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-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.
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.
outcome XM-DAC-41146-VNM_O_4
Nurturing an empowered workforce and advancing an inclusive UN-Women culture: 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.
In the reporting year, with the improvement in shortening time in using online written test, the avarage number of weeks from the time the vacancy annoucement closes until the selected candidate is notified has been reduced 8% and we are aiming to reduce more in the coming years. With continued quarterly surveys about the various values of working at UN Women Vietnam office plus imrpoving working environment, the office has reached progress with reduced in staff turn over rate (from 15% in 2021 to 5% in 2022).
outcome XM-DAC-41146-VNM_O_5
Effective normative, programmatic and coordination products, services and processes: UN-Women efficiently and effectively discharges of all business processes that advance integrated delivery of its mandate at HQ, Regional and Country levels, including through shared services
In 2022, UN Women took efforts to develop the Knowledge management plan for the SN 2022-2026 period with the aim to advance the effective normative, programmatic and coordination products, services and processes. This is part of the SN and will be fully implemented in 2023 that contribute to the office capacity on knowledge management to deliver the commitments under the SN.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).