Region:Asia Pacific
Current UN Women Plan Period Afghanisthan:2018-2022
World Bank Income Classification:Low Income
The World Bank classifies economies for analytical purposes into four income groups: low, lower-middle, upper-middle, and high income. For this purpose it uses gross national income (GNI) per capita data in U.S. dollars, converted from local currency using the World Bank Atlas method, which is applied to smooth exchange rate fluctuations.
Least Developed Country:Yes
Since 1971, the United Nations has recognized LDCs as a category of States that are deemed highly disadvantaged in their development process, for structural, historical and also geographical reasons. Three criteria are used: per capita income, human assets, and economic vulnerability.
Gender Inequality Index:0.575
GII is a composite metric of gender inequality using three dimensions: reproductive health, empowerment and the labour market. A low GII value indicates low inequality between women and men, and vice-versa.
Gender Development Index:0.723
GDI measures gender inequalities in achievement in three basic dimensions of human development: health, education, and command over economic resources.
Population:209,497,025
Source of population data: United Nations, Department of Economic and Social Affairs, Population Division (2022). World Population Prospects: The 2022 Revision
Male:19,976,265 (9.5%)
Female:189,520,760 (90.5%)
outcome XM-DAC-41146-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.
outcome XM-DAC-41146-TUN_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.
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 with 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 personnel, and technical support was provided to strengthen programme officers' capacities to deliver quality, results-based monitoring throughout the year, and to ensure institutional knowledge with current programmes.
outcome XM-DAC-41146-TUN_O_5
UN Women efficiently and effectively discharges of all business processes that advance integrated delivery of its normative, operational and coordination mandate at HQ, Regional and Country level, including through shared services.
UN Women efficiently and effectively discharged its business processes and advanced our normative, operational and coordination mandate in a synergetic way in the area of Women, Peace and Security (WPS) and social cohesion. Firstly, it implemented operational activities under two projects: ‘Empowered Women for Resilient, Peaceful Communities in Southern Tunisia,’ funded by Japan; and ‘Women, Peace and Security in the Arab States,’ funded by Finland. Under the latter, operational activities included the evaluation of the first National Action Plan (NAP) on UNSCR 1325 and strengthening the capacity of civil society to monitor the next phase of the NAP. Under the former, operational activities included a participatory research study, ‘Empowered women for resilient, peaceful communities in Southern Tunisia,’ with 170 women from seven municipalities in Southern Tunisia with favourable conditions for radicalization and violent extremism and a large-scale advocacy campaign on women’s roles in preventing violent extremism (PVE) and economic development. Secondly, it ensured findings from the operational activities reached international partners, including the UN (coordination) and national partners to ensure normative progress. For example, the findings of the NAP evaluation was shared with the Minister of Women’s Affairs and the 22 members of the NAP Steering Committee (Ministries of Justice, Interior, Defence, Foreign Affairs, Health, Religious Affairs, Finance, Economy and Planification, Education, Culture Affairs, Youth and Sport). Similarly, the operational work on PVE was embedded in normative advocacy by UN Women with 48 focal points from the National Commission for Countering Terrorism who increased their knowledge of gender mainstreaming. Moreover, the mentioned research study was published in a way that the 170 women had their priorities heard by 78 decision-makers from ministries at national and local level, CSOs, and media representatives. UN Women organized the event ‘Empowered women and girls today, for a sustainable future’ with a view to inform TICAD 8, the eighth Tokyo International Conference on African Development event to be held in Tunisia. It did so in partnership with the Japanese Embassy, the Ministry of Family, Women, Children and the Elderly, the Chamber of Women Entrepreneurs, the Chamber of Commerce, the Tunisian Union of Industry, Trade and Handicrafts, and the Tunisian-Japanese Chamber of Commerce. UN Women’s recommendations made it into TICAD’s final declaration.Showing 6 - 8 of 8
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References to Kosovo shall be understood to be in the context of United Nations Security Council resolution 1244 (1999).
References to Kosovo shall be understood to be in the context of United Nations Security Council resolution 1244 (1999).