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 agenda for sustainable development in line with the common principles guiding the UN System that were endorsement by the CEB in April 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.
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.
Key Actions. Human rights and Gender Equality and the Empowerment of Women features as a key programming principles. Recommendation : 2. Aligning its system wide and interagency functions with its Strategic Plan is key. In the current Strategic Plan leveraging the collective strength of the UN system forms an integral part of the Entity's approach to achieving gender equality results.
In its new Strategic Plan 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 ultimate objective of the Entity's coordination functions is to expand and maximize positive changes for gender equality consistently with the SDGs.
Global Women's Leadership Organizations | WPSP
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.
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.
More detail. Final draft was endorsed by the SMT in September Upgrade Results Management System to better capture results of Entity's coordination functions e. Furthermore, UN Women has developed a project module as part of the Results Management System, that will gradually capture joint programmes implemented on the ground.
Recommendation : 3. Recommendation: UN Women should align the scope of its mandate with its resource base Management Response: 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.
This system will allow the linking of results to resources and people, and enable regular progress monitoring. 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. 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. In addition, the incorporation of the direct costing in project development and approval is being strengthened through the provision of revised guidance and budget templates.
Completion is expected by the 2nd quarter of A revision of the completion date was warranted due to the change of key personnel in the Budget section of DMA. Results of the functional review were shared with Directors of Programme and Coordination Divisions. No revision of relevant job descriptions took place as a result of this review.
Recommendation : 4.
Advocacy and Accountability
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. 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. A first draft has been developed and is expected to be finalized during the first quarter of To ensure dedicated capacity and sustained action on this initiative, a Knowledge Management Specialist is under recruitment.
Recommendation : 5. UN Women will continue to support entities reporting in and assisting them, resource permitting, to further improving their implementation of performance standards. Entities will begin reporting against the new standards in January The tool and companion technical notes were finalized and are in the process of being endorsed by the wider UNDG. Recommendation : 6. 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. At the field level, UN Women will place greater emphasis on strengthening its engagement in humanitarian coordination and programming.
UN Women will continue to advocate for membership to the IASC, the primary mechanism for inter-agency coordination of humanitarian assistance. 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. Responsible Deadline Status Comments Follow-up on requests for membership in key UN senior-level coordination mechanisms across relevant thematic areas. In addition, UN Women is a member, again at the Principals level, of the Joint Steering Committee to advance Humanitarian and Development Collaboration which was formed in October and is chaired by the DSG with a membership of also only 13 members.
Sweden is particularly interested in promoting UN Women membership. Recommendation : 7. Recommendation: UN Women should modify policies and practices in order to model a gender-responsive organization for the UN Management Response: UN Women partially agrees with this recommendation. Other measures included a comprehensive poverty reduction strategy, gender-responsive budgeting and cash transfers for the poorest households. A business loan programme for youth reserved 50 per cent of its funds for women.
Lithuania was one of the countries where two out of the three highest positions had been held by women since The country actively participated in the European Union and international gender-equality activities and shared its experiences and good practices with non-Union member States.
The practical implementation of gender equality required good governance, including well-functioning institutional mechanisms and sufficient human and financial resources. In closing, he said women, as equal partners, should play a pivotal role in conflict management, conflict resolution and sustainable peace. Japan had expressed deep remorse and had made the greatest possible effort to provide compensation. The victims had consented to receive compensation, as well as a letter of apology. All this had been done despite the fact that the issue had been resolved as part of the normalization of relations between Japan and the Republic of Korea.
He hoped there would be a constructive understanding of the issue in order to foster better bilateral relations. Also speaking in exercise of right of reply, the representative of the Republic of Korea said the fact that those women were forced to serve as sexual slaves must remain at the core of the issue. Moreover, the issue had never been settled in the bilateral agreement, as it emerged only after victims began speaking out in the s.
The issue was not about compensation, but one of confession and Japan should accept its responsibility. Speaking again, the representative of the Republic of Korea said conclusions and recommendations by international human rights treaty bodies clearly underlined that the perpetrators had not been held accountable. Only by squarely facing up to history could recurrence of such outrages be prevented. Opening the discussion, Mr. Today, it included focal points, working groups across ministries and gender monitoring offices and observatories, as well as mechanisms that were part of the legislative branch or Parliament.
The aim today was to get a better sense of the new mechanisms and their gender-equality outcomes. The challenges included low technical capacity and a lack of political will to prioritize gender mainstreaming across all policies and programmes. The Government had also issued presidential quotas for gifted girls from remote areas.
A national strategy for the — period established economic opportunities for women. Priorities included investing in women and girls to achieve sustainable development, adopting a law on domestic violence and establishing a national action plan to tackle gender-based violence. The process to create the Constitution had been all-inclusive and participatory and provided for national dialogue and negotiation.
That involved the critical engagement of women caucuses, strong partnerships, as well as alliances with gender-sensitive men and women in the constitutional commission. Ground-breaking laws had been enacted to ensure equal rights for all in a number of areas, including land and inheritance. The Government had also enacted a law on preventing gender-based violence, including marital rape, and punishing perpetrators. Parliament could not pass a budget without it being assessed for gender sensitivity.
The role of Parliament was essential, while the law provided the foundation for such work. Ongoing evaluation was indispensable and there was a need for more sophisticated indicators in order to show, for example, that increasing the number of girls in school positively impacted the gross domestic product GDP.