Management Response

: Bosnia Herzegovina
: 2021 - 2025 , Bosnia Herzegovina (CO)
: UN Women BiH Country Portfolio Evaluation SN 2021/2025
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Bosnia Herzegovina

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UN Women Bosnia and Herzegovina welcomes the findings and recommendations of the Country Portfolio Evaluation (CPE). The evaluation confirms that the Strategic Note (SN) 2021–2025 was highly relevant and contributed to advancing gender equality and women’s empowerment despite a challenging political and socio-economic context. The findings highlight strong achievements in normative work, policy influence, and UN coordination, while also drawing attention to areas requiring strengthening such as women’s political participation, economic empowerment, sustainability, and results-based management. The Country Office (CO) appreciates the forward-looking guidance provided, which will inform the preparation of the new SN 2026–2029.
: Approved
Recommendation: RECOMMENDATION 1
Management Response: UN Women Bosnia and Herzegovina fully accepts this recommendation. The Country Office recognizes the importance of a participatory and inclusive approach to the development of the next Strategic Note to ensure continued relevance, ownership, and responsiveness to national priorities and partner needs. The Office agrees that clearer articulation of strategies and roles across impact areas, strengthened focus on women’s political participation and women’s economic empowerment, and systematic integration of leave no one behind, intersectionality, and sustainability perspectives are critical to sustaining results and advancing transformative change. Actions to address this recommendation have already been initiated and largely completed through the preparation of the Strategic Note 2026–2029 and its alignment with the UNSDCF 2026–2030.
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Description: The next Strategic Note should be co-created with partners in Bosnia and Herzegovina to sustain its relevance and consolidate partner relationships. It should clearly articulate strategies and roles for each impact area, with a particular need to strengthen approaches to women’s political participation and women’s economic empowerment. Approaches for cross-thematic synergies, systematic integration of leave no one behind and sustainability perspectives should be prioritized.
Management Response Category: Accepted
Thematic Area: Not applicable
Operating Principles: Promoting inclusiveness/Leaving no one behind, Internal coordination and communication
Organizational Priorities: Partnership
UNEG Criteria: Relevance
Key Actions
Responsible Deadline Status Comments
Organize a participatory co-creation process with institutional partners, CSOs (including marginalized groups), UNCT, and donors to inform the SN 2026–2029. Country Representative, Program Specialist 2025/12 Completed Linked to the UNSDCF 2026–2030 preparation, several consultation sessions were conducted with institutional partners, CSOs, UNCT and donors including: 1) SDG5 consultation; 2) BiH Biennial Gender Review meeting; 3) consultations on the Gender Equality Accelerator Joint Programme (aligned with SN outcome areas and applying an integrated, system-level approach). Targeted consultations were also conducted with marginalized groups including rural women, Roma women and women with disabilities.
Develop a clear Theory of Change (ToC) based on strategic needs, integrating LNOB, intersectionality, and sustainability. Country Representative, Program Specialist 2025/12 Completed Linked to the UNSDCF 2026–2030 preparation and developed during a Strategic SN planning session with the Country Office and informed by the CPE and UNSDCF evaluation findings and key evidence and research. The TOC was reviewed by UN Women HQ divisions and the ECA Regional Office.
Further deepen policy engagement in Women’s Economic Empowerment by going beyond employment, employability and income generation to drive systemic policy change. Expand efforts to strengthen institutional frameworks, advocate for structural reforms and establish long-term mechanisms for gender-responsive policymaking in economic and peacebuilding sectors. Country Representative, Program Specialist 2025/12 Overdue-Initiated The newly launched Gender Equality Accelerator (GEA) Joint Programme, implemented by UN Women with UNDP, UNICEF and UNFPA is focused on three priority areas – WPP, WEE and EVAW. Comprehensive evidence and consultations were conducted to inform the programme design and implementation. Further WEE-focused consultations have been initiated with labour market institutions, social protection actors, private sector partners and CSOs. Early actions focus on strengthening the evidence base for care economy reforms, gender-responsive employment services, advancing the WEPS with private sector partners, skills development and improving access to decent work for women, including women from marginalized groups. Efforts to expand gender-responsive policy making will be addressed in the ongoing implementation of the WPS programme and a focus of the mid-term review.
Recommendation: RECOMMENDATION 2
Management Response: UN Women Bosnia and Herzegovina accepts this recommendation and acknowledges the need to further strengthen internal coordination and coherence mechanisms to enhance synergies across programmes and projects. The Country Office agrees that a more integrated and systematic approach to programme design, supported by common tools and regular internal learning, is essential for operationalizing theories of change and maximizing strategic coherence. Building on lessons from the Country Portfolio Evaluation and the implementation of the Gender Equality Accelerator Joint Programme, the Office has initiated actions to institutionalize cross-thematic coordination and will continue strengthening internal processes to improve efficiency and effectiveness.
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Description: Coherence within the theories of change should be supported by effective and efficient internal coordination and coherence mechanisms to support the operationalization of synergies in programmes and projects. Adoption of a synergistic approach to programme and project design ensuring that initiatives are interconnected and contribute to broader strategic goals and application of cross-cutting strategies, such as gender needs assessments, capacity development, gender-responsive budgeting and others are possible options.
Management Response Category: Accepted
Thematic Area: Not applicable
Operating Principles: Internal coordination and communication
Organizational Priorities: Organizational efficiency
UNEG Criteria: Efficiency
Key Actions
Responsible Deadline Status Comments
Establish an internal programme coordination task to ensure cross-thematic synergies. Country Representative, Program Specialist 2026/03 Initiated Under the flagship Gender Equality Accelerator Joint Programme, an integrated theory of change was developed to show the strong synergies and linkages across the three priority pillars under the programme – EVAW, WEE and WPP. An inter-pillar coordination body has been established, led by UN Women with the partner UN agencies to ensure coherence and coordination across all three pillars and apply a multidimensional approach throughout the implemenation of the programme. The UN Women Country Office organizes bi-weekly programme lead managers meetings to support effective programme coordination and ensure synergies across existing and new programmes. Staff meetings are also used to share results and updates of programmes to support knowledge sharing across all thematic areas of work.
Apply standard tools (e.g. GRB, gender needs assessments, LNOB screening) across all new projects. Country Representative, Program Specialist 2026/03 Initiated Lessons from CPE Annex evaluation matrix and standard tools are being used to inform development of all new projects.
Introduce quarterly internal learning sessions to review synergy opportunities. Country Representative, Program Specialist 2026/03 Not Initiated These will be systematically held on a quarterly basis with the first session taking place in early 2026.
Recommendation: RECOMMENDATIONS 3
Management Response: UN Women Bosnia and Herzegovina accepts this recommendation and concurs with the need to further strengthen UN coordination by aligning efforts with the corporate UN Women coordination theory of change and the UN System-Wide Gender Equality Acceleration Plan. The Country Office recognizes that moving from information-sharing towards proactive joint planning, collaboration, and shared learning is essential for achieving more effective and impactful coordination. The Office is committed to leveraging the Gender Equality Accelerator Joint Programme and other cross-cutting programmatic successes as strategic assets to deepen UN system coherence, strengthen accountability for gender equality, and advance financing for gender equality across the Cooperation Framework.
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Description: Frame UN coordination efforts under the new corporate UN Women coordination theory of change (focused on thematic coordination, UN accountability and promotion of financing for gender equality) and the UN System-Wide Gender Equality Acceleration Plan. To enhance effectiveness, leverage experiences from the Gender Equality Accelerator programme and shift the approach from the passive exchange of information and updates to proactive joint planning, collaboration and shared learning at different levels of the organization. Cross-cutting programmatic successes should be leveraged as strategic assets for deeper coordination and impact-driven action.
Management Response Category: Accepted
Thematic Area: Not applicable
Operating Principles: Alignment with strategy
Organizational Priorities: UN Coordination
UNEG Criteria: Coherence
Key Actions
Responsible Deadline Status Comments
Strengthen strategic collaboration by identifying and formalizing key areas of thematic partnerships with other UN agencies, such as SDG financing, integrated development planning at all levels, green transition and social welfare system interventions, or by addressing common social challenges. Country Representative, Program Specialist, Programme Managers 2026/12 Initiated The UN Gender Equality Accelerator Joint Programme is being implemented by four UN agencies, working in synergy and leveraging the mandate and comparative advantage of each agency to drive system-level, transformative change with government, civil society, private sector, academia and other international partners across the areas of EVAW, GRB, WPP and WEE. It is being held up as a good practice with many UNCTs reaching out and wanting to replicate this model of joint UN strategic engagement and collaboration on gender equality and women’s empowerment. UN Women has been actively engaged to support strong gender integration with other UN agencies with regard to SDG financing, integrated development planning and green transition and is actively involved in implementing initiatives in these areas.
Integrate findings of the Coordination Case Study into UNCT Gender Theme Group workplan. Country Representative, Program Specialist, RBM and Coordination Analyst 2026/03 Not Initiated The current GTG Work Plan will be updated in early 2026 and aligned with the Case Study findings
Lead proactive joint planning exercises in UNSDCF Results Groups with clear gender equality targets and ensure systematic gender integration in the development of new joint programmes. Country Representative, Program Specialist, RBM and Coordination Analyst 2026/12 Initiated This work has already started in 2025 with incorporation of GEWE indicators and targets into the new UNSDCF outcomes and outputs. Efforts were also undertaken with regard to the Joint Work Plan of the UNSDCF and will be sustained during the implementation period. To support gender mainstreaming in new joint programmes, the GTG has produced a gender mainstreaming screening tool which will be used by programme leads and supported by GTG members to ensure that all new programmes are GEM 2 or 3.
Discuss findings on uneven gender mainstreaming within the UNSDCF 2021–2025 (UNSDCF evaluation finding) for stronger positioning in the next Cooperation Framework, particularly given the context of backlash against gender equality in the region. Consider a twin-track approach, i.e. gender mainstreaming and a stand-alone gender equality outcome. Country Representative, Program Specialist, RBM and Coordination Analyst 2026/03 Completed During the development of the new UNSDCF, and in consultation with the GTG and government and civil society partners, gender equality and women’s empowerment was systematically and explicitly mainstreamed across all three outcomes and reflected in the outcomes and indicators. Gender quality and women’s empowerment remain a central focus and priority of the new Cooperation Framework and the Gender Equality Accelerator Joint Programme will serve as a flagship initiative to support gender mainstreaming by the UN system across all three outcome areas.
Recommendation: RECOMMENDATION 4
Management Response: UN Women Bosnia and Herzegovina accepts this recommendation and acknowledges the need to further balance and strengthen coordination with institutional gender mechanisms, line ministries, and civil society organizations. The Country Office agrees that more inclusive and structured engagement with a diverse range of CSOs including women’s rights organizations and those working in broader development sectors is critical to enhancing impact, sustainability, and ownership of results. The Office is committed to refining its civil society engagement approach, strengthening policy dialogue platforms, and ensuring meaningful participation of diverse actors, including women decision-makers, to support gender-responsive policymaking and implementation.
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Description: To ensure effective coordination, UN Women Country Office needs to strike a balance between engagement with institutional gender mechanisms, other government institutions and civil society. While past coordination efforts were overly concentrated on gender mechanisms, currently there is an imbalance in favour of other line ministries and agencies. Coordination with CSOs requires restructuring to be more inclusive, engaging both women’s rights organizations and those working in broader development sectors to enhance impact and sustainability.
Management Response Category: Accepted
Thematic Area: Not applicable
Operating Principles: Internal coordination and communication
Organizational Priorities: UN Coordination
UNEG Criteria: Effectiveness
Key Actions
Responsible Deadline Status Comments
Map CSOs across women’s rights, rural development, youth, and economic empowerment (building on stakeholder mapping in Annex 2. Country Representative, Program Specialist, RBM and Coordination Analyst 2026/06 Initiated This work has started under the GEA JP and will be completed by Q2 2026.
Revise CO civil society engagement strategy by mid-2026. Country Representative, Program Specialist, RBM and Coordination Analyst 2026/06 Not Initiated This will be completed in Q2 2026.
Establish annual CSO–CO policy dialogue platform. Country Representative, Program Specialist, RBM and Coordination Analyst 2026/12 Initiated Two dialogues were held in Q4 2026 – one focused on SDG 5 progress and the other during the UN Biennial Gender Review. Such policy dialogues will continue on an annual basis. Within the Gender Equality Accelerator JP a CSO Advisory Board will be established by Q2 2026 based on an open call and serving to represent civil society voices and interests in particular in the areas of EVAW, WEE and WPP.
Strengthen support and networking opportunities for female decision makers in legislative and executive government to foster policy development and implementation. Country Representative, Program Specialist and Programme Coordination Specialist on Gender-responsive Governance 2026/06 Initiated Under the UN Gender Equality Accelerator, significant investments and targeted interventions will be conducted to engage with women decision makers in legislative and executive government, including through the conduct of gender audits of political partners, supporting join advocacy on key legislation and engaging women political leaders as trainers for women candidates in the lead up to the next General Elections.
Strengthen support and networking opportunities for female decision makers in legislative and executive government to foster policy development and implementation. Country Representative, Program Specialist and Programme Coordination Specialist on Gender-responsive Governance 2026/06 Initiated Under the UN Gender Equality Accelerator, significant investments and targeted interventions will be conducted to engage with women decision makers in legislative and executive government, including through the conduct of gender audits of political partners, supporting join advocacy on key legislation and engaging women political leaders as trainers for women candidates in the lead up to the next General Elections.
Recommendation: RECOMMENDATION 5
Management Response: UN Women Bosnia and Herzegovina accepts this recommendation and recognizes that sustaining results requires continued investment in staff capacity, wellbeing, and effective workload management. The Country Office agrees that strengthening expertise across flagship and emerging thematic areas, improving results-based management and MEL capacities, and addressing workload distribution are essential to optimizing efficiency and preventing burnout. Actions to address these issues have already been initiated, and the Office will continue to institutionalize learning, development, and supportive work practices in line with UN Women’s people-centred and results-oriented approach.
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Description: The Country Office should prioritize addressing challenges with retaining and enhancing the capacity of its personnel. This should include deepening expertise in both flagship areas and emerging thematic priorities under the next UNSDCF, while improving results-based management, monitoring, evaluation and learning. A more structured approach to workload distribution is also necessary to optimize efficiency and prevent burnout among personnel.
Management Response Category: Accepted
Thematic Area: Not applicable
Operating Principles: Internal coordination and communication
Organizational Priorities: Organizational efficiency
UNEG Criteria: Efficiency
Key Actions
Responsible Deadline Status Comments
Conduct HR capacity and workload assessment. Country Representative, Program Specialist, Operations Manager, HR focal point 2026/06 Initiated In Q3 2025, the CO engaged the Office of the Ombudsperson at its strategic planning retreat to address issues with the team with regard to capacity and burnout. Regular check-ins are also held with staff to assess workload and the size of the team has increased which will now ensure strengthened capacities to support programme delivery. With the shift of the CO from a small to medium-sized office, a functional review of the office will again be conducted to ensure that its HR capacity align with its typology and are sufficient to deliver on its programmatic commitments, aligned with its triple mandate. Autonomy, as one of the strongest anti-burnout strategies, is built into office policy through flexible, remote work options and no-meeting Fridays.
Develop staff learning plan 2026–2029 (aligned with RO/HQ learning offers). Country Representative, Program Specialist, Operations Manager, HR focal point 2026/06 Not Initiated Requires RO and HQ support for training and capacity-building. Request RO support to identify core mandatory training and recommended technical modules. Align with corporate learning pathways (e.g., gender mainstreaming, programme planning, donor reporting, safeguarding, etc.).
Individual Learning & Development Plans (IDPs) integrated into annual performance cycles. Supervisors 2026/12 Initiated Explore blended learning opportunities (self-paced, webinars, cohort-based training). Establish a small internal task team to oversee learning plan development. Explore peer-to-peer learning, job shadowing, and mentoring within the office.
Strengthen RBM/MEL capacities with dedicated focal points and training. Country Representative, Program Specialist, Operations Manager, HR focal point 2026/06 Initiated A new monitoring, reporting and coordination position has been established to support strengthened RBM and MEL capacity. A targeted RBM session for programme staff is also planned for the first half of 2026.
Recommendation: RECOMMENDATION 6
Management Response: UN Women Bosnia and Herzegovina accepts this recommendation and acknowledges the need to continuously adapt its resource mobilization approach in response to an evolving donor landscape and increasing emphasis on joint programming. The Country Office agrees that a strategic, diversified, and forward-looking resource mobilization strategy is essential to ensure sustained financial support for priority areas under the new Strategic Note. The Office is committed to strengthening partnerships with traditional and emerging donors, aligning resource mobilization with UNSDCF priorities, and increasing the visibility of results to support long-term sustainability and impact.
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Description: Given the evolving donor landscape and the increasing shift towards joint programming, the Country Office should reassess its resource mobilization strategy to ensure sustained financial support for its key priorities
Management Response Category: Accepted
Thematic Area: Not applicable
Operating Principles: Resource mobilization
Organizational Priorities: Partnership
UNEG Criteria: Sustainability
Key Actions
Responsible Deadline Status Comments
Review and update Resource Mobilization Strategy, aligning with donor trends (Annex 3: financial portfolio analysis). Country Representative, Program Specialist, 2026/06 Initiated This action is linked with UNSDCF fundraising and regional donor engagement platforms. A comprehensive RM Strategy was developed to inform the new CO Strategic Note which assesses shifts, challenges and opportunities in the current funding environment. The RM Strategy will be reviewed and updated on a quarterly basis.
Strengthen partnerships with EU, SIDA, and emerging donors. Country Representative, Program Specialist 2026/12 Initiated Strategic partnerships with Sida and the EU have been strengthened through the Gender Equality Accelerator Joint Programme and new donors are supporting the programme, including Denmark. The EU will also support phase II of the Gender Equality Facility in 2026 and the CO will continue to leverage pooled funds and increase engagement with non-traditional donors to further support programmes to advance progress on GEWE.
Increase visibility of results through communication products and joint campaigns. Country Representative, Program Specialist, Communications Analyst 2026/12 Not Initiated A new Partnership, Communications and Visibility Strategy has been developed as part of the CO’s new Strategy Note which includes targeted strategic actions to increase visibility of results through communication products and joint campaigns. The communications capacity of the CO will also be strengthened with a new position under the GEA Joint Programme to provide targeted support and increase visibility of results to the donor.