Management Response

: Regional Office for Europe and Central Asia (Turkey)
: 2021 - 2025 , Regional Office for Europe and Central Asia (Turkey) (RO)
: Evaluation of the Strategic Note for Europe and Central Asia Regional Office
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Regional Office for Europe and Central Asia (Turkey)

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ECARO values this evaluation as a timely and strategically important exercise that has directly informed preparation of the new Regional Strategic Note. The evaluation confirmed ECARO’s important contribution as a regional knowledge, technical, and coordination hub, while also highlighting key lessons on the need for sharper strategic focus, stronger accountability for results, clearer articulation of regional value added, and more proactive and catalytic regional leadership. In particular, the reflections on the previous Strategic Note results framework were highly relevant and have already informed the design of the new RSN Results Framework, with a stronger focus on systemic outcomes. The evaluation findings are also helping ECARO strengthen its strategic planning and monitoring architecture, which is equally important for guiding Country Offices in strengthening and streamlining their RBM capacity.  The evaluation also provided important reflections on the need to deepen the theory of change for partnerships and coordination, strengthen the sustainability of regional knowledge support, and develop scenarios for ECARO’s business model in light of financial constraints and broader UN reform dynamics. ECARO Management considers the evaluation highly useful not only for its recommendations, but also for the broader strategic lesson that ECARO’s future effectiveness will depend on being more focused, catalytic, coherent, and explicit about how regional work contributes to institutional and policy change, including the context of UN80 reform. 
: Approved
Recommendation: ECARO should sharpen its strategic focus and consolidate its efforts, ensuring that interventions are strongly driven by needs assessments, grounded in comparative advantage and deliver depth and quality without overstretching limited resources. Development of the next Strategic Note offers a timely opportunity to refine this direction and embed greater coherence and impact.
Management Response: ECARO has used the development of the 2026–2029 Regional Strategic Note to sharpen its strategic focus, consolidate priorities, and align interventions with demonstrated comparative advantage and partner’s demand. Through strategic foresight analysis, structured consultations with COs/NPPs, and scenario-based resource planning, the RO has prioritized a limited number of high-impact thematic areas to avoid overstretching resources. The new RSN Results Framework strengthens outcome-level positioning, embeds accountability, and clarifies ECARO’s regional value proposition. Demand assessment mechanisms, quarterly budget reviews, and bi-annual implementation reviews have been institutionalized to ensure responsiveness, coherence, and depth of engagement. This approach is expected to enhance strategic impact while safeguarding quality and efficiency under resource constrain.
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Description:
Management Response Category: Accepted
Thematic Area: Not applicable
Operating Principles: Not applicable
Organizational Priorities: Culture of results/RBM, Organizational efficiency
UNEG Criteria: Effectiveness, Relevance
Key Actions
Responsible Deadline Status Comments
Develop and analyse potential global and regional scenarios and their implications for UN Women’s work RD, DRD, PMR Team 2026/04 Completed A comprehensive strategic foresight analysis was conducted in collaboration with UN Futures Lab and with engagement of all COs/NPPs in April 2025. Findings informed the RSN context analysis, prioritization process and scenario-based resource planning.
Define a clear set of regional priorities aligned with ECARO’s comparative advantage and partner’s demand and prioritize them in line with the scenarios developed. RD, DRD, PMR Team 2026/01 Completed Regional priorities were refined through strategic retreats and consultations on development of the ECARO SN 2026-2029. Focus areas (1. Women’s Leadership and Participation/Governance/Data/GRB, 2. WEE, including Transforming Care and partnership with private sector, 3. WPS/HA/DRR, 4. EVAW, including TFGBV and addressing gender backlash as a cross-thematic issue) were sharpened in the new RSN Results Framework. UN coordination is cross-cutting, reflecting ECARO’s enhanced strategic vision for how coordination will contribute to higher-level thematic results.
Develop a results framework for the next Strategic Note, embedding ECARO’s results (covering regional efforts – knowledge generation, bringing country-level recommendations to regional and global normative forums – and contribution to country-level work, e.g. policy development, programme development, resource mobilization) and accountability. RD, DRD, PMR Team 2026/01 Completed The RSN Results Framework was developed in alignment with SP IRRF and Programming Framework architecture, clearly articulating ECARO’s regional value proposition and contribution pathways.
Establish a process for systematically gather feedback from Country Offices and non-presence countries to guide regional interventions. DRD, OM, PSMU, PMR Team 2030/01 Initiated Demand assessment has been incorporated into the annual planning cycles (BWP/AWP package, including the section on RO support required). In addition, a survey assessing CO satisfaction and identifying forward-looking needs will be issued yearly to systematically inform regional planning and prioritization.
Build a common understanding of ECARO’s objectives, approaches and how they synergize with other UN Women levels, particularly Country Offices. RD, DRD, PMR Team 2026/01 Completed Consultations with Heads of Office and CO staff were conducted during the development of the ECARO Strategic Note in September 2025 to better define regional approaches, clarify the regional value proposition, and strengthen vertical alignment between the RO and COs. These consultations helped build a shared understanding of ECARO’s objectives, comparative advantage, and service offer, as well as how regional normative, coordination, and programmatic functions synergize with country-level implementation. Continued engagement is being maintained through structured planning dialogues and Communities of Practice.
Strengthen the regional dimension of thematic areas where UN Women has demonstrated credibility (e.g. normative support, gender data, GRB, Women’s Economic Empowerment). RD, DRD, Programme-Policy-Partnership Team 2028/01 Initiated ECARO will strengthen the regional dimension of thematic areas where it has demonstrated credibility and comparative advantage by developing and operationalizing regional flagship strategic frameworks (including the regional strategy on gender backlash, WEE regional strategic framework, Transforming Care model, GRB regional positioning framework, and WPS regional strategic framework). These frameworks will articulate ECARO’s regional value proposition, define scalable models and policy-to-programme pathways, and package structured regional offers (methodologies, tools, guidance, advocacy positioning, and indicator alignment) to support Country Offices and partners. Through this approach, ECARO will strengthen more structured, replicable, and resource-mobilization-ready regional models, strengthening coherence between normative, coordination, and operational functions and enhancing cross-country impact. Note however that the provision of sustained thematic guidance and support to countries will be contingent to the availability of resources as most of ECARO’s technical staff is funded with Non-Core, currently facing sustainability challenges.
Consolidate regional cross-portfolio synergies by improving internal collaboration across thematic areas. RD, DRD, Programme-Policy-Partnership Team, PMR Team 2027/01 Initiated ECARO will institutionalize bi-annual reviews of RSN implementation to facilitate outcome-level discussions across thematic areas, ensure strategic coherence, and reduce siloed approaches. These reviews will focus on collective progress toward systemic results, cross-portfolio linkages, and alignment with the triple mandate. In addition, a revised template for thematic plans has been developed to strengthen results orientation and promote cross-thematic collaboration. Follow up outcome group work will link thematic priorities to outcome-level results, systemic change pathways (norms and standards, institutions, agency), and integration across normative, coordination, and operational functions. This approach aims to consolidate cross-portfolio synergies, enhance collective accountability for outcome-level results, and strengthen strategic coherence across the Regional Office.
Deepen engagement with partners (UN system, international financial institutions, intergovernmental organizations, the private sector, NGOs) through more strategic and longer-term collaboration frameworks. Partnership and RM Team, Programme-Policy-Partnership Team, 2027/01 Initiated As part of the RSN package, a comprehensive Partnerships, Communications, and Visibility Annex has been developed to strengthen strategic partnership management and position ECARO within longer-term collaboration frameworks. The Annex outlines priority partner segments (UN system, international financial institutions, intergovernmental organizations, private sector, and civil society), defines engagement modalities, and links partnership development to thematic regional priorities and resource mobilization strategies. Strategic partnership management will be further strengthened through more systematic mapping of partner’s demand and influence, multi-year engagement planning, and closer alignment between partnerships, normative positioning, UN coordination modalities and entry points for impactful inter-agency collaboration and joint programmes, and programmatic scaling.
On the basis of successful resource mobilization, expand successful catalytic models (e.g. Women’s Entrepreneurship Expo, GRB, subregional programming, gender-responsive procurement) across more countries. DRD, WEE Specialist, GRB PM 2027/01 Initiated Partnership and fundraising efforts are being undertaken to ensure financial sustainability of ECARO’s successful catalytic models, including EXPO, GRB and GRP. In the case of Gender Responsive Procurement (GRP), a partnership with private sector is currently underway to develop a toolkit on implementing GRP in the private sector that will serve as a reference in the ECA region as well as worldwide for UN Women.
Leverage regional knowledge brokering and peer learning to replicate good practices across the region. Regional SP Specialist, Programme-Policy-Partnership Team 2027/01 Initiated Regional KM&I Action Plan validated; governance mechanisms and structured knowledge lifecycle processes being implemented. Regional CoPs continue to operate and prioritize knowledge exchange and joint actions.
Position ECARO more strongly as a convenor at the regional level, ensuring visibility and uptake of results in intergovernmental and regional policy processes. RD, Intergovernmental/Normative Specialist, Coordination Specialist. 2027/01 Not Initiated Develop a roadmap outlining the targeted and priority processes, conventions, and treaties in the areas of WEE/Care, financing, EVAW, environmental issues, and WPS that the office will engage with. The roadmap should detail the expected outputs and the required inputs/assets and should also serve as a baseline for assessing the impact of UN Women’s work. Developed by 15 June 2026, to be updated every 6 months. Develop a Communications, Advocacy, and Visibility Strategy for each critical process and policy advocacy objective
Recommendation: ECARO should consolidate existing efforts and lessons learned, and adopt a proactive strategy to prevent and counter the growing backlash against gender equality and protect achieved rights. Aiming to position ECARO as a reference point, the strategy should include situation monitoring and analysis; risk assessments; strategic and tailored communications; and the building of alliances and advocacy coalitions, integrating backlash resilience into programming and strengthening advocacy coalitions.
Management Response: Management accepts the recommendation and is implementing a comprehensive, proactive regional approach to prevent and counter gender backlash, while continuing to strategically push forward for rights, equality and the empowerment of all women and girls across ECA. To support effective implementation, ECARO will develop an Implementation Guide to inform gender‑backlash‑sensitive programming at regional and country levels. These efforts are complemented by evidence‑based advocacy and social norms programming, including operationalizing the Corporate Social Norms Framework, piloting social norms change interventions, and advancing coordinated UN action through the IBC on Gender Equality and Human Rights.
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Description:
Management Response Category: Accepted
Thematic Area: Not applicable
Operating Principles: Alignment with strategy, Knowledge management
Organizational Priorities: Partnership, Operational activities, Culture of results/RBM, Organizational efficiency
UNEG Criteria: Effectiveness, Relevance
Key Actions
Responsible Deadline Status Comments
Map ongoing efforts to Counter the gender backlash. UN Women ECARO Push Forward Task Force 2026/04 Completed
Develop a regional Strategic Approach to Pushing forward for rights, equality and empowerment for all women and girls across the ECA Region. UN Women ECARO Push Forward Task Force 2026/06 Initiated
Develop a comprehensive Implementation Guide to accompany the Regional Strategic Approach, spelling out both specific and mainstreamed actions to push forward at the regional and country level. UN Women ECARO Push Forward Task Force 2026/06 Initiated
Guided by the strategic approach and implementation guide, pilot, refine the specific component on Political Communication and Advocacy together with country offices. UN Women ECARO Push Forward Task Force 2027/01 Initiated
Guided by the strategic approach, build deeper internal understanding and capacity for backlash dynamics and responses, including region-wide learning and reflection series UN Women ECARO Push Forward Task Force 2027/01 Initiated
To facilitate knowledge-sharing and knowledge-management, establish a regional repository for backlash related data and evidence UN Women ECARO Push Forward Task Force 2027/01 Initiated
Guided by the strategic approach, deepen alliances, both internal and external, by leveraging existing coordination and inter-agency groups and intergovernmental platforms. UN Women ECARO Push Forward Task Force 2026/07 Initiated ECARO is playing a key role in engaging the UN system at regional and country levels in joint action to respond to the gender equality pushback, including through technical support to RCs, UNCTs and GTGs on operationalizing the GEAP and its Clarion Call (and related guidance for country level). Under the co-leadership of ECARO, the IBC on Gender Equality and Human Rights is also implementing joint actions under the 2026 workplan to advance coordinated approaches to GE pushback in the region, including joint key messages for RCs and UNCTs.
Operationalize the Corporate Social Norms Framework in ECA, including proof of concept for WPS UN Women ECARO 2027/01 Not Initiated
Pilot Global Project Document on social norms change in one of the ECA countries UN Women ECARO 2027/01 Not Initiated
Capacity Building for EU on Social Norms Framework ad ECA anti-gender narratives survey UN Women ECARO 2027/01 Not Initiated
Recommendation: ECARO should continue to build and consolidate its role as a regional knowledge hub, both internally (to support country-level offices) and externally (to inform and influence regional actors and institutions). This role should be pursued in a more strategic, needs-based and long-term manner, ensuring that knowledge generation, dissemination and uptake go beyond ad hoc events and workshops, and respond to the concrete needs of stakeholders.
Management Response: ECARO fully accepts the recommendation and has initiated a structured, long-term approach to consolidate its role as a regional knowledge hub. This approach prioritizes clear governance, robust foundations and standardized processes for knowledge generation, dissemination and use, shifting from ad hoc activities to a needs-driven and sustainable regional system that supports Country Offices and strengthens ECARO’s role as a thought leader on gender equality. Innovation is embedded within the same KM governance and digital ecosystem, enabling learning from experimentation to be systematically captured, shared and replicated, and supporting consistent monitoring of knowledge use in planning and programming, in line with the concrete needs of Country Offices and regional stakeholders.
More detail
Description:
Management Response Category: Accepted
Thematic Area: Not applicable
Operating Principles: Knowledge management
Organizational Priorities: Partnership, Culture of results/RBM, Organizational efficiency
UNEG Criteria: Effectiveness, Relevance
Key Actions
Responsible Deadline Status Comments
Complete the analytical and strategic foundation for ECARO's Regional Knowledge Hub role by conducting a KM desk review, a comparative analysis of nine UN and International Financial Institution KM strategies, and integrating findings from the SN evaluation, leading to the development of the ECARO Knowledge Management & Innovation Strategy and the ECARO KM Action Plan (2026–2029) UN Women ECARO Strategic Planning Specialist 2026/04 Completed
Establish governance, leadership and accountability for regional Knowledge Management through the formalization of a KM&I governance structure, including a Regional KM Board, designated KM&I Focal Points at regional and country levels, and regular coordination mechanisms DRD, Regional KM Board; CO KM&I Focal Points 2026/12 Initiated
Conduct structured consultations with KM&I Focal Points from all Country Offices to assess needs and priorities, including mapping of planned and ongoing knowledge products, existing KM practices and innovation initiatives Regional KM Board, CO KM&I Focal Points 2026/06 Initiated
Develop a coherent regional knowledge system aligned with concrete needs of Country Offices and stakeholders, including a Regional KM taxonomy, a centralized SharePoint-based KM Hub, and guidance on knowledge product lifecycle and quality assurance KM Board; Communities of Practice; CO KM&I Focal Points 2026/10 Initiated
Strengthen internal knowledge-sharing mechanisms through regular CoP sessions and monthly KM&I Focal Point meetings, ensuring KM&I initiatives are systematically embedded in recurring agendas RO Communities of Practice; CO KM&I Focal Points; KM Board 2027/01 Initiated
Recommendation: ECARO should further develop and deepen strategic partnerships with key regional actors to amplify impact, mobilize resources and strengthen advocacy for gender equality beyond short-term activities. This requires the development of a clear theory of change for each partner category, clear results and accountability frameworks. Considering the contextual changes, the strategy for intergovernmental work is of key importance.
Management Response: ECARO agrees with the recommendation. The office will further fine-tune its approach on engaging key regional actors and utilize partnership monitoring tools and action plans to track results and opportunities, as reflected in the RM Strategy. The office will further articulate its strategic approach to intergovernamental work.
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Description: ECARO agrees with the recommendation. The office will further fine-tune its approach on engaging key regional actors and utilize partnership monitoring tools and action plans to track results and opportunities, as reflected in the RM Strategy. The office will further articulate its strategic approach to intergovernamental work.
Management Response Category: Accepted
Thematic Area: Not applicable
Operating Principles: Capacity development, National ownership, Advocacy
Organizational Priorities: Partnership
UNEG Criteria: Effectiveness, Relevance
Key Actions
Responsible Deadline Status Comments
Review the mapping of existing and potential regional partners (UN system, international financial institutions, intergovernmental organizations, foundations, the private sector, NGOs, intergovernmental bodies) by category and value added. UN Women ECARO RM Team, Brianna, Yolanda 2026/07 Initiated ECARO has developed a partnership monitoring tool to systematically manage and track engagement, results, and opportunities for collaboration with regional partners. ECARO is conducting a mapping of foundations to identify potentials in this partner category in the region.
Deepen the strategic approach of civil society engagement, building on networks and alliances established. UN Women ECARO Strategic Partnerships Intergovernmental and Normative Work Specialist 2029/12 Not Initiated
Further systematize and regularize consultations and convenings with civil society. Further systematize and regularize consultations and convenings with civil society. 2029/12 Not Initiated
Strengthen joint advocacy platforms and policy dialogues to amplify gender equality commitments at the regional level ECARO RM Team, Communication Team, with Thematic Leads 2027/01 Initiated ECARO organizes policy dialogues and thematic roundtables with partners to strengthen joint advocacy and promote gender equality commitments at the regional level. For 2026, already four regional policy dialogues are planned, in addition to the flagship regional Care Forum.
Pending additional resource mobilization, strategically invest in the capacity to further leverage additional intergovernmental spaces such as those pertinent to climate change and adaptability RM Team, UN Women ECARO Strategic Partnerships Intergovernmental and Normative Work Specialist, WPS/HA Team 2027/01 Not Initiated
Expand cooperation with international financial institutions and private sector, e.g. financing for gender equality, and gender-responsive investments. UN Women ECARO Resources Mobilization Team 2030/01 Initiated ECARO is engaging with international financial institutions, including AFD (in Western Balkans), the Islamic Development Bank, (in Central Asia) EBRD, and ADB, to secure funding and strategic partnerships that support gender equality initiatives.
Pending successful Resource Mobilization, invest in the generation of on-demand gender data, particularly on vulnerable groups and intersectionality. Regional Monitoring & Reporting Specialist (RMRS) 2030/01 Initiated
Strengthen the regional monitoring and reporting system to enhance UN Women’s accountability and the visibility of high-impact results beyond activity reporting, ensuring systematic capture and analysis of outcomes across triple mandate. UN Women ECARO Regional Monitoring & Reporting Specialist (RMRS) 2026/07 Initiated
Leverage partnerships to broaden outreach and visibility, ensuring sustained advocacy and influence beyond project cycles. UN Women ECARO Regional Communications Team 2030/01 Initiated
Recommendation: ECARO should enhance and diversify its resource mobilization efforts by creating stronger synergies between thematic expertise and fundraising strategies. Resource mobilization should be systematically embedded in programmatic and technical work, ensuring that funding approaches are directly linked to priority areas of comparative advantage, while also broadening the donor base beyond traditional partners.
Management Response: Management response ECARO will continue strengthening synergies between thematic expertise and resource mobilization through regular coordination with thematic leads, joint planning, and RM community of practice already started in 2025. RM is systematically embedded in programmatic and technical work, leveraging ECARO’s comparative advantages while broadening engagement with both traditional and new donors. These efforts ensure that fundraising approaches are strategic, result-oriented, and aligned with regional priorities.
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Description:
Management Response Category: Accepted
Thematic Area: Not applicable
Operating Principles: Internal coordination and communication, Resource mobilization
Organizational Priorities: Culture of results/RBM, Organizational efficiency
UNEG Criteria: Efficiency
Key Actions
Responsible Deadline Status Comments
Enhance internal capacity by training staff on integrating fundraising into programmatic design and technical work. ECARO Resources Mobilization Team 2030/01 Initiated The office has established a community of practice, holding monthly meetings and maintaining a team chat to enable experience sharing. Regular updates are shared from ECARO with regional and country colleagues, RM Team maintains a one-stop-shop SharePoint page where all updates and relevant resources and guidance on resource mobilization are available (https://unwomen.sharepoint.com/:u:/r/teams/ECARMCafe/SitePages/Home.aspx?csf=1&web=1&e=YiI03M) . In addition, ECARO organizes selective thematic sessions on topics such as private sector engagement, financial reporting, and resource mobilization. RM team ensures coordination with country offices on engagement with donors .
Develop a regional resource mobilization strategy to strengthen existing partnerships and diversify funding sources, including a mapping of the donor landscape (traditional and non-traditional) in the region to identify opportunities aligned with UN Women’s priorities and comparative advantages. ECARO Resources Mobilization Team 2026/03 Completed PCV Annex of the ECARO SN UN_Women_ECARO_Stakeholder_Analysis_Annex 14.07.docx See action 4.1 on additional in-depth mapping of foundations in the region
Strengthen relationships with existing donors through regular communication, political dialogue, joint visibility and sharing the credit for impact. Resources Mobilization Team 2030/01 Initiated ECARO actively strengthens relationships with existing donors through regular communication, political dialogue, and joint visibility initiatives. This includes organizing donor missions at regional and country levels, providing monthly updates on results, and publishing quarterly newsletters to share achievements and recognize contributions. PVC Annex specifically addresses partner visibility, with RM and Comms team continuing regular meetings to coordinate partner visibility efforts, replacing the discontinued HQ-led donor recognition efforts.
Foster deliberate and structured coordination between resource mobilization and thematic teams within ECARO and coordinate with Country Offices UN Women ECARO Resources Mobilization Team 2030/01 Initiated ECARO has fostered structured coordination between the RM team and thematic leads, including bi-monthly meetings to update and strategize on proposals to share with donors. RM team monitors and facilitates RM efforts across thematic areas and updates senior management on progress. Coordination is also maintained with Country Offices to align priorities and ensure resource mobilization efforts support programmatic objectives, through the monthly Community of Practice meetings and ongoing bilateral communication. RM Team monitors CO pipelines and conducts a quarterly projection of non-core funding levels of all offices in the region, to create a solid base of information for resource mobilization support and strategy.
Develop joint fundraising initiatives with UN organizations and other partners, ensuring coherence and reducing competition for resources UN Women ECARO Resources Mobilization Team 2030/01 Initiated ECARO is developing joint fundraising initiatives with UN organizations and other partners while ensuring coherence and minimizing competition for resources. This is being linked to a strategic approach to positioning ECARO, including through UN coordination, to identify opportunities for joint proposals (JPs) aligned with UN Women’s priorities, comparative advantages, and the priorities of key sister agencies. To this end, ECARO has conducted a comprehensive mapping of our engagement with other UN agencies. Regular strategic analysis of donor preferences and funding opportunities further guides these initiatives, supporting more coordinated, results-oriented fundraising efforts.
Promote multi-year, flexible funding of the Strategic Note and develop catalytic initiatives that help to position ECARO with funding partners. UN Women ECARO Resources Mobilization Team and Programme and Policy Team 2030/01 Initiated ECARO is presenting the new SN to key partners to inform about our priorities, demonstrate the result of the co-creation process they were engaged in and to inform about SN direct funding. ECARO will continue the ongoing discussions with partners to secure funding for the SN, building on the success of being the first and only region to secure multiple SN funding for 3 countries and the regional SN. The flexibility provided by direct SN funding is used to create catalytic initiatives of high impact and interest by funding partners.
Recommendation: ECARO should systematically embed intersectionality, disability inclusion and the leave-no-one-behind principle across all regional interventions. All facets of UN Women’s triple mandate should address overlapping forms of discrimination faced by marginalized women and girls, while also leveraging collective power with other actors to build intersectional approaches that link women’s rights with the rights of diverse vulnerable groups, disability inclusion, climate and green solutions, and other cross-cutting agendas.
Management Response: The management response to this finding is partially accepted. It acknowledges the importance of systematically embedding intersectionality, disability inclusion, and the leave no one behind principle across ECARO’s triple mandate, but sequences implementation over the Strategic Note cycle and notes resource constraints for piloting.
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Description:
Management Response Category: Partially Accepted
Thematic Area: Not applicable
Operating Principles: Promoting inclusiveness/Leaving no one behind
Organizational Priorities: Not applicable
UNEG Criteria: Human Rights, Gender equality
Key Actions
Responsible Deadline Status Comments
Strengthen regional approach on systematically applying intersectionality, disability inclusion and leave no one behind principles across partnerships and interventions. UN Women ECARO Programme and Policy Team 2027/04 Not Initiated
Train staff on integrating intersectionality, disability inclusion and leave no one behind into programme design, monitoring and evaluation. PMR Team in partnership with HQ Disability Inclusion Team 2026/10 Not Initiated
Pilot intersectional approaches in selected programmes, focusing on marginalized groups of women and girls. UNJ Women ECARO Policy and Programme Team 2030/01 Not Initiated Piloting intersectional approaches focused on marginalized groups of women and girls is envisaged under the RSN implementation. Given current resource constraints, such pilots will be pursued on a targeted basis, subject to successful resource mobilization and the availability of dedicated programme funding. In the interim, intersectional considerations will continue to be integrated into programme design and targeting through existing initiatives and partnerships where feasible.
Recommendation: In the face of the global funding crisis, ECARO (in coordination with headquarters and other Regional and Country Offices) should consider the possibility of strategically narrowing its scope to fewer thematic priorities and shifting focus to geographic areas with the greatest need and/or where it can achieve the greatest impact. ECARO should reassess its business model, considering decentralizing technical support to strong Country Offices with clear comparative advantages. Country Offices should also receive guidance on managing funding cuts, adapting programming and maintaining quality.
Management Response: Recommendation 7 is partially accepted. ECARO has already undertaken a comprehensive prioritization exercise through the development of the RSN 2026–2029, identifying key thematic priorities and strengthening a sub-regional approach (Western Balkans, Eastern Partnership, and Central Asia) to maximize impact, scalability, and resource mobilization. In addition, scenario-based planning tools have been developed, including 10%, 15%, and 20% regular resource reduction scenarios to safeguard UN Women’s triple mandate and core functions; these scenarios will be updated once UN80 reform parameters and the implementation plan are finalized. The recommendation related to resolving the footprint and status of non-resident agency countries is not accepted at this stage, as decisions on UN Women ECA footprint will be addressed through the UN80 reform process.
More detail
Description:
Management Response Category: Partially Accepted
Thematic Area: Not applicable
Operating Principles: Alignment with strategy, Oversight/governance, Capacity development, Knowledge management
Organizational Priorities: Not applicable
UNEG Criteria: Efficiency, Sustainability
Key Actions
Responsible Deadline Status Comments
Conduct a prioritization exercise to identify thematic areas and subregions where ECARO has the greatest comparative advantage and potential for impact. DRD, OM, HRBP 2026/04 Completed A comprehensive prioritization exercise was already undertaken during the development of the ECARO Regional Strategic Note (RSN) 2026–2029 in 2025. This process identified the following thematic priorities where ECARO has strong comparative advantage and potential for impact: 1. Women’s leadership and participation in decision-making, with a focus on election processes. 2. Women’s economic empowerment, with a focus on the care economy and partnerships with the private sector. 3. Ending violence against women, with a focus on domestic violence and technology-facilitated GBV. 4. Women, peace and security / humanitarian action / DRR, with a focus on UNSCR 1325 localization, early warning and preparedness systems, and water and climate negotiations. In addition, the RSN strengthened a sub-regional approach (Western Balkans, Eastern Partnership, and Central Asia) to expand opportunities for cross-country collaboration, resource mobilization, and greater impact through scalable models and regional public goods.
Develop clear scenario-based planning tools to guide decision-making under different funding levels. DRD, OM, PMR Team 2027/01 Completed Scenario-based planning tools have already been developed as part of internal resource planning. Specifically, three scenarios reflecting 10%, 15%, and 20% reductions in regular resources were prepared, with the objective of safeguarding UN Women’s triple mandate and core enabling functions. At the same time, additional scenario-based planning will be required to reflect and operationalize UN80 reform decisions and the associated implementation plan. The scenarios will therefore need to be updated once the UN80 parameters are finalized, so that decision-making is guided by realistic funding assumptions and clear prioritization under each scenario.