Region:Asia PacificCurrent UN Women Plan Period Afghanisthan:2018-2022
World Bank Income Classification:Low IncomeThe 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:YesSince 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:0.575GII 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:0.723GDI measures gender inequalities in achievement in three basic dimensions of human development: health, education, and command over economic resources.
Population:209,497,025Source of population data: United Nations, Department of Economic and Social Affairs, Population Division (2022). World Population Prospects: The 2022 RevisionMale:19,976,265 (9.5%)Female:189,520,760 (90.5%)
Advancing business transformation: UN-Women strategically plans for and transforms its business model to deliver impact at scale, through agile and ethical leadership.
Outcome Indicator and ResultsPlan Period :
2022-2026
OUTCOME
VNM_O_3
Advancing business transformation: UN-Women strategically plans for and transforms its business model to deliver impact at scale, through agile and ethical leadership.
SP_O_3G
SP_O_3G
Country
Percentage of UN Women Offices in United Nations common premises (QCPR 3.5.10) (Desk Review)
CO staff demonstrate effective capacity to advance the mandate and mission of UN Women, through inclusive, agile and ethical leadership
Planned Budget:$33.26 K
Actual Budget and Shortfall:$25.29 K
Expenses:$25.89 K
VNM_O_3.1A
VNM_O_3.1A
Country
Indicator 3.1A: Percentage of staff trained on RBM
2022
Result3
VNM_O_3.1A
Country
2017
Baseline
50%50%
2022
Milestone
33
Result
33
2023
Milestone
33
Result
--
2024
Milestone
--
Result
--
2025
Milestone
--
Result
--
2026
Target
--
Result
--
VNM_O_3.1B
VNM_O_3.1B
Country
Indicator 3.1B: Percentage of programme managers and responsible partners' quarterly reports submitted in a timely manner.
2022
ResultN/A
VNM_O_3.1B
Country
2017
Baseline
100100
2023
Milestone
--
Result
--
2024
Milestone
--
Result
--
2025
Milestone
--
Result
--
2026
Target
--
Result
--
OUTPUT
VNM_O_3.2
VCO shares gender equality best practices through knowledge and innovation initiatives with others (cities, countries and regions)
Planned Budget:$73.50 K
Actual Budget and Shortfall:$20.50 K
Expenses:$42.37 K
VNM_O_3.2A
VNM_O_3.2A
Country
Indicator 3.2A: Increase in the number of visits to VCO knowledge products
2022
Result3
VNM_O_3.2A
Country
2017
Baseline
5,0005,000
2022
Milestone
11
Result
33
2023
Milestone
11
Result
--
2024
Milestone
11
Result
--
2025
Milestone
11
Result
--
2026
Target
11
Result
--
VNM_O_3.2B
VNM_O_3.2B
Country
Indicator 3.2B : Number of the national gender equality profile based on gender data set available, dis-aggregated by relevant characteristics.
2022
ResultN/A
VNM_O_3.2B
Country
2017
Baseline
11
2023
Milestone
--
Result
--
2024
Milestone
--
Result
--
2025
Milestone
--
Result
--
2026
Target
--
Result
--
OUTPUT
VNM_O_3.3
Efficient management of UN Women Viet Nam premises, in line with the UN reform for the effective delivery of the mandate of UN Women.
Planned Budget:$157.89 K
Actual Budget and Shortfall:$120.45 K
Expenses:$138.91 K
VNM_O_3.3A
VNM_O_3.3A
Country
Indicator 3.3A: % of decentralized evaluations in MERP completed
2022
ResultTrue
VNM_O_3.3A
Country
2017
Baseline
100100
2022
Milestone
YesYes
Result
TrueTrue
2023
Milestone
YesYes
Result
--
2024
Milestone
YesYes
Result
--
2025
Milestone
YesYes
Result
--
2026
Target
YesYes
Result
--
VNM_O_3.3B
VNM_O_3.3B
Country
3.3B. Percentage of evaluation rated satisfactory and above
2022
ResultN/A
VNM_O_3.3B
Country
2017
Baseline
100100
2023
Milestone
--
Result
--
2024
Milestone
--
Result
--
2025
Milestone
--
Result
--
2026
Target
--
Result
--
Strategic Note Outcome Progress NoteShowing data of :
2022
Advancing business transformation: UN-Women strategically plans for and transforms its business model to deliver impact at scale, through agile and ethical leadership.
2022 offered an opportunity to draw valuable lessons for Vietnam Country Office (VCO) to enhance both internal procedures and ways of working as well as the results generated from implementing our triple mandate. In particular, the office focused on implementing the remaining four recommendations of the internal audit by IAS from the 2020’s Country Programme Evaluation and Audit (CPE+A) and the external UN Board of Auditors’ audit of VCO that happened from 14 November to 16 December 2022. We received a support mission from the regional Operation Team (Operations Manager and HR Business Partner) to review our internal procedures and offer solutions for enhancing efficiency while securing compliance with UN Women policies and procedures.
The important lessons learned from these processes can serve to inform the “pivoting to the field” efforts:
Country level recommendations of audits and evaluations should be connected with structural changes needed or frameworks/technical resources available at corporate level: as a result of the internal CPE+A, VCO was required to develop: a Coordination Strategy, a Capacity Building Strategy, and an Integrated Monitoring Framework even when these strategies or tools do not exit at HQ or regional levels. That gap transferred the burden and cost of developing these to the CO level, even if there is a clear value to have them at HQ or RO level first. This challenge placed the CO in the dilemma of either reallocating core funding normally used for normative and catalytic efforts towards internal tool development or overburdening the staff with additional workload to produce them in-house. In our case we did the latter, with the cost of adding an extra layer of work to already stretched programme officers.
Building a relationship of trust and client orientation between HQ and ROs and CO/MCOs in order to improve efficiency and effectiveness of our field presence: Raising challenges openly with the RO allowed the CO to get the hands-on support needed. In this case, through a week-long mission to the country and open discussions between CO staff and RO colleagues, clear recommendations were made and implemented immediately after through a series of memos, on key issues related to office organization, HR, travel and contracts. For this effective team work to work across the organization, we need to build a relationship of trust between CO/MCOs and the ROs and promote for the ROs and HQ to follow a client orientation approach.
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Strategic Note (SN) Development Results and Resources Framework
Intended ultimate beneficiaries, Conditions, Budget, Results, outcomes and outputs
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The boundaries and names shown and the designations used on this map do not imply official endorsement or acceptance by the United Nations.
References to Kosovo shall be understood to be in the context of United Nations Security Council resolution 1244 (1999).
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.
