Outcome LBY_O_3

UN Women strategically plans for and transforms its business model to deliver impact at scale, through agile and ethical leadership rooted in a continuous improvement culture.

Progress has been made towards this output in the reporting year. The year 2023 continued to surface challenges to UN Women’s work in Libya due to the constantly evolving country context and pushback by conservative groups. As a response, UN Women continued to utilize the strategy adopted in 2022 to implement a low-profile approach and continued working on the objectives of the UNSCR 1325 pillars without advocating for a National Action Plan (NAP). UN Women continued to promote and advocate for women's meaningful participation in peacebuilding processes, for the prevention of violence against women, and in the area of relief and recovery. Despite the circumstances, the office made significant advances, for example, in strengthening civil society’s capacity and linking its representatives to decision-makers with recommendations and demands for improved participation in processes from reconciliation and politics to economic development. The Cluster Office (CCO) modality has also brought significant added value to UN Women's business continuity amidst Libya's volatile context. In a context where internal movement is not possible due to conflict, UN Women often holds events with women from different parts of Libya in Tripoli, Libya, and neighboring Tunisia, which allows for collaboration of women from diverse backgrounds in a neutral environment. In parallel, the CCO continued to work through the two office spaces in the UN compound in Tripoli and has recruited two national staff to be based in Libya. An on-the-ground presence is critical in strengthening the partnership with government officials with regular meetings with line Ministries such as the Ministry of Women's Affairs, Ministry of Planning, Ministry of Interior, and Ministry of Foreign Affairs, as well as the High National Elections Commission (HNEC), in addition to strengthing UN women’s presence in the UNCT coordination mechanisms. The Libya CO was more rigorous around the recovery of costs, made full use of opportunities for inter-agency collaboration and streamlined operating practices, including through shared services. Knowledge management is improved through Standard Operating Procedures (SOPs) related to operations procedures (eg: procurement, finance, HR transactions) to support more efficient and effective delivery of programmatic results. Joint programmes and programming have been advocated for through UN Women’s capacity of co-chair of UNSDCF Results Group 1. While Libya's UNSDCF does not have any joint programmes ongoing, during the reporting period, UN Women worked closely with UNDP and UNSMIL in supporting Libya's Electoral Monitoring Body (HNEC) which allowed increased results at scale. Additionally, a cohort of 30 young women activists strengthened their skills on mediation, advocacy, and civic engagement as a result of a partnership between UN Women with UNSMIL, UNICEF and UNDP.

UN Women strategically plans for and transforms its business model to deliver impact at scale, through agile and ethical leadership rooted in a continuous improvement culture.

Progress has been made towards this output in the reporting year. The year 2024 continued to surface challenges to UN Women’s work in Libya due to the constantly evolving country context and pushback by conservative groups. UN Women continued to promote and advocate for women's meaningful participation in peacebuilding processes, for the prevention of violence against women, and in the area of relief and recovery. Despite the circumstances, the office made significant advances, for example, in strengthening civil society’s capacity and linking its representatives to decision-makers with recommendations and demands for improved participation in processes from reconciliation and politics to economic development.