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    Outcome summary

    Policy marker Gender equalityNot Targeted Reproductive, Maternal, Newborn and Child Health (RMNCH)Not Targeted DesertificationNot Targeted
    UN system function Direct support and service delivery Support functions
    Outcome description

    With its unique and inclusive culture, UN-Women is an employer of choice with a diverse and highly performing cadre of personnel that embodies UN values.

    Outcome resources

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    Outcome and output results

    Planned Budget (Total) Other resources (non-core)
    Country Indexes
    ID Result statement Budget utilisation Progress
    Outcome
    LBY_O_4 With its unique and inclusive culture, UN-Women is an employer of choice with a diverse and highly performing cadre of personnel that embodies UN values.
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    SP_O_4G
    SP O_4.7: Implementation rate for regular resources (Shared with UNFPA) (Not for country reporting)
    QCPR 1.4.28
    2022 Result 13
    2021
    Baseline
    00
    2022
    Milestone
    -
    Result
    13
    Outputs
    LBY_O_4.1 The UN Women Conflict Cluster Office (CCO) personnel are able to implement UN Women's mandate in accordance with UN values, including respect for diversity
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    LBY_O_4.1A
    Planning and review meetings to ensure efficiency, coherence and coordination in program operations held every week
    2022 Result Yes
    2021
    Baseline
    YesYes
    2022
    Milestone
    Yes
    Result
    Yes
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    Outcome resources allocated towards SDGs

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    Our funding partners contributions

    Regular resources (core)

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    $0.00 in total
    Other resources (non-core)
    $0.00 in total
    No data found
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    Outcome insights and achievements

    Outcome progress note for the year

    With its unique and inclusive culture, UN-Women is an employer of choice with a diverse and highly performing cadre of personnel that embodies UN values.

    During the reporting year, the Conflict Cluster Office (CCO) provided several trainings and capacity development activities related to programme and operations functions for the staff, to increase performance awareness, promote a culture of accountability, advance their knowledge and further develop their skills to better manage programmes and integrate the organization’s overall strategic directions into implementation and operations. A challenge remained the high staff turnover due to unattractive salaries and lack of professional career development within the office, which led to operational and programmatic bottlenecks and the increased workload for ad-hoc temporary, in-house substitutes. As a response, the office developed an online learning platform that contains standard operating procedures (SoPs), training materials, and induction sessions which supported the quick onboarding of newly recruited staff, and technical support was provided to strengthen programme officers' capacities to deliver quality, results-based monitoring throughout the year, to ensure institutional knowledge with current programmes.

    Strategic plan contributions

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