Outcome TUR_O_3

Ind.3A/B Advancing business transformation

To instil an office culture of constant learning and improvement, various staff feedback mechanisms have been introduced in the management of the office. In addition to regular management meetings, annual all of office retreat and individual team retreats, “year-end reflection meetings” were held between the Country Director and Deputy Country Director with each project and functional teams to discuss what needs to be improved/changed/sustained in the work of the CO based on experiences and lessons learnt during the year. An action plan based of based on the points raised is in the process of development. During the reporting year, four senior managers in the CO underwent the corporate 360-degree assessments and based on that engaged in coaching sessions. Discussions with staff based on the 360 degree findings have taken place. Also, the office successfully conducted the annual Leadership Dialogue exercise with the active participation of staff and personnel. The exercise has strengthened the overall understanding and embodiment of the issue of accountability among personnel.

Ind.3A/B Advancing business transformation

In 2025, UN Women Türkiye Country Office continued to strengthen its strategic planning, learning and evaluative functions as part of the ongoing transformation of its business model to deliver impact at scale. The Office further consolidated a culture of evidence-based decision-making, accountability, and continuous improvement aligned with agile and ethical leadership principles. Throughout the year, evaluations and learning processes remained central to strategic transformation. The completion of major project evaluations (Women’s Leadership in Political and Business Life and Strong Civic Space for Gender Equality) supported accountability and generated lessons to inform future programming. In parallel, the Country Portfolio Evaluation (CPE) of the Strategic Note (2021–2025) progressed. During the reporting period, inception and data collection phases were completed, and preliminary findings were discussed through internal learning and reflection sessions, providing timely inputs into strategic planning processes. Strategic planning efforts in 2025 culminated in the development and finalization of the new Strategic Note (2026–2030). Drawing on evidence generated through completed evaluations, preliminary CPE findings, internal reflection workshops, and consultations with RO and HQ, the CO ensured that the new Strategic Note was grounded in contextual analysis, institutional learning and priorities. Following targeted revisions, the new SN was formally approved by HQ on 13 October 2025, enabling a smooth transition to the new programme cycle. Knowledge generation and dissemination continued to support learning and strategic positioning across thematic and project areas. During the reporting year, CO produced 10 knowledge products and publications, as well as three videos, which were actively used to support UN Women Türkiye’s own advocacy and strategic communications. These outputs were disseminated through the ECARO's website, social media channels and relevant digital platforms, contributing to increased visibility of UN Women's work and priorities. They also supported advocacy efforts aligned with key normative and global frameworks, including Beijing+30 campaign and the 16 Days of Activism, reinforcing UN Women Türkiye’s role as a knowledge partner. Overall, progress in 2025 reflects the UN Women Türkiye Country Office’s continued efforts to embed learning, evaluation and adaptive leadership into its ways of working, strengthening its capacity to plan strategically, respond to emerging priorities, and deliver results at scale.

Ind.3A/B Advancing business transformation

In the reporting period UN Women Türkiye Country Office demonstrated progress towards being an organization with strategic plans and business model enabling to deliver impact at scale. The CO conducted assessments and captured the needs in the field, accomplishments, and lessons learned. These will be helpful for the office's strategic planning and programming to deliver impact at scale and to foster a culture of continuous learning and development. CO have produced 16 knowledge products, mostly focusing on gender responsive assessments and generation of gender data in relation to the impact of the earthquakes in Türkiye. The knowledge products has increased the UN Women’s programming to be more effective in addressing the needs of women and girls. The cumulative number of KPs in the current SN period has reached 31, exceeding the OEEF output target for 2023 which is 19. The office management has implemented a number of staff feedback systems in an effort to foster a culture of continuous learning and improvement. "Year-end reflection meetings" were held between the Country Director and Deputy Country Director with each project and functional team to discuss what needs to be improved, changed, or sustained in the work of the CO based on experiences and lessons learned during the year. These meetings were held in addition to regular management meetings, annual all-office retreats, and individual team retreats. Each team received strategic guidance and recommendations from the senior management and clarified the way forward in implementing the SN. Four senior managers in the CO participated in coaching sessions after completing the corporate 360-degree assessments during the reporting year. Staff members have had discussions based on the 360 degree findings. Additionally, the yearly Leadership Dialogue exercise was effectively carried out by the office with the enthusiastic involvement of workers and staff. The personnel's general comprehension and embodiment of the accountability issue have improved as a result of the exercise.

Ind.3A/B Advancing business transformation

The UN Women Türkiye Country Office made significant strides in 2024 towards becoming an organization with strategic plans and a business model that enables large-scale impact. The Country Office (CO) conducted evaluations to identify field needs, achievements, and lessons learned. These insights will aid in the office's strategic planning and programming, promoting a culture of continuous learning and development. The CO produced 18 knowledge products, which provided valuable evidence and information not only for UN Women's programming but also for the initiatives of UN sister agencies, civil society, and government partners. To foster a culture of continuous learning and improvement, the office management implemented various staff feedback systems. "Year-end reflection meetings" were held between the Country Director and Deputy Country Director with each project and functional team to discuss necessary improvements, changes, or continuations based on the year's experiences and lessons learned. These meetings complemented regular management meetings, annual all-office retreats, and individual team retreats. Each team received strategic guidance and recommendations from senior management, clarifying the path forward in implementing the Strategic Note (SN). During the reporting year, four senior managers in the CO participated in coaching sessions following their completion of corporate 360-degree assessments. Staff members engaged in discussions based on the 360-degree findings. Additionally, the yearly Leadership Dialogue exercise was successfully conducted with enthusiastic participation from both workers and staff. This exercise enhanced the personnel's overall understanding and embodiment of accountability.