Management Response

: Sierra Leone
: 2024 - 2025 , Sierra Leone (CO)
: Final Evaluation for PBF/IRF-504: Localizing for change: Positioning women’s Civil Society Organizations for effective implementation of the WPS agenda
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Sierra Leone

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UN Women Sierra Leone Country Office (CO) leadership has fully accepted the evaluation recommendations and has developed a comprehensive management response plan aimed at strengthening programme management across the full programme cycle. This includes improvements in programme design, strategic planning, implementation, results-based monitoring, and adaptive management to enhance effectiveness, efficiency, and learning.
: Submitted
Recommendation: Evaluation recommendation 1. The training curricula developed under the project should be institutionalized within national police training academies and other security training institutions.
Management Response: Management Response: One of the recurring lessons from the Localizing for Change project evaluation is the critical role of security sector actors particularly the Sierra Leone Police (SLP) and other law enforcement agencies in advancing the Women, Peace and Security (WPS) agenda. While the project successfully facilitated short-term training and sensitization workshops for police and community security personnel, sustainability remains a challenge as these interventions often end once project funding is exhausted.
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Description: This would ensure that the knowledge, skills, and gender-sensitive approaches imparted during the project are not one-off but become part of the standard orientation and professional development of every new police recruit and officer.
Management Response Category: Accepted
Thematic Area: Governance and participation in public life
Operating Principles: Oversight/governance, Promoting inclusiveness/Leaving no one behind
Organizational Priorities: UN Coordination, Partnership, Normative Support
UNEG Criteria: Effectiveness, Impact, Gender equality
Key Actions
Responsible Deadline Status Comments
Engage the Sierra Leone Police Academy and other security training institutions to integrate gender-responsive policing, SGBV prevention, and WPS modules into their official training curricula. UN Women, Ministry of Internal Affairs, Sierra Leone Police 2027/12 Initiated Discussions are underway with security sector institutions to determine the modalities for integrating gender-responsive policing, community engagement, SGBV, and WPS commitments into the existing training framework of the Sierra Leone Police Academy and other relevant institutions
Provide technical assistance for curriculum adaptation and capacity building of police instructors and training officers. UN Women, UNDP 2027/12 Not Initiated To ensure quality assurance and sustainability of the integrated modules
Recommendation: Evaluation recommendation 2. Strengthen outcome-level monitoring and evaluation (M&E) through the early recruitment/participation of a dedicated M&E officer at project inception.
Management Response: Management Response: Management agrees with this recommendation and recognizes the need to strengthen the project’s results framework by including outcome-level indicators that measure deeper and more sustainable peacebuilding changes—particularly those related to attitudes, power relations, institutional responsiveness, and social cohesion. The evaluation rightly notes that while the Localizing for Change project achieved several tangible outputs, many indicators focused on activities rather than measurable transformations in gender relations and peace dynamics. This is largely because M&E support was limited during the design of the results structure. In response, UN Women and consortium partners (UNDP and World Vision) will ensure the active participation of M&E during the design stage in order to prioritize results-based project design in future interventions by ensuring that the M&E officer is actively involved at the inception stage. This will allow for the development of a robust results framework with well-defined outcome indicators, baselines, and data collection mechanisms. Furthermore, management will strengthen participatory monitoring approaches by engaging women’s CSOs, peace committees, and community stakeholders in defining and tracking change indicators that reflect lived experiences. This approach will enhance learning, accountability, and evidence generation on Women, Peace, and Security (WPS) outcomes. Management therefore accepts this recommendation and commits to embedding outcome-focused M&E systems and early M&E engagement in the design of future peacebuilding programs.
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Description:
Management Response Category: Accepted
Thematic Area: Women peace and security, humanitarian action & disaster risk reduction
Operating Principles: Oversight/governance, Promoting inclusiveness/Leaving no one behind
Organizational Priorities: UN Coordination, Partnership, Normative Support
UNEG Criteria: Effectiveness
Key Actions
Responsible Deadline Status Comments
Involve the M&E officer and technical team in project design to ensure development of strong outcome-level indicators and data collection frameworks. UN Women, UNDP, World Vision 2027/12 Not Initiated To be applied during design of next WPS project phase
Build capacity of consortium partners and CSOs on results-based management and outcome-level monitoring tools. UN Women, Consortium Partners 2027/12 Not Initiated Training modules on outcome monitoring to be developed in collaboration with UNDP, World Vision
Recommendation: Evaluation recommendation 3.: The project should consider the joint engagement of implementation partners to foster seamless coordination by the lead agency.
Management Response: Management Response: Management agrees with this recommendation and acknowledges that separate contracting of CSOs by different consortium members created coordination challenges and limited unified ownership of project implementation. The evaluation correctly observed that the absence of a joint engagement framework led to fragmented accountability, as CSOs often prioritized directives from their respective funding agency rather than adhering to a common consortium agenda. To address this, UN Women, as the lead agency, together with consortium partners (UNDP and World Vision), will design and operationalize a joint CSO engagement and contracting mechanism in future phases. This mechanism will enable unified planning, harmonized reporting, and streamlined communication across all consortium partners. It will also reinforce mutual accountability, improve coordination efficiency, and ensure that all implementing CSOs work under a shared results framework and standard operating procedures. Additionally, a dedicated coordination officer will be appointed under the consortium to facilitate cross-agency collaboration and support alignment of CSO activities with the overall project strategy. Management therefore accepts this recommendation and commits to adopting a unified CSO engagement model in subsequent project phases to strengthen coordination and enhance collective ownership of results.
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Description: The consortium members have separately engaged their CSOs for project implementation. Thus, implementing CSOs' allegiance was with their granting agency. This made the coordination of activities cumbersome for the lead agency.
Management Response Category: Accepted
Thematic Area: Women peace and security, humanitarian action & disaster risk reduction
Operating Principles: Alignment with strategy, Oversight/governance, Promoting inclusiveness/Leaving no one behind
Organizational Priorities: UN Coordination, Partnership, Normative Support, Operational activities
UNEG Criteria: Effectiveness, Gender equality, Coherence
Key Actions
Responsible Deadline Status Comments
Develop and adopt a joint CSO engagement and contracting framework. UN Women (Lead Agency), UNDP, World Vision 2027/12 Not Initiated Framework to establish common contracting, reporting, and accountability mechanisms
Appoint a dedicated consortium coordination officer to oversee CSO harmonization and facilitate cross-agency collaboration. UN Women, Consortium Partners 2028/12 Not Initiated To ensure seamless coordination and information flow among consortium members.
Recommendation: Evaluation recommendation 4. The Strengthen Consortium Approach:
Management Response: Management Response: Management agrees with this recommendation and acknowledges that the absence of a centralized consortium structure with clear fiduciary and coordination authority has affected the effectiveness and timeliness of coordination and joint decision-making. The evaluation rightly observed that while the consortium model fostered collaboration among partners, the lack of a formalized and systematized coordination mechanism led to occasional duplication, delayed mobilization of partners, and fragmented reporting. In response, UN Women, as the lead agency, will establish a dedicated Consortium Coordination Unit (CCU) in future project phases, in collaboration with UNDP and World Vision. The CCU will serve as the central mechanism for strategic coordination, communication, and fiduciary oversight. It will be hosted by UN Women and supported by a Consortium Steering Committee composed of representatives from all partner organizations. The CCU will ensure harmonized work planning, consolidated financial reporting, and unified accountability to donors and national partners. This structure will also improve operational efficiency, strengthen partnership cohesion, and enhance transparency in the management of project resources. Management therefore accepts this recommendation and commits to developing a structured and centralized consortium coordination mechanism in future programming cycles.
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Description: The evaluation noted that while the consortium partners worked as a team and complemented each other, there was no evidence of a centralized consortium operation or systematized cooperation and coordination. During field data gathering, the UN Women representative struggles to mobilize implementing partners who received funding from UNDP and World Vision. A centralized and coordinated consortium, with consortium staff and a consortium partner with fiduciary responsibilities, could have reduced some of these challenges. We recommend that a future intervention consider a centralized and well-coordinated consortium.
Management Response Category: Accepted
Thematic Area: Women peace and security, humanitarian action & disaster risk reduction
Operating Principles: Alignment with strategy, Oversight/governance, Capacity development, Promoting inclusiveness/Leaving no one behind
Organizational Priorities: UN Coordination, Partnership, Normative Support, Operational activities
UNEG Criteria: Effectiveness, Sustainability, Impact
Key Actions
Responsible Deadline Status Comments
Establish a dedicated Consortium Coordination Unit (CCU) with fiduciary responsibility and oversight authority under the lead agency. UN Women (Lead Agency), UNDP, World Vision 2027/12 Not Initiated To strengthen centralized coordination and accountability mechanisms.
Develop Standard Operating Procedures (SOPs) to guide coordination, communication, and decision-making across consortium partners UN Women, Consortium Partners 2027/12 Not Initiated SOPs to define roles, responsibilities, and information-sharing protocols
Institutionalize a Consortium Steering Committee to provide strategic direction, oversight, and collective accountability. UN Women (Lead Agency), UNDP, World Vision 2028/12 Initiated Committee to meet quarterly to review progress and address implementation challenges
Recommendation: Recommendation 5: The consortium should consider sustaining post-election capacity building for women councilors and Parliamentarians.
Management Response: Management response: Management agrees with this recommendation and acknowledges the importance of sustained post-election capacity building for newly elected women councilors and parliamentarians. The evaluation findings confirm that the project’s pre-election interventions—such as leadership training, mentorship, and advocacy support—significantly enhanced women’s visibility, confidence, and participation in political processes. However, after elections, the absence of structured post-election mentorship and technical support limited the capacity of newly elected women to effectively perform their leadership roles and influence governance and peacebuilding outcomes. In response, UN Women, in collaboration with the Ministry of Gender and Children’s Affairs (MGCA), the Political Parties Regulation Commission (PPRC), and the CSO Coalition, will institutionalize post-election training and mentorship programs as part of ongoing Women, Peace, and Security (WPS) and leadership initiatives. These capacity-building efforts will focus on legislative engagement, constituency representation, peacebuilding advocacy, and inclusive governance. Management also plans to engage the Parliament of Sierra Leone and the Local Councils Association to integrate post-election support into official induction and professional development programs for women leaders. This approach will enhance sustainability, ensure continuity of support, and strengthen the overall performance of women in leadership and decision-making roles. Management therefore accepts this recommendation and commits to institutionalizing post-election capacity-building support as a key component of future programming.
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Description: This is necessary, given that some of the elected councilors and parliamentarians are new, and many of them stressed the importance of post-election capacity building during the mission for the final evaluation of the Localizing for Change project.
Management Response Category: Accepted
Thematic Area: Women peace and security, humanitarian action & disaster risk reduction
Operating Principles: Alignment with strategy, National ownership, Promoting inclusiveness/Leaving no one behind
Organizational Priorities: UN Coordination, Partnership, Normative Support, Operational activities
UNEG Criteria: Sustainability, Impact
Key Actions
Responsible Deadline Status Comments
Develop and implement post-election training modules tailored for women councilors and parliamentarians. UN Women, Ministry of Gender and Children’s Affairs, CSO Coalition 2027/12 Not Initiated Curriculum development to be completed in collaboration with relevant stakehoders
Establish mentorship networks linking experienced women leaders with newly elected women officials to promote peer learning and support. UN Women, CSO Coalition 2028/12 Initiated Mentorship framework to be piloted in selected districts before national rollout.
Integrate post-election support and leadership development into ongoing WPS and governance programmes at national and district levels. UN Women, MGCA, Local Councils Association 2028/12 Not Initiated To ensure long-term sustainability through institutional embedding
Recommendation: Recommendation 6: Strengthen the CSO Coalition and expand its reach. Noting the centrality of the CSO coalition as one of the major outputs and outcomes of the Localization for Change project.
Management Response: Management response: Management entirely agrees with this recommendation and acknowledges the central role played by the CSO Coalition in advancing the Women, Peace and Security (WPS) agenda under the Localization for Change project. The coalition has proven to be a strong coordination platform for joint advocacy, capacity building, and local peace initiatives. To sustain and scale this impact, UN Women, together with consortium partners, will support the institutional strengthening of the coalition and engage the UN Peacebuilding Fund (UNPBF) and other development partners to mobilize additional resources for its expansion across all 16 districts. The next phase of programming will include targeted interventions in rural and hard-to-reach areas, with a focus on enhancing the coalition’s operational capacity, governance structure, and leadership development. Management therefore accepts this recommendation and commits to supporting the coalition’s expansion and sustainability through future funding proposals and partnership frameworks.
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Description: Findings indicate that the CSO coalition provides an essential platform for civil society working in the WPS ecosystem to effectively coordinate and implement joint actions in support of women, peace, and security. Coalition members unanimously indicate a willingness to expand into rural communities beyond their own. It is recommended that future UNPBF funding provide dedicated support to the coalition to expand its work across all sixteen districts and provide resources for the coalition to implement joined-up interventions.
Management Response Category: Accepted
Thematic Area: Women peace and security, humanitarian action & disaster risk reduction
Operating Principles: Alignment with strategy, Oversight/governance, Promoting inclusiveness/Leaving no one behind, Knowledge management
Organizational Priorities: UN Coordination, Partnership, Normative Support, Operational activities
UNEG Criteria: Effectiveness
Key Actions
Responsible Deadline Status Comments
Expand and institutional strengthening of the CSO coalition, including governance, membership, and resource mobilization strategies.. UN Women, CSO Coalition, UNDP, World Vision 2027/12 Initiated Discussions with coalition leadership to design a capacity-strengthening plan for expansion to other districts
Mobilize resources through UNPBF and other partners to expand the coalition’s reach to all sixteen districts, prioritizing rural and hard-to-reach communities. UN Women (Lead Agency) 2026/12 Initiated A resource mobilization concept note is to be developed and submitted to donors.
Strengthen coalition-led joint interventions and advocacy on WPS at district level. CSO Coalition, UN Women 2028/12 Not Initiated To be incorporated into next phase of WPS programming.
Recommendation: Recommendation 7: Timing:
Management Response: Management response: Management agrees with this recommendation and recognizes that the project’s timing—beginning too close to the 2023 elections—limited the full delivery of critical pre-election activities, including the early identification, mentorship, and capacity building of potential women candidates. The electoral cycle approach proposed by the evaluation is therefore well-aligned with UN Women’s strategic approach to inclusive governance and women’s political participation. In future interventions, management will adopt an electoral cycle framework that integrates pre-election, election, and post-election phases to ensure sustained and strategic engagement with women political aspirants, elected officials, and CSOs. This will allow adequate time for preparatory activities such as training, mentorship, and advocacy for gender-responsive electoral reforms. UN Women will work closely with the Political Parties Regulation Commission (PPRC), National Electoral Commission (NEC), Ministry of Gender and Children’s Affairs (MGCA), and women’s CSO coalitions to operationalize this approach and ensure that future programming aligns with the national electoral calendar. Management therefore accepts this recommendation and will ensure that timing and design of future projects are informed by the electoral cycle to enhance women’s political participation and WPS outcomes.
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Description: The project was implemented before the 2023 elections and continued afterward. Although this timeline was good, elections in Sierra Leone follow a five-year cycle. We noted that the project started too close to the elections and some critical pre-election activities were not delivered. A future intervention should be timed to provide sufficient time for pre-election interventions to support women's political candidates and train CSOs to prioritize WPS interventions before the elections. An electoral cycle approach is therefore recommended.
Management Response Category: Accepted
Thematic Area: Women peace and security, humanitarian action & disaster risk reduction
Operating Principles: Alignment with strategy, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management, Evidence, Data and statistics
Organizational Priorities: UN Coordination, Partnership, Normative Support, Operational activities
UNEG Criteria: Effectiveness
Key Actions
Responsible Deadline Status Comments
Integrate an electoral cycle approach (pre-, during, and post-election phases) in the design of future WPS and women’s political participation programs. UN Women (Lead Agency), MGCA, NEC, PPRC 2027/12 Not Initiated To be incorporated into design of next UNPBF-supported project cycle.
Develop a pre-election action plan for early identification, training, and mentorship of women political aspirants. UN Women, CSO Coalition 2028/12 Initiated A concept note is being prepared for early support to women aspirants.
Establish coordination mechanisms with electoral bodies and CSOs to monitor and implement electoral cycle activities. UN Women, NEC, PPRC, CSO Coalition 2028/12 Not Initiated To strengthen linkages between women’s CSOs and national electoral institutions
Recommendation: Recommendation 8: Institutionalize Women-Focused CSOs within Local Governance Structures
Management Response: Management Response: Management agrees with this recommendation and acknowledges that institutionalizing women-focused CSOs within local governance and peacebuilding structures is crucial for ensuring the sustainability and ownership of project outcomes. The Localizing for Change project demonstrated the value of CSO engagement in advancing the Women, Peace, and Security (WPS) agenda, particularly in enhancing grassroots participation and community accountability mechanisms. To strengthen this achievement, UN Women will collaborate with the Ministry of Gender and Children’s Affairs (MGCA), local councils, and the CSO coalition to develop and implement formal partnership frameworks that define roles, coordination mechanisms, and joint accountability. This will be achieved through the signing of Memoranda of Understanding (MoUs) that institutionalize CSO participation in local development and peace structures, such as District Peace Committees, Gender Desks, and Local Council Development Planning Units. Management, therefore, accepts this recommendation and commits to supporting the institutional integration of women-focused CSOs through formalized collaboration frameworks and capacity-building interventions to enhance their engagement in governance and peacebuilding processes.
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Description: To enhance the sustainability of the project’s outcomes, it is essential to formally integrate women-focused Civil Society Organizations (CSOs) into existing local governance, peacebuilding, and development frameworks. This will involve establishing Memoranda of Understanding (MoUs) between CSOs, the Ministry of Gender and Children Affairs, local councils, traditional authorities, and security actors to ensure continued collaboration beyond the life of the project.
Management Response Category: Accepted
Thematic Area: Women peace and security, humanitarian action & disaster risk reduction
Operating Principles: Alignment with strategy, Promoting inclusiveness/Leaving no one behind, Advocacy, Knowledge management
Organizational Priorities: UN Coordination, Partnership, Normative Support, Operational activities
UNEG Criteria: Effectiveness
Key Actions
Responsible Deadline Status Comments
Facilitate the signing of Memoranda of Understanding (MoUs) between CSOs, MGCA, local councils, and security actors to formalize collaboration in WPS and governance initiatives. UN Women, MGCA, Local Councils, CSO Coalition 2027/12 Not Initiated Draft MoU framework to be developed in consultation with partners.
Integrate women-focused CSOs into local peace and development committees to strengthen their participation in decision-making processes. UN Women, Local Councils, Ministry of Local Government. 2027/12 Initiated To be aligned with the decentralization policy review and local governance reform agenda.
Build the institutional and operational capacities of women-focused CSOs to enable effective participation and coordination within governance structures. UN Women, CSO Coalition 2028/12 Not Initiated Capacity-building strategy to be developed as part of WPS programming.
Recommendation: Recommendation 9: Develop a Sustainability and Resource Mobilization Plan with Clear Ownership.
Management Response: Management Response: Management fully agrees with this recommendation. The evaluation findings underscore that while the CSO coalition under the Localizing for Change project has demonstrated strong leadership and collaboration, the absence of a formal Sustainability and Resource Mobilization Plan poses a risk to the continuity of their joint Women, Peace and Security (WPS) interventions. To ensure sustainability and long-term impact, UN Women will support the CSO coalition in developing a comprehensive Sustainability and Resource Mobilization Plan that defines ownership, governance structures, and fundraising strategies. The plan will identify potential local, national, and international funding opportunities, outline a strategy for partnership development, and include mechanisms for tracking progress toward self-reliance. UN Women, in collaboration with consortium partners (UNDP and World Vision), will provide technical assistance and mentorship to strengthen the capacity of coalition members in proposal development, donor engagement, and financial management. Management, therefore, accepts this recommendation and commits to working with coalition partners to institutionalize sustainability and resource mobilization practices that ensure continuity of WPS initiatives beyond donor-funded cycles.
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Description: The project team should consider supporting the Coalition's CSO partners in developing a joint Sustainability and Resource Mobilization Plan that identifies potential local and international funding sources to support ongoing CSO activities
Management Response Category: Accepted
Thematic Area: Women peace and security, humanitarian action & disaster risk reduction
Operating Principles: Alignment with strategy, Oversight/governance, Promoting inclusiveness/Leaving no one behind, Knowledge management
Organizational Priorities: UN Coordination, Partnership, Normative Support, Operational activities
UNEG Criteria: Sustainability
Key Actions
Responsible Deadline Status Comments
a) Support the CSO coalition in developing a joint Sustainability and Resource Mobilization Plan that outlines funding strategies and ownership mechanisms. UN Women, CSO Coalition, UNDP, World Vision 2026/03 Overdue-Not Initiated Initial consultations with coalition leadership to identify priorities and potential funding partners.
Provide technical assistance and training for coalition members on proposal writing, donor engagement, and partnership development UN Women, UNDP 2027/12 Not Initiated To be incorporated into the next WPS capacity-building program.
Establish a monitoring mechanism to track implementation of the Sustainability Plan and measure progress toward financial self-reliance. CSO Coalition, UN Women 2027/12 Not Initiated A monitoring framework to be developed following plan adoption.
Recommendation: Recommendation 10: Consider having another phase of this project.
Management Response: Management Response: Management fully agrees with this recommendation. The Localizing for Change project has achieved significant milestones in advancing the Women, Peace, and Security (WPS) agenda, particularly in strengthening women-focused CSOs, enhancing women’s participation in governance and peace processes, and fostering collaboration between civil society, government, and security actors. However, as noted in the evaluation, these achievements require sustained engagement to deepen the impact, institutionalize behavioral change, and ensure that peacebuilding gains are not reversed. UN Women, in collaboration with consortium partners (the UNDP and World Vision), will engage with the UN Peacebuilding Fund (UNPBF) and other development partners to design the second phase of the project. The proposed phase will build on the lessons, models, and best practices generated from the first phase—particularly the localization of the WPS agenda, strengthening of women’s CSO coalitions, and integration of women into peace and security decision-making structures. The next phase will also expand geographic coverage to additional conflict-affected and underserved districts, prioritizing areas where women remain underrepresented in peace and governance processes. This long-term, phased approach will consolidate project achievements, enhance sustainability, and scale effective interventions to achieve transformative and inclusive peace outcomes. Management therefore accepts this recommendation and commits to initiating the design and resource mobilization process for a follow-up phase of the project.
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Description: This is necessary to deepen impact and consolidate gains. While the project has made commendable progress in strengthening the capacity of women-focused CSOs and amplifying women’s voices in peace and security processes, many of these changes are still in their early stages. A follow-up phase is necessary to consolidate these initial gains, ensure that behavioral and institutional shifts are sustained, and prevent a reversal of progress. Building lasting peace and inclusion requires sustained, long-term engagement to shift deeply ingrained social norms and power dynamics. Also, the project has likely identified best practices and models that have effectively enhanced women's participation and improved local peace outcomes. A new phase would enable the replication and scaling of these tested approaches to other conflict-affected districts and communities facing similar challenges, which were not covered in the current phase
Management Response Category: Accepted
Thematic Area: Women peace and security, humanitarian action & disaster risk reduction
Operating Principles: Alignment with strategy, Oversight/governance, Promoting inclusiveness/Leaving no one behind, Knowledge management
Organizational Priorities: UN Coordination, Partnership, Normative Support, Operational activities
UNEG Criteria: Sustainability
Key Actions
Responsible Deadline Status Comments
Initiate discussions with the UN Peacebuilding Fund (UNPBF) and other partners on the design of a second phase of the Localizing for Change project. UN Women (Lead Agency), UNDP, World Vision 2026/12 Initiated Preliminary consultations with UNPBF to commence in 2026.
Develop a concept note and a full proposal for the follow-up phase, incorporating lessons learned, a scalability strategy, and a sustainability framework. UN Women, Consortium Partners 2027/12 Not Initiated Proposal to highlight best practices and areas for geographic expansion
Recommendation: Recommendation 11: The consortium should consider strengthening project complementarity with other projects in the same districts.
Management Response: Management Response: Management agrees with this recommendation. The evaluation rightly observes that although the Localizing for Change project complemented ongoing efforts by different partners at the district level, there was limited evidence of structured coordination or programmatic integration across interventions. Strengthening complementarity is essential to avoid duplication, optimize resource use, and enhance the collective impact of peacebuilding and gender equality programming in the target districts. In response, UN Women, in collaboration with consortium partners (UNDP and World Vision), will establish a district-level coordination and complementarity framework to guide joint planning, implementation, and monitoring with other ongoing programmes in the same locations. This will include periodic coordination meetings among UN agencies, government ministries, local councils, and development partners to harmonize interventions, identify synergies, and align outcomes. The consortium will also explore opportunities for joint programming, shared monitoring systems, and pooled resource mobilization to foster stronger integration and mutual accountability among partners operating in the same districts. This approach will ensure that peacebuilding and WPS interventions are strategically aligned, reinforcing the collective goal of sustainable peace, gender equality, and inclusive governance. Management therefore accepts this recommendation and commits to operationalizing mechanisms that enhance complementarity, coherence, and integration across programmes within the same geographic and thematic scope
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Description: While the project complemented work among different entities, there was no evidence of programmatic integration (e.g., joint planning, shared outcomes, or pooled funding) among the projects. Thus, complementarity with other programmes being implemented at the district level needs to be coordinated rather than happening by chance, as is the case in the project
Management Response Category: Accepted
Thematic Area: Women peace and security, humanitarian action & disaster risk reduction
Operating Principles: Alignment with strategy, Oversight/governance, Promoting inclusiveness/Leaving no one behind, Knowledge management
Organizational Priorities: UN Coordination, Partnership, Normative Support, Operational activities
UNEG Criteria: Impact
Key Actions
Responsible Deadline Status Comments
Establish a district-level coordination and complementarity framework among consortium partners and other actors implementing related programmes. UN Women (Lead Agency), UNDP, World Vision, Local Councils 2027/12 Not Initiated To strengthen programmatic coherence and ensure alignment of interventions.
Conduct quarterly coordination and joint planning meetings with relevant UN agencies, government ministries, and development partners at district level. UN Women (Lead Agency), UNDP, World Vision, Local Councils 2027/12 Initiated Meeting schedule to be aligned with existing district development coordination platforms
Identify and pursue opportunities for joint programming, shared outcomes, and pooled funding to enhance synergy and cost-effectiveness. UN Women (Lead Agency), UNDP, World Vision, Local Councils 2027/12 Initiated Discussions on integrated programming to be initiated during the design of future project phases.