Outcome TUN_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.

The Tunisia 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 was 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. The lessons learned on new ways of working imposed by COVID-19 served the CO well to respond with agility to the challenges associated with the evolving political crisis and social unrest in Tunisia. The CO leveraged partnerships with CSOs, the international community, and focused on higher-level outcomes related to knowledge production, gender mainstreaming and coordination that increased the effectiveness and efficiency of our results. The CO successfully coordinated for more Joint Programmes (JP) that highlight GEWE: UN Women and UNDP address economic violence as part of the JP ‘Addressing GBV post COVID-19 in Tunisia’; in partnership with FAO, IFAC and WFP, it entered phase II of ‘Accelerating Progress Towards Rural Women’s Economic Empowerment;’ a JP with UNDP and WHO promotes women and girls’ leadership in the socio-economic and health response to COVID-19. But all of this required significant resources in terms of staff time. The office has responded by linking programming and coordination more closely and through intense engagement of senior staff for coordination. Whilst the CO continued to face challenges with the intense burden of the coordination mandate for a small team with very limited regular resources; they successfully leveraged its coordination mandate in the implementation of the UNCT-SWAP Gender Equality Scorecard exercise and the subsequent empowerment of the gender coordination group to have an elevated role in the development and implementation of the next UNSDCF.

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.

The Tunisia CO was more rigorous around the recovery of costs and made full use of opportunities for inter-agency collaboration and streamlined operating practices, including through shared services. T he CO improved knowledge management through Standard Operating Procedures (SOPs) related to operations procedures (eg: procurement, finance, HR transactions) to support more efficient and effective delivery of programmatic results. The lessons learned on new ways of working imposed by COVID-19 served the CO well to respond with agility to the challenges associated with Tunisia's evolving political crisis and social unrest. The CO leveraged partnerships with CSOs, and the international community, and focused on higher-level outcomes related to knowledge production, gender mainstreaming and coordination that increased the effectiveness and efficiency of our results. Coordination around GEWE has been enhanced: three Joint Programmes have been implemented ( UN Women and UNDP address economic violence as part of the JP ‘Addressing GBV post COVID-19 in Tunisia’; in partnership with FAO, IFAC and WFP, it entered phase II of ‘Accelerating Progress Towards Rural Women’s Economic Empowerment;’ a JP with UNDP and WHO promotes women and girls’ leadership in the socio-economic and health response to COVID-19) and one new joint programme has been designed (on promoting Tunisia’s Social dialogue in partnership with ILO). The UNCT-SWAP Gender Equality Scorecard exercise and the subsequent empowerment of the gender coordination group to have an elevated role in the development and implementation of the next UNSDCF have been successfully coordinated by UN Women.

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 towards this output was made. The Tunisia 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. T he CO improved knowledge management through Standard Operating Procedures (SOPs) related to operations procedures (eg: procurement, finance, HR transactions) to support more efficient and effective delivery of programmatic results. The lessons learned on new ways of working imposed by COVID-19 served the CO well to respond with agility to the challenges associated with the evolving political crisis and social unrest in Tunisia. The CO leveraged partnerships with CSOs, the international community, and focused on higher-level outcomes related to knowledge production, gender mainstreaming and coordination that increased the effectiveness and efficiency of our results. Coordination around GEWE has been enhanced: three Joint Programmes have been implemented ( UN Women and UNDP address economic violence as part of the JP ‘Addressing GBV post COVID-19 in Tunisia’; in partnership with FAO, IFAC and WFP, it entered phase II of ‘Accelerating Progress Towards Rural Women’s Economic Empowerment;’ a JP with UNDP and WHO promotes women and girls’ leadership in the socio-economic and health response to COVID-19) and one new joint programme has been designed (on promoting Tunisia’s Social dialogue in partnership with ILO). The UNCT-SWAP Gender Equality Scorecard exercice and the subsequent empowerment of the gender coordination group to have an elevated role in the development and implementation of the next UNSDCF have been successfully coordinated by UN Women. Lessons learned: The Coordination mandate requires significant resources in terms of staff time in a small team, and the Tunisia CO responded by linking programming and coordination more closely and through intense engagement of senior staff for coordination.