Management Response

: Indonesia
: 2023 - 2023 , Indonesia (PP)
: Country Portfolio Evaluation
:
: Indonesia
:

UN Women Indonesia CO welcomes the overall recommendations from the Country Portfolio Evaluation (CPE) report. All recommendations and results of the evaluation report have brought lessons learned that the CO can consider for a better programme design and planning, including during the development plan of the new Strategic Note 2026 – 2030.

: Approved
Recommendation: Co-create the Strategic Note with partners based on joint analysis to inform priorities; and clarify the vision for the selected thematic areas (WPS, WEE, EVAW), while clearly defining the Country Office’s role in advocacy and programming for the most marginalized persons in Indonesia.
Management Response: UN Women Indonesia Country Office accepted the recommendations and will consider that the upcoming new Strategic Note development to involve proper consultation and feedback from CSOs and other relevant stakeholders. In addition, UN Women Indonesia is aware that selecting the most appropriate partners representing the diversity of issues, expertise, and geographical spread of the most suitable partners will be critical in this stage.
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Description: UN Women Indonesia Country Office accepted the recommendations and will consider that the upcoming new Strategic Note development to involve proper consultation and feedback from CSOs and other relevant stakeholders. In addition, UN Women Indonesia is aware that selecting the most appropriate partners representing the diversity of issues, expertise, and geographical spread of the most suitable partners will be critical in this stage.
Management Response Category: Accepted
Thematic Area: Peace and security (SPs before 2018), Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018)
Operating Principles: Promoting inclusiveness/Leaving no one behind
Organizational Priorities: Partnership, Normative Support
UNEG Criteria: Relevance, Coherence
Key Actions
Responsible Deadline Status Comments
Continue dialogue with government partners on how to formalize relationships with concrete deliverables in the key areas of the Strategic Note Senior Management, Partnership & Coordination Specialist, Programme Lead/Team 2025/12 Initiated There has been an institutional interest from Coordinating Ministry for Human Development and Cultural Affairs (KemenkoPMK), which would be a starting point of UN Women Indonesia to formalize collaboration with government partner. This collaboration is especially initiated for WPS engagement with the ministry on monitoring and evaluation framework for RAN P3AKS: https://www.kemenkopmk.go.id/kemenko-pmk-siapkan-pelaksanaan-monitoring-dan-evaluasi-ran-p3aks. In addition, a consultation to discuss annual work plan has also been initiated together with the Ministry of Women’s Empowerment and Child Protection (MOWECP) and the Indonesian National Police (Bareskrim), focusing on the support needed from UN Women, which include the needs of capacity building and capacity strengthening, as well as technical assistance to operationalize the Indonesian National Police gender mainstreaming policy.
Convene civil society partners dialogue and clearly articulate strategies in the Strategic Note for amplifying the voices of the most marginalized through UN Women’s work. Programme Team, ROAP 2025/12 Initiated UN Women Indonesia Country Office has shared UN Women Indonesia SN to CSOs and UN Partners for KOICA and Netherlands-funded projects, in particularly for the alignment of the respective project monitoring framework. Although there has not been purposive convening to facilitate specific dialogue and discussion about the next phase of Strategic Note development, UN Women Indonesia will continue supporting this process. Meanwhile, EVAW programme has sought support from ROAP to develop a strategic document of VAW prevention result framework that will contribute to the development of the upcoming SN.
Conduct joint analysis with key partners on emerging priority areas for Indonesia and establish a strategy on how to build expertise in these areas with Regional Office support. Senior Management, Programme Team 2025/02 Initiated UN Women Indonesia will involve partners in the design, consultation processes, and in the analysis, including in nominating/selecting potential in-country partners/counterparts whose expertise is in UN Women thematic areas. In the meantime, UN Women Indonesia has drafted the Concept Note for a Gender Equality Profile to also be contributing to the development of Common Country Analysis (CCA) with the plan to l engage key partners to identify emerging priorities for Indonesia that will feed into the development of new new SN.
Continue proactively supporting normative work, including CEDAW, as a means to ensure accountability for gender equality and the empowerment of women through supporting monitoring and assessments of gender strategies. Programme Team 2025/12 Initiated UN Women Indonesia has been proactively supporting the government partners in normative work, particularly in the CEDAW reporting as well as other global commitment such as SDGs tracking and monitoring and implementation of UNSCR 1325. The support will continue with the integration of critical issues (CEDAW Concluding Observation, SDGs Report) into Government policy making. Currently, the Governance, Peace and Resilience (GPR) programme is providing technical assistance to government agencies (MOWECP, KemenkoPMK) in promoting gender mainstreaming in WPS work, e.g. by developing M&E gender indicators for NAP on WPS (Protection and Empowerment of Women and Children in Social Conflict National Action Plan – RAN P3AKS), to also highlights the amendment of discriminatory bylaws recommended by CEDAW Committee into National Medium Term Development Plan. EVAW Programme will continue supporting government and non-government actors to strengthen the implementation of Sexual Violence Crime Law (UU TPKS) and the new Criminal Code by ensuring the application of human rights and survivor centered-approach.
Recommendation: The Regional Office, in cooperation with the Indonesia Country Office, should decide whether the ASEAN liaison function is best placed at regional or country level to best reflect the strategic nature of ASEAN work at regional, subregional and country levels; cost-efficiency; and to define roles and responsibilities between the Regional and Country Office.
Management Response: UN Women Indonesia Country Office accepted the recommendations and will discuss further with the Regional Office on best strategic positioning the ASEAN liaison function.
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Description:
Management Response Category: Accepted
Thematic Area: Not applicable
Operating Principles: Oversight/governance
Organizational Priorities: Partnership
UNEG Criteria: Coherence, Relevance
Key Actions
Responsible Deadline Status Comments
Conduct internal discussion between ROAP and Indonesia CO to garner feedback on the good practices and lessons learned from establishment of the ASEAN Liaison function over the past 4 years in close consultation with UN Women country offices and NRAs in Southeast Asia region to strategize jointly and inform the next planning cycle of ROAP and Indonesia CO to develop the UN Women’s ASEAN engagement strategy including theory of change and resource mobilization strategy for ASEAN-focused regional programmes/projects to build technical and human resource capacity in support of UN Women offices in Southeast Asia ROAP and UN Women Indonesia to initiate the discussion with HQ and other COs and NRAs 2025/12 Initiated This may also depend on the potential resource mobilization potential for ASEAN specific regional programme/project(s) i.e. joint programming with ASEAN. Regardless of where the ASEAN regional project team is placed, it should be clear where the regional project should be located to ensure alignment with the result reporting with the regional level function.
Consolidate the ASEAN engagement the ROAP Strategic Note to streamline resource and result reporting at the regional level and not split it between ROAP and Indonesia CO and clearly outline the division of role and responsibilities between ROAP and Indonesia CO on ASEAN engagement based on the theory of change. ROAP and UN Women Indonesia 2025/12 Initiated While UN Women Indonesia still keep the ASEAN liaison function, it would be an extension of ROAP in terms of senior level representation and interface with ASEAN Secretariat and/or ASEAN events in Jakarta, Indonesia.
Finalize the ASEAN engagement strategy of UN Women, including TOR for the liaison function and knowledge management to institutionalize UN Women’s approach for strategic partnership with ASEAN, clearly define the roles and responsibilities of the various personnel engaged (or potentially engaged) in ASEAN work at the various levels based on political, coordination and operational engagement, including the criteria for placement of the regional project team jointly implemented with ASEAN. ROAP and UN Women Indonesia 2025/12 Initiated ASEAN liaison function attached to the Country Representative should be more clearly articulated as political representation but the substantive work and strategic direction should be more closely aligned with ROAP senior management, including the primary reporting line of the P4 to RD or DRD (to be determined) and coordinate closely with regional programme/technical leads while maintaining close consultation with the Indonesia Country Representative and Liaison to ASEAN on strategic partnerships with donors and ASEAN partners based in Jakarta to ensure that UN Women’s presence is well leveraged across the two locations (Bangkok and Jakarta).
Based on the function analysis and strategies, clearly articulate the HR requirements and update the TORs of Country Representative and Liaison to ASEAN (P5) and the Programme Specialist, ASEAN Governance and WPS (P4) who is currently leading the technical support and ASEAN engagement in close collaboration with ROAP technical programme lead ROAP and UN Women Indonesia 2025/12 Not Initiated
Recommendation: Utilize the coordination platforms established more strategically, including Joint Programmes, to enhance coordinated planning and mobilize actors around policy advocacy messages as a critical voice for the “no one left behind” agenda.
Management Response: UN Women Indonesia accepted the recommendations and is aware that it is important for UN Women Indonesia to designate clear focal points and representation work. Building more systematic coordination mechanisms, internally and externally, is imperative. Also, broadening network through engaging strategic networks/coordination platforms (which should be identified to inform engagement and partnership strategy) will be some looking-forward actions to ensure effective investment against our limited resources. UN Women Indonesia also takes note that it will be a great asset to start exploring opportunities for engaging non-traditional partners, such as Organization of People with Disability (OPD), Academia, and value-driven private sectors.
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Description:
Management Response Category: Accepted
Thematic Area: Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018)
Operating Principles: Promoting inclusiveness/Leaving no one behind, Internal coordination and communication
Organizational Priorities: UN Coordination
UNEG Criteria: Relevance, Coherence
Key Actions
Responsible Deadline Status Comments
Strengthen the ability of UN Women Indonesia to provide strategic support to coordination efforts, including strategic support to the Gender Theme Group, and continuing strategic support to the Gender Equality and Women’s Empowerment Coordination Group Senior Management, Designated Focal Point(s) 2025/12 Initiated As the Co-chairs of Gender Theme Group (GTG), UN Women Indonesia will continue providing strategic support to mainstreaming gender into programming across UN system as well as providing advisory support to UNCT in ensuring accountability on gender equality commitment through UN SWAP (Gender Scorecard) and Gender Equality Marker (GEM). The CO will further leverage the existing UN Peace Hub coordination mechanism in the country to provide regular updates on relevant projects in relation to “LNOB” and gender equality agenda, particularly involving marginalized women groups and youth groups from diverse gender backgrounds.
Clearly articulate the role of UN Women vis-à-vis the Resident Coordinator’s Office and co-chairs and establish a calendar of regular meetings; engage Heads of Agencies in some meetings. Senior Management, Designated Focal Point(s) 2025/12 Initiated As Co-chairs of Gender Theme Group (GTG), UN Women Indonesia will continue closely coordinate with RCO and the designated RCO Focal Point to organize regular meetings on GTG. In addition, UN Women has appointed designated focal points to actively participate in regular coordination meetings of UN coordination mechanism platform such as Results Groups, Communications and OMT.
Map the various gender programming efforts of partners (internal to the UN and external) to identify and facilitate synergies between these efforts and opportunities for Joint Programmes Programme Team 2025/12 Initiated UN Women Indonesia has developed an initial database for partners mapping and will continue this effort as a living document to identify potential partnership internally and externally. The GPR Programme has an initial database of CSOs and Women-led Organizations working on WPS. Meanwhile, the WEE Programme has an initial database of multi-stakeholders that works on the WEE renewable energy and climate change nexus. The CSO mapping includes documentation of their interests, institutional expertise, and experience.
Ensure Joint Programme design efforts embed cross-collaboration across outputs and build in knowledge sharing mechanisms to ensure sharing between agencies and partners. Programme Team 2025/12 Initiated UN Women Indonesia has been working closely and collaboratively with other UN Agencies on the Joint Programme, starting from the design, implementation, and monitoring and evaluation. Where UN Women Indonesia is not the leading agency in the JP, UN Women Indonesia has been proactively providing input on ensuring gender-mainstreaming in the JP. With the newly developed and endorsed Gender Screening Tool for a JP, and through the active role as GTG Co-chairs, UN Women Indonesia has been encouraging the gender screening tool to be utilized for a JP.
Identify key policy advocacy messages, including for the upcoming elections and against regressive policy measures that partners can mobilize around. Programme Team 2025/12 Initiated
Coordinate capacity building for partners (government, civil society) to ensure their meaningful engagement in and ownership of coordination platforms. Programme Team 2025/12 Initiated Several projects of UN Women Indonesia have component of capacity building targeting national and subnational actors, informed by needs assessment from government, CSOs and other relevant stakeholders. Indicators to measure knowledge, attitude, and practice contributed by the capacity building provided are in place for evidence and accountability purposes.
Collaborate with key partners to develop guidelines to advance gender equality in private sector. WEE Programme 2025/12 Initiated The WEE programme in Indonesia has been working to advance gender equality in the private sector by collaborating with key partners such as the Ministry of Women's Empowerment and Child Protection (MOWECP), business coalitions, the ILO, and research institutions (Gadjah Mada University) to develop guidelines including gender-responsive business, prevention of harassment or violence in the workplace, and gender reporting. The government (MOWECP) has endorsed these guidelines and employs them as instruments that it lends to the private sector to promote gender mainstreaming in the business world.
Recommendation: Co-create strategies with UN partners for each thematic area that build concrete ways of ensuring an integrated programme approach across thematic areas, teams and partners with the aim of deepening understanding of holistic programming models.
Management Response: UN Women Indonesia partially accepted the recommendation. This process should have been inherently embedded when developing SN that is fully participatory and informed with the updated landscape in all UN Women programmatic priorities. Investing in building partners’ understanding of holistic programming models is important, but ensuring we are on the same page internally should be considered a worthy investment. Project design should be seen as an investment in innovative models of interventions informed by in-depth understanding of the contexts, needs, and aspirations of the communities, not driven by institutional interests in the first place.
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Description:
Management Response Category: Partially Accepted
Thematic Area: Women economic empowerment (SPs before 2018), Peace and security (SPs before 2018), Ending violence against women (SPs before 2018)
Operating Principles: Alignment with strategy
Organizational Priorities: Partnership
UNEG Criteria: Effectiveness
Key Actions
Responsible Deadline Status Comments
Collaborate on research to inform strategy development with partners and, with UN system partners, co-create strategies for each thematic area to facilitate Joint Programme development. The Country Office should consider how diversifying strategic partnerships could provide an avenue for strengthening its ability to create impact at scale. Programme Team 2025/12 Initiated On the specific effort of UN Women Indonesia, the development of KOICA-funded project, “Empower Women through Sustainable Peace” was co-designed with potential partners, including during its project inception/baseline study. Similarly, studies and researchers have always been consulted with relevant government and CSOs partners. One of the examples is the study on the impact of climate change on gender equality and GBV (UN Women, UNFPA, MOWECP), and study on social norms change (UN Women involving CARE, and consulting diverse local actors including government, Civil Society Organizations/Women-Led Organizations/Disabled People Organizations/Community-Based Organizations, and academia).
Ensure robust inception phase research that leads to transparent selection of implementation sites aligned with programme objectives. Programme Team 2025/12 Initiated All inception phases for existing ongoing projects have from 2022 have undergone extensive study and consultation with key stakeholders to inform decision making for location, partner, and programmatic entry.
Ensure all project documents articulate how synergies between outputs, including those led by other agencies, thematic areas and partners will be leveraged through concrete actions. Programme Team 2025/12 Initiated Project documents have articulated the theory of change and how the project aligns with the SN. ProDocs have also included collaboration and engagement plans, including approaches of working with partners.
Establish cross-functional teams to enable horizontal programme planning and implementation. Head of Programme 2025/12 Initiated Programmatic discussions, cross-feedback between programme team, operations and team members (Communications and Monitoring and Reporting) been in place throughout the project management cycle and reinforced through regular updates and meetings.
Facilitate systematic exchange and common approaches between partners across levels (grassroots to national) for development of training modules, standard operating procedures and peer exchange. Programme Team 2025/12 Initiated Currently, through KOICA and Netherlands-funded projects, the GPR programme is facilitating coordination and knowledge exchange between the implementing partner, Wahid Foundation, and local organizations in one of the selected provinces (La Rimpu and Libu Perempuan, in Central Sulawesi) to share experience and good practices from community interventions on women’s empowerment and build social cohesion, based on previous success with the Peace Village initiative. This effort is an initial step that will continue with other projects or partners with other thematic areas, including facilitating a systemic exchange through strengthening an integrated criminal justice system in Central Java and West Nusa Tenggara, which will be implemented by EVAW Programme.
Facilitate systematic exchange between villages/rights holders to learn about the efforts of others and spread ideas about concrete actions. Programme Team 2025/12 Initiated A knowledge exchange platform for existing Peace Villages in Java Island has been established. In the expansion of Peace Village model (under NL funding), a platform to share community-based gender-responsive solutions for PVE, including good practices and lessons learned, will be established, and integrated with existing knowledge sharing platform.
Integrate gender responsive entrepreneurship as a strategic approach to prevent harmful practices. Programme Team 2025/12 Initiated This initiative will employ the RESPECT framework as part of BERANI II program implementation. BERANI II is a collaborative effort involving the government of Indonesia, UN Women, UNFPA, and UNICEF. In the UN Women Indonesia, WEE programme aims to uncover the potential of gender responsive entrepreneurship activities as a potential tool in changing the norms and reduce harmful practices towards women and girls. Specifically, the intervention involves strengthening the entrepreneurial skills among women in West Java and West Nusa Tenggara provinces, towards their economic independence. With this independence, women are expected to have a better bargaining position within their families and communities, enabling them to lead and play active roles in preventing harmful practices in society.
Utilize partnership to co-develop and co-organize initiatives in increasing entrepreneurial and digital skills with gender perspectives to strengthen the women’s economic empowerment and livelihood for women and marginalized groups. Programme Team 2025/12 Initiated In the UN Women UN Women Indonesia, the WEE Programme has been working together with partners from public and private sectors, CSO, entrepreneurship ecosystem enablers, international organizations, and UN Agencies to deepen the skills, provide access to market, expand the target beneficiaries, conduct research, conduct communication campaigns, and share knowledge. Forward-looking actions are to work with partners to facilitate access to finance for the target beneficiaries.
Recommendation: Establish a strategy for civil society engagement that prioritizes representation of marginalized groups through convening and capacity building to amplify the leave no one behind principle.
Management Response: UN Women Indonesia accepted the recommendation and notes that the CO should identify areas in which investment in civil society engagement will be most effective to foster change. Given the diversity, understanding the landscape and identify key priorities and priority actors, especially non-traditional partners who can represent the voices of the most marginalized and furthest left behind should be explored, including OPDs, Indigenous People organizations, religious minority, SOGIESC, etc.
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Description:
Management Response Category: Accepted
Thematic Area: Governance and planning (SPs before 2018), Ending violence against women (SPs before 2018), Peace and security (SPs before 2018), Women economic empowerment (SPs before 2018)
Operating Principles: Alignment with strategy, Promoting inclusiveness/Leaving no one behind
Organizational Priorities: Partnership
UNEG Criteria: Sustainability, Human Rights, Gender equality
Key Actions
Responsible Deadline Status Comments
Building on the leave no one behind analysis led by Resident Coordinator’s Office, identify how the Country Office can leverage this information or identify gaps in data and work on filling these gaps through research and partnerships. Programme Team 2025/12 Not Initiated UN Women Indonesia is fully aware of the recently published report on the LNOB in Indonesia, which was led by RCO (Leave No One Behind in Indonesia A Data-Driven Study | United Nations in Indonesia). UN Women Indonesia will utilize the study to integrate LNOB principle during project design, implementation, monitoring and evaluation. While this study was just officially published in December 2023, however, UN Women Indonesia has been including marginalized groups in every projects, such as women living with HIV, women in rural, and people with disability.
Conduct an assessment and mapping of potential strategic partners (including potential implementing partners and grassroots organizations) who are champions of the women’s movement at grassroot level and could take forward Strategic Note programming. Partnership & Coordination Specialist, Programme Team 2025/12 Initiated As of now, the partnership mapping is still limited to serve the project needs of partnership. But the current work can be a starting point and will continue to be updated.
Based on identified marginalized groups and potential partners, incorporate explicit criteria in project designs to identify the marginalized group targeted, rationale for partnership selection and sensitized implementation, including data collection and monitoring and reporting. Programme Lead/Team 2025/12 Initiated Project Document standard template has allowed identification and analysis of marginalized groups and partnership strategy/approach and collaboration for the project to achieve its objective.
Invest in civil society through convening, capacity building and providing space for their voices to be heard. Partnership & Coordination Specialist, Programme Team 2025/12 Initiated UN Women Indonesia have done this and continuously do so through various platforms and opportunities.
Establish UN Women Indonesia’s Partnership Strategy to identify, map, and consult CSO to ensure representation of marginalized groups is more targeted and inclusive. Partnership & Coordination Specialist, Programme Team 2025/12 Not Initiated The development of CO partnership strategy will start in 2024.
Engage women living in rural areas in the development of pilot initiatives aimed at enhancing women's economic participation within the climate changing context. Programme Team 2025/12 Not Initiated Not initiated but has been included into the implementation plan of the EmPower II project in Indonesia. The WEE Programme will collaborate closely with implementing partners to ensure that women at the community level are consulted in the development of initiatives aimed at advancing women’s economic empowerment within the context of climate change.
Provide platform and facilitate multi-stakeholders dialogue to advance women's leadership to influence gender-responsive climate actions and policies in Indonesia involving women NGOs working on climate change issues. Programme Team 2025/12 Not Initiated Not initiated but has been included into the implementation plan of the EmPower II project in Indonesia. The WEE Programme will collaborate with NGO partners to develop strategies that enables the advancement of women’s participation and leadership in influencing climate action and policies in Indonesia, with a focus on accommodating gender-responsive measures.
Recommendation: Fine tune the programme approach by integrating planning, monitoring and reporting across initiatives and ensure results and lessons learned are integrated through knowledge exchange between both personnel and partners.
Management Response: UN Women Indonesia accepted the recommendation and is aware of streamlining these across a project/programme management cycle should be part of the aspired organizational culture. The current challenge has been on the 'how' we develop a practice that can forge new organizational habits, so the associated work is not seen as a 'burden' but rather as a tool for showcasing our hard work to create change and for sharing learning.
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Description:
Management Response Category: Accepted
Thematic Area: Women economic empowerment (SPs before 2018), Peace and security (SPs before 2018), Ending violence against women (SPs before 2018), Governance and planning (SPs before 2018)
Operating Principles: Internal coordination and communication, Knowledge management, Capacity development
Organizational Priorities: Culture of results/RBM, Organizational efficiency
UNEG Criteria: Efficiency
Key Actions
Responsible Deadline Status Comments
Ensure relevant budget for monitoring and reporting activities in all new donor proposals and ensure project level monitoring and reporting coordination with the Country Office Monitoring & Reporting Officer. Programme Team/Project Lead; M&R Analyst 2025/12 Initiated All projects have budget allocated for monitoring, evaluation, and reporting.
Establish an integrated monitoring framework across initiatives. Head of Programme, M&R Analyst 2025/12 Initiated UN Women Indonesia is currently developing indicator tracking tools and indicators mapping across projects. The tools will also provide a platform for the CO to map project indicators with SN and SP indicators, which will make monitoring and reporting mechanisms more effective and integrated.
Establish common tools for systematically collecting outcome/impact-oriented baseline data, monitoring and reporting for use across initiatives and conduct joint (across initiatives) capacity building for programme partners on how to use these. Head of Programme, M&R Analyst 2025/12 Initiated UN Women Indonesia is currently developing indicator tracking tools and indicators mapping across projects. The tools will also provide a platform for the CO to map project indicators with SN and SP indicators, which will make monitoring and reporting mechanisms more effective and integrated. Furthermore, CO will also conduct a comprehensive capacity building on monitoring and reporting in February 2024, not only for UN Women Indonesia programme staff but also for implementing partners. The capacity building will also inform on how to utilize the currently developed indicators tracking tools.
Establish common tools for systematically collecting outcome/impact-oriented baseline data, monitoring and reporting for use across initiatives and conduct joint (across initiatives) capacity building for programme partners on how to use these. Head of Programme, M&R Analyst 2025/12 Initiated UN Women Indonesia is currently developing indicator tracking tools and indicators mapping across projects. The tools will also provide a platform for the CO to map project indicators with SN and SP indicators, which will make monitoring and reporting mechanisms more effective and integrated. Furthermore, CO will also conduct a comprehensive capacity building on monitoring and reporting in February 2024, not only for UN Women Indonesia programme staff but also for implementing partners. The capacity building will also inform on how to utilize the currently developed indicators tracking tools.
Strengthen knowledge sharing by building synergies across thematic areas into programme plans, establishing regular knowledge sharing activities, and cross- thematic teams to ensure personnel work together Programme Team 2025/12 Initiated Regular meetings (bi-weekly) for programme team have been scheduled. The regular meetings will provide opportunity for programme team to discuss specific issues, including new policies, procedures, initiatives, resource mobilization opportunity, as well as cross programme collaboration.
Coordinate a plan for regular in-person and remote monitoring across initiatives, ensuring regular field visits where programme managers engage directly with rights holders including in hard-to-reach locations. As necessary, engage a third party. When monitoring results demonstrate key challenges to progress towards results, ensure follow-up and plans for shifting strategy or scaling down as appropriate Programme Team/Project Lead; M&R Analyst 2025/12 Initiated All projects have budget allocated for monitoring, evaluation, and reporting.
Recommendation: Establish a strategy and dedicated support for resource mobilization.
Management Response: UN Women Indonesia accepted the recommendation and agreed that establish a strategy for RM is a must for any organization, but dedicated support for RM may not always be the case for successful acquisition. Developing an operational RM that clearly maps the existing resources, division of roles especially to be involved in RM, and accessible surge capacity may be a better approach in the case where current (human/budgetary) resources are limited.
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Description:
Management Response Category: Accepted
Thematic Area: Not applicable
Operating Principles: Resource mobilization
Organizational Priorities: Not applicable
UNEG Criteria: Efficiency
Key Actions
Responsible Deadline Status Comments
In cooperation with the Regional Office, finalize and implement a resource mobilization strategy with realistic targets as part of the Country Office’s advocacy, vision and strategy. Head of Programme, Partnership and Coordination Specialist 2025/12 Not Initiated The development of CO partnership strategy will start in 2024.
Regularly monitor the strategy for effectiveness, revise if necessary and address any related implications. Head of Programme, Partnership and Coordination Specialist 2025/12 Not Initiated The development of CO partnership strategy will start in 2024. However, once the strategy has been finalized, CO will commit to monitor its effectiveness and address any issues that will potentially arise.
Conduct donor/funding landscape mapping for issues relevant to UN Women work to inform country resource mobilization strategy (additional recommended action) Head of Programme, Partnership and Coordination Specialist 2025/12 Not Initiated UN Women Indonesia has started donor/funding landscape and will continue updating the document for resource mobilization.
Set aside investment fund to support resource mobilization through flexible use that include pilot/catalytic project, innovation, and project designs. Head of Programme, Partnership and Coordination Specialist, Programme Team 2025/12 Initiated UN Women Indonesia has been utilizing Core budget as a catalytic support for resource mobilization.
Explore avenues to mobilize resources from the private sector in Indonesia, closely coordinating with partnership team at ROAP and drawing lessons from successful experiences in other countries. Head of Programme, Partnership and Coordination Specialist 2025/12 Initiated With the support of partnership and coordination specialists and WEE Advisor, the WEE programme has initiated exploring of potential resource mobilization from the private sector. This process began in 2022/2023 and is evolving as we are shaping up the mechanism of fund transfer/recipient from private sector donor. Recently, UOB Bank, has indicated strong interest in investing funds to support UN Women's initiatives in WEPs 2.0 and gender-responsive financing.
Advocate for Strategic Note funding as a means for the Country Office to support a programmatic approach and allow for flexibility. Senior Management, Programme Team 2025/12 Initiated UN Women Indonesia has one direct SN project funding, which was funded by the Netherlands.
Recommendation: Establish a communications and advocacy strategy and clearly articulate priority target groups, messages and enhance tracking of how these efforts are being utilized by the target audience to influence attitudes, behaviours and actions linked with positive social norms.
Management Response: UN Women Indonesia accepted the recommendation and agreed that communication strategy will identify opportunities for better alignment between UN Women’s communications, advocacy, programme, and partnership efforts to influence social norms change. Revisiting and utilizing the study on social norms and how key findings and recommendations can be operationalized will require collective effort. An internal task force comprised of staff sharing interests in participatory developing the strategy and mainstreaming (or selective adoption of) the strategy into the projects would be worth investing. This will include using add-on indicators (in addition to what is promised to donor within the project's M&E) and embedding the monitoring and analysis of social norms change as evidence (to be used for refinement of project strategy or investment for future project design).
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Description:
Management Response Category: Accepted
Thematic Area: Not applicable
Operating Principles: Knowledge management, Internal coordination and communication
Organizational Priorities: Not applicable
UNEG Criteria: Efficiency
Key Actions
Responsible Deadline Status Comments
Develop a communications strategy and explore a Communication for Development (C4D) approach to bring about positive social norms change for advancing gender equality Comms Team, Programme Team 2025/12 Initiated GPR programme has conducted a study on social norms change in disaster and conflict-prone villages in Central Sulawesi. The findings can provide empirical contexts and offer important considerations in initiatives that aim at addressing harmful social norms. The study also provides alternatives/generic indicators as reference to be incorporated/adopted in projects with social behaviour change components. Communications strategies will also be developed for the upcoming projects, such as BERANI II, Empower II, and UBRAF HIV. In addition, there will be an updated UN Women communications strategy launch in 2024. The CO communications strategy should be in line with the global strategy.
Through the strategy, clearly identify innovative and creative approaches to amplify the voices and reach marginalized groups in Indonesia. This could be done by carrying out a target audience analysis, developing sensitive messaging and using a mix of communication channels which are most relevant and accessible to diverse groups. Programme Team, Project Lead, Comms Team 2025/12 Initiated Communication guidelines have been developed for KOICA project, reflecting understanding of the context of the project, target groups, key messages and suited channels to engage and reach out the groups through diverse and innovative communication approaches, including through digital platforms. Communications guidelines will also be developed for the upcoming projects, such as BERANI II, Empower II, and UBRAF HIV.
Track the type of audience and the results of advocacy on awareness, attitude and behaviour change. This could be done by making better use of in-built tools such as Q&A and polls on social media platforms that are not only interactive but also cost-effective solutions. Comms Team, Programme Team 2025/12 Initiated WPS-ASEAN team has subscribed to a social media listening and tracking platform (Keyhole) which is shared with Indonesia Country Office communications team to monitor the engagement, reach, impressions and sentiment of UN Women’s social media content. However, a better tracking system needs to be established in order to measure awareness, attitude and behaviour change, particularly on the targeted interventions within communities. Social media polls and Q&A have limitations regarding the reach (mostly urban users).
When engaging influencers, ensure a comprehensive background check to ensure alignment of the individuals’ actions with UN Women’s values. Comms Team, Programme Team 2025/12 Completed UN Women Indonesia has been doing comprehensive background check when engaging influencers.