partnership opportunity with OSCE. In addition, as not all security actors have mainstreamed gender into their plans, strategies and operations, this is one area where UN Women shows continuing potential for strengthened impact.		Governance and planning (SPs before 2018)	UN Coordination, Partnership	Not applicable, Advocacy, Internal coordination and communication	Effectiveness
Mid Term Eval 1325 Western Balkans	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2012	Not Rated	The potential for enhancing project objectives through the UPR should be examined in some depth.		This recommendation is accepted. To this end, the 2013 work plan of the UNSCR 1325 Project will be informed by the following United Nations Human Rights Commission, Universal Periodic Review documents: (i) A/HRC/14/16/Add.1 (10 June 2010), Report of the Working Group on the Universal Periodic Review, Bosnia and Herzegovina, Addendum, Views on Conclusions and/or Recommendations, Voluntary Commitments and Replies Presented by the State Under Review; (ii) A/HRC/12/15/Add.1 (16 September 2009) Report of the Working Group on the Universal Periodic Review, The former Yugoslav Republic of Macedonia, Addendum, Views on Conclusions and/or Recommendations, Voluntary Commitments and Replies Presented by the State Under Review; and (iii) A/HRC/10/78/Add.1 18 March 2009, Report of the Working Group on the Universal Periodic Review*, Serbia, Addendum, Views on Conclusions and/or Recommendations, Voluntary Commitments and Replies Presented by the State Under Review.		Governance and planning (SPs before 2018)	Culture of results/RBM	Advocacy	Effectiveness
Mid Term Eval 1325 Western Balkans	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2012	Not Rated	UN Women should clarify for Project staff and UN Women leadership at the country level its strategy ...		This recommendation is not accepted. A wide range of partnerships form the foundation of all aspects of UN Women?s work. UN Women partners include donors, national women?s machineries, the private sector, civil society, national committees and goodwill ambassadors. Having a broad array of partners who make distinct contributions fosters a widely shared commitment to upholding women?s human rights. This translates into stronger capacities for action, including through sustainable coalitions that accelerate progress towards gender equality. Civil society organizations (CSOs) are primary partners of UN Women and serve as valuable links to civil society. CSOs are indispensable partners for UN Women efforts at the country level. They are consulted on UN Women policy and programme matters. The importance of CSOs to UN Women was most recently reflected in 2012 with the establishment of UN Women Civil Society Advisory Groups at the global, regional and national levels. These bodies will play an important consulting role, providing strategic perspectives on advocacy on gender equality and women?s empowerment and on UN Women?s thematic priorities. They will also help strengthen UN Women?s engagement and partnerships with civil society at all levels.		Governance and planning (SPs before 2018)	Not applicable	Capacity development, Internal coordination and communication	Efficiency, Gender equality
Mid Term Eval 1325 Western Balkans	Programme Evaluation	Europe and Central Asia	Bosnia Herzegovina	2012	Not Rated	UN Women should also develop guidelines to clarify the respective roles and accountabilities of regi...		This recommendation is not accepted. Through the development of detailed terms of reference, UN Women provides considerable clarity to the respective roles and accountabilities of regional project and country office staff. In addition, any concern as to the potential for overlapping roles/accountabilities is resolved through: (i) internal Country Office management/staff discussions that occur during regular communication and information exchange/updates (staff meetings); and/or (ii) guidance that is provided by the CSEE Regional Programme Director. With due respect, this recommendation seems to be a speculative exercise on the part of the consultant as, when examining same within the UNSCR 1325 Project, the consultant found, The Project reporting lines are clear. However, the ?Head of (Project) Office? in each focus country of the 1325 Project has responsibility and is accountable to UN Women HQ for the general performance of the organisation within the country. In-country partners of the regional project may also work with the ?country office? and there is obvious potential for overlap and disagreement. To date there have been few practical difficulties, largely because both country and regional personnel communicate effectively and issues are openly debated and resolved. On the ground, individuals are working through the issues effectively, challenging though they sometimes are.		Governance and planning (SPs before 2018)	Not applicable	Internal coordination and communication	Efficiency, Gender equality
Cultural Heritage and Creative Industries as Vehicles for Development in Morocco	Regional Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)		Not Rated	Recommendation 5 : Extension and duplication		Development of the project ?Support to a local planning that is gender sensitive and incorporates adaptation to climate change concerns in Morocco? in the rural mountainous and oasis regions that are most vulnerable to climate change negative impacts in Morocco	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
MultiSectoral Programme for the Fight Against GBV Through the Empowerment of Women and Girls in Morocco	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2012	Not Rated	Recommendation 1 (R1): Create a joint ministerial and multisectoral platform		Development of a coordination framework in terms of EVAW and economic empowerment of women		Governance and planning (SPs before 2018)	UN Coordination	Not applicable	Not applicable
MultiSectoral Programme for the Fight Against GBV Through the Empowerment of Women and Girls in Morocco	Programme Evaluation	Arab States	Multi-Country Office for the Maghreb (Morocco)	2012	Not Rated	Recommendation 11 (R11): In terms of management: strengthen capacities of partners		Strengthening capacities of Ministry of Justice staff on RBM		Not applicable	Not applicable	Capacity development	Not applicable
Partnership for Equality and Capacity Enhancement (PEACE): Towards Implementation of UNSCRs 1325 and 1820 Project	Programme Evaluation	Asia and the Pacific	Nepal	2012	Not Rated	Involve key stakeholders in every step of project design to gain their support during project implem...		Partially accepted (UN Women in all its projects has been deliberately including systematic consultations with key stakeholders).		Governance and planning (SPs before 2018)	UN Coordination, Partnership	Capacity development	Effectiveness, Efficiency
Partnership for Equality and Capacity Enhancement (PEACE): Towards Implementation of UNSCRs 1325 and 1820 Project	Programme Evaluation	Asia and the Pacific	Nepal	2012	Not Rated	Simplify internal administrative and operational procedures to avoid implementation delays.		Accepted		Not applicable	Not applicable	Not applicable	Efficiency
Partnership for Equality and Capacity Enhancement (PEACE): Towards Implementation of UNSCRs 1325 and 1820 Project	Programme Evaluation	Asia and the Pacific	Nepal	2012	Not Rated	Establish a realistic and workable project coordination mechanism. The High Level Steering Committee...		Partially Accepted (The HLSC despite its demanding schedule was able to facilitate Cabinet approval for the National Action Plan on UNSCR 1325 and 1820).		Governance and planning (SPs before 2018)	UN Coordination	Not applicable	Effectiveness
Partnership for Equality and Capacity Enhancement (PEACE): Towards Implementation of UNSCRs 1325 and 1820 Project	Programme Evaluation	Asia and the Pacific	Nepal	2012	Not Rated	Simplify internal administrative and operational procedures to avoid implementation delays.		Accepted		Not applicable	Not applicable	Not applicable	Efficiency
Partnership for Equality and Capacity Enhancement (PEACE): Towards Implementation of UNSCRs 1325 and 1820 Project	Programme Evaluation	Asia and the Pacific	Nepal	2012	Not Rated	Encourage collaboration and coordination among implementing partners in planning, designing and impl...		Partially accepted		Governance and planning (SPs before 2018)	UN Coordination, Partnership	Knowledge management	Efficiency
Evaluation of Liberia JP for GE and Women's Economic Empowerment	Programme Evaluation	West and Central Africa	Liberia	2013	Not Rated	Follow up follow-up programming to GEWEE should continue to ensure work at two levels: National / P...		Recommendation is accepted and the Ministry of Gender and Development and UN Women will develop a Gender Sector Support Programme, in coordination with civil society and in follow up to JP GEWEE. This programme will form a part of the UN One Gender Framework and provide institutional and technical support for the Government of Liberia and civil society in ensuring the implementation and tracking of the National Gender Policy in Liberia.		Women economic empowerment (SPs before 2018)	UN Coordination	Capacity development, Not applicable, Advocacy	Gender equality
Evaluation of Liberia JP for GE and Women's Economic Empowerment	Programme Evaluation	West and Central Africa	Liberia	2013	Not Rated	At the community level, future programming should focus on ensuring joint delivery of a comprehensi...		Recommendation is accepted and appreciated. All efforts will be made to ensure that follow up programming to GEWEE (whether in a joint programme or in programming implemented by single agencies) will involve a more holistic approach to delivery, taken into account stronger coordination at the community level with stakeholders and ensuring joint delivery of a comprehensive, sequenced ?package? of core interventions to support women?s economic and social empowerment.		Women economic empowerment (SPs before 2018)	UN Coordination	Capacity development, Not applicable, Advocacy	Gender equality
Evaluation of Liberia JP for GE and Women's Economic Empowerment	Programme Evaluation	West and Central Africa	Liberia	2013	Not Rated	Follow up programming on gender equality and women?s empowerment should be designed, structured and ...		Recommendation accepted and will be pursued with the UN Country Team in the development of the second phase of the programming and in looking at the implementation of the UNDAF (2013 ? 2017)		Women economic empowerment (SPs before 2018)	UN Coordination	Capacity development, Not applicable, Advocacy	Gender equality
Evaluation of ECOWAS VAW Programme	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)		Not Rated	SIERRA LEONE: UNW should undertake more substantive monitoring and follow up of field implementation...		UNW takes note of the recommendations for its field projects and programmes and will work closely with partners to the best implement the specific and applicable recommendation for ongoing and future implementation. Unfortunately not all UNW offices in the sub region have programme staff responsible for M&E. However the SRO and HQ will provide guidelines for ME	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of ECOWAS VAW Programme	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)		Not Rated	SIERRA LEONE: UNW should write a firm and concerned letter to MSWGCA asking that immediate action is...		UNW takes note of the recommendation and action will be taken not only to finalise the rehabilitation but ensure that the centre is operational	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of ECOWAS VAW Programme	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)		Not Rated	WARO: The overarching recommendation is that UNW should pursue the VAW programme, and continue prior...		UNW WARO will design a programme based on learning from the ECOWAS regional evaluation to specifically address cross border aspects of VAW. SRO is decentralizing powers to offices of Liberia, Sierra Leone, Mali, Nigeria and Cote d'Ivoire, so clear roles and responsilbities will be defining to promote programme leadership at country level. The new programme will also include learning from the successful Trust Fund or Fund for gender equality projects in Country office reports.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of ECOWAS VAW Programme	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)		Not Rated	WARO: UNW, IT Coop and other donors committed to EVAW should cooperate in strengthening and expandin...		UNW takes note of the recommendation and will work as much as possible to coordinate work with other UN Agencies for resources optimization and synergies. Build constituencies and capitalize on the existence of gender advisors/focal points through the UN System.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of ECOWAS VAW Programme	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)		Not Rated	WARO: UNW HQ and SRO should coordinate to provide high-level leveraging towards policy and programma...		UNW takes note of the recommendation and would like to observe that its engagement with the ECOWAS initiatives aiming at addressing VAW have received limited response. UNW will instead use the WICBT and the National action plans on peace and security to make ending VAW part of the dialogue.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of ECOWAS VAW Programme	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)		Not Rated	WARO: UNW's partnerships with regional CSOs should focus on increasing their networking capacity. ...		The Sub regional Office under its SP 2012 -2013 has already planned to establish a civil society advisory board through which strong civil society organizations could be identified to support the gender agenda in West Africa.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of ECOWAS VAW Programme	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)		Not Rated	WARO: UNW' programming should focus on supporting contexts. EVAW and gender equality interventions...			Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of ECOWAS VAW Programme	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)		Not Rated	WARO: An institutional approach should be advanced more aggressively. UNW needs to engage ministrie...		Under its AWP 2012 - 2013 WARO is committed to Increase partner's capacity to develop WEE National Strategies and Flagship Country Programmes that improve women's livelihoods. UNW will profile all NGMs in West Africa with the objective of establishing a baseline and ideal structure for NGM (location, programme and budget). It is also planning to support Gender activists in West Africa to advocate for a joint ECOWAS/MRU mechanism/plan to address and monitor women's human's rights including Sexual Violence in conflict and humanitarian situations.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of ECOWAS VAW Programme	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)		Not Rated	WARO: At national level COs should implement a systemic approach to VAW and gender equality. In fut...		UN Women WARO will continue to invest in the regional UNDG mechanism mainly to support UNDAF rollout processes with actions that address VAW. At the moment, UN Women coordinates four joint programmes on gender equality (Liberia, Sierra Leone, Senegal); co-leads or participates in 6 (Liberia, Sierra Leone, Senegal, Ghana, Cape Verde, Guinea Bissau). UNW will roll out the Joint Gender strategy & Capacity building plan for UN agencies as experimented in Mali. UNW will also reinforce the institutional relevance of the GTGs by opening them to Donors wherever possible. Finally, UNW will strengthen own capacity in order to better contribute to joint UN efforts on Violence against women.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of ECOWAS VAW Programme	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)		Not Rated	WARO: UNW should strategise internally on ways of coordinating more strongly within its own programm...		UNW has taken note of the recommendation in its 2012 - 2013 Strategy and Operational Plan that identifies as a management priority the recruiting and retaining of experienced staff, both in programmes and operations. All country offices in the sub-region are in the process of strengthening their human resources to fulfill the mandate of UN Women in the field. They are also preparing for eventual Delegation of Authority and further decentralization of country offices.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of ECOWAS VAW Programme	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)		Not Rated	WARO: Capacity development for UNW COs should become a focus area of the programme. To increase e...		The SRO will equip itself to provide country offices with (i) Strategic Direction, including strategy development, reviews and partnerships; (ii) Programme Support, programme development, management, quality assurance, audit preparation, evaluation, communications, and resource mobilization; (iii) Operations Support: implementation of financial and HR guidelines & policies, decentralisation and delegation; (iv) Institutional Support: in-house expertise and timely responses; Public, Private partnership building, Communication. For the countries with full AWPs (i.e. Nigeria, Liberia, Mali, Cote D?Ivoire, Sierra Leone, Senegal, and Cape Verde), the SRO will progressively reduce its direct support as UNW WARO strengthens its programme capacity and raise its operations/fiscal accountability through more staffing and financial decentralization. The SRO has developed a 3-year plan to guide this process	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of ECOWAS VAW Programme	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)		Not Rated	WARO: HRBA should remain the underlying principle at all times. UNW should review its stance on FGM...		UNW takes note of the recommendation and principles of HRBA consensus in the UN for Zero tolerance of FGM/C. Although the ultimate goal is elimination of all forms of VAW, the delaying FGM/C to the age of Consent (18 years) provides us with the opportunity to strengthen prevention messages targeting youth. The partnerships that exist with traditional and religious leaders permit UNW to support an inter-generation dialogue and reinforce advocacy against FGM/C and forced marriage	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of ECOWAS VAW Programme	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)		Not Rated	WARO: RBM needs to be strengthened by UNW. In terms of own programming, UNW needs to strengthen RBM...		RBM training of staff and partners is a priority for the period 2012-2013 as reflected in UN Women global strategy and UN Women's WARO and SL's AWPs 2012-2013.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of ECOWAS VAW Programme	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)		Not Rated	WARO: Developing the monitoring function on VAW will be key to achieving and sustaining progress. D...		WARO notes this as an important area of management especially in the coordination of the regional Working group of VAW: As WARO continues to support CO on various GE joint processes (e.g. GTGs; GEWE JPs; GM in UNDAF; etc,) the SRO will focus on engaging the regional UNDG mainly for building the capacity to implement and monitor the implementation of the UNSG Campaign on VAW. UNW SRO and CO will pursue their leadership in the UNDG regional VAW cluster through broadening the UN partnership and funding base of the VAW Campaign.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of ECOWAS VAW Programme	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)		Not Rated	WARO: Internal capacity development is necessary to position UNW as the lead agency on gender. Esta...		SRO takes note of the recommendation in the same context as recommendation 16 above.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of ECOWAS VAW Programme	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)		Not Rated	WARO: WARO staff should be enabled to focus more effectively on their technical role. To optimise r...		Within the planned M&E activities for 2012 - 2013 it is envisaged that partners and staff M&E needs will be assessed and training provided accordingly.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of ECOWAS VAW Programme	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)		Not Rated	WARO: Equity concerns in UNW's programming should be strengthened. UNW should ensure that relevant ...		SRO has taken monitoring, reporting and evaluation to represent a major area of investment during the strategy period. Programme staff and partners will be supported to track progress through a results-based approach. To promote alignment to country level UN programming, the UNDAF monitoring and evaluation framework will guide programme monitoring, progress reports, data collection from field visits. Progress of programme interventions will be tracked against intervention-specific output indicators. WARO will invest in gathering baseline information for the SP indicators. WARO finalized and budgeted for a separate 2012-2013 M&E workplan with the objective of improving planning processes, increasing accountability, developing and/or increasing the M&E capacity of partners and staff. There is a guarantee that SRO?s Evaluation plan will be professionally managed, annually updated and appropriately referenced to the global M&E policy by the two M&E specialists on board. All reports (donor-reports) will be aligned to the global SP to demonstrate accountability & contribution to UNW?s global mandate of ensuring Gender Equity.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of ECOWAS VAW Programme	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)		Not Rated	WARO: Thematic funding on VAW and gender equality should be promoted amongst donors. UNW could encou...		Strategic partners have been targeted in the West Africa's resource mobilisation strategy. These include traditional donors such as Belgium; France; Italy; Spain; EU; Sweden; Denmark; Luxembourg; UNFPA, UNICEF, UNDP, IFAD, the UNAIDS PAF Fund; the One UN Transition Fund; the Multi Donors Trust Fund and IOM. WARO will build on small but successful private sector partnerships (e.g. Private banks; telephone companies). WARO will continue to partner with RECs such as ECOWAS, UEMOA and the Mano River Union on initiatives to address VAW.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final Evaluation of Sub-Regional Programme on Young Women Citizenship	Programme Evaluation	Americas and the Caribbean	Brazil	2013	Not Rated	El Programa debe subir al sitio web de ONU Mujeres o al espacio que se considere pertinente toda la ...		Agreed. UN Women is negotiating a space in the Youth Participative Observatory (Participatório) to have a space in this recently launched governmental online tool to disseminate knowledge products. This process will be supported by the Jovens Feministas de São Paulo group that already have an organized depository of important knowledge products in this area. According to the consultant recommendation, links will be inserted on webpages of other important organizations working with youth - Organización Internacional de Juventud, Universidade Livre Feminista, Observatório de Gênero da SPM, AWID, and Portal Latinomaricano de Juventud - directing people to the Participatório space.		Not applicable	Not applicable	Not applicable	Not applicable
Final Evaluation of Sub-Regional Programme on Young Women Citizenship	Programme Evaluation	Americas and the Caribbean	Brazil	2013	Not Rated	En materia de diseño y pertinencia, se recomienda sistematizar la experiencia acumulada de los profe...		Agreed. This programmatic focus will be discussed with LPP Regional Group that will stimulate the exchange of knowledge and practices among the countries of the region to identify and disseminate best and smart practices. The process will be initiated through countries witch were part of the YW programme, involving governmental counterparts.		Not applicable	Not applicable	Not applicable	Not applicable
Final Evaluation of Sub-Regional Programme on Young Women Citizenship	Programme Evaluation	Americas and the Caribbean	Brazil	2013	Not Rated	Se propone realizar un seminario-taller sobre experiencias de transversalización de la perspectiva d...		Agreed. This will be developed also with the support of LPP Regional Group that will stimulate the exchange of knowledge and practices among the countries of the region to identify and disseminate best and smart practices with a focus on design of a methodology to mainstream a gender perspective in youth public policies.		Not applicable	Not applicable	Not applicable	Not applicable
Final Evaluation of Sub-Regional Programme on Young Women Citizenship	Programme Evaluation	Americas and the Caribbean	Brazil	2013	Not Rated	Se propone un seminario sobre movimientos sociales que puedan ser aliados potenciales de las organiz...		Agreed. Initial contacts are under development to create an online space with SNJ/Participatório and the Universidade Livre Feminista to initiate this process as an online collective discussion that can potentially lead to the organization of the suggested seminar. Activities were incorporated in a new project focusing young women, developed with the support of Democratic Governance Thematic Trust Fund from UNDP.		Not applicable	Not applicable	Not applicable	Not applicable
Final Evaluation of Sub-Regional Programme on Young Women Citizenship	Programme Evaluation	Americas and the Caribbean	Brazil	2013	Not Rated	Desde el punto de vista de la auditoría social y función evaluativa de este tipo de programas, se su...		Agreed. There are actually ongoing activities regarding this recommendation being implemented in an already existing partnership with SNJ.		Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of the Safe Cities Programme Central American component ( El Salvador and Guatemala) (ZONTA funded component)	Programme Evaluation	Americas and the Caribbean	Guatemala		Satisfactory	Recomendación 1 de la Evaluación: Dada la pertinencia del Programa CS y las necesidades en el país r...		Difundir públicamente la sistematización de experiencias del Programa de Ciudades Seguras.		Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of the Safe Cities Programme Central American component ( El Salvador and Guatemala) (ZONTA funded component)	Programme Evaluation	Americas and the Caribbean	Guatemala		Satisfactory	Recomendación 2: La principal recomendación que se hace para ONUMUJERES es la búsqueda de recursos, ...		Diseñar y gestionar una propuesta de proyecto.		Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of the Safe Cities Programme Central American component ( El Salvador and Guatemala) (ZONTA funded component)	Programme Evaluation	Americas and the Caribbean	Guatemala		Satisfactory	Recomendación 3: Para el fortalecimiento del trabajo realizado por el Programa CS, así como en futur...		A partir de 2014, todas las nuevas propuestas de proyectos o programas contemplarán en sus diseños la elaboración de línea basal.		Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of the Safe Cities Programme Central American component ( El Salvador and Guatemala) (ZONTA funded component)	Programme Evaluation	Americas and the Caribbean	Guatemala		Satisfactory	Recomendación 4: Tener y mantener durante toda su ejecución de cualquier proyecto o programa una vis...		Para futuras iniciativas, en especial los programas conjuntos que contemplen más de dos socios, realizar reuniones trimestrales en forma conjunta para planificar, monitorear y evaluar el avance del programa.		Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of the Safe Cities Programme Central American component ( El Salvador and Guatemala) (ZONTA funded component)	Programme Evaluation	Americas and the Caribbean	Guatemala		Satisfactory	Recomendación 5:Continuar y profundizar el trabajo a nivel municipal con el objetivo de tener un imp...		Para la planificación de 2014 está contemplado un eje llamado "Participación Política de las Mujeres",que tiene línea directa de trabajo con los Consejos de Desarrollo y los municipios.		Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of the Safe Cities Programme Central American component ( El Salvador and Guatemala) (ZONTA funded component)	Programme Evaluation	Americas and the Caribbean	Guatemala		Satisfactory	Recomendación 6: Hacer alianzas con organizaciones de derechos humanos y fortalecer las alianzas con...		ONUMUJERES ya tiene alianza con Impunity Watch.		Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of the Safe Cities Programme Central American component ( El Salvador and Guatemala) (ZONTA funded component)	Programme Evaluation	Americas and the Caribbean	Guatemala		Satisfactory	Recomendación 7: Contemplar el involucramiento de las autoridades responsables de la prevención de l...		ONUMUJERES ya tiene esta línea de trabajo en el área de Paz y Seguridad.		Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of the Safe Cities Programme Central American component ( El Salvador and Guatemala) (ZONTA funded component)	Programme Evaluation	Americas and the Caribbean	Guatemala		Satisfactory	Recomendación 8: Contemplar una línea de trabajo específica con formadores de opinión y medios de c...		En la estrategia de comunicación de la planificación 2014, se tiene considerado realizar acciones con medios de comunicación y formadores de opinión para trabajar la temática de VCM.		Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of the Safe Cities Programme Central American component ( El Salvador and Guatemala) (ZONTA funded component)	Programme Evaluation	Americas and the Caribbean	Guatemala		Satisfactory	Recomendación 9: Con el objetivo de lograr sostenibilidad en las acciones más allá del plano económi...		Los socios implementadores del programa de Ciudades Seguras, especialmente la Municipalidad de Guatemala, ya contemplan trabajo con jóvenes y familias.		Not applicable	Not applicable	Not applicable	Not applicable
Phase III of the Specific Agreement UN Women- CDI: Strengthening the Institutional Capacity of CDI to Build Public Policies for Indigenous Peoples with a Gender Perspective 2011- 2012	Programme Evaluation	Americas and the Caribbean	Mexico	2013	Unsatisfactory	1. Dada la riqueza y experiencia de la Alianza, el trabajo de sus lideresas y la importancia de la c...		Respuesta de Gestión: Aceptada Comentarios particulares: La Alianza de Mujeres Indígenas de Centroamérica y México fue creada como un espacio de articulación entre 40 organizaciones e instituciones de mujeres indígenas de diferentes países de la subregión, con el objetivo de potenciar acciones conjuntas de incidencia, enmarcadas en la agenda política de las mujeres indígenas para el pleno ejercicio de sus derechos, con ejes específicos de acción promovidos a través del trabajo conjunto entre la CDI y ONU Mujeres. Sin lugar a duda, un núcleo fundamental y acierto para las acciones de la Alianza ha sido la colaboración estrecha y el apoyo de la CDI, lo que le ha proporcionado financiamiento y una plataforma institucional que ha sido aprovechada por la Alianza para convertirse en un espacio de interlocución nacional e internacional. La articulación de acciones con otros actores clave en el marco del Acuerdo CDI-ONU Mujeres, Fase III, como las OSC y la academia, ha contribuido a fortalecer el liderazgo de las mujeres indígenas y sus organizaciones al posicionar a la Alianza como un interlocutor clave para la definición y toma de decisiones sobre los asuntos que les atañen. En el marco de futuras negociaciones con la CDI, ONU Mujeres potenciará los resultados que la colaboración interinstitucional CDI-ONU Mujeres-Alianza ha logrado para fortalecer las capacidades, liderazgos e incidencia de las mujeres indígenas, tanto a nivel nacional como internacional.		Not applicable	Not applicable	Not applicable	Not applicable
Phase III of the Specific Agreement UN Women- CDI: Strengthening the Institutional Capacity of CDI to Build Public Policies for Indigenous Peoples with a Gender Perspective 2011- 2012	Programme Evaluation	Americas and the Caribbean	Mexico	2013	Unsatisfactory	2. La continuidad también debe verse reflejada en la inserción de sus proyectos en bolsas financiera...		Respuesta de Gestión: No Aplica Comentarios particulares: Mejorar el acceso de las mujeres a productos financieros es uno de los grandes retos que enfrentan las mujeres indígenas en México. La vinculación entre el fortalecimiento de sus liderazgos y participación y su empoderamiento económico es indispensable para posicionarlas como agentes de cambio y transformación de sus propias comunidades. Debido a la naturaleza de esta recomendación, es competencia exclusiva de la CDI analizar la forma como se podrían insertar los proyectos de las mujeres indígenas en bolsas financieras, principalmente vinculando a la SEDESOL en este proceso.		Not applicable	Not applicable	Not applicable	Not applicable
Phase III of the Specific Agreement UN Women- CDI: Strengthening the Institutional Capacity of CDI to Build Public Policies for Indigenous Peoples with a Gender Perspective 2011- 2012	Programme Evaluation	Americas and the Caribbean	Mexico	2013	Unsatisfactory	3. Se hace necesario el establecimiento de convenios transexenales con la Universidad Nacional Autón...		Respuesta de Gestión: Aceptada Comentarios particulares: La exitosa experiencia en el fortalecimiento de capacidades y liderazgos de las mujeres indígenas durante tres cursos anuales del Diplomado favoreció su institucionalización en 2012 como un Programa Académico permanente, con mayor capacidad, presupuesto y sostenibilidad. Sin duda alguna, la selección de la UNAM como garante académica del Diplomado ha dotado de credibilidad y certeza a todos los actores involucrados en esta actividad académica. Las cuatro generaciones del Diplomado se insertaron en el marco del Acuerdo CDI-ONU Mujeres, el cual culminó en noviembre de 2012. Actualmente, se ha acordado la continuidad del diplomado para este año con el apoyo de la CDI. La gestión se llevará a cabo desde la UNAM y se tendrá el acompañamiento tanto de ONU Mujeres como de la Alianza.		Not applicable	Not applicable	Not applicable	Not applicable
Phase III of the Specific Agreement UN Women- CDI: Strengthening the Institutional Capacity of CDI to Build Public Policies for Indigenous Peoples with a Gender Perspective 2011- 2012	Programme Evaluation	Americas and the Caribbean	Mexico	2013	Unsatisfactory	4. Relevancia de la continuidad de la articulación con Centroamérica. Los fondos de CDI, que sustent...		Respuesta de Gestión: Aceptada Comentarios generales: Desde la primera generación del Diplomado (2009), 23 mujeres indígenas provenientes de países latinoamericanos (Guatemala, Nicaragua, Panamá, Honduras, Bolivia, El Salvador, Venezuela y Costa Rica), han incrementado sus conocimientos sobre gestión e incidencia política, y fortalecido sus capacidades de liderazgo para promover y ejecutar acciones que tengan efectos multiplicadores en la consecución de los objetivos en las organizaciones o instancias donde se desempeñan. La interculturalidad y heterogeneidad de las participantes ha enriquecido y facilitado el diálogo de saberes entre lo diverso, así como la transmisión de conocimientos que se enmarcan en otros contextos. A lo largo de las distintas fases del Acuerdo con la CDI, ONU Mujeres potenció la vinculación del Diplomado con otras iniciativas, como el Programa Regional Indígena de ONU Mujeres, a fin de favorecer el intercambio de experiencias, conocimiento y saberes de lideresas indígenas de América Latina. En este sentido, en el marco de las consultas actuales para asegurar la celebración de la Quinta Generación del Diplomado, ONU Mujeres continuará potenciando la participación de mujeres indígenas de la región.		Not applicable	Not applicable	Not applicable	Not applicable
Phase III of the Specific Agreement UN Women- CDI: Strengthening the Institutional Capacity of CDI to Build Public Policies for Indigenous Peoples with a Gender Perspective 2011- 2012	Programme Evaluation	Americas and the Caribbean	Mexico	2013	Unsatisfactory	5. Teniendo en cuenta la evidencia de que el Diplomado contribuye a fortalecer el liderazgo de las m...		Respuesta de Gestión: Aceptada Comentarios generales: Ver respuesta a Recomendaciones 3 y 4 del Componente 1, respectivamente.		Not applicable	Not applicable	Not applicable	Not applicable
Phase III of the Specific Agreement UN Women- CDI: Strengthening the Institutional Capacity of CDI to Build Public Policies for Indigenous Peoples with a Gender Perspective 2011- 2012	Programme Evaluation	Americas and the Caribbean	Mexico	2013	Unsatisfactory	6. Ampliar la cobertura del Diplomado para lograr un mayor número de mujeres empoderadas y capacitad...		Respuesta de Gestión: Aceptada Comentarios generales: El carácter colegiado de la toma de decisiones en torno a todos los aspectos que forman parte del proceso de diseño, organización, impartición y evaluación del Diplomado ha sido una de sus características más destacadas. Cada una de las acciones que comprende dicho proceso han sido discutidas y consensuadas por las/los representantes de cada instancia convocante. Una eventual ampliación de la cobertura del Diplomado implicaría un aumento proporcional en su presupuesto, principalmente en lo relacionado al otorgamiento de becas para asegurar la presencia de un mayor número de mujeres indígenas. En este sentido, corresponde tanto a la CDI, en tanto que la principal fuente de recursos del Diplomado, así como la UNAM, en tanto que garante de su operación y calidad académica, considerar el cumplimiento de esta recomendación. ONU Mujeres analizará la posibilidad de apoyar financieramente la participación de mujeres indígenas al Diplomado.		Not applicable	Not applicable	Not applicable	Not applicable
Phase III of the Specific Agreement UN Women- CDI: Strengthening the Institutional Capacity of CDI to Build Public Policies for Indigenous Peoples with a Gender Perspective 2011- 2012	Programme Evaluation	Americas and the Caribbean	Mexico	2013	Unsatisfactory	7. Incrementar las oportunidades con becas para las egresadas que quieran seguir estudios universita...		Respuesta de Gestión: No Aplica Comentarios generales: Debido a la naturaleza de esta recomendación, corresponde a la CDI y a la UNAM considerar la forma de dar cumplimiento a esta recomendación. Sin embargo, cabe señalar que existe un Sistema de Becas dentro del Programa Universitario México Nación Multicultural (PUMC) de la UNAM, cuyo objetivo es apoyar a los/las estudiantes indígenas con ayuda económica para la manutención de sus estudios y así asegurar la permanencia y culminación de sus estudios universitarios.		Not applicable	Not applicable	Not applicable	Not applicable
Phase III of the Specific Agreement UN Women- CDI: Strengthening the Institutional Capacity of CDI to Build Public Policies for Indigenous Peoples with a Gender Perspective 2011- 2012	Programme Evaluation	Americas and the Caribbean	Mexico	2013	Unsatisfactory	8. Complementar el diplomado con otras estrategias que tengan el mismo objetivo de fortalecimiento d...		Respuesta de Gestión: Aceptada Comentarios generales: ONU Mujeres considera indispensable vincular el fortalecimiento de capacidades de las mujeres indígenas a través de actividades relacionadas estratégicamente, las cuales no necesariamente debieran circunscribirse a actividades académicas o de educación continúa formales, sino también a actividades educativas no formales que potencien sus liderazgos, conocimientos y habilidades de forma práctica. Durante la Fase III del Convenio CDI-ONU Mujeres, se realizaron diversas actividades que pudieran replicarse en proyectos futuros y que fortalecieron las capacidades y liderazgos de las mujeres indígenas a través de acciones ?no académicas?, por ejemplo: (i) la realización de diagnósticos participativos para promover la construcción de liderazgo de mujeres indígenas a través de su participación en procesos de investigación; o bien (ii) la realización de diversas reuniones nacionales e internacionales con la participación directa de las mujeres indígenas y otros actores clave. En este sentido, ONU Mujeres seguirá potenciando este tipo de acciones en el marco de futuras colaboraciones con la CDI. Por otra parte, cabe señalar que las Reglas de Operación 2013 del PAIGPI establecen el otorgamiento de recursos económicos para procesos formativos y acciones específicas encaminadas a contribuir al ejercicio de los derechos sexuales y reproductivos, a una vida libre de violencia y a la participación política de las mujeres indígenas del país a través del fomento de proyectos en materia de igualdad de género realizados por organizaciones de la sociedad civil o instituciones académicas. Esta modalidad cuenta con tres tipos de apoyo: ? Recursos económicos para procesos formativos. Montos destinados a que OSC a desarrollen proyectos que impliquen un proceso de formación dirigido a población indígena (cursos, talleres, seminarios, Diplomados). ? Recursos económicos para acciones específicas. Se otorgará financiamiento para propuestas que no impliquen un proceso de formación, sino actividades encaminadas a:  Contar con información que dé cuenta de la situación de los derechos de las mujeres indígenas en el ámbito local, regional o nacional.  Documentar situaciones o casos específicos de problemáticas de mujeres indígenas o de atención a las mismas.  Sistematizar buenas prácticas de trabajo a favor de los derechos de las mujeres indígenas susceptibles de replicarse. ? Recursos económicos para proyectos mixtos. Son las propuestas que combinan un proceso formativo con acciones específicas que sean necesarias para el desarrollo y concreción de las actividades formativas.		Not applicable	Not applicable	Not applicable	Not applicable
Phase III of the Specific Agreement UN Women- CDI: Strengthening the Institutional Capacity of CDI to Build Public Policies for Indigenous Peoples with a Gender Perspective 2011- 2012	Programme Evaluation	Americas and the Caribbean	Mexico	2013	Unsatisfactory	9. Capacitación e investigación ? El fortalecimiento del liderazgo de las mujeres indígenas respons...		Respuesta de Gestión: No Aplica Comentarios generales: ONU Mujeres considera que las CAMI constituyen un espacio relevante para la formación de recursos humanos entre la población femenina indígena: desde parteras y promotoras de salud; hasta asesoras y traductoras jurídicas; promotoras de los derechos de las mujeres o lideresas comunitarias, son distintas las funciones que las mujeres que se incorporan al proyecto pueden realizar en beneficio de sus pueblos y de la población femenina indígena de sus áreas de cobertura, especialmente. Por tal motivo, resulta indispensable, tal y como lo señala la recomendación general, fortalecer las capacidades de las mujeres indígenas responsables de CAMI, así como de las OSC de acompañamiento. Si bien corresponde a la CDI y a los actores involucrados en el proyecto de las CAMI asegurar el cumplimiento de esta recomendación, es indispensable señalar que, a raíz de los resultados obtenidos y lecciones aprendidas en el marco del Acuerdo CDI-ONU Mujeres, en lo relativo al componente de las CAMI, las Reglas de Operación para 2013 del PAIGPI otorgan una importancia sustancial y prioritaria al fortalecimiento de capacidades de las mujeres indígenas responsables de las CAMI y operadoras del Modelo Autogestivo.		Not applicable	Not applicable	Not applicable	Not applicable
Phase III of the Specific Agreement UN Women- CDI: Strengthening the Institutional Capacity of CDI to Build Public Policies for Indigenous Peoples with a Gender Perspective 2011- 2012	Programme Evaluation	Americas and the Caribbean	Mexico	2013	Unsatisfactory	10. Sobre Interculturalidad ? Reconocer y valorar a través del Modelo prácticas de la medicina trad...		Respuesta de Gestión: Aceptada Comentarios generales: Las actividades realizadas a lo largo de la Fase III del Acuerdo CDI-ONU Mujeres, evidenciaron que el trabajo realizado por las CAMI ha visibilizado la violencia contra las mujeres en el ámbito comunitario y municipal e, incluso, en algunos casos, ha permitido posicionarlo dentro de las agendas públicas locales. La labor de las mujeres indígenas comprometidas en este esfuerzo ha contribuido implícitamente al fortalecimiento de la identidad indígena y de género sobre la base de los derechos humanos y de las mujeres. En este contexto, la utilización por parte de las mujeres indígenas de la medicina tradicional ha sido determinante en el tratamiento de la salud sexual y reproductiva, así como en los casos de violencia contra las mujeres, desde una visión intercultural y con perspectiva de género. En lo relativo a la inclusión del sector salud, es competencia de la CDI considerar el cumplimiento de esta recomendación. ONU Mujeres concuerda especialmente con la recomendación relativa a la inclusión de acciones con los hombres indígenas en el marco del Modelo Autogestivo, considerando que algunas CAMI cuentan con parteros y promotores, especialmente las tres CAMI del estado de Guerrero. Sin embargo, esta recomendación debe ser analizada y consensuada por las organizaciones representantes de la Coordinación Colegiada del proyecto de las CAMI, debido a las variaciones conceptuales que conlleva.		Not applicable	Not applicable	Not applicable	Not applicable
Phase III of the Specific Agreement UN Women- CDI: Strengthening the Institutional Capacity of CDI to Build Public Policies for Indigenous Peoples with a Gender Perspective 2011- 2012	Programme Evaluation	Americas and the Caribbean	Mexico	2013	Unsatisfactory	11. Operación del Modelo ? La estructura organizativa de las CAMI en fase inicial debe ser clara y ...		Respuesta de Gestión: Aceptada Comentarios generales: ONU Mujeres concuerda en que los procesos de fortalecimiento tanto organizativo como temático, de planeación y vinculación a las organizaciones de mujeres indígenas responsables de las CAMI son elementos fundamentales para asegurar la sostenibilidad de las CAMI. Considerar al Modelo Autogestivo como una guía que orienta la acción y perspectiva de trabajo de las CAMI, el cual no debe ser adoptado e implementado bajo la premisa de un proceso lineal, es una de las principales lecciones aprendidas del Acuerdo CDI-ONU Mujeres. Sin embargo, debido a la naturaleza de estas recomendaciones, corresponde tanto a la CDI, como a la Coordinación Colegiada, considerar la flexibilización de los procesos administrativos y organizativos de las CAMI y las fases del Modelo. En cuanto a lo que se refiere a la socialización del Modelo, ONU Mujeres continuará aprovechando oportunidades para visibilizar el trabajo de las mujeres indígenas mexicanas que, organizadas y aliadas, en este caso a través del proyecto de las CAMI, hacen efectivo sus derechos individuales y colectivos, al mismo tiempo que impulsan el desarrollo de habilidades y capacidades de más mujeres indígenas.		Not applicable	Not applicable	Not applicable	Not applicable
Phase III of the Specific Agreement UN Women- CDI: Strengthening the Institutional Capacity of CDI to Build Public Policies for Indigenous Peoples with a Gender Perspective 2011- 2012	Programme Evaluation	Americas and the Caribbean	Mexico	2013	Unsatisfactory	12. Políticas e institucionales ? En tanto que órgano rector de la política pública en materia de s...		Respuesta de Gestión: Aceptada Comentarios generales: Tras cuatro años de colaboración entre la CDI y ONU Mujeres, el principal resultado es la creación del Programa de Acciones para la Igualdad de Género con Población Indígena (PAIGPI), el cual se convierte en la materialización de una política pública que transversaliza la perspectiva de género en la CDI con enfoque intercultural, y que contempla el fortalecimiento de liderazgos femeninos indígenas, la erradicación de la mortalidad materna y la eliminación de la violencia contra las mujeres indígenas. Esta iniciativa conjunta pone de manifiesto cómo la contribución de ONU Mujeres ha reforzado alianzas clave con el gobierno, las organizaciones de mujeres indígenas y la academia, que se han traducido en la creación de la nueva política pública para promover los derechos de las mujeres indígenas. En este sentido, ONU Mujeres continuará potenciando su relación estratégica con la CDI y otros actores clave, como la Alianza, la UNAM y las OSC, a fin de llevar a cabo acciones conjuntas que posicionen a las mujeres indígenas como agentes de cambio. Debido a la naturaleza de las recomendaciones relacionadas con el reforzamiento de vínculos institucionales con otras instancias de gobierno, es competencia exclusiva de la CDI considerar la forma como el proyecto de las CAMI y el Modelo Autogestivo podrían vincular a otros actores.		Not applicable	Not applicable	Not applicable	Not applicable
Final Evaluation of Women for Equality Peace and Development in Georgia project	Programme Evaluation	Europe and Central Asia	Georgia	2013	Very Good	Facilitate the creation of an institutional mechanism for gender equality with at least two arms of ...		Accepted. UN Women is in agreement with this recommendation, and its implementation is foreseen in the frameworks of UN Joint Programme "To Enhance Gender Equality in Georgia" (2012-2014, funded by Sida) that is jointly implemented by UNDP, UNFPA, and UN Women. Moreover, UN Women as the chair of Gender Theme Group in Georgia (GTG) together with the GTG has been advocating for the establishment of relevant national machinery in the executive branch of the government at a very high political level and this work will continue. The contribution of WEPD II Phase towards the implementation of this recommendation will lie in continuous support of effective functioning of the National Coordination Group (NCG) on NAP 1325 that serves as a model of inter-sectorial cooperation in the executive branch of the government around gender equality and women?s rights issues. For the time being, the NCG functions under the auspices of the Gender Equality Council of the Parliament but unites the representatives of all line ministries that are responsible for the NAP 1325 implementation along with the representatives of Public Defender's Office and civil society.		Governance and planning (SPs before 2018)	Normative Support, Not applicable	Not applicable	Gender equality
Final Evaluation of Women for Equality Peace and Development in Georgia project	Programme Evaluation	Europe and Central Asia	Georgia	2013	Very Good	Support the M&E function of the National Coordination Group on implementation of the NAP on SCR 1325...		Accepted. In response to this recommendation UN Women will continue support to the NCG and enhance its work on monitoring of the NAP 1325 implementation.		Governance and planning (SPs before 2018)	Culture of results/RBM, Not applicable	Capacity development, Knowledge management	Efficiency
Final Evaluation of Women for Equality Peace and Development in Georgia project	Programme Evaluation	Europe and Central Asia	Georgia	2013	Very Good	Sensitization of the new government and members of Georgian parliament on UNSCRs on Women, Peace and...		Accepted. UN Women is in agreement with this recommendation and already integrated into the Phase II of WEPD.		Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018)	UN Coordination	Promoting inclusiveness/Leaving no one behind, Advocacy	Gender equality
Final Evaluation of Women for Equality Peace and Development in Georgia project	Programme Evaluation	Europe and Central Asia	Georgia	2013	Very Good	Project leverage and scaling up: Keep old partners and add new ones, namely; Ministry of Health, Lab...		Partially accepted. In response to this recommendation UN Women will add the Ministry of Health, Labor and Social Affairs as new governmental partner and will deepen its cooperation with the department on internally displacement within the Ministry of Internally Displaced Persons, from the Occupied Territories, Accommodation and Refugees (MIDPOTAR) this is already integrated into the WEPD II phase. However, not WEPD due to its scope of work, but UN Women country office broadly speaking will be able to select new NGOs with economic empowerment expertise only if there will be mobilized relevant resources to work on women's economic empowerment issues as for the time being none of the cost-sharing prorgrammes of UN Women office in Georgia work in this area.		Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018), Governance and planning (SPs before 2018)	Partnership	Capacity development, Not applicable	Relevance, Gender equality
Final Evaluation of Women for Equality Peace and Development in Georgia project	Programme Evaluation	Europe and Central Asia	Georgia	2013	Very Good	The "One Window Shop Principle" meeting is to be replicated and documented for future application by...		Accepted. UN Women will continue its work with local governments to enhance their capacity and gradually institutionalize the "One Window Shop Principle" meeting methodology on local levels.		Not applicable	Partnership, Not applicable	Capacity development	Efficiency, Sustainability
Final Evaluation of Women for Equality Peace and Development in Georgia project	Programme Evaluation	Europe and Central Asia	Georgia	2013	Very Good	The roundtable modality needs to continue with a modified format added whereby the local government ...		Accepted. UN Women will work more intensively to integrate Gender-Responsive Budgeting into the practice of local government in target locations of Qvemo Qartli, Shida Qartli, Imereti and Samegrelo regions of Georgia.		Not applicable	Partnership, Not applicable	Capacity development	Efficiency, Sustainability
Final Evaluation of Women for Equality Peace and Development in Georgia project	Programme Evaluation	Europe and Central Asia	Georgia	2013	Very Good	Gender Responsive Budgeting Training (GRB) for senior officers in the local government offices in th...		Partially accepted. The GRB will be more developed and integrated in the WEPD project II phase however it has no connection with institutionalization of hotline and legal clinics. The hotline in Gori Gender Equality Recourse Center has been already integrated and institutionalized by the Gori municipality since August, 2012. It is fully funded by the city municipality. Legal clinics are established in the regional branches of the Ministry of Internally Displaced Persons, from the Occupied Territories, Accommodation and Refugeeswhich is part of the executive branch and not the part of the local government. Local government has no power and authority over administrating Ministry's regional offices.		Governance and planning (SPs before 2018)	Partnership, Not applicable	Not applicable	Efficiency, Sustainability
Final Evaluation of Women for Equality Peace and Development in Georgia project	Programme Evaluation	Europe and Central Asia	Georgia	2013	Very Good	Three Community Based Organizations (CBOs) have been created by SHGs uniting over 30 self-help group...		Accepted. UN women will continue to strengthening capacity of SHGs and CBOs as a part of social mobilization process.		Not applicable	UN Coordination, Partnership	Capacity development	Effectiveness, Efficiency, Relevance, Sustainability, Impact
Final Evaluation of Women for Equality Peace and Development in Georgia project	Programme Evaluation	Europe and Central Asia	Georgia	2013	Very Good	Integrate periodic assessment components, both qualitative and quantitative, as a monitoring and rep...		Accepted. UN Women is in agreement with the recommendation and will work on further development of internal monitoring and evaluation mechanism by capacity building, hiring the project analyst and formulating the M&E framework.		Governance and planning (SPs before 2018)	Culture of results/RBM, Not applicable	Not applicable, Capacity development	Effectiveness, Efficiency, Relevance, Sustainability, Impact
Final Evaluation of Women for Equality Peace and Development in Georgia project	Programme Evaluation	Europe and Central Asia	Georgia	2013	Very Good	Foster SHG entrepreneurship initiatives boosting their micro-grants by linking the SHGs to the banki...		Accepted. UN Women is in agreement with the recommendation and will work with the Micro Finance Institutions as mentioned above in recommendation 4 to support them to integrate Women's Economic Empowerment (WEE) principles in their operations and provide access to their services to IDP and national minority women.		Women economic empowerment (SPs before 2018)	UN Coordination, Partnership, Normative Support	Not applicable, Capacity development	Effectiveness, Efficiency, Relevance, Sustainability, Impact
Final Evaluation of Women for Equality Peace and Development in Georgia project	Programme Evaluation	Europe and Central Asia	Georgia	2013	Very Good	Invest more in youth as SHGs and promote their agency within the IDP and conflict affected communiti...		Accepted. UN Women is in agreement with the recommendation and will support the implementation of social mobilization especially with the involvement of youth groups.		Leadership and political participation (SPs before 2018), Women economic empowerment (SPs before 2018)	Youth engagement	Capacity development	Effectiveness, Impact
Final Evaluation of Women for Equality Peace and Development in Georgia project	Programme Evaluation	Europe and Central Asia	Georgia	2013	Very Good	Further Capacity building and awareness raising trainings for women and men beneficiaries should con...		Accepted. UN Women is in agreement with the recommendation and will continue the capacity development of IDP, conflict affected and national minority groups with the special focus on women and young girls.		Women economic empowerment (SPs before 2018)	UN Coordination, Engaging men and boys	Capacity development	Effectiveness, Impact
Mid-term Evaluation of Women's Economic Empowerment project in Moldova	Programme Evaluation	Europe and Central Asia	Moldova	2012	Not Rated	Evaluation Recommendation or Issue 1: A major and core recommendation of the MTE is for the WEE proj...		The objective of the Outcome 1 as stated in the ProDoc is to have an increased rate of economically active and employed women by providing increasing access to existing services through ?one window? approach. WEE team recognizes the project design challenge related to mismatch between outputs and outcome. As noted in the evaluation report, change of the outcome was requested by the donor. WEE program will discuss with steering committee and the donor possibility for aligning outcome1 and corresponding outputs. The program will explore options for initiation of women entrepreneurship initiatives within the current cycle of the project and link it with Joint Information and Services Bureaus. At the same time it may be difficult to have tangible results with remaining resources and time left until the end of project (covering 10month). Considering the importance of women entrepreneurship development for their economic empowerment, and the progress of the project to-date, the WEE team will negotiate possible continuation and expansion of the program to ensure achievement of sustainable results.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Mid-term Evaluation of Women's Economic Empowerment project in Moldova	Programme Evaluation	Europe and Central Asia	Moldova	2012	Not Rated	Evaluation Recommendation or Issue 2: Include as feasible social entrepreneurship initiatives in the...		The programme management takes note of this recommendations and will be exploring joint activities with other partners, including UN Agencies. UN Women has already partnered with the East-European Foundation on the organization of the ?Women in Development Society? conference that resulted in the adoption of a resolution that recommends expedite measures to support women?s economic empowerment, including promotion and introduction of Women?s Empowerment Principles among private companies. Further development of the partnership will be explored. WEE will take into account this recommendation within its future initiatives, especially through building new and strengthening existing partnerships with other organizations, including those mentioned in the recommendation.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Mid-term Evaluation of Women's Economic Empowerment project in Moldova	Programme Evaluation	Europe and Central Asia	Moldova	2012	Not Rated	Evaluation Recommendation or Issue 3: Pursue and strengthen the planned collaboration with Vocationa...		The WEE Programme envisages continuation of the planned work with Vocational Education Training (VET). The analysis of the study on demand and supply of labour force (being carried out in two pilot districts of Ungheni and Nisporeni) will be used to initiate collaboration and negotiate with VET schools a review of their curriculum and training plans to match with demand of the labour market in a specific district, thus creating employment opportunities for women at local level. The momentum of these interventions is very important as the Ministry of Education has recently launched the preparation of the VET reform in the country, and the results in the pilot districts will support realization of priorities laid down in the Moldova?s Country Strategy for 2020, putting special emphasis on labour market demand and supply	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Mid-term Evaluation of Women's Economic Empowerment project in Moldova	Programme Evaluation	Europe and Central Asia	Moldova	2012	Not Rated	Evaluation Recommendation or Issue 4: Ensure that the digitalized monitoring system for JISBs under ...		This recommendation was taken into account and is well reflected in the Technical Specifications of the company (DACC systems Integrator selected by the program as a result of competitive bidding) that is supporting the development of special information system that will generate sex disaggregated data and will include info on employment and/or self-employment. The system is being tested now and is expected to be applied by JISBs in few months.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Mid-term Evaluation of Women's Economic Empowerment project in Moldova	Programme Evaluation	Europe and Central Asia	Moldova	2012	Not Rated	Evaluation Recommendation or Issue 5: Develop specific activities targeting right holders, to ensure...		WEE program will pay more attention to capacity development of right holders and will carry out specific trainings for rural women on the right to employment and other legislation to equip them with required knowledge that will help rural women to better claim their rights. The program will also further strengthen local women through JISBs and provide them with possibility to access and benefit from gender sensitive service provision. Hence, the program plans to have closer synergies with the Joint Integrated Local Development Programme that works directly with communities and women groups, especially by coordinating the geography of interventions, i.e. districts. , The WEE program will also support and transfer knowledge to JILDP for successful replication of ?one window? model for service provision in selected municipalities.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Mid-term Evaluation of Women's Economic Empowerment project in Moldova	Programme Evaluation	Europe and Central Asia	Moldova	2012	Not Rated	Evaluation Recommendation or Issue 6: Include representation of rural women beneficiaries in the joi...		Special efforts are made to include rural women in the planning and decision making and through JISBs, Mayoralties are consulting with women on required services prior to planning JISB mobile visit.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Mid-term Evaluation of Women's Economic Empowerment project in Moldova	Programme Evaluation	Europe and Central Asia	Moldova	2012	Not Rated	Evaluation Recommendation or Issue 7: Continue working with Social Partners and LI as strategic part...		Management Response: Work with Labour Inspection has been initiated within the WEE programme, to support labour inspectors in identification and addressing of issues of gender-based discrimination on the job place. The program also supports LI with development of special software and database that will register all cases and its follow up. WEE programme will continue to work with LI and Social Partners to further build their capacities and promote women?s employment and address discrimination in the workplace.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Mid-term Evaluation of Women's Economic Empowerment project in Moldova	Programme Evaluation	Europe and Central Asia	Moldova	2012	Not Rated	Evaluation Recommendation or Issue 8: Involve representation from relevant Women NGOs as members on ...		The WEE steering committee is comprised of several stakeholders including representatives of Women NGOs. Women NGO was nominated by the National Council for Participation which is representing approximately 30 Moldovan NGOs, including 7 women NGOs. The program management will discuss with the steering committee possibility for inclusion of additional members from NGOs.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Mid-term Evaluation of Women's Economic Empowerment project in Moldova	Programme Evaluation	Europe and Central Asia	Moldova	2012	Not Rated	Evaluation Recommendation or Issue 9: Strengthen the capacity of the GCGE for effective work that go...		Similar recommendation was provided by the Final Evaluation undertaken in 2008 for the previous programme implemented by UN Women in Moldova, and thus, this recommendation has been taken into account by providing a special sub-component, targeting capacity development of GCGE, Department of Equal Opportunity(DEO) and Gender Focal Points, that was envisaged within WEE programme. In 2012 UN Women provided support to the Gender Equality Mechanism (GCGE, MLSPF/DEO and GFP) in the development of the action plan for the implementation of the NPGE for 2013-2015. This exercise was organized in a highly participatory manner, involving line ministries, GFP, other central authorities, as well as CSOs, especially women CSO, UN agencies and other relevant stakeholders. Furthermore, support was provided to DEO that acts as the secretariat to the GCGE, and the capacities of GFP were developed by organizing a series of training sessions, including on effective use of sex disaggregated data for mainstreaming gender into sectorial policies and strategies. Further support for NPGE implementation is being planned for 2013.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Mid-term Evaluation of Women's Economic Empowerment project in Moldova	Programme Evaluation	Europe and Central Asia	Moldova	2012	Not Rated	Evaluation Recommendation or Issue 10: Establish working partnerships with other donors supporting c...		The program enjoys close partnership with Winrock International and other development partners. However, more efforts will be taken to expand partnership with other actors. One of the activities planned for 2013 is to revisit the matrix (mapping) of donors actions in gender equality area and update it. Efforts will be made to expand partnership with Government of Finland via its Embassy located in Bucharest to seek for attraction of possible technical expertise to support JISBs and service providers	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the Contribution of Italian Funded Projects to Ending Violence against Women and Promoting Gender Equality in ECOWAS Member States	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2012	Not Rated	UNW CO should move away from a project (and activity-) based approach to scale up, and lead and coor...		SRO takes note of the recommendation, but will also highlight that challenges still remain in terms the capacity of the country offices to lead and coordinate, in the development of projects and programme. There has been internal consultation and strategizing around UNW's approach to supporting countries with little or no presence on the ground. The aim was to avoid spreading too thin on the ground, while responding to growing expectations from governments, civil society and UNCTs. The current level of direct support from SRO will be maintained for Ghana, Niger and Guinea Bissau (little presence), as well as Benin, Burkina, Gambia, Guinea and Togo (no presence). An internal memo has been developed by SRO to devise appropriate intervention approaches in those countries.		Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	Operational activities, Not applicable	Not applicable, Advocacy	Impact
Evaluation of the Contribution of Italian Funded Projects to Ending Violence against Women and Promoting Gender Equality in ECOWAS Member States	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2012	Not Rated	Mainstreaming gender equality throughout the UNJV Programme should be pursued as the main avenue to ...		SL Country office has taken note of this recommendation that will be pursued through its strategic interventions on gender responsive budgeting.		Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	UN Coordination	Not applicable, Advocacy	Gender equality
Evaluation of the Contribution of Italian Funded Projects to Ending Violence against Women and Promoting Gender Equality in ECOWAS Member States	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2012	Not Rated	UNW SL CO should strengthen its Equity approach. At present, it seems hard to extend results out of ...		UNW SL CO takes note of the recommendation that will be addressed through initiatives to ensure rural womens access to economic and productive resources and scaling up of the GELD projects in other regions of Sierra Leone.		Governance and planning (SPs before 2018)	Partnership, Not applicable	Advocacy	Gender equality
Evaluation of the Contribution of Italian Funded Projects to Ending Violence against Women and Promoting Gender Equality in ECOWAS Member States	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2012	Not Rated	UNW SL CO should pay special attention to partners capacity development. Structure, procedures, ince...		UNW continues to provide both technical and financial capacity in strengthening the MSWGCA and other stakeholders to develop relevant policies and laws in line with CEDAW and other internationally agreed instruments in support of gender equality and women's empowerment.		Governance and planning (SPs before 2018)	Operational activities, Culture of results/RBM, Not applicable	Capacity development	Gender equality
Evaluation of the Contribution of Italian Funded Projects to Ending Violence against Women and Promoting Gender Equality in ECOWAS Member States	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2012	Not Rated	UNW should undertake more substantive monitoring and follow up of field implementation. This can be ...		UNW takes note of the recommendations for its field projects and programmes and will work closely with partners to the best implement the specific and applicable recommendation for ongoing and future implementation. Unfortunately not all UNW offices in the sub region have programme staff responsible for M&E. However through the SRO and HQ will provide guidelines for M&E.		Governance and planning (SPs before 2018)	Culture of results/RBM	Not applicable	Efficiency
Evaluation of the Contribution of Italian Funded Projects to Ending Violence against Women and Promoting Gender Equality in ECOWAS Member States	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2012	Not Rated	UNW should write a firm and concerned letter to MSWGCA asking that immediate action is taken to ensu...		UNW takes note of the recommendation and action will be taken not only to finalise the rehabilitation but ensure that the centre is operational.		Governance and planning (SPs before 2018)	Partnership, Not applicable	Not applicable, Internal coordination and communication	Efficiency
Evaluation of the Contribution of Italian Funded Projects to Ending Violence against Women and Promoting Gender Equality in ECOWAS Member States	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2012	Not Rated	The overarching recommendation is that UNW should pursue the VAW programme, and continue prioritisin...		UNW WARO will design a programme based on learning from the ECOWAS regional evaluation to specifically address cross border aspects of VAW. SRO is decentralizing powers to offices of Liberia, Sierra Leone, Mali, Nigeria and Cote d'Ivoire, so clear roles and responsibilities will be defining to promote programme leadership at country level. The new programme will also include learning from the successful Trust Fund or Fund for gender equality projects in Country office reports.		Ending violence against women (SPs before 2018)	Not applicable	Not applicable, Internal coordination and communication	Gender equality
Evaluation of the Contribution of Italian Funded Projects to Ending Violence against Women and Promoting Gender Equality in ECOWAS Member States	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2012	Not Rated	UNW, IT Coop and other donors committed to EVAW should cooperate to the strengthening and expanding ...		UNW takes note of the recommendation and will work as much as possible to coordinate work with other UN Agencies for resources optimization and synergies. Build constituencies and capitalize on the existence of gender advisors/focal points through the UN System.		Ending violence against women (SPs before 2018)	Partnership, Not applicable	Not applicable, Internal coordination and communication	Gender equality
Evaluation of the Contribution of Italian Funded Projects to Ending Violence against Women and Promoting Gender Equality in ECOWAS Member States	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2012	Not Rated	UNW HQ and SRO should coordinate to provide high-level leveraging towards policy and programmatic pa...		UNW takes note of the recommendation and would like to observe that its engagement with the ECOWAS in initiates aiming at addressing VAW have received limited response. UNW will instead use the WICBT and the National action plans on peace and security to make ending VAW as part of the dialogue.		Ending violence against women (SPs before 2018)	Partnership, Normative Support	Knowledge management, Internal coordination and communication	Sustainability, Gender equality
Evaluation of the Contribution of Italian Funded Projects to Ending Violence against Women and Promoting Gender Equality in ECOWAS Member States	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2012	Not Rated	UNW's partnerships with regional CSOs should focus on increasing their networking capacity Strong,...		The Sub regional Office under its SP 2012 -2013 has already planned to establish a civil society advisory board through which strong civil society organizations could be identified to support the gender agenda in West Africa.		Ending violence against women (SPs before 2018)	Not applicable	Capacity development	Sustainability, Gender equality
Evaluation of the Contribution of Italian Funded Projects to Ending Violence against Women and Promoting Gender Equality in ECOWAS Member States	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2012	Not Rated	UNW' programming should focus on supporting contexts. EVAW and gender equality interventions shoul...		This recommendation is not clear. However it is noted that synergies to avoid project fragmentation and maximize input are an important factor in programming. Nonetheless the focus on strengthening national level partners remains critical while also paying attention to regional actors.		Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership, Operational activities, Not applicable	Advocacy	Gender equality
Evaluation of the Contribution of Italian Funded Projects to Ending Violence against Women and Promoting Gender Equality in ECOWAS Member States	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2012	Not Rated	The institutional approach should be advanced more aggressively. UNW needs to be engaging ministrie...		Under its AWP 2012 - 2013 WARO is committed to Increase partner's capacity to develop WEE National Strategies and Flagship Country Programmes that improve women's livelihoods. UNW will profile all NGMs in West Africa with the objective of establishing a baseline and ideal structure for NGM (location, programme and budget). It is also planned to support Gender activists in West Africa to advocate for a joint ECOWAS/MRU mechanism/plan to address and monitor women's human's rights in conflict and humanitarian situation including Sexual Violence.		Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	Partnership	Not applicable, Promoting inclusiveness/Leaving no one behind	Gender equality
Evaluation of the Contribution of Italian Funded Projects to Ending Violence against Women and Promoting Gender Equality in ECOWAS Member States	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2012	Not Rated	At national level COs should implement a systemic approach to VAW and gender equality In future UNW...		UNW WARO will continue to invest in the regional UNDG mechanism, mainly to support UNDAF rollout processes with actions that address VAW. In this process UNW is the convening agency for Sierra Leone. We?ll model, increase and document our role in UN coordination on GEWE. At the moment, UNW coordinates four joint programmes on gender equality (Liberia, Sierra Leone, Senegal); co-leads or participates in 6 (Liberia, Sierra Leone, Senegal, Ghana, Cape Verde, Guinea Bissau). We will roll out the Joint Gender strategy & Capacity building plan for UN agencies experimented in Mali, and reinforce the institutional relevance of the GTGs, opening them to Donors wherever possible. Finally, we shall strengthen our own capacity in order to better contribute to joint UN efforts on Violence against women.		Ending violence against women (SPs before 2018)	Partnership, Operational activities, Not applicable	Internal coordination and communication	Gender equality
Evaluation of the Contribution of Italian Funded Projects to Ending Violence against Women and Promoting Gender Equality in ECOWAS Member States	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2012	Not Rated	UNW should strategise internally on ways of coordinating more strongly within its own programme area...		UNW has taken note of the recommendation in its 2012 - 2013 Strategy and operational Plan that put forward as a management priority both in programmes and operations, the recruiting and retaining experienced staff. All country offices in the sub-region are in the process of strengthening of their human resources and capacities to fulfill the mandate of UN Women in the field and in preparation for eventual Delegation of Authority to and decentralization of country offices.		Ending violence against women (SPs before 2018)	UN Coordination	Internal coordination and communication	Efficiency, Gender equality
Evaluation of the Contribution of Italian Funded Projects to Ending Violence against Women and Promoting Gender Equality in ECOWAS Member States	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2012	Not Rated	Capacity development by UNW COs should become a focus area of the programme. To increase efficien...		The SRO will equip itself to provide country offices with (i) Strategic Direction, including strategy development, reviews and partnerships; (ii) Programme Support, programme development, management, quality assurance, audit preparation, evaluation, communications, and resource mobilization; (iii) Operations Support: implementation of financial and HR guidelines & policies, decentralisation and delegation; (iv) Institutional Support: in-house expertise and timely responses; Public, Private partnership building, Communication. For the countries with full AWPs (i.e. Nigeria, Liberia, Mali, Cote D?Ivoire, Sierra Leone, Senegal, and Cape Verde), the SRO will progressively reduce its direct support as UNW WARO strengthens its programme capacity and raise its operations/fiscal accountability through more staffing and financial decentralization. The SRO has developed a 3-year plan to guide this process.		Ending violence against women (SPs before 2018)	Not applicable	Capacity development	Effectiveness, Relevance
Evaluation of the Contribution of Italian Funded Projects to Ending Violence against Women and Promoting Gender Equality in ECOWAS Member States	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2012	Not Rated	HRBA should remain the underlying principle at all times. UNW should review its stance on FGM/C in ...		UNW Takes note of the recommendation and principles of HRBA consensus in the UN for Zero tolerance of FGM/C. Comparatively the ultimate goal women's political participation is 50/50. Although the ultimate goal is elimination of all forms of VAW, the delaying FGM/C to the age of Consent (18 years) provides us with the opportunity to strengthen prevention messages targeting the youth. The partnership that exists with the traditional and religious leaders permits UNW to support an inter-generation dialogue and reinforce advocacy against FGM/C and forced marriage.		Ending violence against women (SPs before 2018)	Normative Support	Advocacy	Effectiveness
Evaluation of the Contribution of Italian Funded Projects to Ending Violence against Women and Promoting Gender Equality in ECOWAS Member States	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2012	Not Rated	RBM needs to be strengthened by UNW In terms of own programming, UNW needs to strengthen RBM approa...		RBM training of staff and partners is a priority for the period 2012-2013 as reflected in UN Women global strategy and UN Women's WARO and SL's AWPs 2012-2013.		Governance and planning (SPs before 2018)	Culture of results/RBM	Not applicable	Efficiency, Impact
Evaluation of the Contribution of Italian Funded Projects to Ending Violence against Women and Promoting Gender Equality in ECOWAS Member States	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2012	Not Rated	Developing the monitoring function on VAW will be key to achieving and sustaining progress. Data co...		WARO notes this as an important area of management especially in the coordination of the regional Working group of VAW: As WARO continues to support CO with leading on various GE joint processes (e.g. GTGs; GEWE JPs; GM in UNDAF; etc,) the SRO will focus on engaging the regional UNDG mainly for building the capacity to implement and monitor the implementation of the UNSG Campaign on VAW. UNW SRO and CO will pursue their leadership on the UNDG regional VAW cluster, through broadening the UN partnership & funding base of the VAW Campaign that has grown through the Joint programmes Mushkoka, UNTF, UN Joint programmes on VAW in Senegal, Guinea and Burkina Faso.		Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	Culture of results/RBM	Not applicable	Effectiveness, Efficiency, Relevance
Evaluation of the Contribution of Italian Funded Projects to Ending Violence against Women and Promoting Gender Equality in ECOWAS Member States	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2012	Not Rated	Internal capacity development is necessary to position UNW as the lead agency on gender Establishin...		SRO takes note of the recommendation in the same context as recommendation 9.		Governance and planning (SPs before 2018)	Not applicable	Capacity development, Promoting inclusiveness/Leaving no one behind, Internal coordination and communication	Effectiveness, Efficiency
Evaluation of the Contribution of Italian Funded Projects to Ending Violence against Women and Promoting Gender Equality in ECOWAS Member States	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2012	Not Rated	WARO staff should be enabled to focus more effectively on their technical role. SRO staff have been...		Within the planned M&E activities for 2012-2013, it is envisaged that partners and staff M&E needs will be assessed and training provided accordingly.		Not applicable	Not applicable	Capacity development, Internal coordination and communication	Efficiency
Evaluation of the Contribution of Italian Funded Projects to Ending Violence against Women and Promoting Gender Equality in ECOWAS Member States	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2012	Not Rated	Equity concerns in UNW's programming should be strengthened. UNW should include disparity and cover...		SRO has taken Monitoring, reporting and evaluation to represent a major area of investment during the strategy period. Programme staff and partners will be supported to track progress through a results-based approach. To promote alignment to country level UN programming, the UNDAF monitoring and evaluation framework will guide programme monitoring, progress reports, data collection from field visits. Progress of equity programme interventions will be tracked against targets set at the level of intervention-specific output indicators. WARO will invest in gathering baseline information for the SP indicators. WARO finalized and budgeted for a separate 2012-2013 M&E workplan with the objective of improving planning processes, increasing accountability, developing and/or increasing the M&E capacity of partners and staff. There is a guarantee that SRO's Evaluation plan will be professionally managed, annually updated and appropriately referenced to the global M&E policy by the two M&E specialists on board. All reports (donor-reports) will be aligned to the global SP to demonstrate accountability & contribution to UNW's global mandate of ensuring gender Equity.		Ending violence against women (SPs before 2018)	Culture of results/RBM	Capacity development	Relevance
Evaluation of the Contribution of Italian Funded Projects to Ending Violence against Women and Promoting Gender Equality in ECOWAS Member States	Programme Evaluation	West and Central Africa	Regional Office for West and Central Africa (Senegal)	2012	Not Rated	Thematic funding on VAW and gender equality should be promoted amongst donors as an available option...		Strategic partners have been targeted in the West Africa's resource mobilisation strategy. These include traditional donors such as Belgium; France; Italy; Spain; EU; Sweden; Denmark; Luxembourg; UNFPA, UNICEF, UNDP, IFAD, the UNAIDS PAF Fund; the One UN Transition Fund; the Multi Donors Trust Fund and IOM. WARO will build on small but successful private sector partnerships (e.g. Private banks; telephone companies). WARO will continue to partner with RECs such as ECOWAS, UEMOA and the Mano River Union on initiatives to Address VAW.		Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)	Normative Support, Operational activities	Not applicable, Advocacy	Gender equality
Zimbabwe Gender Support Programme (GSP) Final Evaluation	Programme Evaluation	East and Southern Africa	Zimbabwe	2013	Not Rated	There is need for additional support to consolidate the gains achieved by the Gender Support Program...		Agreed		Governance and planning (SPs before 2018)	Not applicable	Advocacy	Sustainability, Gender equality
Zimbabwe Gender Support Programme (GSP) Final Evaluation	Programme Evaluation	East and Southern Africa	Zimbabwe	2013	Not Rated	Short grants have proven not to be ideal for changes that take longer to materialize. For these type...		Agreed		Governance and planning (SPs before 2018)	Not applicable	Advocacy	Sustainability, Gender equality
Zimbabwe Gender Support Programme (GSP) Final Evaluation	Programme Evaluation	East and Southern Africa	Zimbabwe	2013	Not Rated	There is need to test and continue building the capacity of the Women Coalition of Zimbabwe (WCoZ) t...		Agreed, however though WCoZ appreciated the role they could play in mobilising resources and being a grant manager, they also highlighted that it should be taken into consideration that WCoZ?s major role is movement building and not grants management. WCoZ indicated that they could start by piloting the idea through forming a grants management pilot unit within the Coalition.		Governance and planning (SPs before 2018)	Not applicable	Capacity development	Sustainability, Gender equality
Zimbabwe Gender Support Programme (GSP) Final Evaluation	Programme Evaluation	East and Southern Africa	Zimbabwe	2013	Not Rated	For similar programmes in the future, M & E should be strengthened by establishing an M & E database...		Agreed		Governance and planning (SPs before 2018)	Operational activities, Culture of results/RBM	Not applicable	Effectiveness, Efficiency
Zimbabwe Gender Support Programme (GSP) Final Evaluation	Programme Evaluation	East and Southern Africa	Zimbabwe	2013	Not Rated	A majority of the Responsible Parties (RPs) lack capacity in gender analysis and human rights progra...		Agreed		Governance and planning (SPs before 2018)	Not applicable	Capacity development	Sustainability, Gender equality
Zimbabwe Gender Support Programme (GSP) Final Evaluation	Programme Evaluation	East and Southern Africa	Zimbabwe	2013	Not Rated	Government needs to be involved in the planning structures and implementation of a similar programme...		Agreed		Governance and planning (SPs before 2018)	Partnership, Not applicable	Capacity development, Not applicable	Sustainability
Zimbabwe Gender Support Programme (GSP) Final Evaluation	Programme Evaluation	East and Southern Africa	Zimbabwe	2013	Not Rated	In influencing policy, a future programme needs to also come up with strategies for the domesticatio...		Agreed		Ending violence against women (SPs before 2018)	Normative Support, Operational activities	Capacity development, Not applicable	Sustainability, Gender equality
Zimbabwe Gender Support Programme (GSP) Final Evaluation	Programme Evaluation	East and Southern Africa	Zimbabwe	2013	Not Rated	Involvement of men in similar programmes should be intensified to change patriarchal values that und...		Agreed		Ending violence against women (SPs before 2018)	Engaging men and boys	Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Zimbabwe Gender Support Programme (GSP) Final Evaluation	Programme Evaluation	East and Southern Africa	Zimbabwe	2013	Not Rated	The issue of sustainability of efforts to end Violence Against Women (VAW) is not explicitly address...		Agreed		Ending violence against women (SPs before 2018)	Engaging men and boys	Not applicable, Promoting inclusiveness/Leaving no one behind	Sustainability
Zimbabwe Gender Support Programme (GSP) Final Evaluation	Programme Evaluation	East and Southern Africa	Zimbabwe	2013	Not Rated	Given that the fund disproportionately benefited Community Based Organisations (CBOs), a future prog...		Agreed however the challenge is that in some specialised areas e.g. legal aid provision for women there are only a few NGOs that have the specialised experience to provide the specialised support to women.		Governance and planning (SPs before 2018)	Partnership	Promoting inclusiveness/Leaving no one behind	Effectiveness, Sustainability, Impact
Zimbabwe Gender Support Programme (GSP) Final Evaluation	Programme Evaluation	East and Southern Africa	Zimbabwe	2013	Not Rated	In economic empowerment projects, an exit strategy should identify key performance indicators where ...		Agreed		Women economic empowerment (SPs before 2018)	Culture of results/RBM	Not applicable	Sustainability
Project evaluation of Safe Cities in Quito	Programme Evaluation	Americas and the Caribbean	Ecuador	2013	Not Rated	El producto comunicacional creado para implementar la estratégia del proyecto, se desarrolló buscand...		Enfocar de manera más directa lo realacionado a las líeas de trabajo en los proyectos, con el tema comunicacional, ya que los productos comunicacionales, son un pilar fundamental en proyectos como Safe Cities, en los que se trata de sensibilizar y concietizar a la población.		Not applicable	Not applicable	Not applicable	Not applicable
Project evaluation of Safe Cities in Quito	Programme Evaluation	Americas and the Caribbean	Ecuador	2013	Not Rated	Se recomienda fortalecer alianzas con las diferentes Secretarias del Estado, en especial con la de I...		Fortalecer las alianzas con las instancias que conforman el Municipio de Quito y que tienen incidencia en las administraciones zonales de Quitumbe y Eloy alfaro, en las que se realizara el proyecto en 2013, ya que son pilares fundamentales en le éxito del mismo.		Not applicable	Not applicable	Not applicable	Not applicable
Project evaluation of Safe Cities in Quito	Programme Evaluation	Americas and the Caribbean	Ecuador	2013	Not Rated	Se pudo apreciar la necesidad de contar con repuestas efectivas para la eliminación de la violencia ...		Dado que en Ecuador se vive una reforma Juríadica en cuanto a la atención en casos de Violencia contra las mujeres, es necesario que los mecanismos locales de atención a mujeres que han sufrido violencia se vinculen a las nuevas modalidades que esta reforma prevee. Para la ejecución de la propuesta en 2013 se prevén respuestas más integrales que no sólo traten los temas judiciales, sino también los temas de reparación de Derechos.		Not applicable	Not applicable	Not applicable	Not applicable
Project evaluation of Safe Cities in Quito	Programme Evaluation	Americas and the Caribbean	Ecuador	2013	Not Rated	Se recomienda intentar en medida de lo posible, agilizar los procesos de discusión y aprobación de l...		Se prevé para la ejcución de este año contar con un comité técnico que posibilite la evaluación fluida de todos los procesos necesarios para el desarrollo del proyecto, del tal manera que estas limitaciones no frenen el plan de trabajo.		Not applicable	Not applicable	Not applicable	Not applicable
Project evaluation of Safe Cities in Quito	Programme Evaluation	Americas and the Caribbean	Ecuador	2013	Not Rated	Se recomienda trabajar entre ONU Mujeres y el Patronato, en la gestión al enfoque de violencia cont...		Se prevé posicionar el tema de la Violencia hacia las mujeres en espacios públicos, como un tema relevante para el Estado y la sociedad civil y fortalecer las alianzas de ONU Mujeres y el Patronato para seguir llevando a cabo iniciativas conjuntas para erradicar la violencia contra las mujeres y las niñas en los espacios públicos.		Not applicable	Not applicable	Not applicable	Not applicable
Project evaluation of Safe Cities in Quito	Programme Evaluation	Americas and the Caribbean	Ecuador	2013	Not Rated	Se hace necesario realizar un seguimiento, acompañamiento en los barrios, para la puesta en prá...		Con el arranque efectivo del proyecto y el establecimiento de la programación, a partir del 2013, se realizará un trabajo de acercamiento y seguimiento de las organizaciones de las mujeres en los barrios.		Not applicable	Not applicable	Not applicable	Not applicable
Indigenous Regional Programme Evaluation	Programme Evaluation	Americas and the Caribbean	Ecuador	2013	Not Rated	La discriminación y el racismo están presentes en la región al igual que las practicas patriarcales...		En este ciclo programático se ha previsto apoyar en los procesos de formación de una de las organizaciónes más importantes de los Pueblos y Nacionalesdes indígenas: La CONAIE. Profundizar temas claves como discriminación, género, interculturalidad, plurinacionalidad, derechos de los Pueblos Indigenas para fortalecer capacidades de respuesta de las mujeres indigenas frente al racismo. También se considerará el apoyo a procesos que mejoran los niveles de autoestima (como son talleres enfocados en la persona y de desarrollar intercambios de experiencia entre mujeres de diferentes organizaciones y regiones, lo que favorece el empoderamiento). Esto surge en respuesta a la solicitud de las mujeres indígenas que formaron parte de la intervención con el Programa Regional Indígena.		Not applicable	Not applicable	Not applicable	Not applicable
Indigenous Regional Programme Evaluation	Programme Evaluation	Americas and the Caribbean	Ecuador	2013	Not Rated	El liderazgo indígena del Programa fue reconocido por varias instancias como un valor agregado para ...		Para una posible segunda fase del programa indígena, es importante seguir contando con personal indígena dentro del equipo de gestión y coordinación, lo que permite una comprensión a profundidad de las problemáticas que afectan a mujeres indígenas, facilita los contactos con contrapartes por la experiencia acumulada del personal y permite tener una mayor visión política y estratégica.		Not applicable	Not applicable	Not applicable	Not applicable
Indigenous Regional Programme Evaluation	Programme Evaluation	Americas and the Caribbean	Ecuador	2013	Not Rated	El apostar a la formación especilizada de mujeres lideresas indígenas en temas de teoría, investigac...		Desarrollar un curso de formación corta para mujeres indígenas, con modalidad de becas, semi presencial, donde las lideresas profundizan sus conocimientos y destrezas técnicas (manejo de proyectos) y de investigación, lo que permite generar datos específicos e información sobre la situación de las mujeres indígenas. Esa información generada puede servir como base fundamentada para creación y fortalecimiento de proyectos y organizaciones de mujeres indígenas.		Not applicable	Not applicable	Not applicable	Not applicable
Indigenous Regional Programme Evaluation	Programme Evaluation	Americas and the Caribbean	Ecuador	2013	Not Rated	Existe la expectativa de continuidad del Programa a nivel de todos las/os socios, por lo que amerita...		Con el Plan de Sostenibilidad del Programa indígena elaborado, presentarse a varias agencias de cooperación internacional u otros donantes no tradicionales para poder conseguir fondos para una segunda fase del Programa Indígena.		Not applicable	Not applicable	Not applicable	Not applicable
Indigenous Regional Programme Evaluation	Programme Evaluation	Americas and the Caribbean	Ecuador	2013	Not Rated	La memoria del Programa es extensa y de profundidad en contenido, amerita su recuperación y proyecc...		Se han sistematizado las experiencias del programa y se han realizado estuidos de caso y diagnósitocs que deben ser socializados para mayor conocimiento de los/as tomadores/as de decisiones.		Not applicable	Not applicable	Not applicable	Not applicable
Indigenous Regional Programme Evaluation	Programme Evaluation	Americas and the Caribbean	Ecuador	2013	Not Rated	La cultura de evaluación en ONU MUJERES es un reto en proceso de construcción. Es preciso avanzar e...		En Ecuador ONU Mujeres está implementando un sistema de seguimiento, monitoreso y evaluación para todos los programas de manera integral.		Not applicable	Not applicable	Not applicable	Not applicable
Indigenous Regional Programme Evaluation	Programme Evaluation	Americas and the Caribbean	Ecuador	2013	Not Rated	Fomentar la cultura de la coordinación de la institucionalidad gubernamental con las organizaciones ...		Acompañar a instituciones del Estado en la incorporación de los enfoques de género e interculturalidad en sus programas y políticas públicas. Además, generar espacios de diálogo y análisis entre el Estado y organizaciones indígenas (pluralismo jurídico, consulta previa, derechos colectivos de los pueblos indígenas) para profundizar debates, generar propuestas con el objetivo de responder a las demandas de las mujeres indígenas.		Not applicable	Not applicable	Not applicable	Not applicable
Indigenous Regional Programme Evaluation	Programme Evaluation	Americas and the Caribbean	Ecuador	2013	Not Rated	Lentitud administrativa y los formatos complicados por parte de ONU MUJERES, por que debe hacerse un...		Realizar talleres de inducción para que las organizaciones contrapartes tengan mayores deestrezas en el manejo de formatos de ONU MUJERES, especialmente para los informes financieros y narrativos y formatos FACE. Con estas herramientas, se les facilita a las contrapartes cumplir con los requisitos administrativos de ONU MUJERES y por lo mismo, permite más rapidez en los desembolsos. Canalizar esta dificultad en los espacios de decisión de la agencia.		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the GRB Programme?s UNV component (final evaluation UNV)	Programme Evaluation	Americas and the Caribbean	Ecuador	2012	Not Rated	Profundizar el voluntariado en otras áreas pertinentes de equidad e igualdad de género y derechos hu...		Formalizar las acciones conjuntas entre ONU MUJERES y UNV, a fin de considerar el voluntariado en las áreas temáticas de ONU MUJERES.		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the GRB Programme?s UNV component (final evaluation UNV)	Programme Evaluation	Americas and the Caribbean	Ecuador	2012	Not Rated	Involucrar/contratar a Voluntarias/os de las Naciones Unidas promotoras/es locales a diferencia de ...		Fomentar la participación del voluntariado local en los proyectos.		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the GRB Programme?s UNV component (final evaluation UNV)	Programme Evaluation	Americas and the Caribbean	Ecuador	2012	Not Rated	La agencia implementadora, en colaboración estrecha con la(s) contraparte(s), las/los Voluntarias/o...		Se reforzará sistema de monitoreo desarrollado por el Programa de PSG, incorporando un nuevo componente de medición de impacto del Programa, a través de encuestas y entrevistas.		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the GRB Programme?s UNV component (final evaluation UNV)	Programme Evaluation	Americas and the Caribbean	Ecuador	2012	Not Rated	Incluir una figura de articulación entre las dos agencias ubicada en la agencia de implementación e...		En el marco de la nueva estructura de la Oficina de ONU Mujeres Ecuador se analizará la pertinencia de incorporar en las responsabilidades de la Punto Focal del tema Interagencial las funciones para la coordinación con UNV		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the GRB Programme?s UNV component (final evaluation UNV)	Programme Evaluation	Americas and the Caribbean	Ecuador	2012	Not Rated	Realizar actividades conjuntas de gestión, serán talleres de planificación estratégica, planes de ...		Desarrollar un protocolo de coordinación de los procedimiento que forman parte del ciclo de proyectos.		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the GRB Programme?s UNV component (final evaluation UNV)	Programme Evaluation	Americas and the Caribbean	Ecuador	2012	Not Rated	Las agencias implementadoras del SNU deben asegurar que las instancias de acogida estén informadas,...		Incluir las resposabilidades, deberes y derechos de los/as voluntarias como parte de los protocolos de seguimiento		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the GRB Programme?s UNV component (final evaluation UNV)	Programme Evaluation	Americas and the Caribbean	Ecuador	2012	Not Rated	El programa VNU en estrecha colaboración con las instancias de acogida las agencias implementadoras...		Incluir las resposabilidades, deberes y derechos de los/as voluntarias como parte de los protocolos de seguimiento		Not applicable	Not applicable	Not applicable	Not applicable
Evaluation of the GRB Programme?s UNV component (final evaluation UNV)	Programme Evaluation	Americas and the Caribbean	Ecuador	2012	Not Rated	Las agencias implementadoras deben asegurar la asignación suficiente de recursos financieros para e...		Revisar la política de ONU MUJERES para posibilitar en el futuro esta recomendación.		Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of supporting gender equality and women's rights in Timor-Leste	Programme Evaluation	Asia and the Pacific	Timor Leste	2012	Not Rated	Ensure lessons learned and best practices highlighted in this report are taken into consideration in...		The participating UN Agencies are in agreement with the recommendation		Governance and planning (SPs before 2018)	Not applicable	Capacity development, Knowledge management	Effectiveness, Impact
Final evaluation of supporting gender equality and women's rights in Timor-Leste	Programme Evaluation	Asia and the Pacific	Timor Leste	2012	Not Rated	The UN must continue to lobby for the implementation and adequate allocation of human resources and ...		The participating UN Agencies are in agreement with the recommendation. The strategy to enhance gender perspective in all government programmes and policies is important. UN Women in its Strategic document 2012-13 planned to continue working with Government partners, NGOs and member of Parliament to build on the results made by MDG supporting programme. UNICEF also further continues its related activities as part of its Child Protection Programme and extends its cooperation with NGOs, such as JSMP, VSS and Casa Vida.		Governance and planning (SPs before 2018)	Not applicable	Advocacy	Impact
Final evaluation of supporting gender equality and women's rights in Timor-Leste	Programme Evaluation	Asia and the Pacific	Timor Leste	2012	Not Rated	Both the inclusion of civil society in the governance structures and the possibility to reach out to...		The participating UN Agencies are in agreement with the recommendation		Governance and planning (SPs before 2018)	UN Coordination, Partnership	Capacity development, Knowledge management	Effectiveness, Efficiency, Impact
Final evaluation of supporting gender equality and women's rights in Timor-Leste	Programme Evaluation	Asia and the Pacific	Timor Leste	2012	Not Rated	The centralization of all IEC materials developed in the context of the programme. The communication...		The UNCT partially agreed with the recommendation. Further discussion on how to consolidate communication strategy is needed.		Governance and planning (SPs before 2018)	Not applicable	Knowledge management	Effectiveness, Efficiency, Impact
Final evaluation of supporting gender equality and women's rights in Timor-Leste	Programme Evaluation	Asia and the Pacific	Timor Leste	2012	Not Rated	Given the country needs in regards to capacity building, and the extensive training initiatives repo...		The participating UN Agencies are in agreement with the recommendation		Governance and planning (SPs before 2018)	Operational activities, Not applicable	Capacity development	Effectiveness
Evaluation of UN Women?s Work on Gender Responsive Budgeting in India	Thematic Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2012	Not Rated	Develop a roadmap prioritizing the ways in which stakeholders at central, state, and local levels ca...		Accepted		Governance and planning (SPs before 2018)	UN Coordination	Advocacy	Relevance
Evaluation of UN Women?s Work on Gender Responsive Budgeting in India	Thematic Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2012	Not Rated	Once the roadmap is developed, UN Women should work with stakeholders to develop a clear Plan of Act...		Partially Accepted		Governance and planning (SPs before 2018)	UN Coordination	Advocacy	Relevance
Evaluation of UN Women?s Work on Gender Responsive Budgeting in India	Thematic Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2012	Not Rated	UN Women should work with stakeholders to develop tactics for building capacity to execute GRB at ce...		Accepted		Governance and planning (SPs before 2018)	UN Coordination	Not applicable, Advocacy	Relevance
Evaluation of UN Women?s Work on Gender Responsive Budgeting in India	Thematic Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2012	Not Rated	Beyond government stakeholders, UN Women should support building the capacity of CSOs and women?s ad...		Accepted		Governance and planning (SPs before 2018)	UN Coordination	Advocacy	Effectiveness
Evaluation of UN Women?s Work on Gender Responsive Budgeting in India	Thematic Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2012	Not Rated	In supporting its GRB activities, UN Women should leverage its key strengths ? data-driven advocacy,...		Accepted		Governance and planning (SPs before 2018)	Not applicable	Capacity development	Effectiveness
Final Evaluation of Inter-Agency Programme for the Promotion of Gender and Ethnic-Racial Equality (MDG-F)	Programme Evaluation	Americas and the Caribbean	Brazil	2012	Not Rated	Programme Design - International cooperation programmes' planning and programming should be aligned ...		Agreed. To be incorporated in future planning and programming activities.		Governance and planning (SPs before 2018)	UN Coordination, Partnership	Not applicable, Internal coordination and communication	Effectiveness, Efficiency
Final Evaluation of Inter-Agency Programme for the Promotion of Gender and Ethnic-Racial Equality (MDG-F)	Programme Evaluation	Americas and the Caribbean	Brazil	2012	Not Rated	Programme Design - Programme's outcomes should be feasible and time bound to facilitate monitoring a...		Agreed. To be incorporated in future programming.		Governance and planning (SPs before 2018)	Culture of results/RBM	Not applicable	Effectiveness
Final Evaluation of Inter-Agency Programme for the Promotion of Gender and Ethnic-Racial Equality (MDG-F)	Programme Evaluation	Americas and the Caribbean	Brazil	2012	Not Rated	Programme Design - CSOs and local governmental actors should be more involved in the planning and im...		Agreed. To be incorporated in future programming.		Governance and planning (SPs before 2018)	Partnership	Promoting inclusiveness/Leaving no one behind	Effectiveness
Final Evaluation of Inter-Agency Programme for the Promotion of Gender and Ethnic-Racial Equality (MDG-F)	Programme Evaluation	Americas and the Caribbean	Brazil	2012	Not Rated	Programme Design - Programmes with focus on the promotion of ethnic-racial and gender equality shoul...		Partially agreed. In fact, based on the Inter-Agency Programme experience, initiatives must be designed to promote cultural change being the implementation of educational activities one way to achieve that. Another way, that appear to be more effective and was used by other MDG-F programmes at Latin America, is to focus on educative communication activities that promote awareness and cultural change.		Governance and planning (SPs before 2018)	Normative Support, Operational activities	Advocacy	Gender equality
Final Evaluation of Inter-Agency Programme for the Promotion of Gender and Ethnic-Racial Equality (MDG-F)	Programme Evaluation	Americas and the Caribbean	Brazil	2012	Not Rated	Programme Design - CSOs should increase their participation in the management of programmes.		Agreed. To be incorporated in future programming.		Governance and planning (SPs before 2018)	Operational activities	Capacity development, Promoting inclusiveness/Leaving no one behind	Gender equality
Final Evaluation of Inter-Agency Programme for the Promotion of Gender and Ethnic-Racial Equality (MDG-F)	Programme Evaluation	Americas and the Caribbean	Brazil	2012	Not Rated	Programme Design - Strategies of Horizontal Cooperation and Technological Transfer of lessons learne...		Agreed. To be incorporated in future programming.		Governance and planning (SPs before 2018)	Culture of results/RBM, Not applicable	Capacity development, Knowledge management	Effectiveness, Efficiency
Final Evaluation of Inter-Agency Programme for the Promotion of Gender and Ethnic-Racial Equality (MDG-F)	Programme Evaluation	Americas and the Caribbean	Brazil	2012	Not Rated	Programme Management - Strategies to guarantee the sustainability of results should be stimulated.		Agreed. To be incorporated in future programming.		Governance and planning (SPs before 2018)	Culture of results/RBM, Not applicable	Capacity development, Knowledge management	Sustainability
Final Evaluation of Inter-Agency Programme for the Promotion of Gender and Ethnic-Racial Equality (MDG-F)	Programme Evaluation	Americas and the Caribbean	Brazil	2012	Not Rated	Programme Management - Programmes focusing ethnic-racial issues should incorporate institutional rep...		Agreed. To be incorporated in future programming.		Governance and planning (SPs before 2018)	Operational activities, Not applicable	Promoting inclusiveness/Leaving no one behind	Human Rights, Gender equality
Final Evaluation of Inter-Agency Programme for the Promotion of Gender and Ethnic-Racial Equality (MDG-F)	Programme Evaluation	Americas and the Caribbean	Brazil	2012	Not Rated	Programme Management - The use of an intersectionality approach should be stimulated.		Agreed. However, this is a recommendation already incoporated in UN Women Brazil programmatic activities.		Governance and planning (SPs before 2018)	Operational activities, Not applicable	Not applicable	Human Rights, Gender equality
Final evaluation of UN Women support to the Positive Women's Network on HIV/AIDS projects in India	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2012	Not Rated	UN Women needs to recognise the continuing need for support for a women?s agenda in the context of H...		Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of UN Women support to the Positive Women's Network on HIV/AIDS projects in India	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2012	Not Rated	UN Women to identify technical support to further its commitment to HIV and AIDS within an ?Ending V...		Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of UN Women support to the Positive Women's Network on HIV/AIDS projects in India	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2012	Not Rated	UN Women to build its partnership with a ?grounded? organisation such as PWN+ in order to locate its...		PARTIALLY ACCEPTED	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of UN Women support to the Positive Women's Network on HIV/AIDS projects in India	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2012	Not Rated	PWN+ to take forward its vision to develop a shared understanding of the purpose and scope of work o...		Agreed	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of UN Women support to the Positive Women's Network on HIV/AIDS projects in India	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2012	Not Rated	PWN+ to nurture a second line of leadership within the organisation and to develop democratic norms ...		Agreed	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of UN Women support to the Positive Women's Network on HIV/AIDS projects in India	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2012	Not Rated	PWN+ to provide handholding support to newer networks within its fold, in order that a strong progra...		Agreed	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of UN Women support to the Positive Women's Network on HIV/AIDS projects in India	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2012	Not Rated	PWN+ to take cognizance of its role as a women?s organisation and build relationships with likeminde...		Agreed	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of UN Women support to the Positive Women's Network on HIV/AIDS projects in India	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2012	Not Rated	UN Women to play a convening role in discussions of the intersectionalities of HIV and AIDS and wome...		Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of UN Women support to the Positive Women's Network on HIV/AIDS projects in India	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2012	Not Rated	UN Women and PWN+ to take stock of the continuing responsibility for efforts to meet community needs...		Not Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of UN Women support to the Positive Women's Network on HIV/AIDS projects in India	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2012	Not Rated	UN Women and PWN+ to take cognizance of the continuing discrimination experienced by WLHA and its im...		Not Accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
Final evaluation of UN Women support to the Positive Women's Network on HIV/AIDS projects in India	Programme Evaluation	Asia and the Pacific	Multi-Country Office for India, Bhutan, Maldives, and Sri Lanka	2012	Not Rated	UN Women and PWN+ to leverage existing opportunities to engender the HIV and AIDS space, thereby acc...		Not accepted	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
GEPG Evaluation	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2012	Not Rated	Evaluation Recommendation 1: AusAID and GEPG to consider an extension to the programme. During the ...		Management Response: Partially Accepted. GEPG will deepen its engagement with stakeholders by further strengthening their capacity to gain increased understanding of the principles of democracy and gender equality for long-term learning and ability for gender responsive policy development.		Governance and planning (SPs before 2018)	Culture of results/RBM	Not applicable	Sustainability
GEPG Evaluation	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2012	Not Rated	Evaluation Recommendation 2: Institutional capacity building. GEPG in the second phase the programme...		Management Response: Accepted. There is plan for transition into the emerging UN Women Governance programme (GJDG). The planning of the broader Governance / GJDG programme will take into consideration the recommendations made for capacity building of stakeholders for increased gender responsive structures.		Governance and planning (SPs before 2018)	UN Coordination, Operational activities	Capacity development	Gender equality
GEPG Evaluation	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2012	Not Rated	Evaluation Recommendation 3: GEPG to consider prioritising and nurturing strategic relationship with...		Management Response: Accepted, where applicable and suitable		Governance and planning (SPs before 2018)	Partnership	Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency
GEPG Evaluation	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2012	Not Rated	Evaluation Recommendation 4: Proactive and deeper engagements with local actors, particularly at the...		Management Response: Partially Accepted, as coordination with local actors for capacity building has been an integral part of customized capacity building and TA provision in all interventions countries. An increasing demand for further capacity building expressed by local / provincial governments is noted.		Governance and planning (SPs before 2018)	Partnership	Not applicable	Effectiveness, Efficiency
GEPG Evaluation	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2012	Not Rated	Evaluation Recommendation 5: GEPG during its extension to strengthen its collaborations and coordina...		Management Response: Partially Accepted: Increased coordination will be sought through participation at existing regional key events of development partners and regional stakeholders. Due to expressed meeting fatigue by Governments and regional partners alike, existing meetings will be used during the GEPG transition phase and future Governance Programme (GJDG)		Governance and planning (SPs before 2018)	UN Coordination, Partnership	Internal coordination and communication	Effectiveness, Efficiency
GEPG Evaluation	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2012	Not Rated	Evaluation Recommendation 6: GEPG/AusAID to consider the second phase of the programme contingent up...		Management Response: Rejected. Note: GEPG has a comprehensive Logframe, Development Results Framework and M&E framework endorsed by the UN & Donor Appraisal Committee, which has been used since its programme inception in 2008. The outcome language of the M&E framework and related planning documents and reporting matrices were adjusted to reflect the updated UNIFEM / UN Women global outcomes and in line with global gender discourse. As the GEPG intervention logic did not change, the original logframe is still being used.		Governance and planning (SPs before 2018)	Culture of results/RBM	Not applicable	Sustainability
GEPG Evaluation	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2012	Not Rated	Evaluation Recommendation 7: Strengthen the monitoring and evaluation framework with identifiable in...		Management Response: Partially accepted. Note: Reference to establishment of TAG ? upon suitability and as per stakeholders agreement		Global norms and standards (SPs before 2018)	Culture of results/RBM	Not applicable	Effectiveness, Sustainability
GEPG Evaluation	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2012	Not Rated	Evaluation Recommendation 8: Creating an enabling environment for the efficient and effective delive...		Management Response: Accepted. In line with ongoing UN Women transition & UN Women Pacific office expansion & a new UN Women architecture stipulating the role of multi-country offices and field offices, administrative procedures and processes are being reviewed and improved and where applicable, administrative functions are decentralized to increase response time & streamline business processes. It is envisioned that the future GJDG Programme will have its own Operations staff for increased operational capacity.		Governance and planning (SPs before 2018)	Not applicable	Capacity development	Effectiveness
GEPG Evaluation	Programme Evaluation	Asia and the Pacific	Multi-Country Office for the Pacific (Fiji)	2012	Not Rated	Evaluation Recommendation 9: Strengthen capacity of the GEPG programme and consideration be given to...		Management Response: Partially accepted: Transition planned into a broader Gender Justice in Democratic Governance Programme, with increased staff strengths as per expanded programme portfolio. It is noted that any Governance Management post will by default have to be able to provide technical oversight and serve as technical adviser in addition to the managerial oversight of programme management.		Governance and planning (SPs before 2018)	Not applicable	Not applicable	Effectiveness, Efficiency
Mid-term Evaluation of the China Gender Facility for Research and Advocacy (CGF)	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2012	Not Rated	Keep what has proven to work. In the case of the CGF, this means keeping it simple by leaving the w...		All suggestions in this part are about CGF Call for Proposals. In the CGF 6th Call for Prospoals that was annouced from 1 June to 15 July, UN Women and TAC members have started to follow.		Governance and planning (SPs before 2018)	UN Coordination, Partnership, Operational activities, Not applicable	Capacity development, Advocacy	Effectiveness, Efficiency, Relevance, Sustainability, Impact, Gender equality
Mid-term Evaluation of the China Gender Facility for Research and Advocacy (CGF)	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2012	Not Rated	Build a strong business case. Draw on accumulated knowledge to (a) encourage buy-in from key policy...		CGF has produced some good results, which should be documented and well presented to government by different chanels so that government can incorporate the good practices into their policy making. UNTGG shall organize high level dialogue with government so that CGF good practices can be presented.		Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Normative Support	Knowledge management	Effectiveness, Gender equality
Mid-term Evaluation of the China Gender Facility for Research and Advocacy (CGF)	Programme Evaluation	Asia and the Pacific	Regional Office for Asia and the Pacific (Thailand)	2012	Not Rated	The TAC and UNTGG should consider undertaking a joint resource mobilization exercise with governmen...		Resources Mobilization is always a challenge to CGF. According to the TAC?s decision, every donor needs to make a contribution of at least $5000 USD to the CGF every two years to maintain its membership, a change from the previous rule that a contribution of any amount would maintain TAC membership for four years. UNICEF, UNDP, WHO, UNESCO, and UNAIDS will lose their TAC membership in 2013 if they do not make any new contributions.		Governance and planning (SPs before 2018)	UN Coordination, Partnership, Operational activities, Not applicable	Knowledge management	Effectiveness, Efficiency, Relevance, Sustainability, Impact
True, Justice and Reparation Programme for Women	Programme Evaluation	Americas and the Caribbean	Colombia	2012	Not Rated	1. Independientemente del alcance formal del proceso de cambio organizacional (formalización del ma...		En los casos en los que la coyuntura política lo permita, ONU Mujeres fortalecerá la ejecución en el marco de convenios con el Estado y con Organizaciones de Sociedad Civil los cuales incorporaran mecanismos para asegurar la participación y apropiación de los procesos por parte de las diferentes entidades.		Not applicable	Not applicable	Not applicable	Not applicable
True, Justice and Reparation Programme for Women	Programme Evaluation	Americas and the Caribbean	Colombia	2012	Not Rated	Adoptar en forma consistente el Enfoque de Programa como herramienta para fortalecer la integralida...		ONU Mujeres reforzará la aplicación del Enfoque de Programa estableciendo reuniones cuatrimestrales del comité consultivo del proyecto y un boletín electrónico cuatrimestral a todas las contrapartes sobre los avances en los diversos componentes del proyecto.		Not applicable	Not applicable	Not applicable	Not applicable
True, Justice and Reparation Programme for Women	Programme Evaluation	Americas and the Caribbean	Colombia	2012	Not Rated	Incorporar en forma sistemática en la estrategia de comunicación institucional mensajes relacionado...		ONU Mujeres en el marco de la Estrategia de Comunicación que se está implementando y juntamente con sus socios estratégicos, reforzará la convocatoria a públicos no tradicionales para la difusión de mensajes sobre la equidad de género de promoción de los derechos de la mujeres con el objetivo de contribuir a la sensibilización colectiva, difusión masiva y posicionamiento mediático e institucional de los derechos de las mujeres.		Not applicable	Not applicable	Not applicable	Not applicable
True, Justice and Reparation Programme for Women	Programme Evaluation	Americas and the Caribbean	Colombia	2012	Not Rated	Facilitar un espacio de dialogo, con las OSCs con las cuales ONU Mujeres tiene relación mas cercana...		En el marco de la creación de la nueva entidad de ONU Mujeres y de la creación de nuevas instancias de consulta y dialogo, se está impulsando la creación a nivel regional y nacional de Grupos Asesores de la Sociedad Civil (GASC) con el objetivo de fortalecer los lazos de ONU Mujeres con las organizaciones sociales así como para incrementar el dialogo estratégico con las mismas. En este marco creemos que la creación de este espacio de dialogo estratégico propiciará la identificación conjunta de líneas de trabajo e incidencia con la sociedad civil, clarificará la complementariedad de los roles institucionales de ONU Mujeres y fortalecerá los espacios de dialogo ya existentes como: la Mesa de Género de la Cooperación Internacional, Comisión Coordinadora y el grupo de apoyo para la Política Pública Nacional de Equidad de Género y derechos de las Mujeres		Not applicable	Not applicable	Not applicable	Not applicable
True, Justice and Reparation Programme for Women	Programme Evaluation	Americas and the Caribbean	Colombia	2012	Not Rated	En la fase final de ejecución del Programa, como parte de una estrategia de salida, priorizar esfue...		En el último año del programa ONU Mujeres está en proceso de elaboración de una estrategia de salida para la construcción de acuerdos institucionales y la sostenibilidad de las actividades.		Not applicable	Not applicable	Not applicable	Not applicable
True, Justice and Reparation Programme for Women	Programme Evaluation	Americas and the Caribbean	Colombia	2012	Not Rated	Apoyar una articulación efectiva del Programa de Restitución de Tierras asociado a la Ley 448, con ...		En el marco de asistencia técnica que ONU Mujeres acordó con el Ministerio de Agricultura se desarrollaran dos consultorías para la incorporación de la perspectiva de género en los temas relativos a mujeres rurales y derechos de las mujeres a la tierra. La primera consultoría tiene como producto específico realizar un "Documento de armonización y compatibilidad entre: la Ley de Mujer Rural, la ley de víctimas y restitución de tierras y la ley 1450 de 2011 Plan Nacional de Desarrollo con otras políticas y proyectos de leyes como la Ley de Desarrollo Rural y la Política Pública Nacional de Mujer para la Equidad de Género."		Not applicable	Not applicable	Not applicable	Not applicable
True, Justice and Reparation Programme for Women	Programme Evaluation	Americas and the Caribbean	Colombia	2012	Not Rated	Negociar con la Unidad Administrativa Especial para la Atención y Reparación Integral de Victimas u...		Esta en marcha el establecimiento de un Acuerdo con la Unidad de Victimas para dar sostenibilidad al informe de la Línea de Base sobre verdad, justicia y reparación		Not applicable	Not applicable	Not applicable	Not applicable
True, Justice and Reparation Programme for Women	Programme Evaluation	Americas and the Caribbean	Colombia	2012	Not Rated	Construir acuerdos institucionales con la Defensoría del Pueblo que asegure la plena apropiación y ...		Desde 2006 ONU Mujeres viene apoyando a la Defensoría del Pueblo específicamente el Sistema de Alertas Tempranas en la transversalización del enfoque de género en los informes de alertas tempranas. En 2011 el SAT contrató a la consultora que prestaba asistencia técnica en la transversalización del enfoque de género que era financiada por ONU Mujeres. En este sentido, se asegura la sostenibilidad de las actividades, apropiándose el SAT del tema de género. Actualmente se está negociando un nuevo acuerdo con la Defensoría del Pueblo en otras líneas temáticas: protección y violencia sexual.		Not applicable	Not applicable	Not applicable	Not applicable
True, Justice and Reparation Programme for Women	Programme Evaluation	Americas and the Caribbean	Colombia	2012	Not Rated	Considerando la capacidad de supervisión y la base de soporte administrativo, reducir el rango de a...		En la planificación para 2012 ONU Mujeres ha realizado un ejercicio de priorización de actividades a nivel nacional y territorial siguiendo los principios de Acción sin Daño. Temáticamente se han priorizado: En el componente de verdad: la construcción de la memoria desde las mujeres. En el componente de justicia: apoyo al acceso y judicialización de casos de violencia sexual, Protección de mujeres defensoras de DDHH y mujeres víctimas. En el componente de Reparación: la restitución de tierras despojadas y propiedad y género. En el componente de fortalecimiento de las estrategias de Cooperación Internacional: la Política pública de mujeres con énfasis en paz, verdad, justicia y reparación. Como temas transversales: 1) Liderazgo y empoderamiento de las mujeres para la construcción de la paz; 2)Perspectiva étnica; 3)el apoyo a la sistematización de experiencias de atención psicosocial desde sociedad civil y el Estado. Se establecieron 3 regiones estratégicas: Meta Huila y Nariño. Por otro lado, se dará seguimiento a las actividades que ye estaban en curso en Montes de María, Oriente Antiqueño y Cesar		Not applicable	Not applicable	Not applicable	Not applicable
True, Justice and Reparation Programme for Women	Programme Evaluation	Americas and the Caribbean	Colombia	2012	Not Rated	Una vez decidida la focalización construir, dentro del marco lógico del Programa, una cadena de res...		Revisión del marco de indicadores de proceso y de producto a partir del ejercicio de planificación y los nuevos retos planteados.		Not applicable	Not applicable	Not applicable	Not applicable
True, Justice and Reparation Programme for Women	Programme Evaluation	Americas and the Caribbean	Colombia	2012	Not Rated	Fortalecer al interior del Sistema de Naciones Unidas una responsabilidad y protagonismo a nivel de...		En el marco del cuarto componente del programa, ONU Mujeres seguirá promoviendo la participación de las distintas agencias del SNU en el proceso de formulación y puesta en marcha de la Política Pública Nacional de Equidad de Género y derechos de las Mujeres.		Not applicable	Not applicable	Not applicable	Not applicable
Joint Evaluation on Joint Gender Programmes (JGPs) in the UN System	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2014	Very Good	Evaluation Recommendation 1: Whenever possible, make the decision on a joint gender programme a stra...		Management Response: The entities agree with this recommendation. Joint gender programmes should always be based on strategic planning processes and coherently linked to UN planning frameworks such as the UNDAF/One programme, rather than driven by ad hoc funding opportunities. The strong results planning and prioritization processes and systems deployed by the various entities both individually and collectively, should be brought to bear to systematically ensure that implementation modalities, including the selection of a joint programme modality, be thoroughly appraised based on issues of effectiveness and value. The ongoing work on revising UNDG Joint Programmes Guidance is currently examining this issue and positing the joint programme as just one modality for working together in the context of UNDAF, Delivering as One (DaO)/One Programme or other frameworks for common country programming. More broadly speaking, the entities recognize the need to strengthen capacity analyses of the policy/institutional framework, including United Nations and national partners? capacity development needs and ability to work within a joint modality on gender.		Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Normative Support, Not applicable	Not applicable, Promoting inclusiveness/Leaving no one behind, Advocacy	Gender equality
Joint Evaluation on Joint Gender Programmes (JGPs) in the UN System	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2014	Very Good	Evaluation Recommendation 2: Increase the rigour of the design phase for joint gender programmes: ...		Management Response: The entities agree with this recommendation. The entities note the importance of rigorous design phases for all joint programmes, including joint gender programmes, particularly with regard to the quality of the analysis rather than just the process. This includes ensuring that a sound and robust analysis underpins the theory of change upon which the programme is based. This issue is also being picked up by the current work on revising the UNDG guidelines on joint programmes and is actively looking at related issues such as building on country analysis and UNDAF/One Programme and other frameworks; and considering the capacity and comparative advantages of the government, implementing partners and participating UN organizations to coordinate, manage and support implementation and ongoing monitoring and evaluation of the joint programmes. The entities note the importance of ensuring a high degree of expertise and adequate resources at the disposal of the partners during this design phase if it is to meet expectations with regard to both quality and process.		Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Normative Support, Not applicable	Not applicable, Promoting inclusiveness/Leaving no one behind, Advocacy	Gender equality
Joint Evaluation on Joint Gender Programmes (JGPs) in the UN System	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2014	Very Good	Evaluation Recommendation 3: The role of UN Women whose mandate positions them, where conditions per...		The entities agree with this recommendation. It is important that the role of all partners and stakeholders, including UN Women, be clarified and made explicit in the design and throughout the implementation of joint gender programmes. In contexts where UN women does not have an established presence, the RC/UNCT should come to consensus on the most appropriate technical and/or coordination lead. It should be noted that the revised UNDG Joint Programmes Guidance is also considering the determination of roles and responsibilities as a crucial step in establishing joint programmes. This includes the selection of the UN organization(s) that will be assigned special roles as Administrative Agent (AA), Convening Agency (CA), or Managing Agent (MA).		Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Normative Support, Not applicable	Not applicable	Gender equality
Joint Evaluation on Joint Gender Programmes (JGPs) in the UN System	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2014	Very Good	Evaluation Recommendation 4: Ensure that the following key principles are integrated into design an...		Management Response: The entities partly agree with this recommendation. It is fully agreed that key programming principles and quality assurance processes should be continuously strengthened in order to ensure that these principles are reflected through all programmes, including joint gender programmes. Human rights based approaches, including the full integration of the rights holder perspective, are already a standing principle of UN programming. Capacity development and RBM (and national ownership of development strategies) are also two of the UN Development Group?s five programming principles. The entities believe that the issue in this case is to ensure more rigorous implementation of the principle through better design and quality assurance (already highlighted in previous recommendations). The issue of harmonizing for coherence is also well noted and the entities are active in the UN Development Group in working to ensure that there is increased joint monitoring and reporting across all types of UN programmes and where the national operating context is conducive. While the underlying point is well noted and all five entities unambiguously accept the value of strengthened accountability for programme results, they are limited in their capacity to address the issue by their areas of authority and mandates. However, accountability issues related to the role of the RC and UNCT are beyond the authority of the five entities addressed by this evaluation.		Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Normative Support, Not applicable	Not applicable	Efficiency, Gender equality
Joint Evaluation on Joint Gender Programmes (JGPs) in the UN System	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2014	Very Good	Evaluation Recommendation 5: For joint gender programmes to be implemented in fragile or conflict-a...		The entities partly agree with this recommendation. It is vital that all programming in fragile or conflict-affected contexts be undertaken with due sensitivity and with heightened awareness of the implications of programming decisions through rigorous and robust design processes. It is also recognized that challenging operating environments present increased challenges to the successful implementation of programmes, including joint gender programmes. The value of theories of change, logic models and pathways to change as means of conceptualizing shared programmatic logic, communicating to partners and stakeholders and identifying and managing risks and assumptions, is also fully recognized.		Peace and security (SPs before 2018), Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Normative Support, Not applicable	Not applicable	Efficiency, Gender equality
Joint Evaluation on Joint Gender Programmes (JGPs) in the UN System	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2014	Very Good	Evaluation Recommendation 6: Designs should be centred within a full risk framework from the outset...		Management Response: The entities agree with this recommendation. Risk management should be fully integrated into all programming processes, including joint gender programme, and particularly in fragile and conflict-affected situations. Current efforts to review the UNDG Joint Programmes Guidance is also exploring the use of thresholds as an internal control mechanism to help manage risks (thresholds for joint programmes are introduced to enable the participating organizations to collectively manage risks, whether political/strategic, programmatic or financial, in their common programming).		Peace and security (SPs before 2018), Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Normative Support, Culture of results/RBM, Not applicable	Not applicable
Joint Evaluation on Joint Gender Programmes (JGPs) in the UN System	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2014	Very Good	Evaluation Recommendation 7: Joint gender programmes should be positioned as an opportunity to deve...		Management Response: The entities partly agree with the recommendation. Joint gender programmes can be, and often are, positioned as an opportunity to develop comprehensive national capacity development strategies for gender equality and empowerment of women and girls. However, country context is of prime importance in designing support mechanisms for national capacity development strategies, and for joint gender programmes. Decisions as to whether specific joint gender programmes should be positioned as an opportunity to develop comprehensive national capacity development strategies for gender equality and empowerment of women are best informed by analysis during the design process and based on the national context, building on the principle of national ownership. The entities recognize that gender joint programmes should be leveraged to enhance national capacities and it is fully agreed that any support provided by the entities to national capacity development strategies for gender equality and women?s empowerment should be aligned with and consistent with broader national capacity development strategies. No Key actions are required		Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	UN Coordination, Normative Support, Culture of results/RBM, Not applicable	Not applicable, Capacity development	Effectiveness, Relevance, Gender equality
Thematic Evaluation on the contribution of UN Women to increasing women's leadership and participation in peace and security and humanitarian response	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2013	Very Good	1. Continue to scale up proactive intergovernmental engagement and interagency coordination through ...		UN Women agrees with this recommendation. Beyond its current strategy focusing on the Security Council and the Peacebuilding Commission, from 2014 onwards it will step-up engagement with regional peace and security institutions, with a view to generating a significant improvement in the visibility and impact of women?s engagement in all aspects of conflict prevention, resolution, and recovery and in humanitarian response. At the interagency level, it will generate stronger country-headquarters coordinated action to support effective engagement in all conflict-related interagency forums from those involved in early warning to post-conflict planning processes. UN Women is looking into joining the Inter-Agency Standing Committee (IASC) to support strategic engagement in humanitarian work. Strategic intergovernmental engagement: Global: UN Women will continue its engagement with the CEDAW Committee and the Security Council to support application of these instruments. The UN Women Policy Division regularly offers briefings to new Security Council members on the WPS agenda and will expand its practice of hosting ? with other UN entities -- ad hoc roundtables for the benefit of Security Council experts on gender issues in specific country situations. UN Women has twice supported the Peacebuilding Commission to address gender issues in 2013 and will continue to do so in 2014. Regional: UN Women considers enhancing its engagement with regional institutions a strategic priority. UN Women Representatives are now able to focus more sharply upon their advocacy, partnership, strategic management and policy role and national and regional levels as a consequence of the roll out of the regional architecture and delegation of authority. UN Women already has strong cooperation agreements in place with the EU, OAS and CARICOM, but will in 2014 and beyond focus on building cooperation with the AU, ASEAN, ECOWAS, Pacific Islands Forum and the OSCE. Strategic interagency processes: Global: UN Women?s strategic engagement with crucial interagency processes linked to crisis response and transitions is enabled by the participation of its Executive Director in the Secretary-General?s Policy Committee and of its Senior Management in the Senior Peacebuilding Group, the UN Development Group and the Executive Committee on Peace and Security. UN Women?s engagement with new and existing Integrated Mission Task Forces enables it to strengthen its input to coordinated action in UN mission contexts. UN Women chairs the IANGWE Inter-Agency Standing Committee on WPS (SC-WPS). Evidence of increasing maturity and sophistication of this body can be seen in the improved quality of the annual SG report to the Council on women and peace and security. Its members collaborate to strengthen monitoring data and baselines to enable effective results tracking in the UN system-wide Strategic Results Framework on WPS. UN Women co-leads the implementation of the Secretary-General?s Seven Point Action Plan on Gender-Responsive Peacebuilding with the Peacebuilding Support Office (PBSO), and has made several of its key targets ? notably the minimum 15 per cent spending target for gender equality in peacebuilding contexts ? a driving imperative across the UN system. UN Women will strengthen its relationship with the World Bank and other international institutions addressing governance and economic security in fragile states (for instance in relation to the New Deal) in the coming year. With regard to humanitarian response, UN Women has identified the need to join the Inter-Agency Standing Committee (IASC) as a crucial condition for more effective action in this arena as well as investing in building the requisite organizational capacity. Initial discussions with the IASC Secretariat have begun and UN Women anticipates joining in 2014. Country: UN Women has always prioritized supporting host country governments to implement WPS commitments via national planning efforts and support for the engagement of women?s civil society organizations in conflict resolution. The most recent high-visibility consequence of this was the October 2013 convening in Bogota of 400 women peace leaders to input to the on-going peace process and petition for a stronger direct engagement of women in this process, and similar processes were undertaken in 2013 for Mali and Syria. At country level, UN Women has engaged fully in the formulation of UNDAFs and Peacebuilding Priority Plans. UN Women has been a key player in the recent Peacebuilding Priority Plans developed in Liberia and Kyrgyzstan, and has been successful in securing funding for proposals for actions linking women?s economic empowerment and community leadership to peacebuilding. There is increasing UN Women engagement in humanitarian coordination, such as UN Women?s participation in the UN response to the Syria crisis and the rapid deployment of a GENCAP adviser to the Philippines one week after the disaster. Staff capacity for proactive and strategic WPS engagement: UN Women will address the evaluation?s recommendation on staff capacity in the area of women, peace and security as both a professional development issue (see also response to recommendation 4) as well as a matter of building internal strategic guidance. In terms of the professional profile, UN Women is currently recruiting Regional Peace and Security Advisers who, along with the Policy Division, will support improved analysis and strategic planning. To support their work, UN Women has already developed and piloted training on gender-responsive peacebuilding for UN Women and UN partner entities. The inaugural session was held in June in partnership with the PBSO, International Alert, and the UN Women Training Center (TC) and will be run again in 2014. UN Women agrees with the evaluation?s recommendation to improve the frequency of engagement between country and HQ staff. This is a priority to apply lessons from practice (see response to Recommendation 2) as well as to build sharper analytical and strategic capacities. Beyond regular systems such as reciprocal secondments and annual reporting, UN Women also uses the production of the SG report on WPS to stimulate country-level analysis and HQ response. For instance in 2013, inputs from country offices were made to the SG report on WPS detailing links between natural resource management (NRM), gender and peacebuilding.		Leadership and political participation (SPs before 2018), Peace and security (SPs before 2018)	Partnership, Normative Support, Operational activities	Internal coordination and communication	Sustainability
Thematic Evaluation on the contribution of UN Women to increasing women's leadership and participation in peace and security and humanitarian response	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2013	Very Good	2. UN Women should strengthen programming capabilities to remain flexible and adaptive, while improv...		UN Women agrees with this recommendation on building partnerships and knowledge for innovative programming. UN Women?s strategy is to identify partnerships or engagements in which the catalytic role of UN Women supports complementarities with other entities, and will focus on this in particular at country level. It will also make regionally-targeted efforts to address points raised in the evaluation regarding inconsistencies across regions in levels of WPS policy and operational work. Guidance and knowledge in interagency engagement: UN Women will continue to work with other UN partners to identify complementarities to develop through joint strategic work, using the entities? Strategic Plans as a starting point. UN Women has sought to amplify its strategic impact through, for instance, seconding a staff member to the new Global Focal Point on the Rule of Law, thus ensuring gender issues are addressed in this important effort to build coherence in the UN?s support for post-conflict security and justice. As co-lead with the Peacebuilding Support Office (PBSO) in supporting implementation of the SG?s Seven Point Action Plan on Gender-Responsive Peacebuilding, UN Women has been able to stimulate meaningful standard-setting across the UN?s peacebuilding institutions. UN Women contributed to the UNDG?s efforts to harmonize the gender marker system, and has, in collaboration with UNDP, provided detailed analysis of its utilization to track allocations to gender equality in post-conflict situations. To further support coherence in the UN?s work on WPS, UN Women will produce a detailed guidance note for country-level implementation of Security Council WPS resolutions and CEDAW GR 30. UN Women will also develop a web-based knowledge hub for the Inter-Agency Standing Committee on Women, Peace and Security and which will act as the platform for knowledge sharing and consultation in preparation for the Secretary-General?s Study mandated by resolution 2122 (2013). The Peace and Security team within the Policy Division is noted in the evaluation for the high quality of its analytical work and publications. However, in response to the evaluation, stronger efforts will be made to clarify theories of change and fully engage country offices in generating knowledge on good practices (see Recommendation 3). UN Women agrees with the evaluation?s recommendations to increase joint programming with other UN entities at country level. Enhanced leadership by UN Women is already evident in many contexts in gender theme groups (GTGs) and within the UNCT. In UN Mission contexts UN Women collaborates closely with Senior Gender Advisors and, as noted earlier, it will focus in the coming year on more effective engagement at country and HQ level in Integrated Mission Task Forces. UN Women has participated in the handover of UN mission tasks to the UNCT in the context of mission draw-downs in Timor-Leste and will continue to do so in Liberia and Haiti. UN Women?s recent inter-agency initiative to review the adequacy of gender expertise to mission contexts provides recommendations to strengthen the impact and collaboration of gender experts in post-conflict contexts, which are being piloted in Haiti by the Department of Peacekeeping Operations. The recently-appointed P4-level Planning and Coordination Specialists in Regional Offices offer new capacity to support WPS programming both in terms of the quality of results management and in terms of coordination with other parts of the UN system. In addition, UN Women has been providing Gender Advisers to RCs in contexts in which it does not have an office, and this too has provided valuable leverage in generating action on WPS commitments (Myanmar, Guinea Conakry, Guinea Bissau). Each Country Office is now required to produce Strategic Notes (beginning in 2014) containing a strong situation analysis. These are reviewed as part of the corporate peer review process. UN Women is committed to improving the quality of such analyses. Peer learning across UN Women?s country offices contributes to learning and takes place through exchange visits, such as have occurred between the Rwanda and Malawi offices (focused on gender and service delivery), Nepal and Kyrgyzstan (focused on gender and peacebuilding). South-south exchanges have also occurred with visits from Uganda and South Sudan to Liberia on peacebuilding and security sector reform.		Governance and planning (SPs before 2018)	Partnership, Culture of results/RBM, Not applicable, Humanitarian action	Capacity development, Knowledge management	Effectiveness, Efficiency, Human Rights, Gender equality
Thematic Evaluation on the contribution of UN Women to increasing women's leadership and participation in peace and security and humanitarian response	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2013	Very Good	3.UN Women should better document implicit theories of change that often feature in practice in much...		UN Women agrees that effective monitoring must be grounded in clear theories of change, particularly in relation to the expected impact of promoting women?s leadership and participation in peace and humanitarian work. It will make these theories explicit and will continue to support the UN system to establish firm baselines, indicators to track progress, and better reporting. The annual preparation of the SG report on women and peace and security for the Security Council enables UN Women to monitor global and UN system progress. Over the past three years UN Women has made this process considerably more rigorous through the production of the UN system-wide Strategic Results Framework on WPS. Members of the IANGWE Standing Committee on WPS contribute data to establish baselines as well as to populate progress indicators. UN Women?s Peace and Security section has strengthened this process through commissioned studies of the allocation of funds using the Gender Marker, and on new areas of the WPS agenda, such as the link between natural resource management, conflict, and gender relations. A recently launched extra-net for Standing Committee members will be used to gather inputs for the SG?s report and share information between the members. The Global Study of implementation requested in resolution 2122 (2013) offers a special opportunity for UN Women to clarify theories and assumptions about change, enrich the quality and exchange of knowledge on good practices, and to link WPS issues to the post-2015 development framework and Beijing Plus 20 review. This study will also be a powerful means of supporting country office capacities in gender and conflict analysis. Monitoring of UN Women?s WPS work occurs through the monitoring of the Strategic Plan and country and regional Strategic Note/ Annual Work Plan processes. Country offices produce a Monitoring, Evaluation and Research Plan as part of their country plan, which, alongside the targets, indicators and baselines of the office?s results framework, provides a solid basis for M&E activities in all aspects of the country programme, including WPS. UN Women is seen as a leader in knowledge production on WPS but must improve its capacity to share lessons learned efficiently, and to disseminate these more widely. Within UN Women, knowledge management and generation and monitoring at the global level is conducted by the Policy Division in HQ. At country and regional levels, knowledge management is conducted by programme managers and communications specialists. UN Women agrees with the recommendation to increase capacity in this area of work and the Policy Division and Strategic Partnerships Division will work to improve dissemination of knowledge products, and will expand use of information and communications technologies such as use of intra-, extra- and internet to ensure knowledge is shared effectively.		Governance and planning (SPs before 2018)	Culture of results/RBM, Not applicable	Not applicable	Gender equality
Thematic Evaluation on the contribution of UN Women to increasing women's leadership and participation in peace and security and humanitarian response	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2013	Very Good	4. UN Women should invest in organizational capacities, and financial and human resources specifical...		UN Women agrees with this recommendation. UN Women?s strategy is to build on the role of new regional Peace and Security advisors to institutionalize regional capacity-building of staff, backed up with targeted technical support in the form of guidance or short-term expert deployments. UN Women?s Regional Architecture process included a functional analysis element, which identified necessary staffing capacity for field and headquarters business units. With specific reference to Peace and Security programming needs, in 2012 the Policy Division conducted a review of UN Women country offices? existing or planned support to governments on national implementation of women peace and security commitments. This provides a baseline against which to plan current and future support. In addition, UN Women supports capacity reviews for the entire UN system ? for example the 2013 mapping study of the UN?s work to improve women?s access to justice during and after conflict, conducted at the request of the UN?s Rule of Law Coordination and Resource Group (in partnership with UNDP). With support from UN Women?s Strategic Partnership Division, increased innovative collaboration with Member States, emerging partners and the private sector will be sought to, inter alia, strengthen the financial support and outreach in UN Women?s WPS work. UN Women will consult on its Humanitarian Strategy with key humanitarian actors in the UN system and with the Executive Board through a presentation of its central themes at the January 2014 session. Consultation will pay particular attention to capacity development as a central component of the Humanitarian Strategy. Regular capacity-building seminars or other training opportunities for regional staff will be institutionalized through the new regional peace and security advisors. Regional and country offices have major initiatives underway relevant to building the capacities of staff and of the women peace leaders and civil society organizations with which they interact. These include efforts to ensure women?s participation in peace processes and donor conferences. Country experiences in convening and building capacities of women peace leaders to input to peace processes in Colombia, Georgia, Mali and Syria in 2013 will be analyzed to contribute to both the regional mediation training UN Women offers to women leaders and the high-level training in gender and mediation offered by DPA to senior mediators, both part of the UN Women-DPA joint gender and mediation strategy. UN Women anticipates that in advance of 2015, the fifteenth anniversary of 1325, there will be a surge of national efforts to strengthen planning on women peace and security and the findings of its recently concluded global conference on National and Regional Action Plans on WPS will be converted into updated guidance for Member States and country offices in 2014. UN Women will continue to provide targeted and timely technical support in the form of short-term expert deployments to ensure gender issues are addressed at strategic moments in peace and security processes ? recent examples include the deployment of a senior gender advisor to support the work of SESG Mary Robinson in the Great Lakes region, a series of requests for experts in gender and transitional justice to support national-level processes, and the deployment of a peace processes expert to support the country office in Colombia to advance women?s engaged in the peace process. In addition, the new practice of thematic dialogues via webinars with country office staff is already allowing for low-cost, timely seminars and exchanges on emerging WPS issues. The aforementioned web-based knowledge hub that UN Women will develop under the auspices of the Standing Committee on WPS will make system-wide tools and products available in one location.		Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018), Ending violence against women (SPs before 2018)	Culture of results/RBM, Not applicable, Humanitarian action	Not applicable, Advocacy	Efficiency, Gender equality
Thematic Evaluation on the contribution of UN Women to increasing women's leadership and participation in peace and security and humanitarian response	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2013	Very Good	5. Introduce and support more systematic risk assessments to be embedded in planning and M&E at coun...		UN Women agrees with this recommendation and has already made systematic risk assessments a core element of its Regional Architecture as well as of its programming. As members of the UNCT, UN Women collaborates with senior UN country leadership and the Department of Safety and Security (DSS) on real-time risk assessment and mitigation. UN Women will review its existing training and guidance, in particular on early warning indicators, scenario-based pre-deployment training for peacekeepers, and gender crimes investigators, to ensure that no inadvertent harm is caused to women human rights activists or any other stakeholders in women, peace and security processes. UN Women will incorporate this principle and suggested mitigating actions to all of its peace and security guidance material.		Governance and planning (SPs before 2018)	Culture of results/RBM, Not applicable	Promoting inclusiveness/Leaving no one behind	Effectiveness, Efficiency, Gender equality
Thematic Evaluation on the Contribution of UN Women to Prevent Violence Against Women and Girls and Expand Access to Services	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2013	Very Good	UN Women should continue its substantive inputs and evidenced-based work in support of enhanced no...		UN Women agrees with this recommendation. The normative work related to gender equality, women's rights and women's empowerment is an essential component of the entity's mandate. As clearly shown with the successful conclusion of CSW 57, UN Women plays a key role in moving the international normative framework on violence against women forward. It also has the special task to ensure that this normative framework guides and informs decisions at the operational level and that the operational experiences and outcomes inform future normative processes and developments. UN Women also supports other standard-setting bodies on EVAW, in particular the General Assembly; and engages with the Human Rights Council, relevant special procedures, and the human rights treaty bodies on gender equality and the empowerment of women, such as the CEDAW Committee and does this in collaboration with OHCHR, the Special Rapporteur on violence against women, its causes and consequences and other mechanisms.		Global norms and standards (SPs before 2018)	UN Coordination, Normative Support, Operational activities	Not applicable	Effectiveness, Relevance
Thematic Evaluation on the Contribution of UN Women to Prevent Violence Against Women and Girls and Expand Access to Services	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2013	Very Good	UN-Women's country-level activities should be more strategic. It must maximize the benefits of its l...		UN Women partially agrees with this recommendation. While UN Women agrees that that the entity should always strive to be strategic in 'what it does' and 'how it does it', it has already made efforts to be more focused and strategic across the board in the development of the updated draft Strategic Plan 2014-2017 and in the institutionalization of strong multi-year country level annual workplans using a results-based management approach. UN Women is also taking a more strategic approach to programming on EVAW through the development of sustainable and comprehensive approaches, such as that developed by the Safe Cities programme, and actively participating in the CCA and UNDAF processes. The entity will continue to coordinate and collaborate with sister UN agencies and others to ensure the development of appropriate strategies and programmes for the prevention of and the response to violence against women at the country level which is an enormous task, covering many different sectors and agencies' mandates. The financial and technical resources required are well beyond the capacity of one agency and the multi-sectoral approach needed to adequately respond to violence against women demonstrates that long-term support is necessary over many years. This demands inter-agency collaboration and coordination in order to ensure the achievements of the envisaged results. The inter-agency relationship on EVAW which was significantly strengthened during CSW 57 and the UN heads of entities Joint Statement on ending violence against women can greatly support these efforts at regional and national levels by leveraging the UN agencies' staff working on gender equality and EVAW and actively involving the UNCTs, particularly the UN Gender Theme Groups which are usually chaired or co-chaired by UN Women.		Global norms and standards (SPs before 2018)	Partnership, Not applicable	Not applicable, Advocacy	Effectiveness, Efficiency, Relevance
Thematic Evaluation on the Contribution of UN Women to Prevent Violence Against Women and Girls and Expand Access to Services	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2013	Very Good	UN Women should further clarify, operationalize and enhance its coordination mandate, including the ...		UN Women partially agrees with this recommendation. UN Women's Coordination Strategy clarifies and operationalizes its coordination mandate, including across its priority areas such as EVAW. The strengthening of Inter-agency Network on Women and Gender Equality (IANWGE) secures an effective coordination mechanism for this operationalization. UN Women already coordinates two major inter-agency initiatives on EVAW at global level: UNiTE and the UN Trust Fund; and will work to identify other opportunities. The adoption of the UN SWAP by UN entities and Secretariat departments following its CEB endorsement, and the extensive reporting on it by 55 of these entities and departments, provides a concrete instrument for clarifying, operationalizing and enhancing UN Women's interagency role in promoting the accountability of the UN System in its work on gender equality and the empowerment of women. With respect to coordination and joint action to advance gender equality at the country level, UN Resident Coordinators' Annual Reports showed 115 United Nations country teams (out of 123 which reported) had gender equality joint initiatives in 2012, up from 105 in 2010 and 43 in 2004. The RCARs also showed that 99 country teams made gender equality a key element in their workplans, up from 49 in 2004 and that the number of UNDAFs containing references to gender equality in at least one outcome statement increased to 57 in 2012, compared with 48 in 2010 and 41 in 2004. Currently, there are 113 gender theme groups around the world, of which 62 are led or co-led by UN-Women. More specifically in connection with the focus of the evaluation, the RCARs showed that among gender equality areas of action, EVAW was the area that attracted the most interagency collaboration with 114 reports showing that the country teams had provided support for advancing national gender equality priorities to end violence against women. Furthermore, in a recent evaluation, EVAW was the most common thematic area (31%) in UN joint gender programmes and accounted for a similar proportion of the overall aggregated planned budget (28%) for all joint gender programmes. The Secretary-General's UNiTE to End Violence Campaign managed by UN women has contributed to this outcome. This provides a strong platform to improve our work in relation to the coordination of work in EVAW at all levels.		Ending violence against women (SPs before 2018)	Operational activities, Not applicable	Not applicable	Effectiveness, Efficiency, Relevance
Thematic Evaluation on the Contribution of UN Women to Prevent Violence Against Women and Girls and Expand Access to Services	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2013	Very Good	UN Women should develop a strategy or guidance document, for both internal and external use, outli...		UN Women agrees with this recommendation as this would assist the entity to focus efforts and to clarify its comparative advantage and value-added vis-à-vis other UN agencies. Any strategy and guidance should be based on the entity's capacity and resources and should leverage the close relationship UN Women has with civil society and women's organizations.		Ending violence against women (SPs before 2018)	Operational activities, Not applicable	Not applicable	Effectiveness, Efficiency, Relevance
Thematic Evaluation on the Contribution of UN Women to Prevent Violence Against Women and Girls and Expand Access to Services	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2013	Very Good	UN Women should continue to strengthen results-based management practices, encompassing improved mon...		UN Women agrees with this recommendation. While UN Women believes it has already made considerable progress in these areas, it recognises the importance of continuing to increase its performance, and it particularly acknowledges the need for continued effort to effectively play its role as a broker of knowledge. UN Women has invested considerable time and resources in improving the quality of results-based management in its strategic plan and reporting, and through the development of country-level results based workplans. The most recent results presented to the Executive Board show that the outputs on EVAW for UN Women have increased between 2011 and 2012. Results-based country annual workplans are now institutionalized within the entity and in 2012 UN-Women finalized its programme and operations manual, covering all aspects of programming and operations, including results-based management guidance in line with the United Nations harmonized approach, stipulating development of a theory of change as an essential element of programme formulation. UN Women now needs to further leverage this foundation to drive continued capacity development for its staff to implement the results-based management approach.		Governance and planning (SPs before 2018)	Culture of results/RBM	Knowledge management	Effectiveness, Efficiency, Relevance
Thematic Evaluation on the Contribution of UN Women to Prevent Violence Against Women and Girls and Expand Access to Services	Thematic Evaluation	Global	Independent Evaluation Service (IES)	2013	Very Good	UN Women should not only pursue and encourage Member State contributions to core resources, but deve...		UN Women agrees with this recommendation. EVAW work throughout the world is underfunded. UN Women is working to mobilise resources and funding for EVAW activities and initiatives in a variety of ways. At the country level, UN Women is working with Governments to ensure consistent and adequate national funding for EVAW. UN Women is also developing or participating in joint resource mobilisation strategies at the global and country levels. Internally, UN Women is actively pursuing a wide range of approaches to diversify its donor base for core and non-core funding including through the establishment of a dedicated private sector fund-raising team, a strategy to mobilise resources from the private sector and foundations, and strengthening its national committees to access funding for EVAW.		Governance and planning (SPs before 2018)	Partnership, Culture of results/RBM, Not applicable	Not applicable	Efficiency
Gender and Governance Evaluation	Programme Evaluation	West and Central Africa	Mali	2013	Not Rated	Le renforcement organisationnel et technique des structures de mise en ?uvre		D?accord. Des audits ont été réalisés avec les structures partenaires de mise en ?uvre. Ils ont été aussi appuyés dans l?élaboration des plans d?actions et des rapports. Des discussions sont en cours avec REFAMP pour la mise à disposition d?un consultant pour le renforcement des capacités.		Not applicable	Not applicable	Not applicable	Not applicable
Gender and Governance Evaluation	Programme Evaluation	West and Central Africa	Mali	2013	Not Rated	La poursuite des activités de renforcement de capacités des acteurs communautaires et politiques		D?accord. Des actions en cours pour la sensibilisation des acteurs communautaires. Les relais seront recyclés pour répliquer les formations reçues aux membres des partis politiques à la base.		Not applicable	Not applicable	Not applicable	Not applicable
Gender and Governance Evaluation	Programme Evaluation	West and Central Africa	Mali	2013	Not Rated	Le développement des activités et outils de plaidoyer		D?accord. Des séances de coaching seront organisées à l?endroit des femmes candidates aux élections législatives pour renforcer leurs capacités de leadership. Une rencontre de plaidoyer de haut niveau a été organisée avec les partis politiques, en présence du Premier Ministre pour le bon positionnement des femmes au sein des partis politiques.		Not applicable	Not applicable	Not applicable	Not applicable
Gender and Governance Evaluation	Programme Evaluation	West and Central Africa	Mali	2013	Not Rated	Le renforcement du partenariat		D?accord. Des actions ont été entreprises pour renforcer le partenariat avec le Ministère de la Promotion de la Femme.		Not applicable	Not applicable	Not applicable	Not applicable
Gender and Governance Evaluation	Programme Evaluation	West and Central Africa	Mali	2013	Not Rated	Amélioration du processus de sélection et de gestion des structures de mise en ?uvre		D?accord pour le processus de gestion. Le processus de sélection des structures de mise en ?uvre se passe de façon compétitive et transparente et sur la base des capacités de gestions de ces structures. Ce critère avec plusieurs sous critère dont les fiches d?audit ont été appliqué dans le choix des partenaires de mise en ?uvre. Ce processus est documenté.		Not applicable	Not applicable	Not applicable	Not applicable
Joint Programme on GE and Women's empowerment in KENYA (Joint Midterm evaluation)	Programme Evaluation	East and Southern Africa	Kenya	2012	Not Rated	Evaluation Recommendation 1: Strengthened Role of Governance Structure (Steering Committee) i. H...		Management Response: Agree with the recommendations. Indeed, the Steering Committee has since its inception been meeting at least twice a year and sub-taskforces have been set up to discuss crucial more substantive issues on GEWE. At the time of the MTE, the Steering Committee had met once and was still at infancy. Key actions taken within the JP GEWE SC include (i) the setting up of a taskforce for the development of National Coordination structure for GEWE; (ii) the setting up of a taskforce for enhancing the gender focal points system and hence advocacy within government; (iii) agreed on how to ensure gender is adequately addressed in the development of Kenya?s next MTP II; (iv) highlight resource allocation processes and funding gaps. The latter will require further discussion within the Steering Committee once resource mobilization resource mobilization actions are agreed to within the UN first (see recommendation 2 and 5). In terms of the last bullet point. The JP GEWE is currently recruiting a Communications and Information Management Analyst who will develop a communications strategy (external and internal) and will ensure the role of the Steering Committee therein is clearly articulated and approved by its members.		Governance and planning (SPs before 2018)	Partnership	Advocacy	Sustainability, Impact
Joint Programme on GE and Women's empowerment in KENYA (Joint Midterm evaluation)	Programme Evaluation	East and Southern Africa	Kenya	2012	Not Rated	Recommendation 2: Coordination Capacity of UN Women i. Clarify UN Women position on coordination ...		Agree with the reccommendation		Governance and planning (SPs before 2018)	UN Coordination	Not applicable	Gender equality
Joint Programme on GE and Women's empowerment in KENYA (Joint Midterm evaluation)	Programme Evaluation	East and Southern Africa	Kenya	2012	Not Rated	Recommendation 3: Strengthened Delivery Capacity of CSOs i. UNPWG to support coordination of women...		Management Response: Point (i) This will be taken up as the Taskforce on national coordination for GEWE develops its draft on coordination, which includes CSO?s and the private sector. However, this will speak to CSO engagement with government on GEWE issues, it will not seek to harmonize CSO?s or the women?s movement to speak with one voice. The latter is a complex issue in Kenya that should be discussed in depth in the Annual Work Planning Session for the JP GEWE in October 2012. On point ii and iii ? this is a larger and complex discussion that should happen (i) within agencies; (ii) within UNCT and the RCO. The PWG on Gender and UN Women can only facilitate this dialogue for action in the next UNDAF. These actions are reliant on UN in Kenya?s collective operational actions. On points iv and v. ? Noted and agreed. UN Women has agreed to focus more on economic empowerment in 2012/13. Advocacy for the passing of bills is on-going through the Africa UNiTE Kenya Chapter.		Governance and planning (SPs before 2018)	UN Coordination, Partnership, Culture of results/RBM	Not applicable	Gender equality
Joint Programme on GE and Women's empowerment in KENYA (Joint Midterm evaluation)	Programme Evaluation	East and Southern Africa	Kenya	2012	Not Rated	Evaluation recommendation 4: Support Government Ownership of Gender i. Ministry of Finance to...		Management Response: The recommendations are broad and not all can be undertaken by the UN Women or the UN. The RCO/RC will facilitate discussions around aid effectiveness and delivering as one with the government (MoF/MoPND) and use the JP GEWE as a key example ? in the Aid Effectiveness Group. The Ministry of Finance is part of the JP GEWE Steering Committee and through its enhanced knowledge and success of the JP it will be used as an example to inform/enhance donor coherence more broadly. Point (ii) The Ministry of Planning may not be best placed to build capacity in systematic use of disaggregated data for JP GEWE stakeholders. The JP PUNO?s, under UN Women?s leadership is undertaking an assessment of the training requirements in the sectors (education, heath, gender, higher education) and the MoPND is a key partner in this process. This should inform way forward for the identified gap in the evaluation. Point (iii) This is an on-going process and occurs within output 1 of the JP GEWE. Line ministries currently being supported: MoH, MoE, MoHEST, MoGCSD, Min. of Environment. This can be expanded in the next annual planning process. Point (iv/v) See under Recommendation 1 the support the UN can provide as a collective entity in the next few months. UN Women is also providing capacity development support through a gender advisor based at the MoGCSD in this regard. Support to policy and legal developments is on-going under output 1 and 2 of the JP GEWE. The gender quota in the next general elections is a key focus area of output 3 of the JP GEWE in 2012 and beyond that in output 1 for fiscal and administrative decentralization processes. The UN is seeking to ensure the gender machinery has a coordinated strategy to support the fiscal and administrative decentralization process. Point (vi) This point has already been acted on. The Kenya Private Sector Alliance is part of the Steering Committee.		Governance and planning (SPs before 2018)	Partnership, Operational activities, Not applicable	Capacity development, Not applicable	Gender equality
Joint Programme on GE and Women's empowerment in KENYA (Joint Midterm evaluation)	Programme Evaluation	East and Southern Africa	Kenya	2012	Not Rated	Evaluation recommendation 5: Accountabilities for Strategic Issues Elevated to UNCT i. UNCT ne...		Management Response: These recommendations are taken on board and will be discussed within the UNCT by UN Women. Of particular importance will be to clarify the resource mobilization issues and key actions in this regard have been agreed to under recommendation 2. For point v. see action points under recommendation 2.		Governance and planning (SPs before 2018)	Not applicable	Not applicable	Impact
Joint Programme on GE and Women's empowerment in KENYA (Joint Midterm evaluation)	Programme Evaluation	East and Southern Africa	Kenya	2012	Not Rated	valuation Recommendation 6: Strengthen Delivery Capacity of the UNPWG and Output Teams i. Devel...		Management Response: See actions below for recommendations agreed to. On bullet point iv. Revise results matrix and include an outcome on delivery of coordinated service to development partners ? this has been taken up as an action point under recommendation 1 ? the National Coordination Structures and has been included in the AWP for Output 5 already. Point vi. Develop indicators to track aid effectiveness at partner level ? this action is beyond the remit of the JP GEWE. See also recommendation 3 point ii/iii. The JP GEWE will see how best to introduce indicators that speak to this within its remit. Rollout harmonized JP GEWE planning and reporting tools to partners to improve efficiency ? these have been developed for internal purposes already and simplified in 2012. However, harmonization to partners externally cannot be done by the JP GEWE. This requires RCO and corporate level discussion for the UN system more broadly. Point X. - Identify UN Participating Organizations with skills in communication and seek support in development and roll out of a comprehensive communication strategy ? this is a challenge and not workable due to the workload of sitting communication staff. The recruitment of a IUNV communication and information officer this year will alleviate this issue.		Ending violence against women (SPs before 2018)	UN Coordination, Culture of results/RBM, Engaging men and boys	Capacity development, Knowledge management	Effectiveness, Efficiency, Gender equality
Joint Programme on GE and Women's empowerment in KENYA (Joint Midterm evaluation)	Programme Evaluation	East and Southern Africa	Kenya	2012	Not Rated	Evaluation Recommendation 7: Donor Commitment for the JP-GEWE i. Leverage existing donor struct...		Management Response: Agree with the Recommendations		Governance and planning (SPs before 2018)	UN Coordination, Partnership	Not applicable, Advocacy	Gender equality
Gender, Human Rights & Governance Programme - Human Rights Component Evaluation	Programme Evaluation	East and Southern Africa	Kenya	2012	Not Rated	Overall Recommendation: There is need for UN WOMEN to up-scale its focus on work related to devolu...		Management Response: Don't agree with the recommendation the way it is stated.		Governance and planning (SPs before 2018)	Operational activities	Advocacy	Sustainability
Gender, Human Rights & Governance Programme - Human Rights Component Evaluation	Programme Evaluation	East and Southern Africa	Kenya	2012	Not Rated	Evaluation recommendation 1. Future programs should be based on a comprehensive program designs us...		The current UN Women strategy was formulated through extensive consultations with key stakeholders including program beneficiaries. As a result, a context specific -needs based program has been developed. The program document was validated by stakeholders prior to its approval. A robust performance measurement framework has been developed, to monitor implementation of the program. The framework contains specific outcomes and outputs accompanied by clear indicators. The frame work identifies baseline information needs and clear targets. Efforts to collect baseline data where needed are underway- a national survey in partnership with UN Women, Amkeni and Uraia is ongoing. To monitor the indicators an indicator tracking sheet has been developed to systematically monitor the indicators. Plans are in place to strengthen the capacity of staff as well as implementing partners on results based management (M&E and RBM) Recruitment is under way for a full time M&E Officer for the Kenya Country program. An advert for the position was sent our end of April 2012. (See attached the performance measurement framework and the indicator tracking sheet)		Governance and planning (SPs before 2018)	Culture of results/RBM	Not applicable	Effectiveness
Gender, Human Rights & Governance Programme - Human Rights Component Evaluation	Programme Evaluation	East and Southern Africa	Kenya	2012	Not Rated	Evaluation recommendation 2. Future programming should pay attention and avail resources to effect...		See action for evaluation recommendation 1.		Governance and planning (SPs before 2018)	Culture of results/RBM, Not applicable	Not applicable	Effectiveness, Efficiency
Gender, Human Rights & Governance Programme - Human Rights Component Evaluation	Programme Evaluation	East and Southern Africa	Kenya	2012	Not Rated	Evaluation recommendation 3: Consistency with country context needs to be further fostered by keepi...		The current program 2012-13 was designed in a participatory manner; it included a detailed situation/contextual analysis around the five identified focus areas. In addition recommendation s from evaluations of the GGP and Kenya human rights programs informed the design of the current program strategy. UN Women holds monthly programmatic meetings during which the changing contextual situations and emerging issues are discussed and integrated in program implementation		Governance and planning (SPs before 2018)	UN Coordination, Normative Support, Operational activities	Not applicable	Human Rights
Gender, Human Rights & Governance Programme - Human Rights Component Evaluation	Programme Evaluation	East and Southern Africa	Kenya	2012	Not Rated	Evaluation recommendation 4: For Ownership of the program by partners capacities of local stakeho...		Agree with the management Response		Not applicable	Operational activities	Not applicable, Promoting inclusiveness/Leaving no one behind	Effectiveness, Impact
Gender, Human Rights & Governance Programme - Human Rights Component Evaluation	Programme Evaluation	East and Southern Africa	Kenya	2012	Not Rated	Evaluation recommendation 5: To further improve technical adequacy, there is a greater need to re...		Agree with the recommendation		Governance and planning (SPs before 2018)	Partnership	Promoting inclusiveness/Leaving no one behind	Gender equality
Gender, Human Rights & Governance Programme - Human Rights Component Evaluation	Programme Evaluation	East and Southern Africa	Kenya	2012	Not Rated	Evaluation recommendation 6. There is a need to devise specific mechanisms for identification and ...		See action for recommendation 5.		Governance and planning (SPs before 2018), Global norms and standards (SPs before 2018)	Operational activities	Promoting inclusiveness/Leaving no one behind	Efficiency
Gender, Human Rights & Governance Programme - Human Rights Component Evaluation	Programme Evaluation	East and Southern Africa	Kenya	2012	Not Rated	Evaluation recommendation 7. UN WOMEN is strategically positioned and is also held in high esteem b...		Agree with the recommendation		Governance and planning (SPs before 2018)	Partnership, Normative Support, Operational activities	Not applicable, Advocacy, Internal coordination and communication	Sustainability, Gender equality
Gender, Human Rights & Governance Programme - Human Rights Component Evaluation	Programme Evaluation	East and Southern Africa	Kenya	2012	Not Rated	Evaluation recommendation 8: Use of existing local capacities to achieve outcomes: there is a need...		See Action for recommendation 5		Not applicable	Operational activities, Not applicable	Not applicable, Capacity development	Efficiency
Gender, Human Rights & Governance Programme - Human Rights Component Evaluation	Programme Evaluation	East and Southern Africa	Kenya	2012	Not Rated	Evaluation recommendation 9: Sustainability of the Program: In view of scarcity of available local...		Management Response: Don?t agree with the recommendation Experiences working with implementing partners have shown that Joint Ventures pose challenges related to accountability and delivery of results. During the validation workshop partners and key stakeholders were not in agreement with the recommendation from the evaluators on engagement with state and state actors vis v sustainability. This recommendation further understanding and analysis in-order to come up with concrete actions		Governance and planning (SPs before 2018)	UN Coordination, Partnership, Operational activities	Capacity development, Promoting inclusiveness/Leaving no one behind	Sustainability
Gender, Human Rights & Governance Programme - Human Rights Component Evaluation	Programme Evaluation	East and Southern Africa	Kenya	2012	Not Rated	Evaluation recommendation 10: Program Implementation Partnerships agreements should be made for ...		Regarding partnership agreements, while UN Women is negotiating with the donors and leveraging on funding, partnership agreements are largely dependent on UN Women policy on partnership, this will prevail carefully assessing what works and what doesn't. In addition, UN Women will be careful not to give grants beyond the time line of its current strategic plan- 2012-13 All program and finance staff has received training on the financial management and program systems- IPSA and ATLAS. This will result to efficient and timely disbursement of funds Recruited. At inception phase, new and old partners are undergoing training and intense induction on systems and procedure A Finance manager for the Kenya program who is currently providing backstopping support to all staff and partners including reviewing and providing feedback on partners reports has been On improving M&E of the program see action for recommendations for 2 On stakeholders involvement see action for recommendation see action for recommendation 5 The program will continue enhancing partnerships with ?closed nature partners ?such as the police, ministry of finance and planning. The program will align its interventions with those of the partners.		Not applicable	Partnership, Culture of results/RBM	Not applicable	Efficiency, Gender equality
VAW across EHARO sub-region Evaluation	Thematic Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2012	Not Rated	Recommendations at sub-regional level: Evaluation Recommendation 1: Make the decision to recognize...		Management Response: AGREE - the basis of UN Women work is founded in the Beijing Platform for Action, CEDAW and regional instruments. UN Women globally has recognized VAW/G and has made it one of the key thematic areas of focus. The same focus is relevant and has been maintained at sub regional and country levels.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
VAW across EHARO sub-region Evaluation	Thematic Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2012	Not Rated	Recommendation 2: Decide to focus on justice (informal as well as formal) and the rule of law as th...		Management Response: AGREE. In Kenya, with the support from the UN Trust Fund the focus has been on funding the processes that are promoting justice for survivors of VAW such as the Truth Justice and Reconciliation Commission and the International Criminal Court (ICC).	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
VAW across EHARO sub-region Evaluation	Thematic Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2012	Not Rated	Recommendation 3: Re-examine the strategy: ?A Life Free of Violence: Unleashing the Power of Womens...		Management Response: AGREE - there needs to be more engagement with the document at both country and sub-regional level to inform programming and resourcing on VAWG.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
VAW across EHARO sub-region Evaluation	Thematic Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2012	Not Rated	Recommendation 4: Identify up to three bodies from outside UN Women to be champions and advocates f...		Management Response: AGREE in principle ? however it will be difficult to identify a partner that would advocate for the strategy ?A Life Free of Violence? because partners such as Africa UNiTE campaign steering committees are already involved in multiple processes. Further it would have been critical to involve potential champions and advocates already in the design of the strategy. However, the strategy could be used for informing new partnerships.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
VAW across EHARO sub-region Evaluation	Thematic Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2012	Not Rated	Recommendation 5: Focus on building relationships with regional and sub-regional bodies both where ...		anagement Response: AGREE - there is an opportunity to address this e.g. through an LOA with IGAD.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
VAW across EHARO sub-region Evaluation	Thematic Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2012	Not Rated	Recommendation 6: Using UN Women mandate as the filter, identify past and current interventions, ac...		Management Response: AGREE in principle. For Kenya, UN Women undertook an evaluation of the Human Rights Programme in April 2012 which included VAWG interventions. The evaluation report highlights the relevance of the VAW interventions mainly in areas of access to and strengthening formal and informal justice systems. In addition, a new Kenya country program strategy 2012/2013 has been developed on the basis of UN Women mandate defining engagement on VAWG and incorporating the humanitarian component.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
VAW across EHARO sub-region Evaluation	Thematic Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2012	Not Rated	Identify the measures that national governments should put in place to comply with its ?due diligen...		Management Response: AGREE - it is critical to understand gaps in compliance of governments? implementation of international and regional instruments for eliminating VAW	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
VAW across EHARO sub-region Evaluation	Thematic Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2012	Not Rated	Recommendation 8: Identify entry points for UN Women to take the lead or coordination role within ...		Management Response: AGREE - In Kenya this coordination is being done through the UN Joint Programme on Gender Equality and Women?s Empowerment (UN JP GEWE). Although UNFPA has lead in coordinating the VAWG pillar, UN Women coordinates the overall JP.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
VAW across EHARO sub-region Evaluation	Thematic Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2012	Not Rated	Recommendation 9: Identify no more than 5 key ministries for partnership. These are likely to be th...		Recommendation 9: Identify no more than 5 key ministries for partnership. These are likely to be the gender machinery, and the ministries of justice, finance, interior and information	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
VAW across EHARO sub-region Evaluation	Thematic Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2012	Not Rated	Recommendation 10: Identify no more than five civil society organizations or networks with whom to ...		Management Response: AGREE. UN Women Kenya through the Africa UNiTE campaign Kenya Chapter is working with various CSO?s active in the three levels of theory of change. UN Women Kenya is also partnering with the NSC whose focus is on all levels nationally.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
VAW across EHARO sub-region Evaluation	Thematic Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2012	Not Rated	Recommendation 11: Identify no more than five other bodies that will be catalytic in effecting cha...		Agree	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
VAW across EHARO sub-region Evaluation	Thematic Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2012	Not Rated	Recommendation 12: Draw up an advocacy strategy ? what needs to be said, to whom and by whom?		Management Response: AGREE. Advocacy strategy to be part of the Africa UNiTE campaign Kenya Chapter (see recommendation 7 above)	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
VAW across EHARO sub-region Evaluation	Thematic Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2012	Not Rated	Recommendation 13: Work out the ?pressure point? ? interventions ? three per level of the theory ch...			Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
VAW across EHARO sub-region Evaluation	Thematic Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2012	Not Rated	Recommendation 14: Build in a robust and imaginative monitoring and evaluation framework using dire...		Management Response: AGREE. For Kenya a robust performance measurement framework has been developed to monitor implementation of the program. The framework includes specific outcomes and outputs accompanied by clear indicators. The framework identifies baseline information needs and targets.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable
VAW across EHARO sub-region Evaluation	Thematic Evaluation	East and Southern Africa	Regional Office for East and Southern Africa (Kenya)	2012	Not Rated	Recommendation 15: Identify what other programmatic interventions (e.g. peace and security, governa...		Management Response: AGREE. A clear coordination plan for VAWG implementation across the program pillars of governance, peace and security and VAWG and humanitarian interventions has been developed.	Not applicable	Not applicable	Not applicable	Not applicable	Not applicable