United Nations Entity for Gender Equality and the Empowerment of Women (UN Women)

The results structure of SPs and their alignment with relevant global frameworks in support of a well-articulated vision improved, and UN Women’s vision is well understood by its primary stakeholders.

Resource allocation and alignment with strategic priorities was optimised through the BRC, the Budget Allocation Committee (BAC), and the QBR process, which covers the country, regional and global level. The Quantum Enterprise Resource Planning systems supports real-time financial tracking while the RMS improves monitoring and evaluation.

UN Women-led inter-agency collaboration, reinforcing gender equality integration across the UN system through frameworks like UN-SWAP. Policy advocacy through high-level engagements, particularly through the CSW, remains a priority.

Addressed previous gaps in the results framework, ensuring clearer linkages between activities and outcomes. Increased accountability and transparency through the Transparency Portal, offering real-time financial and programmatic data.

UN Women played a catalytic role in advancing SDG 5 and embedding gender considerations across multiple SDGs. It directly contributed to gender-responsive legal reforms, enhancing protections against gender-based violence and increasing women's political participation.

Translating high-level policy influence into sustained systemic change remains a challenge; programme implementation across regions is inconsistent for lack of comprehensive tools. Resource constraints and the lack of a financial sustainability strategy further limit the organisation’s ability to scale its impact.

Operational bottlenecks in procurement and finance have contributed to lower delivery rates. Decentralisation efforts have been slow: decision-making authority remains concentrated at HQ and the shift toward a more field-based workforce ongoing.

UN Women has established some initial structures and incentives to support the utilisation of country systems, though they remain limited. It has been a strong advocate but its ability to turn advocacy into effective coordination remains uneven. Its coordination role within the UN system is weakened by operational inconsistencies and limited incentive mechanisms for gender mainstreaming.

Despite improvements in results monitoring, corporate frameworks are often seen as compliance-driven rather than strategic, leading to inconsistent uptake at the country level. The large number of indicators in the RMS complicates data collection and knowledge management and dilutes meaningful impact measurement.

Gaps in policy implementation at the national level, coupled with weak national ownership, institutional support and financial constraints, undermine the long-term impact of UN Women’s advocacy and programmatic efforts. Several initiatives remain fragmented and overly reliant on short-term, donor-driven projects, making systemic change difficult to sustain.