Management Response

Recommendation:

Recommendation 1: UN Women should ensure the following in its future programming: a) Developing an exit strategy, irrespective of whether the programme is going for a next phase, a scale-up or a closure; and executing it as part of the programme before the end of the programme and/or its current phase. b) Having a well-defined monitoring system in place right from the beginning of the programme. Thoughtful planning, beyond baseline/end line or training satisfaction surveys should be put into developing the systems. This should include: data collection schedule; mechanisms and tools during the programme; and, data collection to capture outcome results in addition to output indicators. c) Allowing sufficient time for “front-end planning” especially when partnering with organizations with different organizational culture and/or from entirely different sectors. This is a lesson for TCCC at country level also. d) Ensuring that there is an opportunity for cross-country exchange of information and learning in Global Programmes, specifically when it is on women’s economic empowerment. These could be virtual meetings once or twice a year (if budget is a constraint).

Management Response:

The Programme Management Team agrees with the recommendation and notes that the sustainability of results achieved and exit strategy was a key issue throughout the programme implementation. Sustainability of result has been codified in the knowledge asset document developed by the programme. In some countries results made by the programme were supported by the Government which was part of the programme exit strategy. The participating offices will be expected to submit a project plan showing how they will ensure further sustainability of results after the end of the programme

Key Actions Responsible Deadline Status Comments Send out communication to participating country offices and request submission of exit strategy for each office, detailing sustainability of results Programme Team (Programme Manager and participating UN Women country offices) 2017/06 Overdue-Not Initiated Ensure cross country exchange by involving all participating countries in global steering committee meetings or other cross exchange discussion in case of next phase of the programme. Programme team and Field Offices as beneficiaries of the programme 2017/12 Overdue-Not Initiated

Recommendation:	UN Women should replicate (adopt/adapt) the programme governance and management structures and practices while working with private sector companies and other “donors” on a Global Programme. However, UN Women is likely to require a dedicated person to manage and coordinate at headquarters level and with countries if it is a large programme implemented in several countries.
Management Response:	The Programme Management Team agrees with the recommendation and welcomes the suggestion to replicate programme governance structure applied within TCCC programme to other private sector funded global programme/projects.

Key Actions Responsible Deadline Status Comments Prepare brief outline of the programme governance model and share with UN Women country offices and upload at UN Women intranet for the offices to be easily accessible Programme Team (Programme Manager and participating UN Women country offices) 2017/09 Overdue-Not Initiated

Recommendation:

UN Women should strive to leverage its comparative advantage and technical expertise on WEE by partnering with organizations that bring business expertise and provide economic opportunities for women in their value chain. At the same time, UN Women should keep in mind that private sector companies bring unique strengths to development projects, especially their communication and outreach capabilities, in addition to their business expertise. These capabilities could increase UN Women programmes visibility and outreach, and broaden its impact.

Management Response:

The Programme Management Team agrees with the recommendation and will continue to closely engage and discuss with UN Women Strategic partnership division and private sector unit further partnership with private sector based on mutual collaboration and comparative advantage.

Key Actions Responsible Deadline Status Comments Continue discussion with SPD to ensure stronger programme-partnership mutual collaboration and sharing of lessons learned Programme team and private sector unit 2017/11 Overdue-Not Initiated

Recommendation:

UN Women and TCCC should explore opportunities to continue partnership. a) Within the 5by20 initiative, replicating/scaling up the simpler South Africa model would be more feasible in many contexts. It has been more successful in the retail segment in building capacities of women entrepreneurs to establish and sustain their business (among the three countries); b) At a more corporate level, explore how both partners can add value to each other’s overall strategic objectives, in terms of women’s economic empowerment (building on the lessons and synergies from this programme).

Management Response:

The programme management agrees with the recommendation. While 5by20 initiative supports women entrepreneurs in retail segment, it also has certain boundaries. The programme demonstrated also a success story of public-private partnerships, in contributing to women’s economic empowerment which is beyond 5by20 initiative

Key Actions Responsible Deadline Status Comments Continue discussion with Coca-cola on broadening existing partnership at the corporate level beyond 5by20 initiative Programme team and private sector unit 2017/12 Overdue-Initiated Draw key lessons on the partnership, best practices and factors that enable and hinder women’s economic empowerment Programme team and private sector unit 2017/10 Overdue-Initiated

Recommendation:	UN Women should keep in mind that while partnering with private sector companies, finding the balance between “development objectives” and “business objectives” is crucial for a successful and long-term mutually beneficial partnership. This requires a frank and open communication and building trust.
Management Response:	The programme management agrees with the recommendation, partnership with Coca – Cola generated essential learnings for both organizations for future programming and longer term strategic partnership for women women’s economic empowerment. Established Trust, transparency and investing time to understand each other were key enablers for attaining results with the programme.

Key Actions Responsible Deadline Status Comments Organize discussions at the corporate level with Coca Cola to maintain open communication and engage them further for women’s empowerment Private sector unit and programme division 2017/12 Overdue-Initiated