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Udenrigsudvalget 2013-14
URU Alm.del Bilag 218
Offentligt

Strategy

for Denmark’s

Engagement with the United

Nations Entity for Gender Equality

and the Empowerment of Women

(UN Women)

2014-2018

May 2014

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This Strategy for

Denmark’s Engagement with the

United Nations Entity for Gender Equality

and the Empowerment of Women (UN Women)

forms the basis for the Danish contributions

to UN Women,

and it is the central platform for Denmark’s dialogue and partnership with

Women. It sets up Danish priorities for

UN Women’s

performance in the overall framework

established by

UN Women’s own Strategic Plan (2014-2017).

Denmark will work closely with

like-minded countries towards the achievement of these priorities. The Strategy will run in

parallel with UN Women’s Strategic Plan while being 6 months staggered to allow for the full

implementation and evaluation of the current strategic plan and the adoption of its successor.

The Strategy will thus run from July 2014 through June 2018.

The overall Strategy for Denmark’s Development Cooperation,

The Right to a Better Life,

states

that “Denmark

will strengthen its cooperation with the multilateral organisations and channel more funds

through the multilateral system to promote Danish development policy objectives.”

This is based on the

analysis that the multilateral organisations have important comparative advantages, especially

within setting global norms and furthering universal human rights.

The Danish Multilateral

Development Cooperation Analysis of 2013

outlines four focus areas for this strengthened

cooperation: 1) Effective promotion of Danish strategic priorities, 2) Contribution to the post-

2015 development agenda, 3) Support to multilateral reforms that enhance results and

development impact, and 4) At country level, encourage cooperation and strengthen

complementarity between multilateral and bilateral efforts. The present strategy will outline

how this is taken forward in the Danish cooperation with UN Women while applying a human

rights-based approach to development (HRBA) as described in the Right to a Better Life and

the

Strategic Framework for Gender Equality, Rights and Diversity in Danish Development Cooperation.

Four Danish Priority Areas for cooperation with UN Women 2014-2018 are identified:

Building capacity of stakeholders to promote and claim women’s

rights

2) Strengthening global norms on gender equality

3) Ensuring a viable organisation and contributing to UN reform

4) Promoting sound budget management and fighting corruption

The two following sections will provide the background for these areas by describing UN

Women as an organisation and by analysing its strengths and challenges. Section 4 goes into

more depth with each Priority Area, while the tools to follow-up are covered in Section 5. A

budget for future Danish support is provided in Section 6, before the final section describes the

most important factors that risks

undermining UN Women’s delivery on

Danish priorities.

1 Objective and priorities

2 UN Women’s

mandate,

organisation and funding

UN Women was created in July 2010 as part of the ongoing reforms to ensure system wide

coherence and greater effectiveness of the UN system by merging four UN entities

all working

with gender equality. The new organisation was tasked by the UN General Assembly to

The Division for the Advancement of Women (DAW), the International Research and Training Institute for the

Advancement of Women (INSTRAW), the Office of the Special Adviser on Gender Issues and Advancement of Women

(OSAGI), and the United Nations Development Fund for Women (UNIFEM)

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coordinate and accelerate the promotion of

gender equality and women’s empowerment

through its 3-fold mandate: 1) normative - to support inter-governmental bodies in their

formulation of policies, global standards and norms, 2) operational - to help Member States to

implement these standards, standing ready to provide suitable technical and financial support to

those countries that request it, and to forge effective partnerships with civil society, and 3)

coordinating - to hold the UN system accountable for its own commitments on gender

equality, including regular monitoring of system-wide progress, and help ensure that the UN

system has the capacity it needs to meet those commitments.

In September 2013, the Member States through the Executive Board adopted the second

Women Strategic Plan

covering the period 2014-2017. The plan outlines six programmatic

impacts:

1) Women lead and participate in decision-

UN Women

making at all levels

2010

2) Women, especially the poorest and most

Established

New York

excluded, are economically empowered

and benefit from development

Country Offices

47 and 6 multi-

3) Women and girls live a life free from

country offices

violence

Human Resources 657 staff, including

4) Peace and security and humanitarian

6 Danish employees

action are shaped by women’s leadership

Financial resources, Core: 157

and participation

USD mil. (2013)

Earmarked: 118

5) Governance and national planning fully

reflect accountability for gender equality

Executive Director Phumzile Mlambo-

Ngcuka, South Africa

commitments and priorities

January/February;

6) A comprehensive and dynamic set of

Executive Board

May/June; September

global norms, policies and standards on

(EB) Sessions

gender

equality

and

women’s

Denmark member 2011-2012;

2015-2016

empowerment is in place and is applied

of EB

through action by Governments and

other stakeholders at all levels.

In addition, the plan contains four operational priorities,

including for UN Women to drive a more effective and

efficient UN system coordination on gender equality and

women’s empowerment.

Part of UN Women’s

mandate is to catalyse and achieve

impact with greater efficiency, leveraging existing resources

and relationships in the United Nations system rather than

duplicating existing agencies’ structures and processes.

Efforts have been made to adapt its organisational

structures accordingly, including trough a review of the

regional architecture in 2012 with a focus on

decentralisation and maximising the impact of its financial

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resources. This has led to the current setup where UN Women, besides its headquarter in New

York, has six regional offices, six multi-country offices, 47 country offices and programme

presence in an additional 30 countries (see Annex 2).

In 2013, UN Women received contributions amounting to USD 275 million which signified

both a widening and deepening of the resource base. Although the proportion of earmarked

funding has been rising, resources are still predominantly core, approximately 57 % in 2013

(See Annex 1 for more details). Fundraising has been a major challenge for the organisation in

its first years in operation, and funding levels are still below the initial targets set. Furthermore,

UN Women is quite dependent on a rather small number of large donors, in particular the

Nordic countries (see figure above), making it vulnerable to shifts in political preferences.

2.2 Danish support to UN Women

Denmark has provided an increasing flow of core funding to UN Women since its creation. In

2013 the Danish core contribution reached DKK 60 million, making Denmark the sixth largest

core donor (see Annex 1). Denmark also supports UN Women through earmarked funding at

both headquarter level and in countries such as Afghanistan, South Sudan and Zimbabwe.

These funds amounted to approx. USD 1.46 million in 2013. Denmark has contributed to the

institutional establishment of UN Women through hosting its Nordic Liaison Office in the UN

City in Copenhagen, and by March 2014 Denmark also seconded two Danish multilateral

advisors to UN Women. In all, six Danes are currently employed at UN Women in New York,

Copenhagen and Country Offices.

3 Key strategic challenges and opportunities

3.1 Relevance to the international development context

Women worldwide continue to suffer from widespread discrimination and a lack of voice and

means. This constitutes first and foremost a violation of their human rights and secondly an

obstacle for development. Evidence shows that gender

equality, women’s empowerment and

respect for women’s rights are fundamental prerequisites for

sustainable development with

implications in key areas such as economic growth, advancing good governance, promoting

education, ensuring basic health, combatting climate change and tackling conflict and fragility.

In an often politically sensitive environment it is therefore of the utmost importance to support

the effective implementation and further development of international agreements such as the

Beijing Declaration and Platform for Action

and the

Convention on the Elimination of All

Forms of Discrimination against Women

(CEDAW), as well as other applicable UN

instruments, standards and resolutions, including the Programme of Action of the International

Conference on Population and Development and UN Security Council Resolution 1325 on

Women, Peace and Security. These issues are at the heart of UN Women’s work.

At the same time, new goals and standards have to be set. UN Women supports this through

its role as secretariat for the

Commission of the Status of Women

(CSW) and its engagement in

the discussions on

the post-2015 development agenda.

UN Women advocates for a goal on

gender equality and for mainstreaming gender throughout this new agenda. The fruits of this

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effort will set important parameters for the work of UN Women since the organisation will, as

with the current Millennium Development Goals (MDGs), play a central role in supporting

action on and monitoring progress of the gender dimension in the post-2015 framework.

3.2 Synergy with Danish development priorities

The Danish human rights-based approach

Denmark supports UN Women because…

(HRBA) to development entails empowering



It has unparalleled expertise in how to

women everywhere to realise their rights,

promote gender equality effectively

while placing particular focus on the most



It has a unique mandate to support

marginalised and vulnerable through

global gender equality norms

addressing the underlying power relations



It is responsible for coordinating UN

that give rise to inequality and discrimination.

efforts for gender equality

UN Women is a key strategic partner in

pursing these objectives. As stressed in its Strategic Plan,

UN Women’s

global mandate is

inherently human rights-based,

with an emphasis on promoting women’s voices,

mutual

accountability and fighting discrimination in line with the principles established in the

Common

Understanding on HRBA among UN Agencies.

Furthermore, UN Women promotes HRBA

across the UN system, with a focus on gender equality, through its interagency coordination

role.

This is supported at the operational level by capacity building of stakeholders, including

through strengthening the voices, access and influence of civil society actors, and providing

technical support to governmental and other key institutions at national and regional levels. At

the same time, UN Women works to ensure accountability through mechanisms such as

transparent gender-responsive budgeting approaches.

Since gender equality is mainstreamed in Danish development assistance, the work of UN

Women has significance across priorities. Sexual and reproductive health and rights (SRHR) is

of particular importance. While the

UN Population Fund (UNFPA)

is the lead agency in

promoting this, UN Women plays an important supporting role by integrating SRHR as a key

dimension when advocating for gender equality and

women’s

empowerment. Another area of

focus is for both humanitarian action and interventions for peace and security to be gender

sensitive and responsive. UN Women supports the

UN’s humanitarian agencies and UN

peacekeeping operations in mainstreaming gender concerns, which corresponds well with the

focus on gender in the

Strategy for Danish Humanitarian Action 2010-2015

and with the role

of the Danish Foreign Minister as a global champion for ending sexual violence in conflict.

3.3 Synergies with Danish bilateral development cooperation

While UN Women does not have as wide a field presence as other UN agencies, it has the

potential to be an important partner for Denmark in select countries. Gender equality and

women’s rights are issues that touch upon

societal and cultural values and traditions that are

often politically sensitive. As a UN enitity, UN Women has a global legitimacy that enables it to

engage with local actors on these issues in a way that supplements and supports Danish

bilateral cooperation. This complementarity is greatest, when UN Women undertake advocacy

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efforts, including through an open and constructive dialogue with local authorities and

strengthening the voice of civil society for gender equality.

3.4 Performance and results

Having only

been in operation since 1 January 2011, the evidence on UN Women’s

performance and results is still somewhat scattered. Thus, it was not evaluated in the Danish

Multilateral Development Cooperation Analysis of 2013 as this was judged to be premature,

and the 2014 assessment by the

Multilateral Organization Performance Assessment Network

(MOPAN) will be the first of its kind for UN Women. Recently however, it was assessed in the

update of the

British Multilateral Assessment Review (MAR).

The organisation was

benchmarked against the biggest of its four predecessors, UNIFEM, and was judged to be

among the top reformers in terms of progress since the MAR of 2011. However, as also shown

by other less rigorous reviews, more needs to be done to strengthen results based management

and to consolidate its organisation and field structure. One of the biggest immediate challenges

facing UN Women is the rather precarious funding situation as described above.

Some of these points are echoed in reports from UN Women’s own Evaluation Office (see 5.1

below). These evaluations have shown UN Women efforts to be highly relevant within areas

such as gender responsive budgeting and ending violence against women, but have also raised

issues pertaining to delivering a clearer understanding of how UN Women’s interventions

contribute to results; the conceptual weaknesses in linking the normative and operational work;

the need for thorough analysis of the political economy at country level and adaptation to these

contexts; and lack of the relevant skills and capacities.

At country level, Danish representations in developing countries highlight several strengths of

UN Women, in particular its wide network and good dialogue with host country governments

as well as with civil society actors. However, the representations also point to the weak

institutional capacity of UN Women at country level for example with regards to deploying the

right staff. Also, it is found that UN Women is too often involved in direct implementation of

projects on the ground rather than undertaking a more facilitative role.

Despite the constraints mentioned here, evidence suggests that UN Women has made a

difference. As an example, elections supported by UN Women have led to a significant larger

representation of women, and several programme countries have increased budget allocations

for gender equality following UN Women advocacy and technical support to governments. On

the international scene UN Women has facilitated the adoption of agreed conclusions at the

(on ending violence against women and girls) and the 58

(on the MDGs and the post-

2015 development agenda) sessions of the CSW after the unfortunate break-down of the

negotiations at the 56

session in 2012. UN Women also played a leading role in the adoption

of the

UN System Wide Action Plan (UN-SWAP) on Gender Equality

by the United Nations

Chief Executives Board for Coordination in 2012.

According to the UN Women annual report for 2012, 23 out of 29 indicators in the Strategic

Plan for 2011-2013 were already reached. Significant progress was achieved on three indicators,

while the remaining three were off track skewed towards those within its coordination mandate.

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On 12 indicators the score by the end of 2012 not only surpassed the target for 2013 but also

the one for 2015, highlighting the need for selecting realistic yet ambitious targets.

UN Women has taken on board the recommendations given and the lessons learned since 2011

in developing its new Strategic Plan and the associated results frameworks, which includes

clearer results chains, indicators, targets and baselines and stronger links between outcomes,

outputs and indicators. Steps have also been taken to strengthen the quality assurance process

for country programmes with a stronger support system through the new regional offices. UN

Women is currently completing the recruitment of regional planning and coordination officers

and rolling out a programme of capacity development for staff on results-based management.

Furthermore, with regards to project implementation at country level, UN Women has

underscored that this is only to be employed as a catalytic modality to leverage longer-term

systemic change, efforts that could also contribute to establishing a stronger link between the

normative and operational mandate of UN Women.

4 Priority Areas and intended results of Danish support (2014-2018)

Based on the analysis above, Denmark

will over the coming four year period

Denmark will expect UN Women to…

focus its cooperation with UN Women



Build capacity of stakeholders to promote

on the four Priority Areas detailed

and claim women’s rights

below. While Denmark stays fully



Strengthen global norms on gender equality

committed to the Strategic Plan of UN



Ensure a viable organisation and contribute

Women as a whole, the Priority Areas

to UN reform

are selected to highlight the most



Promote sound budget management and

important priorities from a Danish

fight corruption

perspective. With a particular focus on

these areas and with the Danish human

rights-based approach as the underlying frame of reference, Denmark will hold UN Women

accountable for delivering on its stated commitments. At the same time, Denmark will advocate

for the further strengthening and prioritisation of the below areas in the consultations with UN

Women, particularly in connection with the mid-term review of the current strategic plan and

the development of its successor plan (see Section 5).

Priority Area 1:

Building capacity of stakeholders to promote and claim women’s rights

Most states have signed international human rights instruments and agreements, such as

CEDAW, the

Universal Periodic Review

and the Beijing Platform for Action, which clearly

spells out their obligations to ensure gender equality and uphold the rights of women.

However, this is not always reflected adequately in national laws and practices. UN Women

therefore has an important role to play in building the capacity of the so-called duty-bearers, i.e.

governments, parliaments and state institutions, to promote gender equality. At the same time,

it is fundamental to strengthen the voice of the individual right-holders, often represented

through civil society organisations or

women’s advocates,

in decision-making and enhancing

their capacity to claim their internationally agreed rights and hold their governments

accountable.

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Priority Area 2: Strengthening global norms on gender equality

Denmark places particular emphasis on UN Women’s normative work as a way to break

down

gender stereotypes and structural barriers for women’s empowerment.

UN Women does

important work in supporting global normative processes by convening stakeholders, building

alliances and strengthening agreements on action. Crucially, UN Women is supporting

international processes such as the CSW and the post-2015 development framework.

Enhancing the capacity of stakeholders to assess progress, and share experience and lessons

learned based on quality data and documentation is fundamental for this work. The 20-year

review and appraisal of the Beijing Platform for Action, to be undertaken by UN Women in

2015, will therefore be paramount.

Priority Area 3: Ensuring a viable organisation and contributing to UN reform

UN Women is still a new organisation, which has to consolidate its organisational and financial

set-up. It will over the coming four years be particularly important that contributions match

programmatic priorities and goals, and for this more funds are needed. Connected to this, UN

Women needs to demonstrate clear and concrete results and show cost-consciousness,

including through strategic application of its field presence in order not to spread resources too

thinly. UN Women is born out of UN reforms and is, as such, uniquely positioned to promote

the goals of

system wide coherence and “Delivering

as One”

through its coordination mandate.

To support these initiatives and to spur continued programmatic and organisational innovation

for increased efficiency and effectiveness, Denmark will establish a new Innovation Facility

with UN Women (see Section 6 below).

Priority Area 4: Promoting sound budget management and fighting corruption

Fraud or corruption has so far not been a problem for UN Women. To manage this risk in the

future, UN Women will have to continue to practise sound and transparent budget

management. To this end, UN Women has committed to strengthening and maintaining cost-

effective and transparent systems of financial management and accountability; supporting

results-based budgeting of resources; timely allocation and distribution of budgets; and

managing and reporting on financial transactions. In its first years of existence, UN Women has

relied on UNDP’s policies

on issues such as anti-fraud. Over the strategy period UN Women

will develop its own anti-fraud, enterprise risk management and vendor sanction policies.

5 Follow-up on Danish priorities

As one of its top donors, Denmark has a

continuous and constructive dialogue with UN

Women, which over the strategy period will be

used to hold UN Women accountable and

follow-up on the priorities outlined above. The

central forum for this will be the annual

consultations between Denmark and UN

Women in New York at ministerial or

ambassadorial level. Adding to this, Denmark

will continue to conduct frequent, more

informal consultations with UN Women and

Denmark will follow-up

by…



Reporting on Danish priorities based

on UN Women’s results framework



Conducting annual consultations



Actively participating in the Board



Engaging with UN Women at HQ,

regional and country level



Undertaking a mid-term review of

the present strategy

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participate actively in its Executive Board, which meets three times a year. Through its rotating

membership Denmark was on the Board in 2011-2012 and will become member again in 2015-

2016, but, even when not a formal member, Denmark still has a strong voice in board

discussions as a large core donor and a recognised front-runner within gender equality.

Denmark meets regularly with the Nordic and other likeminded countries to coordinate

positions and share experiences and views on UN Women’s work.

Furthermore, to promote

results at country level and ensure complementarity between Danish multilateral and bilateral

development cooperation, Denmark will continue to engage with UN Women’s regional and

country offices and ensure exchange of information between bilateral representations and the

central coordinating units of the Ministry of Foreign Affairs (MFA). In Copenhagen, the MFA

maintains close contact with UN Women through its Nordic Liaison and Communication

Office in the UN City.

Monitoring of progress on the Danish priorities

will be aligned with UN Women’s own

reporting and results frameworks as described below. A number of outputs and indicators from

these have been selected for the draft Danish monitoring framework (Annex 3). The Danish

UN Mission will report on this in accordance with the

“Guidelines

for Management of Danish

Multilateral Development Cooperation”

and

by soliciting with relevant entities in the MFA in

Copenhagen and at country level. Furthermore, a mid-term review of the present strategy will

be conducted, drawing on UN Women’s own mid-term

review its Strategic Plan in 2015-2016.

5.1 Monitoring and Evaluation (M&E) in UN Women

UN Women will monitor progress on the Strategic Plan through two separate results

frameworks, the

Development Results Framework

(DRF) and the results framework for

Organizational effectiveness and efficiency

(OEE)

. Results in the DRF are divided into three

levels with corresponding indicators. As mentioned above, UN Women’s Strategic Plan aims to

contribute to six overall impacts, each of which is concretised in two or three outcomes.

Accountability for contributing to the impacts and outcomes is shared by UN Women and

relevant development partners, while UN Women will be directly accountable for the outputs

that contain its tangible deliverables. Sources for monitoring will include annual country-level

reporting using the UN Women results-tracking system, data from the enterprise resource

planning system (Atlas) and other corporate tracking exercises. In line with evaluation findings,

UN Women will over the coming years: (a) build internal monitoring capacities at all levels; (b)

develop strong monitoring and data systems for internal management; and (c) develop

monitoring, evaluation and research plans.

The

UN Women Independent Evaluation Office

reports directly to the Executive Director and

presents an Annual Report on the Evaluation Function and the results of corporate evaluations

to the Executive Board. Regional Evaluation Specialists in field offices are employed to provide

direct support to decentralized evaluations. All evaluations are guided by the

UN Women

Evaluation Policy,

which came into effect on 1 January 2013. The policy requires an overall

strengthening of the evaluation function at the corporate and decentralized levels in line with

recommendations for UN Women to institutionalize an evaluation culture and further develop

Baselines and targets for some indicators are still being developed. The Danish monitoring framework will be updated

accordingly.

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its M&E systems and processes and embed more systematic M&E at country level. UN

Women will also work with the UN system, international and regional organisations and the

broader evaluation community to make information available on gender-responsive evaluation

and support the growth of a strong evidence-base on what works to advance gender equality

and women’s rights for future policy and programming.

6 Preliminary Budget Overview

Budget (mil. DKK)

Core funding

Innovation

Earmarked funding

2014

TBD

2015*

TBD

2016*

TBD

2017*

TBD

Total

* The numbers for 2015-2017 are preliminary and subject to parliamentary approval.

As a new initiative supplementary to the core budget contribution, Denmark will contribute to

innovation in UN Women through an innovation facility of DKK 3 million yearly in 2014-

2015. The purpose is to fund key pioneering and innovative activities or approaches in

headquarters and/or in the field and with a special focus on in the Danish Priority Areas.

7 Risks

For UN Women to deliver on Danish priorities it is assumed that it will experience a conducive

external environment especially pertaining to the risks and challenges listed below, which it

itself can help mitigate. To counter risks more generally, UN Women is developing an

Enterprise Risk Management (ERM) framework based on an assessment of the likelihood and

impact of occurrence of events or actions that might adversely affect the organisation’s ability

to successfully achieve its objectives and execute its strategies.

Inadequate funding:

In the UN Women budget for 2014-2015 the total income is estimated

at USD 690 million, which is well above the current funding levels. Concerted efforts in

resource mobilisation will therefore be required while maintaining a healthy balance between

core and earmarked resources. Should UN Women fall significantly short of its core funding

targets mitigation measures include managing staff vacancy rates with a particular focus on

capacity at field level; reviewing and limiting discretionary cost increases; freezing recruitment

of new posts; and maximizing to the extent possible direct project costing where appropriate.

Resource overstretch:

Even if the resource requirements are met there is a risk of overstretch.

UN Women’s universal mandate warrants a limited but still considerable field presence. It will

be important, however, to implement this conservatively and strategically, relying on the

existing field structure of the UN System. The same strategic approach has to be applied

throughout operations when pursuing the cross cutting objective of gender equality in order to

avoid mission creep. UN Women is a aware of this challenge and strives to be strategic in what

it does and how it does it and has made efforts to be more focused and strategic across the

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board in the development of current Strategic Plan and in the institutionalization of multi-year

country level annual work plans.

Resistance from stakeholders:

Recent years has seen an increased political sensitivity on

issues linked to gender equality. Debates at the UN have showed that promoting

women’s

rights and sometimes even defending existing agreements can be very difficult. The political

environment is of course an important framework condition for UN Women, which is

dependent on the good will of its member states when advocating for issues at the core of its

mandate. To do this while avoiding political backlash UN Women has to balance its advocacy

role and its more neutral supporting role, which calls for a division of labour with both civil

society organisations and member states. This will be a crucial component in securing adequate

reflection of gender equality in the post-2015 development agenda.

Weak link between HQ and country level:

There is a risk of policy and strategic focuses not

trickling down to guide UN Women’s work at the regional and national level. The ongoing

initiatives to strengthen results-based management and ensure that corporate priorities and

initiatives influence the choices made in country and regional offices are therefore essential.

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Annex 1: UN Women Financing

Danish contributions to UN Women since 2011 (USD million)

Denmark’s

Regular

Other

Year

TOTAL

resources

Resources

Ranking

2011

3.8

2.3

6.1

2012

7.2

2.7

9.9

2013

10.6

1.5

12.1

Total contributions to UN Women 2011-2017 (USD million)

300

250

200

150

100

2011

Actual

2012

Actual

2013

Actual

2014

Projected

2015

Projected

2016

Projected

2017

Projected

126 104

114

157

118

160 150

200

180

200

Regular

resources

Other

resources

250

Denmark’s

Total Ranking

Projections for 2016-2017 are initial estimates and are subject to revision during the mid-term

review of the strategic plan

Budgeted use of resources, 2014-2015

Mangement

Development

activities, 14 %

coordination, 4 %

Total 82 %:

Programme (75

%) and

Development

effectiveness (7

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Annex 2:

UN Women’s organisation

UN Women organisation structure (August 2013)

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–

UN Women field presence (January 2014)

Bosnia

Albania

Moldova

Istanbul

Georgia

oPt Jordan Iraq

Kazakhstan

Kyrgyzstan

Afghanistan

Pakistan

Bangladesh

Nepal

India

Bangkok

Vietnam

Morocco

Mexico

Haiti

Guatemala

Barbados

El Salvador

Panama City

Colombia

Ecuador

Bolivia

Brazil

Dominican Republic

Cairo

Sudan

Mali Nigeria South

Dakar

SudanEthiopia

Sierra Leone

Cote d’Ivoire

Uganda

Liberia Cameroon

Nairobi

DRC

Rwanda

Burundi

Tanzania

Malawi

Mozambique

Zimbabwe

Cambodia

Timor Leste

PNG

Fiji

Paraguay

6 Regional Offices

6 Multi-Country Offices

47 Country Offices*

30 Programme Presence

South Africa

* Country Offices for Senegal, Kenya, Egypt and Bangkok included in the Regional Offices shown on the map.

UN Women staffing numbers

Duty

Senior level

Station\Level

int. staff

Field

Total

Entry and mid-

level int. staff

158

146

304

Nat. staff

General

Service

171

238

Total

244

413

657

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Annex 3: Danish Results framework

Priority Area 1: Building capacity of stakeholders to promote and claim women’s

rights

Relevant outcome

Relevant outputs drawn

Relevant output indicators, targets and

drawn from the

from the Development

baselines drawn from the Development

Development

Results Framework

Results Framework (DRF) of UN

Results Framework

(DRF) of UN Women.

Women.

(DRF) of UN

Women.

Outcome 1.2:

Output 1.2.1:

Indicator 1.2.1a: Number of parliaments

Gender responsive

Strengthened capacities

in countries supported by UN-Women

measures

of Parliaments and sub-

that introduce legislative measures to

(mechanisms,

national legislatures to

promote gender equality

and women’s

processes and

adopt policies, legislation empowerment.

services) promote

and procedures that

Target: 20 countries

women’s leadership

promote gender equality Baseline: Baseline from survey of UN-

Women Country Offices end 2013

and participation in

and women’s

politics.

empowerment.

Outcome 1.3:

Output 1.3.1: Capacity of Indicator 1.3.1a: Number of countries

Gender equality

gender equality advocates supported by UN-Women where

advocates influence

strengthened to promote networks of academics, elected women

constitutions, legal

women’s leadership

and

and other opinion makers advocate for

frameworks and

political participation.

women’s political

participation.

Target: 45

policies to increase

Baseline: Baseline from survey of UN-

women’s leadership

Women Country Offices end 2013

and political

participation.

Outcome 5.2:

Output 5.2.1: Capacities

Indicator 5.2.1a: Number of countries

Mechanisms are in

of governments, gender

where tools and knowledge provided by

place to increase

equality advocates and

UN-Women are used by Government

accountability of

women’s groups to track

and gender equality advocates to

national

budget allocations and

monitor budget allocations and to track

governments

expenditures

expenditures from a gender perspective

towards gender

strengthened

Target: 40 by 2017, 20 by 2015

equality and to

Baseline: 10 countries (2012)

monitor

implementation of

gender equality

commitments.

Outcome 6.1:

Output 6.1.1:

Indicator 6.1.1a: Number of countries

Global normative

Enhanced capacity of

supported by UN-Women that report

and policy

governments and

under CEDAW or the UPR.

framework for

stakeholders to assess

Target: 40

gender equality and

progress in

Baseline: Baseline from survey of UN-

women’s

implementation of

Women Country Offices end 2013

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empowerment

strengthened and

implemented

CEDAW, the Beijing

Platform for Action,

MDG 3, and other global

normative and policy

frameworks for gender

equality and women’s

empowerment

Priority Area 2: Strengthening global norms on gender equality

Relevant outcome

Relevant outputs drawn

Relevant output indicators, targets and

drawn from the

from the Development

baselines drawn from the Development

Development

Results Framework

Results Framework (DRF) of UN

Results Framework

(DRF) of UN Women.

Women.

(DRF) of UN

Women.

Outcome 6.1:

Output 6.1.2:

Indicator 6.1.2a: Number of multi

Global normative

Governments, civil

stakeholder dialogues held at global,

and policy

society and other relevant regional and national levels, convened by

framework for

partners convened, and

UN Women, in preparation for

gender equality and

evidence-based dialogue

intergovernmental processes such as

women’s

facilitated, in

CSW, the elaboration the post 2015

empowerment

intergovernmental

development agenda, and the 20-year

strengthened and

processes

review and appraisal of the

implemented

implementation of the Beijing Platform

for Action

Target: 84

Baseline (dialogues ahead of CSW57): 5

Output 6.1.3:

Indicator 6.1.3a: Existence of stand-

Gender equality and

alone goal in the future development

women’s empowerment

agenda on gender equality and women’s

fully reflected in the

empowerment

future development

Target: Yes

agenda

Baseline (MDGs): Yes

Indicator 6.1.3b: Percentage of goals in

the future development agenda for

which there are gender-responsive

targets and indicators.

Target: 75%

Baseline (MDGs): 50%

Indicator 6.2.1a: Number of

intergovernmental fora where UN-

Women supported dialogue on

gender perspectives

Target: 32

Baseline: Baseline from survey of UN-

Outcome 6.2:

Sectoral global policy

and normative

frameworks reflect

gender equality and

women’s

Output 6.2.1: Substantive

inputs and dialogue that

expand knowledge on

gender perspectives

provided to global

intergovernmental

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empowerment

processes and issues

Women HQ Divisions end 2013

perspectives

Priority Area 3: Ensuring a viable organisation and contributing to UN reform

Relevant output

Relevant Key Performance Indicators (KPI) drawn from the

drawn from the

framework for organizational effectiveness and efficiency (OEE) of

framework for

UN Women, including baselines and targets for 2015

organizational

effectiveness and

efficiency (OEE) of

UN Women.

Output 4.2: Resource KPI: Amount of total Regular Resources raised

base is expanded and Baseline: $157 million in 2013

diversified to meet

Target: TBD

the demand for UN

Women catalytic and KPI: Amount of total Other Resources raised

technical support

Baseline: $118 million in 2013

and strategic grant-

Target: TBD

making.

Output 2.1: UN

KPI: Percentage of country/multi-country programmes showing a

Women practices

clear results chain from the UNDAF and showing use of common

results-based

UNDG RBM principles.

management.

Baseline: TBD

Target: 80 %

Output 1.1: UN

KPI: Percentage of remedial plans submitted by UN entities under

Women effectively

the UN SWAP reviewed with UN Women

leads, coordinates

Baseline: 75%

and promotes

Target: 80%

accountability for the

implementation of

gender equality

KPI: Number of UN Country Teams that implement Performance

commitments across Indicators on Gender Equality (Gender Scorecards or similar

the UN system

accountability tools to track the commitments and performance of

the UNDAF or UN Strategic Frameworks in country.)

Baseline: 25 UN Country Teams.

Target: 37

Priority Area 4: Promoting sound budget management and fighting corruption

Relevant output

Relevant Key Performance Indicators (KPI) drawn from the

drawn from the

framework for organizational effectiveness and efficiency (OEE) of

framework for

UN Women, including baselines and targets for 2015

organizational

effectiveness and

efficiency (OEE) of

Targets and baselines will be reviewed and updated during the mid-term review of the Strategic Plan for the period 2016-

2017.

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UN Women.

Output 3.3: UN

Women promotes a

culture of risk

management,

accountability,

harmonisation of

business practices

and transparency in

its operations

KPI: Percentage of implementation of internal audit

recommendations by target completion dates.

Baseline: 78%

Target: 90 %

KPI: Percentage of implementation of external audit

recommendations by target completion dates

Baseline: 89%

Target: 100%

KPI: UN Women publishes its programme data with the

International Aid Transparency

Initiative (“ IATI”)

Baseline: Phase 1 completed in Nov 2012

Target: Completion of all phases and routine reporting of

programme information to donors on IATI

Output

: UN

KPI: Percentage of offices that have identified risks and developed

Women promotes a mitigation actions in line with UN-Women Enterprise Risk

culture of risk

Management Framework (ERM).

management,

Baseline: Draft ERM policy and no office have completed a risk

accountability,

including preventing, register as per ERM Framework (2014)

detecting, addressing Target: 70% of office have established risks registers by 2015

corruption and

misuse of funds

KPI: Vendor Sanction Policy

Baseline: Draft Vendor Sanction policy (2014)

Target: Final policy approved and vendor sanction committee

established by 2015

KPI: Anti-fraud Policy

Baseline: Draft Anti-fraud policy (2014)

Target: Final policy approved and promulgated by 2015

This output and associated indicators are as the only ones not drawn from the OEE or DRF.