Planned Budget (Total)
Other resources (non-core)
Country Indexes
outcome XM-DAC-41146-BGD_O_1
Enhanced coordination, coherence and accountability of the UN system for commitments to gender equality and women's empowerment
Coordination, and accountability of the UNCT Bangladesh for commitments to gender equality and empowerment of women has strengthened. For the first time, government’s 8th Five-Year Plan identifies unpaid care work and includes an indicator -SDG indicator 5.4.1- to measure this. This achievement is a result of the years of advocacy of CSOs and the UN. The UN is supporting Ministry of Women and Children Affairs (MOWCA) to measure the progress of the indicator in next 5 years. UN Women, ILO and UNICEF in coordination with MOWCA and Bangladesh Bureau of Statistics (BBS) undertook a policy/stakeholders’ mapping to develop a roadmap for a UN joint programme on unpaid care work. UN Women contributed to this process under the Women Count Project, through its technical support to BBS and MOWCA to conduct the Time Use Survey. The UN Sustainable Development Cooperation Framework (UNSDCF) has 5 gender-mainstreamed Strategic Priority (SP) areas, with one targeted SP on gender equality and reducing gender-based violence. The GETG developed a strategic roadmap, and produced key advocacy messages, leading up to achieving the SP-5. UN Women provided technical support for gender mainstreaming in CCA and across SPs; convened consultations with MOWCA and CSOs and supported M&E group to include gender sensitive indicators. 11 out of 22 of the Outcome indicators in the results framework track progress towards gender equality results in line with SDG. Under the umbrella of SP-5, UN Women, in coordination with UN agencies, innovated a Gender Joint Programming Framework (JPF) with the purpose of greater coherence and coordination of UN’s gender work towards delivering as One on Gender Equality and Women’s Empowerment (GEWE). In 2021, the UNCT has developed a Gender Capacity Development Plan to strengthen staff competence in gender analysis, and credibility to mainstream GEWE in UN programming and processes. The UNCT has also committed to develop a Gender Parity strategy aimed at creating an inclusive, equal workforce and providing an empowered and enabling environment for UN staff. The actions demonstrate UNCT’s strengthened commitment and accountability towards advancing GEWE, as upheld in the UNCT-SWAP Gender Equality Scorecard action plan. UN Women funded the gender capacity development plan, in consultation with UN-interagency groups; advocated, coordinated, and supported the implementation of the gender priorities endorsed in UNCT gender scorecard action plan.
outcome XM-DAC-41146-BGD_O_2
Increased engagement of partners in support of UN Women's mandate
UN Women has an increased partner engagement with youth, CSOs, private sector in support of UN Women’s mandate. Grassroots women-led CSOs are now part of the GIHA WG, bringing the voice of grassroots women and girls in national advocacy platform. The design of UNSDCF is informed by the CSOs and SP-5 has a focus on strengthening capacity and voice of rights holders, leveraging UN Women’s mandate to forge effective partnerships with CSOs and government. The CSAG was reestablished in 2021 as the technical and advisory arm of BCO. More than 40 feminist CSOs, working with gender diverse communities, have developed capacity on digital literacy, safety and building inclusive online communities, as a result of BCO’s collaboration with Facebook through an innovative campaign ‘LedbyHer’ that also featured stories of women leaders contributing in diverse fields. A Youth Mobilization Action Plan was developed to meaningfully engage young leaders, and feminists and amplify their voices. BCO National Youth Gender Activist mobilized youth grassroots volunteers and led a COVID-19 vaccination awareness campaign, targeting women and girls, for COVID-19 sensitization and support to get registered for vaccination. BCO also promoted captivating stories of youth feminist leaders under a campaign on Generation Equality Forum, in collaboration with Plan International and She Decides Bangladesh. An internal youth group has been formed within the office, with an aim to improve internal culture and practices and to shape BCO as a more inclusive and empowered workplace, in delivering its mandate. Engagement with private sector was strengthened through MoU with IDLC Finance Ltd to promote WEPs. Chamber of Commerce Industries in Patuakhali, Bogura and Cumilla acknowledged the partnership with UN Women, in implementation of High court directives to prevent sexual harassment and creating gender friendly workplace, resulting in amendment of the existing MoU. BCO has expanded its resource mobilization efforts by developing a new RM strategy under the SN, with a view to explore new donors. Among the traditional donors, SDC is on board to support the Cox’s Bazar on Rohingya Refugees. Additionally, resource mobilization plans are underway for new joint programme development with ILO and UNFPA through the Joint Programming Framework under the UNSDCF. BCO established a stronger visibility in social media and gained around 8k followers, reaching up to 35k in 2021.
outcome XM-DAC-41146-BGD_O_3
High quality of programmes through knowledge, innovation, results-based management and evaluation
Regular supports have been ensured to have high quality programmes through meetings and training sessions. Due to the COVID 19 situation, the training on result-based reporting has been conducted virtually prior to the annual reporting. Donor reporting has been submitted in a timely manner. BCO also contributed to the formulation of the UNSDCF 2022-2026 ensuring the effective application of a twin-track approach to strengthen gender-responsive programme-level strategic engagement and coordination The new SN 2022-2026 has been developed with the strong alignment with the UNSDCF 2022-2026. The strategic priorities of SN 2022-2026 have been informed by the lessons learned, which emerged from both corporate and decentralized evaluations and reviews, including the County Portfolio Evaluation conducted in 2019 and extensive national-level stakeholder consultations for the UNSDCF formulation. Furthermore, Leave No One Behind analysis was conducted to identify which group of women are left behind from the development process in what ways, including laws, policies and institutional arrangement, and what we need to do differently in UN Women programmes under the new SN to put the furthest behind first to achieve transformative results.
outcome XM-DAC-41146-BGD_O_4
Improved management of financial and human resources in pursuit of results
The year 2021 started with 64 staff/personnel and ended with 65 staff/personnel. During the year 18 staff/personnel were on board (4 FTA, 11 SC, and 3 UNV) and an almost equal number leave the organization. All recruitments were conducted online. SCs recruitment was within the targeted time i.e. 12 weeks but FTAs could not be completed within 16 weeks. There was the involvement of UNDP, HQ in the process, and the availability of hiring panel and candidates during lockdown was a challenge. The Deputy CR was expected to join in July but she joined in late November. The CR recruitment started in June and still, the position is vacant. Online induction provided to the staff as well as necessary training on business process. All logistics provided to new staff personnel including internet facility to work online. The LMS completion progress by year-end is above 90%. The office opened with limited access from September with a 20% presence in the week. Health and safety are assured in the office. Besides colleagues were provided help for vaccination through the UN platform. Beginning of the year a series of training was provided on business processes and all documents saved in SharePoint as reference. Up to the end of the year, weekly operations clinic conducted on procurement and finance. During the year DoA was issued to appropriate staff and ICF revised. Month closure certifications were compliant. There was no aging advance, non-compliance project closure, outstanding donor reports etc. BCO had a 5% target of promoting GRP which is achieved. GST was introduced by HQ and BCO implemented the new tool for payment requests which replaced the help desk system. Five partners unmodified audit report received; BCP and Call tree updated; Risk assessed and updated register uploaded to OneApp as well as submitted with BCO new SN for 2022-26. The OM and Operations colleagues attended BOS Workplan implementation meetings, however, implementation progress is not good yet due to continued lockdown. Learning: In the last two years, BCO and other COs worked online due to lockdown. All business process documents are saved online in sharepoint folders. The CO looks forward to receiving guidance on maintainence of hard or soft copies for approvals and filing. One National staff, the PMS left in June. UNDP mistakenly transferred leave encashment money to his account. After realizing the mistake, they booked the money as staff advance for $24,000. Since June we have been following up with UNDP/RO/HQ but the advance is not yet returned back.Showing 11 - 14 of 14