Leave No One Behind Fund
2023 Narrative Reporti

26 March 2024

Contents
1.

Introduction .................................................................................................................... 1

2.

Summary of Project Allocations and Reporting Status .................................................... 1

2.1 Highlights by Strategic Objective............................................................................. 43.
Grants to Implementing Partners .................................................................................... 6
4. Follow-up on the Implementation of the Recommendations from the Independent
Evaluation ............................................................................................................................. 6
5.

LNOB Fund Developments ............................................................................................. 7

6.

Annexes ......................................................................................................................... 7

List of Tables
Table 1: Update on projects/activities in progress as of 31 December 2023 ...........................1
List of Figures
Figure 1 - Budget allocated by region .....................................................................................2
Figure 2 - Budget allocated by strategic objective ................................................................2
Figure 3 - Budget allocated by country classification ..............................................................3
Figure 4 - Training participants by strategic objective .............................................................3
Figure 5 - Training participants by region
Figure 6 - Training participants by country classification .........................................................3
Figure 7 - Certificates by strategic objective
Figure 8 - Certificates by region ..............................................................................................3
Figure 9 - Certificates by country classification .......................................................................4
Figure 10 - Women participants by strategic objective ............................................................4
Figure 11 - Women participants by region ..............................................................................4
Figure 12 - Women participants by country classification........................................................4ii

1. Introduction

This narrative report of the Leave No One Behind Fund (LNOB Fund) covers the period from 1 January2023 to 31 December 2023, including an update on incomplete project allocations from previous reporting
cycles. This is the Fund’s fourth narrative report covering allocations from all donors. Figures provided inthis report are based on the individual narrative reports contained in Annex 2. This narrative reportcomplements a financial report for the same period which has been submitted under separate cover.

2. Summary of Project Allocations and Reporting Status

As shown in Table I, seven project allocations were awarded in 2023, all of which were completed withfinal reports. At the end of the 2022 reporting cycle, four projects were still in progress, from which threewere completed with final reports in 2023. The vector-borne disease risk mapping dashboard project wasclosed and funds returned to the pooled account. Reports for two projects, both contributing to Strategic
Objective 5, were not submitted.
Table 1: Update on projects/activities in progress as of 31 December 2023
Strategic
objective
(SO)
SO1:
Peace

SO2:
PeopleSO5:
Crossfertilization

Multiplestrategic
objectives

Title of project/activity
Leaving No One Behind: Strengthening
the Capacities of Member State
Officials from LDCs, SIDs andCountries in Conflict to Resolve Conflictand Build Peace (2023 allocation)
Diplomatic Excellence – MoFA of the
Republic of Cuba (2023 allocation)
Diplomatic Excellence – MoFA of the
Republic of Maldives (2023 allocation)
UNITAR Training Programme on Digitaland Economic Diplomacy for the
Ministry of Foreign Affairs andInternational Cooperation of the
Republic of Zambia (2023 allocation)Workshop on Climate Change
Diplomacy (2023 allocation)Workshop on Conference Diplomacy
and Multilateral Negotiations (2023
allocation)
Introduction to Geospatial Information
Technology for Evidence Based
Decision-Making (Kenya) (2019allocation)
E-learning course on the use of
Geospatial Information technologies forhumanitarian assistance (2020
allocation)
Market monitoring and forecasting ofessential medicines and supplies:
Improving access to affordable andquality-assured essential medicines
and supplies*! (2022 allocation)
Vector-borne disease risk mapping
dashboard*! (2021 allocation)
Strengthening knowledge and skills to
address climate change and advancesustainable development (2021
allocation**)One UNITAR Gender – Global Learning
Lab on Women’s Leadership –1

SourceAllocation
(USD)

2022
report2023 update

Sida

60,000

N/A

Final

Sida

25,000

N/A

Final

Sida

60,365

N/A

Final

Sida

25,000

N/A

Final

Sida

60,365

N/A

Final

Sida

25,000

N/A

Final

Qatar

26,585

No report
submitted

No report
submitted

Qatar

55,000No report
submitted

No report
submitted

Sida

411,929

Progress

Final

Sida

60,000Progress

Sida

100,000

Progress

Prematureclosure andfunds returned
Final

Sida

442,800

Progress

Final

Notes andlegendEmpowering Women, Fighting
Inequalities! (2022 allocation)
Diplomatic Excellence – MoSA of
Sida
Lebanon (2023 allocation)*! Cross Divisional/Programme Unit project/activity**Inadvertently omitted from 2022 Narrative Report

25,000N/A

Final

The allocations in Table 1 supported projects aligned with all five objectives of the strategic framework.
As shown in Figure 1, the largest proportion of funds was allocated to projects with links to multiple
strategic objectives (SO), followed by SO5. Taken together, projects funded covered 9 of the 17
Sustainable Development Goals (SDGs 1, 3, 4, 5, 8, 10, 16, 17). 1 The largest proportion of allocations
was made to projects delivered in Africa, followed by one project delivered in Asia and Pacific and one
project targeting participants from different regions, as shown in Figure 2.
Allocations supported projects related to training (with 272 individuals benefitting from training events fromthe above-mentioned allocations) and non-training outputs. Two allocations supported non-trainingrelated outputs focusing on developing an early warning dashboard of vector-borne disease outbreaks in
Fijij (Vector-borne Disease Risk Mapping Dashboard-Fiji, closed project) and the support to datacollection, analysis and market monitoring for essential Non-Communicable Diseases (NCD) medicines
and supplies in Gambia and Rwanda. Figures 3 and 4 show the breakdown of participants in trainingrelated projects per strategic objective and geographic region. 2
With the LNOB focus on countries in special situations and groups made vulnerable, all projects (training
and non-training-related) receiving allocations target countries in special situations. Furthermore, the One
UNITAR gender project aims at strengthening leadership skills of women across the globe, incorporating
local perspectives. The project will achieve its objective by facilitating an online community site
Women2Lead Community and the delivery of training in pilot countries Rwanda and South Sudan.
Additionally, one participant benefiting from the training programme on digital and economic diplomacy
reported living with a disability.
The individual project reports (final or progress) are compiled in Annex 2 by strategic objective and provide
further description on outputs or other results.

Figure 2 - Budget allocated by strategic objective

Figure 1 - Budget allocated by region

USD 25.000
USD 50.000
USD 60.365

USD 60.000

USD 60.000
USD 195.730
USD
627.800
USD
1.040.094

USD
411.929

AfricaAsia and the Pacific
Latin America and the Caribbean
Middle East
Multiple regions/Global

SO1

1 See Annex 1 for a complete list of SDGs.
2 Footnote 2 applies from Figures 3 to 8.

2

SO2

SO3

SO4

SO5

MultipleFigure 3 - Budget allocated by country classification

USD 25.000

Figure 4 - Training participants by strategic
objective

USD 100.000

14

124
134
USD
1.110.459
Special situations

Other countries

SO1

Both

Figure 5 - Training participants by region
classification

SO2

SO3

SO4

SO5

Figure 6 - Training participants by country
36

14
38

38
136

47

198
37
AfricaAsia and the Pacific
Latin America and the Caribbean
Middle East
Multiple regions/Global

Special situations

Figure 7 - Certificates by strategic objective

Other countries

Both

Figure 8 - Certificates by region

36
102
47

130

SO1

SO2

SO3

SO4

SO5

Multiple

Africa37
Asia and the Pacific
Latin America and the Caribbean
Middle East
Multiple regions/Global

Multiple

3112

Figure 9 - Women participants by strategic
objective

Figure 10 - Certificates by country classification
26

9

36
79
77
170
Special situations

Other countries

Both

SO1

SO3

SO4

SO5

Multiple

Figure 12 - Women participants by country
classification

Figure 11 - Women participants by region

20

SO2

9

19
20
85

34
Africa27
Asia and the Pacific
Latin America and the Caribbean
Middle East
Multiple regions/Global

136
Special situations

Other countries

Both

2.1 Highlights by Strategic Objective

SO1: Peace
Promote peace and just and inclusive societies

Training delivered
SDG links

1 event
16 (target 16.1)

Number of participantsCertificates

14
03

One project received an allocation in 2023 to support Strategic Objective 1. The allocation co-founded theFellowship Programme in Peacemaking and Preventive Diplomacy under the Division for Peace. The
programme targeted officials from SIDS, LDCs and countries in conflict to strengthen their knowledge andskills in the areas of conflict analysis and interest-based negotiation to contribute to preventing andresolving conflict and building sustainable peace. By the end of the programme, all participants indicatedhaving achieved the learning objectives of the training.

3 Certificates were not reported and assumed to be zero.

4SO2: People
Promote people’s well-being and support equitable
representation of countries in global decision-making
Training delivered
SDG links

5 events

Numberparticipants
4 (targets 4.3 and 4.7), 5 (target 5.5), Certificates
10 (target 10.6), 16 (targets 16.7,
16.8) and 17 (targets 17.9 and 17.G)of 134130

Five allocations to support the implementation of Strategic Objective 2 were made in 2023, comprisingtraining activities targeting the Ministry of Foreign Affairs in Cuba, Maldives, Seychelles, the Dominican
Republic and Zambia. The training covered a broad range of thematic areas, namely negotiation skills,
conference diplomacy, drafting and public speaking skills, climate change diplomacy and digital andeconomic diplomacy. At the end of the training, at least 85 per cent of participants in each training sessions
indicated having achieved the learning objectives of the training, except for the project focused on
conference diplomacy implemented in the Dominican Republic were only two thirds of participants
indicated having achieved the learning objectives.

SO5: Cross-fertilizing knowledge and expertise
Promote the indivisible and integrated nature of the2030 Agenda
Training delivered
Training undelivered
SDG links

0 events
Number of participants
2 events
Certificates
3 (targets 3.4 and Platforms created
3.8)

0
0
1 web platform

The cross-divisional project receiving an allocation in 2022 to support Strategic Objective 5 wascompleted. The project aimed to leverage data collection, analysis and market monitoring to support The
Gambia and Rwanda in ensuring continuous access to quality-assured, affordable essential medicines
and supplies to combat non-communicable diseases, where required. Delivery of the project confronted
implementation challenges with cabinet reshuffling and the need to re-establish lines of communication.
While the project proposal included the delivery of a forecasting tool and training and awareness raising
activities, these components did not take place given a shift in the project’s approach after the scoping
phase which revealed other needs and priorities in the target countries. The capacity building component
will be covered in the near future by the newly established International Training Centre for Authorities
and Leaders (CIFAL) in The Gambia and Rwanda, 4 which have public health and data management as
one of their thematic axes. A synthesis report was finalized in June 2023 together with the GIS web
platform. 5

Projects Under Multiple Strategic Objectives

Training delivered
Training undelivered
SDG links

4 events
Number of participants
124
0 events
Certificates102
4 (target 4.7), 5 (target 5.5), 13 (target 13.3 and 13.b), and 17 (target 17.3 and17.9).

4 See CIFAL Kigali and CIFAL Banjul.

5 The GIS platform can be accessed through the following link: https://arcg.is/1fCuau

5The strengthening knowledge and skills to address climate change and advance sustainable development
project received an allocation in 2019, closing the delivery of activities in July 2023. The project comprises
both a training and a non-training component. The training component was delivered in Kenya andfocused on climate diplomacy. The non-training component involved the integration of climate change
education into the national curriculum. At the end of the project, climate change and environmental
education was integrated into the new curriculum for grades 1 to 12 in five languages, including English.
As an unplanned outcome for the second component, ongoing support to the Kenyan Environmental
Protection Agency and the Ministry of Education has been provided for delivering training to teachers
responsible for the implementation of the curriculum.
Involving all UNITAR Divisions, the One UNITAR Gender project was allocated funding for
implementation between 12 July 2022 and 31 December 2023. At the end of 2023, the project delivered
two training events in the pilot countries Rwanda and South Sudan. Additionally, the Women2Lead
Community was launched, hosted in the UN SDG:Learn platform. The Empowered pathways: navigating
gender and women’s leadership course was also made available in EdApp, a mobile learning
management system. At least 90 per cent of the training delivered in the pilot countries confirmed theirconfidence and knowledge on the topics covered by the training have improved.
A training programme on stakeholder engagement and coordination for the Ministry of Foreign Affairs of
Lebanon was implemented in June 2023 with the aim to advance Lebanon’s efforts in vocational training
and youth employment. All trainees affirmed having achieved the learning objectives of the training.

3. Grants to Implementing Partners

During the 2023 reporting period, UNITAR did not award any grants to implementing partners andactivities were delivered directly by UNITAR.

4. Follow-up on the Implementation of the Recommendations fromthe Independent Evaluation

In accordance with its Governing Principles, the Fund underwent an independent evaluation in 2021. As
reported previously, the evaluation report issued seven recommendations to inform the Fund’s continued
implementation and future direction. The recommendations focused on stronger requirements to LNOB,
adopting a blended approach to funding smaller and larger initiatives, placing more emphasis on countrylevel partnerships, requiring clearly defined results frameworks with specified Kirkpatrick Level 3
performance needs in project design and in post-training, consideration of partial virtual training deliveryor alternative delivery mechanisms, documentation of impact stories and strengthening efforts to broaden
the Fund’s donor base. One year after the issuance of the evaluation, four of the seven recommendations
have been implemented, and the remaining three are under implementation.
Of the three remaining recommendations, one has been implemented, two are under implementation and
one has been overtaken by events. The status of the three remaining recommendations is as follows:
Recommendation
Place emphasis on thedevelopment of countrylevel partnerships,
including UN Country
Team engagement inproject design andallocation decisions

AcceptanceAccepted

Programme Units to
document impact stories
using available guidance
to analyse personal andinstitutional changes andreach of training inMember States throughalumniAccepted

Planned action
Revise governing
principles andallocation request
applications, andcommunicate toprogramme units
importance ofcountry level
partnerships
Programme Units toundertake impact
stories6

BudgetN/A

Status in 2022
Under
implementation

Status in 2023
Under
implementation

N/A

Under
implementation

Under
implementation

The Office of the
Accepted
Included as agenda
Under
Overtaken by
Executive Director, in
item for November
implementation events*
cooperation with Board of2021 Board ofTrustees to strengthen
Trustees meeting
efforts to widen the SFF
donor base and overall
SFF resources,
complementing theengagement of theambassadors in Geneva
with a targeted outreachto donor capitals*While the planned action was implemented, implementation of the recommendation has been overtaken by eventswith the Fund’s resource mobilization challenges encountered and the present status of donor support.

5. LNOB Fund Developments

In November 2022 and in conjunction with its discussions on raising the Fund’s visibility and its resonancewith the 2030 Agenda for Sustainable Development, the UNITAR Board of Trustees rebranded theStrategic Framework Fund as the Leave No One Behind Fund. Unfortunately, in the first quarter of 2023,
the LNOB Fund’s main donor informed UNITAR of its decision to bring about an early termination of its
support to the instrument which had an effect on the final disbursement of funds.
Unfortunately, efforts at mobilizing flexible funding in accordance with the objectives under the 2022 to2027 Partnership and Resource Mobilization Strategy have been largely unsuccessful, despite calls invarious reports of the Secretary-General emphasizing the importance of flexible funds and resolutions of
the Economic and Social Council inviting Member States to make voluntary contributions to the Fund toenable UNITAR to address the needs of beneficiaries from countries in special situations. International
developments in 2022 including the security and humanitarian situation with the war in Ukraine, changes
in the strategic priorities of donors and the increasing donor trend to earmark funds for specific purposes
are factors that have largely curtailed the mobilization of flexible funding.
At its Sixty-Fourth Session in November 2023, the Board of Trustees discussed these concerns andsuggested that Management focus on the identification of thematic windows to which donors may beinterested in supporting, as well as the possibly utilizing non-earmarked contributions to the UNITAR
General Fund. UNITAR will be exploring both options in 2024 with a view to keeping the LNOB Fundoperational.
UNITAR continues to maintain a dedicated page on its website to provide transparency on narrative andfinancial reporting, as well as the visibility of the donors with funding to project allocations.

6. Annexes

Annex 1: List of SDGs
Annex 2: Summary Reports from 2021-2022 Allocations
Annex 3: List of Directors/Managers/Focal Points overseeing design and implementation offunded projects
Annex 4: 2022-2025 strategic framework

7

About the Leave No One Behind Fund (LNOB Fund)
The LNOB Fund focuses on meeting learning and broader capacity development needs of individuals,organizations and institutions from the least developed countries, the landlocked developing countries,
the small island developing States, countries in Africa and countries in and emerging from conflict(collectively referred as the countries in special situations). The LNOB Fund also targets the needs ofgroups made vulnerable, including women and girls, children and youth and persons with disabilities.
The 2019, 2021 and 2023 Reports of the Secretary-General on UNITAR (E/2019/81, E/2021/49 andE/2023/70) and Economic and Social Council resolutions E/RES/2019/13, E/RES/2021/16 and
E/RES/2023/7 appeal to Member States and other stakeholders to make voluntary contributions to
the Fund.
The administration of the LNOB Fund is led by the Office of the Executive Director. Decisions on
allocations are made by the Executive Director in accordance with the Fund’s Guiding Principles.
Project design, implementation and reporting are undertaken by Divisions and Programme Units.
Financial expenditure reports are prepared by the Finance and Budget Unit on a pooled basis and not
by individual donor contribution. Narrative reports are compiled by the Division for Strategic Planningand Performance (Planning, Performance Monitoring and Evaluation Unit) on the basis of Programme
Unit submissions. The LNOB Fund is subject to an independent evaluation every two years, with thefirst exercise undertaken in October 2021.
UNITAR is grateful to its donors contributing to the LNOB Fund and the importance attached to flexible
funding in order to meet the needs of those furthest behind.
Donors supporting LNOB Fund allocations in 2023

8

Annex 1
List of SDGs

•
•
•
•
•
•
•
•
•
•
•
•
•
•
•

•
•

Goal 1. End poverty in all its forms everywhere
Goal 2. End hunger, achieve food security and improved nutrition and promote sustainableagriculture
Goal 3. Ensure healthy lives and promote well-being for all at all ages
Goal 4. Ensure inclusive and equitable quality education and promote lifelong learning
opportunities for all
Goal 5. Achieve gender equality and empower all women and girls
Goal 6. Ensure availability and sustainable management of water and sanitation for all
Goal 7. Ensure access to affordable, reliable, sustainable, and modern energy for all
Goal 8. Promote sustained, inclusive, and sustainable economic growth, full and productive
employment and decent work for all
Goal 9. Build resilient infrastructure, promote inclusive and sustainable industrialization andfoster innovation
Goal 10. Reduce inequality within and among countries
Goal 11. Make cities and human settlements inclusive, safe, resilient, and sustainable
Goal 12. Ensure sustainable consumption and production patterns
Goal 13. Take urgent action to combat climate change and its impacts*
Goal 14. Conserve and sustainably use the oceans, seas, and marine resources forsustainable development
Goal 15. Protect, restore, and promote sustainable use of terrestrial ecosystems, sustainably
manage forests, combat desertification, and halt and reverse land degradation and halt
biodiversity loss
Goal 16. Promote peaceful and inclusive societies for sustainable development, provide
access to justice for all and build effective, accountable, and inclusive institutions at all levels
Goal 17. Strengthen the means of implementation and revitalize the global partnership forsustainable development

Annex 2
Individual Project Narrative Reports of projects in progress
as of 31 December 2023
Strategic Objective 1

Leave No One Behind Fund
Project Narrative Report Summary
Project title
Divisions/Units
Allocation amountSFF funding source
Other funding: ☒ Yes☐ No
Project period
Report: ☐ Progress☒ FinalProject objective

Link to strategic
framework objective(s)Link to 2030 Agenda orother 2015 outcome

Country and beneficiary
metrics

Leaving No One Behind: Strengthening the Capacities of Member State Officials
from LDCs, SIDs and Countries in Conflict to Resolve Conflict and Build Peace
Peace/Peacemaking and Conflict Prevention Programme$60,000
Swedish International Development Agency
MFA Finland, MFA Norway
March – June 2023
Period covered: March – June 2023

Leaving No One Behind, ensuring opportunities for female and male
Member State officials from LDCs, SIDs and Countries in Conflict to deepen
their vital knowledge and skills to contribute to preventing and resolving
conflict and building sustainable peace – the top priority of the United
Nations Secretary-General
SO1: Promote peace, justice and inclusive societies.
Leave No One Behind. Strengthening the capacities of female officials indecision-making and peace processes.
SDG(s): Goal 16 Promote peace, justice and strong institutions.
Target(s): 16.1 Significantly reduce all forms of violence and related death
rates everywhere; 16.A Strengthen relevant national institutions, including
through international cooperation, for building capacity at all levels, inparticular in developing countries, to prevent violence and combat terrorism
and crime
Leaving No One Behind, ensuring opportunities for female and male
Member State officials from LDCs, SIDs and Countries in Conflict to deepen
their vital knowledge and skills to contribute to preventing and resolving
conflict and building sustainable peace – the top priority of the United
Nations Secretary-General
Targeted countries:
LDCs/countries inconflict
LDCs/countries inconflict

Attach list if more

Concise summary of
results achieved,
including how results
contributed to helping
UNITAR achieve its
strategic objectives
Describe project effecton direct beneficiary/
beneficiaries

Participants
Female9

Other metrics
Disability #

Male

5

Other vulnerable #Other
Not disclosed
Total

Completion #Certification #14

Leaving No One Behind, ensuring opportunities for female and male
Member State officials from LDCs, SIDs and Countries in Conflict to deepen
their vital knowledge and skills to contribute to preventing and resolving
conflict and building sustainable peace – the top priority of the United
Nations Secretary-General
Capacities of 9 female and 5 male officials from LDCs/countries in conflict
strengthened in the areas of conflict analysis, and interest-basednegotiation through participation in the intensive programme.

Describe project effects
on groups madevulnerable e.g. women,children, disabled,
indigenous peoples, if
applicable
Describe
implementation
challenges, including
COVID-19-related
challenges, andmitigation efforts
If progress report,
describe planned
activities to bringproject to closure

Nine women from LDC/countries in conflict deepened their knowledge andstrengthened their skills in identifying root causes of conflict and engaging
in mutually-beneficial negotiation to constructively resolve conflict.

Measures were taken to limit the risk of exposure to Covid-19 throughinformation dissemination, testing kits handed out on side and hygienic
measures.

Directions: Please complete as concisely as possible. For final reports, this page should be used as the cover page, with more a moreelaborate narrative attached. For progress reports, this cover page may suffice. For both progress and final reports, an updated log frame or
results framework should be attached, with actual performance and reasons for variance. See attachment.

Leaving No One Behind: Strengthening the Capacities of Member State Officials from
LDCs, SIDS and Countries in Conflict to Resolve Conflict and Build Peace
Representatives of LDCs, SIDs and countries in conflict are in special need of ensuring
opportunities to strengthen their capacities to build more peaceful, just and inclusive societies.
Facing increasingly complex conflict contexts exacerbated by regional and global factors, thisprogramme contributed to deepening the knowledge and strengthening the skills of officials
from these countries in identifying sources of conflict, in deepening listening capacities andconstructive communication skills and in engaging in principled mutually-beneficial negotiation.
Fourteen officials including nine women and five men from LDCs and countries in conflict took
part in the intensive Fellowship Programme in Peacemaking and Preventive Diplomacy
strengthening conflict analysis and negotiation capacities through theory and practicalsessions and simulations and networking with other senior and mid-level officials from aroundthe world, with UN peace mission and departmental staff and with representatives of regionalorganizations including ASEAN, the AU, the OIC and the OSCE. Two Fellows also took partfrom Ukraine.
Overall goal: Strengthened capacities of diplomats from LDC Member States, and countries
in conflict in the prevention, analysis and sustainable resolution of conflicts.
Expected outcomes:
 Knowledge and capacities of senior and mid-level diplomats from LDCs and countries
in conflict enhanced through delivery of intensive fellowship programme in conflict
prevention and resolution.
Outputs:
 Fourteen mid and senior level diplomats trained in conflict analysis, and interest-based
problem-solving negotiation.
Indicators:
 75% of senior and mid-level participating officials from LDCs and countries inconflict completing the international training programmes indicate having
achieved the learning objectives mostly or fully in the areas of conflict analysis,
and interest based, problem-solving negotiation.
Evaluation results:
 100% of senior and mid-level participating officials from LDCs and countries inconflict completing the international training programmes indicate having
achieved the learning objectives mostly or fully in the areas of conflict analysis,
and interest based, problem-solving negotiation.
 59% of female and male diplomats from LDCs and countries in conflict rated
the content of the programme “excellent.”
 70% of female and male diplomats from LDCs and countries in conflict rated
the content of the programme “excellent.”

Excellent feedback has been received including feedback from several officials that it was thebest training programme of their careers.

Annex 2
Individual Project Narrative Reports of projects in progress
as of 31 December 2023

Strategic Objective 2

Leave No One Behind Fund
Project Narrative Report Summary
Project title
Divisions/Units
Allocation amountSFF funding source
Other funding: ☐ Yes☒ No
Project period

Report: ☐ Progress☒ Final (Clickthis) – Insert from otherform

Diplomatic Excellence - MoFA of the Republic of Cuba
MDPU, Division for Multilateral Diplomacy$ 25,000
Leave No One Behind Fund

12 - 14 June 2023
Building effective institutions, reducing international inequalities, and providing quality
education and capacity building/training opportunities must be realized by all member statesof the United Nations in order to successfully implement the Agenda 2030. However,member states of developing countries do not have the same access to resources eventhough they are required to achieve similar results as other member states. They thus
require support from organizations such as UNITAR with the mandate to "level the playing
field" so they could benefit from targeted capacity-building activities that will allow theirgovernment officials and other stakeholders to further enhance their performance inmultilateral and diplomatic settings and advance their national priorities in internationalfora.
In line with the UNITAR’s Leave No One Behind Fund and the Agenda 2030, this project aimed
to support the Ministry of Foreign Affairs of the Republic of Cuba by providing a capacitybuilding activity in an area that is a key priority for the MoFA (negotiation skills). In order toequip Cuban diplomats and government officials with the right toolkits, the Division for
Multilateral Diplomacy (DMD) conducted extensive discussions with the MoFA in order to
identify their specific training needs. In this regard, the MoFA confirmed they would like toreceive a training activity in the field of negotiation skills as it will allow them to hone theirknowledge and skills in this area in order to further advance their national priorities in thefield of multilateral diplomacy.

Project objective

With this project, participants (including government officials and diplomats from the MoFA of
the Republic of Cuba as well as students of the Diplomatic Academy of Cuba) aimed to enhancetheir negotiation skills in international settings so they can effectively represent and advocate
for their national interests within the UN System and other international fora, leading to
improved multilateral and diplomatic outcomes and successful negotiations in an internationaland multicultural context.
This project was highly impactful across several criteria: reaching the most vulnerable member
states, holistic approach to diplomatic capabilities and achievement of a long-term multipliereffect in diplomacy. The objectives included:
1. Reaching the most vulnerable member states
The project currently targets a Small Island Developing State (SID): Cuba
2. Holistic approach to diplomatic capabilities
The training activity covered not only typical negotiation topics, such as multilateralnegotiations, but also focused on the underlying principles and key issues such as the
management and resolution of conflicts and collaboration through the inclusion of intercultural
implications.
3. Achievement of a long-term multiplier effect in diplomacy
Equipping SIDS (such as Cuba) with enhanced diplomatic capabilities allows better
representation in multilateral conferences and strengthens diplomats, public service officials,
and other relevant stakeholders of these countries’ abilities to advocate for their nations’priorities and needs. This, in turn, reflects on policy and foreign affairs and creates opportunities
for these countries to achieve the 2030 Agenda by tackling together the crucial challenges of
our time.
The MoFA of the Republic of Cuba covered the costs for the training venue and technicalsupport which reduced the implementation costs.

Link to strategic
framework objective(s)Link to 2030 Agenda orother 2015 outcome

Country andbeneficiary metrics

Concise summary of
results achieved

SO2: People, Promote people's well-being and support equitable representation of countries in
global decision-making
SDG(s): SDG4, SDG5, SDG10, SDG16, SDG17
Target(s): 4.3,4.7, 5.5, 10.6, 16.7, 16.8, 17.9, 17.G

☐ Promotes holistic, integrated nature of 2030 Agenda
Targeted countries:
Participants:
Republic of Cuba

Female
Male

17/26
9/26

Other
Not disclosed
Total

0
0
26

Other metrics
Disability #Othervulnerable #Completion #Certification #

/
/
26
26

Throughout the workshop, participants engaged with a experienced negotiation expert, whoprovided personalized feedback and guidance to help them refine their negotiation skills in apeer-to-peer knowledge-sharing session. Participants also had the chance to practice theirnegotiation skills in role-playing exercises, and received constructive feedback on theirperformance.
By the end of the workshop, participants had gained practical knowledge and skills related tonegotiation in international contexts, and had been equipped with the tools they need tonavigate complex negotiation scenarios with confidence and success. Participants developed
a deeper understanding of the role of negotiation in international politics and left theworkshop with the practical skills and strategies they need to succeed as negotiators in a
globalized world.
This workshop took place in the English language and was aimed up to 25 diplomats andgovernment officials working for the Ministry of Foreign Affairs of the Republic of Cuba as well
as students from ISRI. In the end, the MoFA kindly request to add an additional participant.
The face-to-face workshop on Negotiation Skills was structured as a three half-day workshop,
designed to provide participants with the skills and knowledge they need to become successful
negotiators in a variety of international settings.
The workshop began with an exploration of the general role of negotiation in the international
arena. Participants gained a deeper understanding of how nearly all decisions in theinternational context are the result of negotiations, and will learn about the key factors that
influence successful negotiation outcomes. Through interactive exercises and case studies,participants gained practical insights into the fundamental basics and advanced topics related
to negotiation in international settings.
The focus of the workshop was developing the skills necessary to build successful relationships
and achieve desired outcomes through negotiation. Participants learned how to apply
negotiation strategies in a variety of settings. They had the opportunity to explore case studies
and real-life examples of successful negotiation strategies, and learned how to adapt thesestrategies to their own unique situations.

Describe project effecton direct beneficiary/
beneficiaries

At the end of this course, participants gained the ability to:•
Identify their own styles as negotiators as well as those of others;•
Design stakeholder mappings and devise strategies for successful negotiation;•
Perform more efficiently as negotiators;•
Recount strategies for how to manage multi-party negotiations, conflicts andcollaboration including their intercultural implications;•
Determine frameworks for collaborative negotiations, including defining andunderstanding the concept of the BATNA.

Describe project effects
on groups madevulnerable e.g. women,children, disabled,

65% of the participants were women. 17 participants out of 26 were women.

indigenous peoples, if
applicable
Describe
implementation
challenges, including
COVID-19-related
challenges, andmitigation efforts
If progress report,
describe planned
activities to bringproject to closure

N/A

N/A

Directions: Please complete as concisely as possible. For final reports, this page should be used as the cover page, with more a moreelaborate narrative attached. For progress reports, this cover page may suffice. For both progress and final reports, an updated log frame or
results framework should be attached, with actual performance and reasons for variance. See attachment.

Results

Note: A log frame should be included for both progress and final reports. This log frame template may be replaced with the project log frame provided that actual performance and reasonsfor variance are included in the reporting.
Workshop for up to 25 diplomats and government officials working for the MoFA of the Republic of Cuba and students from ISRI
Intended impact
Impact:Gain a new perspective on negotiation andunderstand myths and barriers to success.

Indicator(s)Percentage of participant
who meet or exceed thelearning objectives

Performance target(s)75%Performance actual
96%

Outcome 1: Identify their own styles as
negotiators as well as those of others

Percentage of participant who
meet or exceed the learning
objectives

75%

96%

Outcome 2: Design stakeholder mappings anddevise strategies for successful negotiation

Percentage of participant who
meet or exceed the learning
objectives

75%

96%

Outcome 3: Recount strategies for how to
Percentage of participant who
manage multi-party negotiations, conflicts and meet or exceed the learning
objectives
collaboration including their intercultural
implications

75%

96%

Outcome 4: Perform more efficiently as
negotiators

Percentage of participant who
meet or exceed the learning
objectives

75%

96%

Outcome 5: Determine frameworks forcollaborative negotiations, including defining
and understanding the concept of the BATNA.

Percentage of participant who
meet or exceed the learning
objectives

75%

92%

Outcomes & outputs

Reasons for VarianceOutput 1: Raised awareness of up to 25 Cuban
diplomats and government officials on theirown styles as negotiators as well as those ofothersNumberofparticipants
trained and who havereceived a certificate ofparticipation

25

26

Output 2: Fostered understanding of up to 25
Cuban diplomats and government officials on
how to design stakeholder mappings anddevise strategies for successful negotiation

Numberofparticipants
trained and who havereceived a certificate ofparticipation

25

26

Output 3: Increased performance as
negotiators of up to 25 Cuban diplomats andgovernment officials

Numberofparticipants
trained and who havereceived a certificate ofparticipation

25

26

Output 4: Increased knowledge of up to 25
Cuban diplomats and government officials on
strategies for how to manage multi-party
negotiations, conflicts and collaboration
including their intercultural implications
Output 5: Increased understanding of up to 25
Cuban diplomats and government officials on
how to determine frameworks forcollaborative negotiations, including defining
and understanding the concept of the BATNA.

Percentage of participant who
meet or exceed the learning
objectives

25

26

Percentage of participant who
meet or exceed the learning
objectives

25

26

Major activities

Dates implemented

Scheduled to be implemented

UNITAR 3 half-day workshop took place between 12 and 14 June 2023 inHavana, Cuba. This face-to-face training workshop concentrated on honing theskills and strategies needed for successful negotiations in a variety of contexts.
Designed in a highly interactive manner with simulation exercises, group
discussions and breakout sessions, the workshop appealed to all levels of staff
and previous experiences.

12-14 June 2023

Comments

Leave No One Behind Fund
Project Narrative Report Summary
Project title
Divisions/Units
Allocation amountSFF funding source
Other funding: ☐ Yes☒ No
Project period
Report: ☐ Progress☒ Final (Clickthis) – Insert from otherform

Workshop on Conference Diplomacy and Multilateral Negotiations
MDPU, Division for Multilateral Diplomacy$ 25,000
Leave No One Behind Fund

12 - 14 September 2023

To successfully implement the Agenda 2030, all Member States of the United Nations arestrongly encouraged to join forces on building effective institutions, reducing international
inequalities, and providing quality education and capacity building/training opportunities.
However, Member States of developing countries do not have the same access to resourceseven though they are required to achieve similar results as other Member States. They thus
require support from organizations such as UNITAR with the mandate to "level the playing
field" so they can benefit from targeted capacity-building activities that will allow theirgovernment officials and other stakeholders to further enhance their performance inmultilateral and diplomatic settings and advance their national priorities in international fora.
In line with the UNITAR’s Leave No One Behind Fund and the Agenda 2030, this project
aimed to support the Ministry of Foreign Affairs of the Dominican Republic by providing acapacity-building activity in an area that is a key priority for the MoFA, namely conference
diplomacy and negotiation skills. In order to equip Dominican diplomats and government
officials with the right toolkits, the Division for Multilateral Diplomacy (DMD) conducted
extensive discussions with the MoFA in order to identify their specific training needs. In thisregard, the MoFA and the Institute of Higher Education in Diplomatic and Consular Training(INESDYC) confirmed they would like to receive a training activity in the field of conference
diplomacy and multilateral negotiations.

Project objective

Link to strategic
framework objective(s)This project, aimed to enhance Dominican government officials and diplomats’ negotiation
skills in international settings so they can effectively represent and advocate for their national
interests within the UN System and other international fora, leading to improved multilateraland diplomatic outcomes and successful negotiations in an international and multiculturalcontext.
This project was highly impactful across several criteria: reaching the most vulnerable Member
States, holistic approach to diplomatic capabilities and achievement of a long-term multipliereffect in diplomacy. The objectives included:
1. Reaching the most vulnerable member states
The project currently targets a Small Island Developing State (SID): Dominican Republic
2. Holistic approach to diplomatic capabilities
The training activity covered conventional negotiation processes, such as multilateralnegotiations, as well as informal processes in conference diplomacy. Moreover, underlying
principles and key issues such as the management and resolution of conflicts and collaboration
through the inclusion of intercultural implications were highlighted.
3. Achievement of a long-term multiplier effect in diplomacy
Equipping SIDS (such as the Dominican Republic) with enhanced diplomatic capabilities allows
for better representation in multilateral conferences and strengthens diplomats, public service
officials, and other relevant stakeholders of these countries’ abilities to advocate for theirnations’ priorities and needs. This, in turn, reflects on policy and foreign affairs and creates
opportunities for these countries to achieve the 2030 Agenda by tackling together the crucial
challenges of our time.
The MoFA covered the costs for the training venue and technical support which reduced theimplementation costs.
SO2: People, Promote people's well-being and support equitable representation of countries in
global decision-making

Link to 2030 Agenda orother 2015 outcome

Country andbeneficiary metrics

Concise summary of
results achievedSDG(s): SDG4, SDG5, SDG10, SDG16, SDG17
Target(s): 4.3,4.7, 5.5, 10.6, 16.7, 16.8, 17.9, 17.G

☐ Promotes holistic, integrated nature of 2030 Agenda
Targeted countries:
Participants:
Dominican Republic

Other metrics

Female
Male

17/21
4/21

Other
Not disclosed

0
0

Total

21

Disability #Othervulnerable #Completion #Certification
#

/
/
21
21

Throughout the workshop, participants engaged with experienced experts on conference
diplomacy and negotiation skills, who provided personalized feedback and guidance to help
them refine their negotiation skills and prepare for multilateral conferences in a peer-to-peerknowledge-sharing session. Participants also had the chance to practice their knowledge andskills in role-playing, simulation exercises and received constructive feedback on theirperformance.
By the end of the workshop, participants had gained practical knowledge and skills related tonegotiation in international contexts and had been equipped with the tools they needed tonavigate complex negotiation scenarios with confidence and success. Moreover, theparticipants can now explain the relevance of conference diplomacy and the differences
between formal and informal processes. Hence, participants developed a deeper
understanding of the role of negotiation in international politics and left the workshop withthe practical skills and strategies they need to succeed as negotiators in a globalized world.
This workshop took place in the English language and was aimed at up to 30 diplomats andgovernment officials working for the Ministry of Foreign Affairs of the Dominican Republic.
The face-to-face workshop on Conference Diplomacy and Multilateral Negotiations was
structured as a two full-day workshop, designed to provide participants with the skills andknowledge they need to become successful negotiators in a variety of international settings.
The workshop began with an exploration of the general role of negotiation in the international
arena by implementing an introductory simulation exercise. Participants gained a deeper
understanding of multilateralism and how conferences in the international context are
prepared to ensure impactful results of negotiations. After that, they learned about the formal
processes of negotiations and informal processes that influence successful negotiation
outcomes. Through interactive exercises and case studies, participants gained practical insights
into the fundamental basics and advanced topics related to negotiation in multilateral settings.
The focus of the workshop was on developing the skills necessary to build successful
relationships and achieve desired outcomes through negotiation. Participants learned how toapply negotiation strategies in a variety of settings. They had the opportunity to explore casestudies and real-life examples of successful negotiation strategies and learned how to adapt
these strategies to their own unique situations.

Describe project effecton direct beneficiary/
beneficiaries

At the end of this course, participants were able to:•Define multilateralism and explain the relevance of conference diplomacy;•
Explain the difference between formal and informal processes and when to choose
which type;•
Improve their skills in preparing for and participating in multilateral conferences;•
Analyse and apply different negotiation styles and strategies and discover their own
negotiation style.

Describe project effects
on groups madevulnerable e.g. women,children, disabled,

81% of the participants were women. 17 participants out of 21 were women.

indigenous peoples, if
applicable
Describe
implementation
challenges, including
COVID-19-related
challenges, andmitigation efforts
If progress report,
describe planned
activities to bringproject to closure

N/A

N/A

Directions: Please complete as concisely as possible. For final reports, this page should be used as the cover page, with more a moreelaborate narrative attached. For progress reports, this cover page may suffice. For both progress and final reports, an updated log frame or
results framework should be attached, with actual performance and reasons for variance. See attachment.

Results

Note: A log frame should be included for both progress and final reports. This log frame template may be replaced with the project log frame provided that actual performance and reasonsfor variance are included in the reporting.
Workshop for up to 30 diplomats and government officials working for the MoFA of the Dominican Republic and students from INESDYC.
Intended impact
Impact:Improve negotiation skills in order to advocate
for national priorities in the field of multilateraldiplomacy

Indicator(s)Percentage of participants
who meet or exceed thelearning objectives

Performance target(s)75%Performance actual67%

Reasons for Variance
Despite our reminders to MoFA of the need tocomplete the course evaluation only 14 out of 21
participants completed the course evaluation sothis can explain the reason for variance.

Outcome 1: Define multilateralism and explain
the relevance of conference diplomacy;

Percentage of participants whomeet or exceed the learning
objectives

75%

67%

Despite our reminders to MoFA of the need tocomplete the course evaluation only 14 out of 21
participants completed the course evaluation sothis can explain the reason for variance.

Outcome 2: Explain the difference between
formal and informal processes and when tochoose which type;

Percentage of participants whomeet or exceed the learning
objectives

75%

67%

Despite our reminders to MoFA of the need tocomplete the course evaluation only 14 out of 21
participants completed the course evaluation sothis can explain the reason for variance.

Outcome 3: Improve their skills in preparing forand participating in multilateral conferences

Percentage of participants whomeet or exceed the learning
objectives

75%

67%

Despite our reminders to MoFA of the need tocomplete the course evaluation only 14 out of 21
participants completed the course evaluation sothis can explain the reason for variance.

Outcome 4: Analyse and apply different Percentage of participants who
negotiation styles and strategies and discover their meet or exceed the learning
objectives
own negotiation style.

75%

67%

Despite our reminders to MoFA of the need tocomplete the course evaluation only 14 out of 21
participants completed the course evaluation sothis can explain the reason for variance.

Output 1: Raised awareness of up to 30
Number of participants trained
Dominican diplomats and government officials and who have received aon the use of their styles as negotiators incertificate of participation
conference diplomacy

21

14

Despite our reminders to MoFA of the need tocomplete the course evaluation only 14 out of 21
participants completed the course evaluation sothis can explain the reason for variance.

Outcomes & outputs

Number of participants trained
and who have received acertificate of participation

21

14

Despite our reminders to MoFA of the need tocomplete the course evaluation only 14 out of 21
participants completed the course evaluation sothis can explain the reason for variance.

Output 3: Increased performance as negotiators Number of participants trainedof up to 30 Dominican diplomats andand who have received agovernment officials.
certificate of participation

21

14

Despite our reminders to MoFA of the need tocomplete the course evaluation only 14 out of 21
participants completed the course evaluation sothis can explain the reason for variance.

Output 4: Increased knowledge of up to 30
Percentage of participants who
Dominican diplomats and government officials meet or exceed the learningon strategies for how to prepare for conferences objectives
and the different relevant actors in multi-party
negotiations.

21

14

Despite our reminders to MoFA of the need tocomplete the course evaluation only 14 out of 21
participants completed the course evaluation sothis can explain the reason for variance.

Major activities

Dates implemented

Scheduled to be implemented

Comments

UNITAR 2 full-day workshop took place between 12 and 14 September 2023 inSanto Domingo, Dominican Republic. This face-to-face training workshop
concentrated on honing the skills and strategies needed for successful
negotiations in a variety of contexts. Designed in a highly interactive mannerwith simulation exercises, group discussions and breakout sessions, theworkshop appealed to all levels of staff and previous experiences.

12-14 September 2023

Output 2: Fostered understanding of up to 30
Dominicans diplomats and government
officials on how to design stakeholder
mappings and devise strategies for successful
negotiation

The target was 30 participants, and the workshop
was prepared as such. However, only 21 were
present continuously due to diverse
commitments.

Leave No One Behind Fund
Project Narrative Report Summary
Project title

Diplomatic Excellence - MoFA of the Republic of Maldives

Divisions/Units

MDPU, Division for Multilateral Diplomacy

Allocation amount

60,365.00 USD

SFF funding source

Leave No One Behind Fund (LNOB)Other funding: ☐ Yes☒ No
Project period

21 – 24 August 2023

Report:☐ Progress

Building effective institutions, reducing international inequalities, and providing
quality education and capacity building/training opportunities must be realized
by all member states of the United Nations in order to successfully implement
the Agenda 2030. However, member states of developing countries do not havethe same access to resources even though they are required to achieve similar
results as other member states. They thus require support from organizations
such as UNITAR with the mandate to "level the playing field" so they could
benefit from targeted capacity-building activities that will allow their government
officials and other stakeholders to further enhance their performance inmultilateral and diplomatic settings and advance their national priorities ininternational fora.

☒ Final

In line with the UNITAR’s Leave No One Behind Fund and the Agenda 2030,
this project aimed to support the Ministry of Foreign Affairs of the Republic of
Maldives by providing a capacity-building activity in an area that is a key priority
for the MoFA (Conference Diplomacy: Negotiation, Drafting & Public Speaking
Skills). In order to equip Maldivian diplomats and government officials with theright toolkits, the Division for Multilateral Diplomacy (DMD) conducted extensive
discussions with the MoFA in order to identify their specific training needs. In
this regard, the MoFA confirmed they would like to receive a training activity inthe field of conference diplomacy, with a special focus on negotiation, draftingand public speaking skills, as it will allow them to hone their knowledge and skillsin this area in order to further advance their national priorities in the field of
multilateral diplomacy.
Project objective

Thanks to this project, participants (including government officials and diplomats
from the MoFA of the Republic of Maldives) enhanced their knowledge and skills
as conference diplomats. The goal of this workshop was to enable them toeffectively represent and advocate for their national interests within the UN
System and other international fora, leading to improved multilateral anddiplomatic outcomes and successful conferences in an international andmulticultural context.
This project is highly impactful across several criteria: reaching the mostvulnerable member states, holistic approach to diplomatic capabilities andachievement of a long-term multiplier effect in diplomacy.

Page 1 of 5

1. Reaching the most vulnerable member states
The project targeted a Small Island Developing State (SIDS): The Republic of
Maldives.
2. Holistic approach to Diplomatic Capabilities
The training activity covered not only typical conference diplomacy topics, suchas multilateral negotiations, but also focused on the underlying principles andkey issues in this context such as the drafting and public speaking skills.
At the end of this training, Maldivian diplomats and government officials have
not only deepened their knowledge on conference diplomacy but they have also
honed key soft skills that will allow them to participate more effectively ininternational affairs and advance their national priorities.
3. Achievement of a long-term multiplier effect in diplomacy
Equipping a SIDS (such as the Republic of Maldives) with enhanced diplomatic
capabilities allows for better representation in multilateral conferences. In
addition, it strengthens the abilities of diplomats, public service officials, andother relevant stakeholders of these countries to advocate for their national
priorities and needs. This, in turn, reflects on policy and foreign affairs andcreates opportunities for these countries to achieve the 2030 Agenda by tackling
together the crucial challenges of our time.
Link to strategic
framework
objective(s)Link to 2030 Agenda
or other 2015
outcomeSO2: People, Promote people's well-being and support equitable representationof countries in global decision-making
SDG(s): SDG4, SDG5, SDG10, SDG16, SDG17
Target(s): 4.3,4.7, 5.5, 10.6, 16.7, 16.8, 17.9, 17.G
☐ Promotes holistic, integrated nature of 2030 Agenda
Targeted country:
Republic of Maldives

Country andbeneficiary metrics

Participants:

Other metrics

Female27 Disability #

0

Male

10 Other vulnerable #

0

Other

0

Completion #37

Not disclosed

0Certification #

37

Total

37

Page 2 of 5

Concise summary of
results achieved

Throughout the workshop, participants engaged with an experienced expert on
multilateral diplomacy, who provided personalized feedback and guidance tohelp them refine their conference diplomacy skills in a peer-to-peer knowledgesharing session. Participants also had the chance to practice their negotiation,
drafting and public-speaking skills in role-playing exercises, and received
constructive feedback on their performance. By the end of the workshop,
participants had gained practical knowledge and skills related to conference
diplomacy in international contexts, and had been equipped with the tools theyneed to navigate complex scenarios in international conferences withconfidence and success. Participants developed a deeper understanding of therole of Conference Diplomacy in international politics and acquired key practicalskills and strategies to succeed in negotiations, likewise, they were able to honetheir drafting and public-speaking skills.
This workshop took place in English language and was aimed up to 37
diplomats and government officials working for the Ministry of Foreign Affairs of
the Republic of Maldives. The face-to-face workshop on Conference Diplomacy
was structured as a two-day workshop. The workshop was repeated two times,
for a total of four days. It was designed to provide participants with the skills andknowledge they need to become successful in the field of Conference
Diplomacy in a variety of international settings.
The workshop began with an exploration of the general role of Conference
Diplomacy in the international arena. Participants gained a deeper
understanding of how nearly all decisions in the international context are theresult of negotiations, drafting and public speaking skills, and learned about the
key factors that influence successful conferences outcomes. Throughinteractive exercises and case studies, participants gained practical insights into
the fundamental basics and advanced topics related to Conference Diplomacy
in international settings. The focus of the workshop was developing the skills
necessary to build successful relationships and achieve desired outcomes
during conferences. In this regard, participants learned how to apply negotiation
strategies and honed their drafting and public speaking skills in a variety ofsettings. They had the opportunity to explore case studies and real-life
examples of successful Conference Diplomacy strategies, and learned how toadapt these strategies to their own situations.

Describe project
effect on direct
beneficiary/
beneficiaries

Describe project
effects on groups
made vulnerable
Describe
implementation
challenges andmitigation efforts

At the end of this course, participants gained the ability to:• Learn the fundamental concepts of negotiation, including key terms andstrategies, to effectively navigate multilateral meetings;• Develop skills to create clear and concise written documents for multilateral
discussions, conveying ideas and proposals effectively;• Improve verbal communication skills for multilateral meetings throughpractice and concise expression of ideas;• Apply negotiation, drafting, and speaking skills in simulated multilateralscenarios, gaining practical experience for real-world situations.
73% of the participants were women. 27 participants out of 37 were women.

N/A

Page 3 of 5Project Narrative Report Summary – Results
Workshop for the Republic of Maldives on Conference Diplomacy: An Introduction to Negotiation, Drafting & Public Speaking Skills for Multilateral Meetings

Indicator(s)Performance Performancetarget(s)actualReasons for Variance

Intended impact
Percentage of participant who
consider that their awarenesson the topic has increased.

75%

100%

Outcome 1: Learn the fundamental concepts Percentage of participant whoof negotiation, including key terms andmeet or exceed the learning
strategies, to effectively navigate multilateral objectives
meetings.

75%

86%

Outcome 2: Develop skills to create clear
Percentage of participant who
and concise written documents formeet or exceed the learning
multilateral discussions, conveying ideas and objectives
proposals effectively.

75%

86%

Outcome 3: Improve verbal communication
skills for multilateral meetings throughpractice and concise expression of ideas.

Percentage of participant who
meet or exceed the learning
objectives

75%

86%

Outcome 4: Apply negotiation, drafting, andspeaking skills in simulated multilateralscenarios, gaining practical experience forreal-world situations.

Percentage of participant who
meet or exceed the learning
objectives

75%

86%

Impact: Gain a new perspective on
negotiation and understand myths andbarriers to success.
Outcomes

Page 4 of 5

Outputs
Output 1: Raised awareness of up to 37
Maldivian diplomats and government
officials on fundamental concepts ofnegotiation, including key terms andstrategies, to effectively navigate multilateralmeetings.

Number of participants trained
and who have received acertificate of participation

37

37

Output 2: Increased skills to create clear
and concise written documents for
multilateral discussions, conveying ideas
and proposals effectively.

Number of participants trained
and who have received acertificate of participation

37

37

Output 3: Fostered verbal communication
skills for multilateral meetings throughpractice and concise expression of ideas.

Number of participants trained
and who have received acertificate of participation

37

37

Output 4: Increased negotiation, drafting,and speaking skills in simulated multilateralscenarios, gaining practical experience forreal-world situations.

Number of participants trained
and who have received acertificate of participation

25

26

Major activities

Scheduled toDatesbeimplemented implemented

Comments

UNITAR’s workshop on “Conference Diplomacy: An Introduction to Negotiation,
Drafting & Speaking Skills for Multilateral Meetings” took place between 21 and 21- 24 August
2023
24 August 2023 in Malé, Republic of Maldives. Designed in a highly interactive
manner with simulation exercises, group discussions and breakout sessions, theworkshop appealed to all levels of staff and previous experiences.

Page 5 of 5

Leave No One Behind Fund
Project Narrative Report Summary
Project title

UNITAR Training Programme on Digital and Economic Diplomacy for the Ministryof Foreign Affairs and International Cooperation of the Republic of Zambia

Divisions/Units
MDPU, Division for Multilateral Diplomacy
Allocation amount$ 25,000.00
SFF funding source
Leave No One Behind Fund
Other funding: ☐ Yes☒ No
Project period
13 November - 16 November 2023
Report: ☐ Progress To successfully implement the Agenda 2030, all Member States of the United Nations
are strongly encouraged to join forces on building effective institutions, reducing☒ Final (Clickinternational inequalities, and providing quality education and capacity
this) – Insert frombuilding/training opportunities. However, Member States of developing countries doother form
not have the same access to resources even though they are required to achieve
similar results as other Member States. They thus require support from organizations
such as UNITAR with the mandate to "level the playing field" so they can benefit fromtargeted capacity-building activities that will allow their government officials and otherstakeholders to further enhance their performance in multilateral and diplomatic
settings and advance their national priorities in international fora.
In line with the UNITAR’s Leave No One Behind Fund and the Agenda 2030, thisproject aims to support the Ministry of Foreign Affairs and International Cooperationof the Republic of Zambia by providing a capacity-building activity to reach diplomatic
excellence in areas that are a key priority for the MoFA, the ones of Digital andEconomic Diplomacy. To equip Zambian diplomats and government officials with theright toolkits, the Division for Multilateral Diplomacy (DMD) has conducted extensive
discussions with the MoFA in order to identify their specific training needs. In thisregard, the MoFA confirmed they would like to receive a training activity in the fields
of Digital and Economic Diplomacy, especially in the respective national and regional
context.

Project objective

This project was aimed at enhancing Zambian diplomats' and delegates' skills in thefields of Digital and Economic Diplomacy. This enabled them to effectively represent
and advocate for their national interests within the UN System and other internationalfora, leading to improved multilateral and diplomatic outcomes and successful Digitaland Economic Diplomacy agendas.
This project was highly impactful across several criteria: reaching the most vulnerable
Member States, holistic approach to diplomatic capabilities and achievement of a longterm multiplier effect in diplomacy. The objectives included:
1. Reaching the most vulnerable member states
The project was targeted for a Least Developed Country (LDC) and landlocked
developing country: The Republic of Zambia.
2. Holistic approach to diplomatic capabilities
UNITAR MDP engaged 25 participants in interactive training sessions on core topics
of digital and economic diplomacy. UNITAR senior expert trainer Mr. Shaun Riordan
introduced main concepts on digital diplomacy and cybersecurity to the participants
who connected the acquired knowledge to their local and regional contexts. UNITAR
trainer Dr. Linda F. Kassem shared her extensive experience on economics in
diplomacy and conducted a simulation exercise with the participants.
The training activity covered not only typical topics in Digital and Economic Diplomacy,such as the relations of cyberspace and geopolitics as well as economic diplomacy
agenda, but also focused on the underlying principles and key issues specific to theregional context.
3. Achievement of a long-term multiplier effect in diplomacy
Equipping a LDC and landlocked developing country (such as the Republic of Zambia)
with enhanced capabilities in Digital and Economic Diplomacy allowed better
representation in multilateral conferences and strengthens diplomats, public service

Link to strategic
framework
objective(s)Link to 2030 Agenda
or other 2015
outcomeCountry andbeneficiary metrics

officials, and other relevant stakeholders of these countries’ abilities to advocate for theirnations’ priorities and needs. This, in turn, will reflect on policy and foreign affairs andcreate opportunities for these countries to achieve the 2030 Agenda by tackling together
the crucial challenges of our time.
During various meetings at ministerial level, the future of the partnership andcooperation between UNITAR, ZIDIS and the Ministry of Foreign Affairs andInternational Cooperation of the Republic of Zambia were discussed. These discussion
about potential further joint projects are planned to be continued.
The MoFA of the Republic of Zambia covered the costs for the training venue at theZambia Institute of Diplomacy and International Studies (ZIDIS) and technical support
to reduce the implementation costs.
SO2: People, Promote people's well-being and support equitable representation ofcountries in global decision-making
SDG(s): SDG4, SDG5, SDG10, SDG16, SDG17
Target(s): 4.3,4.7, 5.5, 10.6, 16.7, 16.8, 17.9, 17.G

☐ Promotes holistic, integrated nature of 2030 Agenda
Targeted countries:
Participants:
Republic of Zambia

Concise summary of
results achieved

Female
Male

12/25
13/25

Other

0

Not disclosed

0

Total

25

Other metrics
Disability #Othervulnerable #Completion#
Certification
#

1
/

25

Throughout the workshop, participants actively engaged with experienced experts on
Digital and Economic Diplomacy, who provided personalized feedback and guidance
to help them refine their substantive and soft skills and prepare for multilateralconferences in a peer-to-peer knowledge-sharing session. Participants also had thechance to practice their knowledge and skills in role-playing, and simulation exercises
and received constructive feedback on their performance.
By the end of the workshop, participants had gained practical knowledge and skills
related to Digital and Economic Diplomacy in international contexts and had beenequipped with the tools they needed to navigate complex scenarios with confidence
and success.
The workshop, conducted in English language, catered to up to 25 diplomats andgovernment officials from the Ministry of Foreign Affairs and International Cooperationof the Republic of Zambia. Structured as a four full-day program, it was meticulously
designed to provide participants with the skills and knowledge essential for success as
key enablers of their country's prosperity.
Commencing with an overview of the history of Digital and Economic Diplomacy andexplanations of the main concepts, the experts guided the discussions with theparticipants. Through interactive exercises and case studies, participants gained
practical insights into both the basics and advanced topics related to Digital andEconomic Diplomacy.
The core focus of the workshop was on cultivating the skills necessary for advanceZambia's national agendas on Digital and Economic Diplomacy. Participants learned toapply economic and digital strategies effectively, drawing lessons from case studies
and real-life examples and adapting them to their unique situations.

Describe project
effect on direct
beneficiary/
beneficiaries

At the end of this course, participants were able to:•Distinguish key issues at the intersection between diplomacy and technology;•
Explain the relation of cyberspace and geopolitics and its effects on
diplomacy;•
Identify concrete ways in which digital technologies can support diplomats
and diplomacy;•
Identify the main stakeholders and issues of cyberdiplomacy;

•
•
•
•

Describe project
effects on groups
made vulnerable e.g.
women, children,
disabled, indigenous
peoples, if applicable
Describe
implementation
challenges, including
COVID-19-related
challenges, andmitigation efforts
If progress report,
describe planned
activities to bringproject to closure

Understand Economic Diplomacy;
Recognize different facets of Economic Diplomacy as it interacts with politics,
trade and development, energy, environment, etc.;
Deepen knowledge and understanding of bilateral & multilateral economic
diplomacy;
Identify tools and propose negotiating strategies towards achieving national
economic diplomacy agendas through case studies.

48% of the participants were women. 12 participants out of 25 were women. 1
participant was disabled.

N/A

N/A

Directions: Please complete as concisely as possible. For final reports, this page should be used as the cover page, with morea more elaborate narrative attached. For progress reports, this cover page may suffice. For both progress and final reports, an
updated log frame or results framework should be attached, with actual performance and reasons for variance. See attachment.

Results
Workshop for up to 25 diplomats and government officials working for the MoFA of the Republic of Zambia.
Intended impact

Indicator(s)Performancetarget(s)75%Performance actual

Impact:Improve Digital and Economic Diplomacy
skills in order to advocate for national
priorities in the field of multilateraldiplomacy.

Percentage of participants
who meet or exceed thelearning objectives

Percentage of participants
who meet or exceed thelearning objectives

75%

100%

Outcome 2: Explain the relation ofPercentage of participants
cyberspace and geopolitics and its effects who meet or exceed thelearning objectives
on diplomacy;

75%

100%

Outcome 3: Identify concrete ways inwhich digital technologies can support
diplomats and diplomacy;

Percentage of participants
who meet or exceed thelearning objectives

75%

100%

Outcome 4: Identify the mainstakeholders and issues ofcyberdiplomacy;

Percentage of participants
who meet or exceed thelearning objectives

75%

100%

Outcome 5: Understand Economic
Diplomacy;

Percentage of participants
who meet or exceed thelearning objectives

75%

94,44%

Outcome 6: Recognize different facets of
Economic Diplomacy as it interacts with
politics, trade and development, energy,
environment, etc.;

Percentage of participants
who meet or exceed thelearning objectives

75%

94.44%

100%

Outcomes & outputs
Outcome 1: Distinguish key issues at theintersection between diplomacy andtechnology;

Reasons for VarianceOutcome 7: Deepen knowledge andunderstanding of bilateral & multilateral
economic diplomacy;

Percentage of participants
who meet or exceed thelearning objectives

75%

100%

Outcome 8: Identify tools and propose
negotiating strategies towards achieving
national economic diplomacy agendas
through case studies.

Percentage of participants
who meet or exceed thelearning objectives

75%

100%

Output 1: Raised awareness of up to 25
participants of the Ministry of Foreign
Affairs and International Cooperation of
the Republic of Zambia in partnership with
the Zambia Institute of Diplomacy andInternational Studies on Digital andEconomic Diplomacy

Number of participants
trained and who havereceived a certificate ofparticipation

25

25

Output 2: Fostered understanding of up to Number of participants
25 participants of the Ministry of Foreign
trained and who have
Affairs and International Cooperation ofreceived a certificate of
the Republic of Zambia in partnership with participation
the Zambia Institute of Diplomacy andInternational Studies on Digital andEconomic Diplomacy

2525Output 3: Increased performance as
negotiators of up to 25 participants of the
Ministry of Foreign Affairs andInternational Cooperation of the Republicof Zambia in partnership with the Zambia
Institute of Diplomacy and International
StudiesNumber of participants
trained and who havereceived a certificate ofparticipation

25

25

Output 4: Increased knowledge of up to
Number of participants who
25 participants of the Ministry of Foreign
meet or exceed the learning
Affairs and International Cooperation of
objectives
the Republic of Zambia in partnership with
the Zambia Institute of Diplomacy andInternational Studies on strategies for

25

25

Major activities

Dates implemented

To enhance the skills of Zambian diplomats in Digital and Economic
Diplomacy, UNITAR in collaboration with the Ministry of Foreign Affairs

13 – 16 November
2023

Scheduled to be
implemented
13 – 16 November 2023

Comments
The target was 25 participants, and theworkshop was prepared as such. All

and International Cooperation of the Republic of Zambia conducted a fourday training at the Zambia Institute of Diplomacy and International Studies(ZIDIS) in Lusaka, Zambia. The overall goal of this four-day training
programme was to foster and strengthen delegates’ knowledge on several
aspects of digital and economic diplomacy.
UNITAR MDP engaged 25 participants in interactive training sessions oncore topics of digital and economic diplomacy. UNITAR senior expert
trainer Mr. Shaun Riordan introduced main concepts on digital diplomacy
and cybersecurity to the participants who connected the acquired
knowledge to their local and regional contexts. UNITAR trainer Dr. Linda F.
Kassem shared her extensive experience on economics in diplomacy andconducted a simulation exercise with the participants.
During various meetings at ministerial level, the future of the partnershipand cooperation between UNITAR, ZIDIS and the Ministry of Foreign
Affairs and International Cooperation of the Republic of Zambia werediscussed. These discussion about potential further joint projects areplanned to be continued.

participants attended the entire workshop as
anticipated.

Leave No One Behind Fund
Project Narrative Report Summary
Project title
Divisions/Units
Allocation amountSFF funding source
Other funding: ☐ Yes☒ No
Project period
Report: ☐ Progress☒ Final (Clickthis) – Insert from otherform

Workshop on Climate Change Diplomacy
MDPU, Division for Multilateral Diplomacy$ 60,365.00
Leave No One Behind Fund

31 October - 4 November 2023
To successfully implement the Agenda 2030, all Member States of the United Nations arestrongly encouraged to join forces on building effective institutions, reducing international
inequalities, and providing quality education and capacity building/training opportunities.
However, Member States of developing countries do not have the same access to resourceseven though they are required to achieve similar results as other Member States. They thus
require support from organizations such as UNITAR with the mandate to "level the playing
field" so they can benefit from targeted capacity-building activities that will allow theirgovernment officials and other stakeholders to further enhance their performance inmultilateral and diplomatic settings and advance their national priorities in internationalfora.
In line with the UNITAR’s Leave No One Behind Fund and the Agenda 2030, this project aims
to support the Ministry of Foreign Affairs of the Republic of Seychelles by providing acapacity-building activity to reach diplomatic excellence in an area that is a key priority for
the MoFA, the one of Climate Change Diplomacy. To equip Seychellois diplomats andgovernment officials with the right toolkits, the Division for Multilateral Diplomacy (DMD)
has conducted extensive discussions with the MoFA in order to identify their specific training
needs. In this regard, the MoFA confirmed they would like to receive a training activity in thefield of Climate Change Diplomacy, especially in the context of the coming COP28, as it willallow them to hone their knowledge and skills in this area to further advance their national
priorities in the field of Climate Change negotiations.

Project objective

This project, aimed to enhance Seychellois government officials and diplomats’ their Climate
Change Diplomacy skills and knowledge specific to international settings. This enabled them toeffectively represent and advocate for their national interests within the UN System and otherinternational fora, leading to improved multilateral and diplomatic outcomes and successful
Climate Change Negotiations in an international and multicultural context.
This project was highly impactful across several criteria: reaching the most vulnerable Member
States, holistic approach to diplomatic capabilities and achievement of a long-term multipliereffect in diplomacy. The objectives included:
1. Reaching the most vulnerable member states
The project was targeted for a Small Island Developing State (SIDS): The Republic of Seychelles.
2. Holistic approach to diplomatic capabilities
The training activity covered not only typical topics in Climate Change Diplomacy, such as
Multilateral Negotiations on climate agreements, but also focused on the underlying principles
and key issues specific to the field. It emphasized the most important aspects related to climatechange and the importance of collaboration, taking into account each country’s climate
vulnerability implications in this context.
Equipping Seychellois diplomats and government officials with this specialized knowledge andthese Climate Change Diplomacy capabilities enabled them to participate more effectively ininternational affairs, particularly in climate negotiations. By understanding the complexities
and nuances of Climate Change Diplomacy, they are better prepared to advocate for theirnational priorities and effectively engage with other countries to address the urgent challenges
posed by climate change, especially in the context of the coming COP28.
3. Achievement of a long-term multiplier effect in diplomacy
Equipping a SIDS (such as the Republic of Seychelles) with enhanced Climate Change Diplomacy
capabilities allowed better representation in multilateral conferences and strengthens

Link to strategic
framework objective(s)Link to 2030 Agenda orother 2015 outcome

diplomats, public service officials, and other relevant stakeholders of these countries’ abilities
to advocate for their nations’ priorities and needs in terms of climate change. This, in turn, willreflect on policy and foreign affairs and create opportunities for these countries to achieve the2030 Agenda by tackling together the crucial challenges of our time.
The MoFA of the Republic of Seychelles covered the costs for the training venue and technicalsupport to reduce the implementation costs.
SO2: People, Promote people's well-being and support equitable representation of countries in
global decision-making
SDG(s): SDG4, SDG5, SDG10, SDG16, SDG17
Target(s): 4.3,4.7, 5.5, 10.6, 16.7, 16.8, 17.9, 17.G

Country andbeneficiary metrics☐ Promotes holistic, integrated nature of 2030 Agenda
Targeted countries:
Participants:
Republic of Seychelles

Concise summary of
results achieved

Other metrics

Female
Male

14/25
11/25

Other
Not disclosed

0
0

Total

25

Disability #Othervulnerable #Completion #Certification
#

/
/

21
21

Throughout the workshop, participants actively engaged with experienced expert on climatechange diplomacy, who provided personalized feedback and guidance to help them refine
their negotiation skills and prepare for multilateral conferences in a peer-to-peer knowledgesharing session. Participants also had the chance to practice their knowledge and skills in roleplaying, and simulation exercises and received constructive feedback on their performance.
By the end of the workshop, participants had gained practical knowledge and skills related toclimate change and climate change diplomacy in international contexts and had beenequipped with the tools they needed to navigate complex negotiation scenarios withconfidence and success. Moreover, the participants can now explain the relevance of climatechange diplomacy and the historical background of UNFCCC. Hence, participants developed adeeper understanding of the role of negotiation in complex climate change negotiations andleft the workshop with the practical skills and strategies they need to succeed as negotiators
in a globalized world.
The workshop, conducted in English, catered to up to 25 diplomats and government officials
from the Ministry of Foreign Affairs and other ministries of the Republic of Seychelles.
Structured as a three full-day program, it was meticulously designed to provide participants
with the skills and knowledge essential for success as negotiators in various climate changeinternational settings.
Commencing with an overview of the history of climate change diplomacy and the institutional
structure of the UNFCCC, participants gained a profound understanding of the fundamental
instruments crucial for COP28 preparations. The negotiation groups and negotiation processes
added immense value to building the needed knowledge. The workshop dedicated a full day
to an exercise focusing on negotiations for climate change conferences in complex
international scenarios. Through interactive exercises and case studies, participants gained
practical insights into both the basics and advanced topics related to climate change
negotiations in multilateral settings.
The core focus of the workshop was on cultivating the skills necessary for building successful
relationships and achieving desired outcomes through negotiation. Participants learned toapply negotiation strategies effectively in a variety of climate change-related settings, drawing
lessons from case studies and real-life examples of successful negotiation strategies andadapting them to their unique situations.

Describe project effecton direct beneficiary/
beneficiaries

At the end of this course, participants were able to:•Define the UNFCCC Climate negotiation process and historical background anddetermine its current agenda;

•

•
•

Describe project effects
on groups madevulnerable e.g. women,children, disabled,
indigenous peoples, if
applicable
Describe
implementation
challenges, including
COVID-19-related
challenges, andmitigation efforts
If progress report,
describe planned
activities to bringproject to closure

Understand the UNFCCC's role in international cooperation to address climatechange and explain the different roles of the relevant governance bodies andnegotiating groups under the UNFCCC;
Analyze and describe international climate change policy framework, including theinternational climate agreements, like the Paris Agreement;
Demonstrate negotiation skills and techniques to foster collective objectives fornegotiating groups under the UNFCCC.

56% of the participants were women. 14 participants out of 25 were women.

N/A

N/A

Directions: Please complete as concisely as possible. For final reports, this page should be used as the cover page, with more a moreelaborate narrative attached. For progress reports, this cover page may suffice. For both progress and final reports, an updated log frame or
results framework should be attached, with actual performance and reasons for variance. See attachment.

Results
Workshop for up to 25 diplomats and government officials working for the MoFA of the Republic of Seychelles.
Intended impact
Impact:Improve climate change negotiation skills inorder to advocate for national priorities in thefield of multilateral diplomacy.

Indicator(s)Percentage of participants
who meet or exceed thelearning objectives

Performance target(s)75%Performance actual
100%

Outcome 1: Define the UNFCCC Climate
negotiation process and historical backgroundand determine its current agenda;

Percentage of participants whomeet or exceed the learning
objectives

75%

88%

Outcome 2: Understand UNFCCC's role ininternational cooperation to address climatechange and explain the different roles of therelevant governance bodies and negotiatinggroups;Percentage of participants whomeet or exceed the learning
objectives

75%

94%

Outcome 3: Analyze and describe theinternational climate change policy framework,
including the international climate agreements,
like the Paris Agreement;

Percentage of participants whomeet or exceed the learning
objectives

75%

88%

Outcome 4: Demonstrate negotiation skills and Percentage of participants whotechniques to foster collective objectives for meet or exceed the learning
objectives
negotiating groups under the UNFCCC;

75%

88%

Output 1: Raised awareness of up to 25
Number of participants trained
Seychellois diplomats and government officials and who have received aon complexity of multilateral Climate Change certificate of participation
negotiations;25

21

Outcomes & outputs

Reasons for VarianceOutput 2: Fostered understanding of up to 25
Number of participants trained
Seychellois diplomats and government officials and who have received aon the challenges related to mitigation,
certificate of participation
adaptation and climate finance;

25

21

Output 3: Increased performance as Climate
Change negotiators of up to 25 Seychellois
diplomats and government officials.

Number of participants trained
and who have received acertificate of participation

25

21

Output 4: Increased knowledge of up to 25
Number of participants who
Seychellois diplomats and government officials meet or exceed the learning
on issues play for COP28.
objectives

25

21

Major activities

Dates implemented

Scheduled to be implemented

Comments

UNITAR’s three full-day workshop took place between 31 October and 4
November 2023 in Victoria, Republic of Seychelles. This face-to-face training
workshop concentrated on honing the skills and strategies needed for successful
negotiations at an international climate change conference. Designed in a highlyinteractive manner with simulation exercises, group discussions and breakout
sessions, the workshop appealed to all levels of staff and previous experiences.

31 October – 4
November 2023

31 October – 4 November 2023

The target was 25 participants, and the workshop
was prepared as such. However, only 21 were
present continuously due to diverse
commitments and only 16 participants out of 25
participants completed the course evaluation.

Annex 2
Individual Project Narrative Reports of projects in progress
as of 31 December 2023

Strategic Objective 5Market monitoring and forecasting ofessential medicines and supplies
Final Report, December 2023

SFF Data & Health Final Activity Report, December 2023

1. PROJECT REPORT SUMMARY

3

2. INTRODUCTION

6

2.1. Partners collaborating8

2.2. Donors

8

3. OVERVIEW OF PROJECT IMPLEMENTATION

93.1. Expected outcomes.

93.2. Implementation Challenges and Course Corrections

10

4. THE GAMBIA

144.1. Overview

14

4.2. First National Consultation Workshop, July 2022

15

4.3. Data Collection Mission, May – June 2023

16

4.4. Synthesis Report24

4.5. GIS web platform

25

4.6. Support to Resource Mobilisation and Coordination for Sustainability

26

4.7. Capacity Building - CIFAL Centre

27

5. RWANDA

28

5.1. Overview

28

5.2. National Costed Plan and Support to Resource Mobilsation

28

5.3. National Consultation Workshops

29

5.4. Rwanda Data Health Platform

29

5.5. Capacity Building - CIFAL Centre

30

6. CONCLUSION

31

2SFF Data & Health Final Activity Report, December 2023

1. Project Report Summary
Project title

Market monitoring and forecasting of essential medicines andsupplies: Improving access to affordable and quality-assured
essential medicines and supplies

Divisions/Units

UNOSAT, Division on NCD, Data Health and Capacity
Building and Social Development Programme Unit (SDP)

Allocation amount$411,929

SFF funding source

Sida

Other funding:
☐ Yes

☒ No
Project period

1 July 2022 – 30 June 2023

Report: ☐ Progress

Period covered: 1 July 2022 to 30 June 2023

☒ FinalProject objective

Link to strategic
framework objective(s)Link to 2030 Agenda orother 2015 outcome

Country andbeneficiary metrics

Leverage data collection, analysis, and market monitoring to support
the Gambia and Rwanda in ensuring continuous access to qualityassured, affordable essential NCD medicines and supplies where it
is required.
SO 5. Promote the indivisible and integrated nature of the 2030
Agenda.
SO 5.1. Optimize the use of technologies, including geospatial
technologies, for evidence-based decision making
Goal 3. Ensure healthy lives and promote well-being for all at all
ages.
Target 3.4. By 2030, reduce by one third premature mortality from
non-communicable diseases through prevention and treatment andpromote mental health and well-being.
Target 3.8. Achieve universal health coverage, including financial
risk protection, access to quality essential health-care services andaccess to safe, effective, quality, and affordable essential medicinesand vaccines for all
Targeted
Participants
Other metrics
countries:
GambiaFemaleN/ADisability #
N/A
Male
N/A
Other vulnerable
N/A
#
Other
N/A
Completion #
N/A
Not
N/A
Certification #N/Adisclosed
RwandaFemaleN/ADisability #N/A

3

SFF Data & Health Final Activity Report, December 2023

Male

Concise summary of
results achieved,
including how results
contributed to helping
UNITAR achieve its
strategic objectives

Describe project effecton direct beneficiary/
beneficiaries•

N/A

Other vulnerable#
Completion #Certification #

N/A

Other
N/A
N/A
Not
N/A
N/A
disclosed
FemaleN/ADisability #
N/A
Total
N/A
Total
N/A
Mission, in July 2022,for needs assessment andconsultation in the Gambia allowed for a better
understanding of the current state of health data availability
and management in the country. Further scoping revealed
that the Ministry of Health of the Gambia did not possess
consistent data on individual NCD health facilities, including
the location of many of them. A data collection strategy wasdeveloped and implemented with a mission to the country in
May-Jun 2023.

•

Data collection mission to The Gambia was successful, inlate May – early June 2023, in understanding the NCD
readiness of the 25 existing and proposed NCD facilities. In
addition, georeferenced data was recorded at all 25
facilities, as well as 8 medical storage centres to be used formapping and data analysis.

•

Geospatial data analysis was undertaken on the Gambian
health facility locations, in terms of medication flow between
clinics and storage centres and patient flow and referrals
between health facilities. General data analysis was also
undertaken on medication and supply capacity, fromsurveyed data.

•

Consultation meetings held with representatives from
Rwanda resulted in a better understanding of the existing
system in place for data health management in the country(RHAP) and the existing data.

•

The mapping of health facilities in the Gambia, as well as
data analysis and results on NCD indicators has been
analysed and presented in the form of a synthesis reportand live web maps and dashboards. This output is directly
linked to UNITAR’s Strategic Objective 5 (including SO5.1.) the promotion of the 2030 Agenda (especially SDG 3)
through the optimization of the use of technologies.

By supporting the countries with georeferenced and up to date
NCD-related data, the project supported the countries’ Ministries of
Health in the optimization of medicine and supplies procurementand distribution, allowing for more effective planning.
The lack of data on the numbers of citizens affected by NCDs often
hinder a country’s ability to plan efficiently the use of their existing
resources and to seek funding.

4

SFF Data & Health Final Activity Report, December 2023

Describe project effects
on groups madevulnerable e.g. women,children, disabled,
indigenous peoples, if
applicable

Describe
implementation
challenges, including
COVID-19-related
challenges, andmitigation efforts
If progress report,
describe planned
activities to bringproject to closure

The NCDs being tackled by the project include asthma, diabetes,
hypertension and breast, liver, prostate, and cervical cancer.
According to the WHO, asthma is the most common chronic
disease among children1.
Cervical cancer, which is caused by certain strains of the humanpapillomavirus (HPV), presents a significant public health threat towomen on the African continent – all but one of the top 20 countries
worldwide with the highest burden of cervical cancer in 2018 werein Africa2.
In Gambia, it is estimated that fewer than 1 in 10 women have been
screened for cervical cancer in the past 5 years (2021) 3. The
number is 1 in every 10 for Rwanda (2021) 4.
Establishing a good pace of communication with governments hastaken more time than originally expected, as has the acquisition ofexisting data and information on current data management
practices. Moreover, multiple initiatives are taking place
simultaneously in the countries, including several pilot projects
which related directly or indirectly to the objectives of the SFF
project. Understanding the landscape is challenging even for thegovernments themselves and lead to challenges in coordination.
N/A

1 https://www.who.int/news-room/fact-sheets/detail/asthma
2 https://www.afro.who.int/health-topics/cervical-cancer
3 https://cdn.who.int/media/docs/default-source/country-profiles/cervical-cancer/cervical-cancer-gmb-2021-

country-profile-en.pdf?sfvrsn=e8e85ca_43&download=true
4 https://cdn.who.int/media/docs/default-source/country-profiles/cervical-cancer/cervical-cancer-rwa-2021-

country-profile-en.pdf?sfvrsn=7b13904_38&download=true

5

SFF Data & Health Final Activity Report, December 2023

2. Introduction
Non-communicable diseases (NCDs) are a significant health challenge in Africa, withmany countries witnessing a rising prevalence of NCDs, including cardiovasculardiseases, diabetes, hypertension, and cancer. Factors such as urbanization, unhealthy
diets, sedentary lifestyles, and limited healthcare resources contribute to this trend. Issues
related to NCDs encompass inadequate preventive measures, late diagnosis, andchallenges in managing chronic conditions.
Non-communicable diseases (NCDs) have significant effects on health in Africa, impacting
individuals and communities in various ways:
1. High Morbidity and Mortality: NCDs are major contributors to morbidity andmortality in Africa. Conditions like cardiovascular diseases, diabetes, and cancer
lead to a substantial disease burden, affecting the quality of life and reducing life
expectancy.
2. Strained Healthcare Systems: The rising prevalence of NCDs places immense
strain on healthcare systems, leading to increased demand for medical services,
medications, and specialized care, often overwhelming limited resources.
3. Economic Impact: NCDs result in lost productivity, increased healthcare
expenditures, and financial burdens for individuals and families, affecting economic
development in the region.
4. Health Inequalities: NCDs disproportionately affect vulnerable populations,exacerbating health inequalities in Africa, where access to healthcare and healtheducation varies significantly.
5. Interference with Development Goals: NCDs hinder progress towards achieving
sustainable development goals, as they impede human capital development,poverty reduction, and overall societal well-being.
6. Risk Factor for Infectious Diseases: NCDs can weaken immune systems, making
affected individuals more susceptible to infectious diseases prevalent in the region,
6

SFF Data & Health Final Activity Report, December 2023

further complicating health outcomes.
Addressing NCDs in Africa requires comprehensive strategies focusing on prevention,
early detection, and management, as well as improved access to healthcare, healthpromotion, and the strengthening of healthcare systems.
Essential medicines and supplies are integral components of health systems and playsignificant role in the delivery of health care services. Availability of quality-assured andaffordable medicine and supplies is one of the most important aspects to achieve universal
health coverage. Lack of access to medicines each year contributes to millions of deaths
and untold suffering in low resource countries. In addition, counterfeit medicines andsupplies pose a huge risk for patients across the developing world. According to the World
Health Organization, sham drugs are the world’s most lucrative counterfeit goods, with a
global market worth roughly $200bn, and Africa accounts for around 42% of the world’s
cases. The availability, quality, and affordability challenges are faced by both public andprivate sector institutes.
To support uninterrupted supply of medicines and supplies, the United Nations Institutefor Training and Research (UNITAR), will serve the two pilot countries (The Gambia and
Rwanda) by providing them with innovative tools required to monitor their markets, map
health services and the trends for consumptions of essential medicines and supplies,
especially for non-communicable diseases (NCDs).
This project is aligned with the 2030 Agenda for Sustainable Development, specifically
Goal 3. Ensure healthy lives and promote well-being for all at all ages.
-

Target 3.4. By 2030, reduce by one third premature mortality from noncommunicable diseases through prevention and treatment and promote mental
health and well-being.

-

Target 3.8. Achieve universal health coverage, including financial risk protection,access to quality essential health-care services and access to safe, effective,
quality, and affordable essential medicines and vaccines for all.

7

SFF Data & Health Final Activity Report, December 2023

It is also aligned with the UNITAR Strategic Objectives (SO). SO 5. Promote the indivisible
and integrated nature of the 2030 Agenda. SO 5.1. Optimize the use of technologies,
including geospatial technologies, for evidence-based decision making.

2.1. Partners collaborating
UNITAR-

Division on NCD, Digital Health, and Capacity Building-

UNOSAT-SDPThe Defeat-NCD Partnership
World Health Organisation-

Division of Data, Analytics and Delivery for Impact-

Division of UHC/Communicable and Non-Communicable Diseases-

Department of Essential Drugs and other Medicines

Governments of Rwanda and Gambia-

Ministry of Health-National FDA-

National Medical Procurement Agency-

Data and Statistics Division/ Planning and Monitoring Division

2.2. Donors
This activity is supported with funding allocated from the Swedish International
Development Agency’s (Sida) contribution to the UNITAR Strategic Framework Fund.
UNITAR is grateful to Sida and other contributors for supporting the SFF. The SFF wasestablished by the UNITAR Board of Trustees in 2018 to support projects and activities
that respond to needs of developing countries and in particular the least developed
countries, African countries, the small island developing States and countries in andemerging from conflict, in order to strengthen capacities to achieve the Sustainable
Development Goals (SDGs).

8

SFF Data & Health Final Activity Report, December 2023

3. Overview of Project Implementation
3.1. Expected outcomes.
The overall goal of the project is to ensure continuous access to quality-assured, affordable
essential NCD medicines and supplies where it is required. These goals were to be pursued
by continuous data collection, analysis, and market monitoring for essential NCD medicines
and supplies.
At the time of the project design, four main outcomes were established:
1. Reduced stock-outs or shortage of essential medicines and supplies
2. Reduced pricing fluctuation for essential medicines and supplies
3. Improved stock management and forecasting of NCD medicines and supplies
4. Strengthen capacity of healthcare personnel for data collection, analysis, andforecasting activitiesThose outcomes were to develop from the delivery of four specific project outputs. The
main output planned was a forecasting tool which should allow for monitoring markets
fluctuations and stock at the facility level. This tool was to be fed by two major datasets
which were also planned outputs of the project: a mapping of health facilities that provide
care for NCDs and a dataset with pricing and availability information. Finally, once the tool
had been developed, awareness raising and training were to be held with the purpose ofbuilding capacity in-country for the tool to be properly implemented.
The chain of results just described was captured in the format of a theory of change,
visually represented bellow.

9SFF Data & Health Final Activity Report, December 2023

3.2. Implementation Challenges and Course Corrections
The implementation of the project was punctuated by challenges which resulted in the needfor course corrections and strategy shifts throughout the project life cycle.
Rwanda: Changes in the Ministry and Communication Challenges
The project was successfully kicked off by the launch of National Strategies for facing NCDs
both in the Gambia and in Rwanda. However, the follow up to the policies took place in apace that led compromised the timely achievement of the project’s milestones.
That was especially the case in Rwanda, whose Ministry of Health went through a cabinet
reshuffle. The head of the Ministry at the time of the launch of the National Costed Action
Plan was replaced in November 20225. While a first consultation workshop was held in July
2022, in person in the Gambia, a first online consultation workshop with representatives
from Rwanda only took place in December of that year. Unsurprisingly, the change entailed
5 OUTGOING HEALTH MINISTER HANDS OVER TO SABIN NSANZIMANA, KT Press. 02 Dec 2022.

https://www.ktpress.rw/2022/12/outgoing-health-minister-hands-over-to-sabin-nsanzimana/

10

SFF Data & Health Final Activity Report, December 2023

the need to re-establish communication in an effort to regain momentum for the project in
the country in face of the inevitable loss of project history within the government.
Nevertheless, the workshop allowed for a better understanding of the data management
practices currently in place in the country and opened doors to a continuation of exchanges
between UNITAR and the Rwandan government which have outlasted the project cycle.
The Gambia: Data Gaps and Blind Spots
During the first consultation workshop in the Gambia, held in July 2022, the project teamfirst flagged which seemed to be significant data gaps and blind spots at the Ministry Level.
Despite the efforts of a clearly committed team within the Ministry, financial and technologicalchallenges in the country are great and impact directly health information management.
Following the mission to the country in 2022, a data expert from the project team reported
on the current state of information flow in the country and identified risks for the project tobe implemented as planned:•

despite the existence of pilot initiatives for digitalization, most of the process was still
done by paper (see image below)•

Regional medical stores did not have access to the software used by the General
Medical Store of the country to manage its supply (msupply, as shown in the image

11

SFF Data & Health Final Activity Report, December 2023

above), which lead to fragmented information.
•

The NCD policy implementation in the country was to be undertaken by 25 existing
health facilities and a cancer hospital which is not yet ready. However, the precise
location of those health facilities was not known by the Ministry not there was any
baseline on their demand for supplies and medication, just on what was effectively
supplied, which, unfortunately, corresponds to only a fraction of the demand.

The information collected meant that the project could not be implemented as originallyplanned, because not only there were gaps in data, but there were also not sufficient tools
and processes in place that could provide the minimum necessary amount of information for
a forecasting tool to be useful.
These major finds informed changes to the project course. In agreement with the Ministry,
the project took upon itself the task of collecting and making available baseline data that
could support the estimation of medication and supply demand as well as provide accurate
coordinates for the health facilities and data on the population within their respective
catchment areas. The next section will describe further the activities implemented in theGambia and its results.
Support to capacity building
Faced with the challenges mentioned, the delivery of a forecasting tool as originally planned
was compromised and, consequently, the awareness raising and training of healthprofessionals on the use of said tool.
With the purpose of nevertheless contributing to strengthening capacity in the countries, two
CIFAL6 centres were created, one in the Gambia 7 and on in Rwanda8. Public health anddata management were set as one of the key priorities for the centres. The establishment

6 Centre International de Formation des Autorités et Leaders
7 UNITAR LAUNCHES A NEW CIFAL CENTRE IN THE GAMBIA, UNITAR, 20 June 2023.

https://unitar.org/about/news-stories/news/unitar-launches-new-cifal-centre-gambia.
8 THE CIFAL GLOBAL NETWORK WELCOMES ITS NEW CENTRE IN KIGALI, RWANDA, UNITAR, 17

May 2023. https://unitar.org/about/news-stories/news/cifal-global-network-welcomes-its-new-centre-kigalirwanda

12SFF Data & Health Final Activity Report, December 2023of the centres in the countries is expected to lead to sustained support to training that will
outlast the project cycle.

13

SFF Data & Health Final Activity Report, December 2023

4. The Gambia
4.1. Overview
Non-communicable diseases (NCDs) pose a significant health burden in The Gambia andin 2022 accounted for over 34% of deaths nationwide. Conditions such as cardiovasculardiseases, diabetes, hypertension, and respiratory illnesses are increasingly prevalent.
Rapid urbanization, sedentary lifestyles, and dietary changes contribute to this healthchallenge. Limited healthcare resources, infrastructure, and health literacy further
compound the problem. To address NCDs effectively, this project aims to support
comprehensive strategies that focus on prevention, early detection, and management.
Collaborative efforts between government, healthcare providers, and internationalorganizations are crucial to reducing the impact of NCDs and promoting a healthier nation.

Figure 1 Project phases for The Gambia

The image above highlights the timeline of project implementation in The Gambia, from theFirst National Consultation Workshop to the Data Collection Mission, which are explainedin more detail in the following sections. Moreover, the illustration shows how there has
been continued cooperation with other initiatives taking place in the country following theconclusion of the project’s planned activities. This is done so that the country may benefit

14

SFF Data & Health Final Activity Report, December 2023

from the delivered outputs and build upon them with the aim of strengthening their
response to the growing threat of NCDs.

4.2. First National Consultation Workshop, July 2022
The First National Consultation Workshop was held on 7 July 2022, after online
consultation meetings to develop the project proposal. The workshop was hosted by the
Ministry of Health of The Gambia. During this time, the scope of the NCDs to be includedin the project was defined in accordance with the country’s policies and strategic
objectives for addressing NCDs. These include the following NCDs:

DIABETESHYPERTENSIONASTHMACANCER
BreastCervicalLiver
Prostate

Figure 2 Picture taken during the First National Consultation workshop in The Gambia, July 2022.

15

SFF Data & Health Final Activity Report, December 2023

4.3. Data Collection Mission, May – June 2023
Objectives
To understand the gaps and challenges health facilities face in The Gambia, a field datacollection mission was planned to undertake a survey and data analysis on the 25
proposed and existing NCD clinics. The mission objectives were to:•Collect data from all existing and proposed NCD clinics (25) across the country,
covering primary, secondary, and tertiary healthcare facilities.

•

Understand the supply chain of medication and supplies.

•

Survey information at the medical storage facilities in 7 main cities•

Coordinate with the Ministry of Health for the collection of stocks and distribution of
NCD medication and supplies•

Lay the groundwork for training and capacity building.

The mission was undertaken from 29 May to 09 June 2023, with 3 UNITAR staff travellingto The Gambia and working with 4 local staff from the Ministry of Health.

Figure 3. Picture of one of the visited health facilities in the Gambia, taken during the data collection mission.

NCD CLINICS•

Travel to all 25 NCD clinics across the whole country
16

SFF Data & Health Final Activity Report, December 2023•

Undertake a short interview and questionnaire at each facility to understand more
about NCD readiness and capacity.

MEDICAL STORAGE CENTRES•

Visit the 7 medical storage centres and the central medical store.

•

Undertake a short survey and interview to understand the database/ information
flow between the clinics and medical storage centres.

Data Collection Plan
The data collection plan consisted of a country-wide exercise to collect basic information
about all primary, secondary, and tertiary healthcare facilities, across all of Gambia’s
existing and proposed NCD clinics (25), as agreed on the First National Consultation
workshop - Market monitoring and forecasting of essential medicines and supplies.
Before the mission was undertaken UNITAR staff undertook a thorough literature review of
relevant studies that had been undertaken to adapt best practices when undertaking thedata collection survey. It was important to cover all NCD readiness aspects and medication
monitoring systems.

Undertakeliterature
review on
NCD
readiness andmedication
monitoring
systems

Outlineinformation to
be obtained
during thefield data
surveyPrepare thefirst draft ofthe survey
and test data
surveyequipment(mobileapplications
etc.)

Update survey
questions andinformation
based on firstinterview
during theMission

Undertakesurvey for all
25 NCD
facilities

Data analysis
and results

Developing the Survey
The table on the right outlines the scope of the data collection survey which was planned
to be undertaken in the clinics. The data collection plan was developed in accordance withWorld Health Organization’s assessment tools (PEN and SARA). Regarding the
medication and supplies available in stock at the clinics and medical stores, the17SFF Data & Health Final Activity Report, December 2023

assessment tool will be a checklist based on the WHO’s Package of Essential
Noncommunicable (PEN) Disease for Primary Health Care, the WHO’s Package ofEssential Noncommunicable (PEN) Disease for Primary Health Care in Low Resource
Settings, and WHO Model Lists of Essential Medicines.
Methodology
Once the survey sections were finalised, questions (including single-word, multiple-choice,open-ended) were added. These questions covered several topics and were divided into
four sections.
Section 1. Basic Information and Facility identification
Section 2. Staff and Infrastructure
Section 3. NCD Services Available
Section 4. Equipment and Medication
Three versions of the section 4 of survey were developed according to the level of careprovided by the surveyed health centre – Surveys Level 1, 2, and 3.

Section 1. Basic Information and Facility identification
1.1. Facility Name

1.7. Facility Type1.2. Description of location

1.8. Managing Authority

1.3. Health region

1.9. On which days is the facility open to the public?

1.4. Local Government Area (LGA)

1.10. Is the facility open on public holidays?

1.5. District

1.11. What are the working hours of the facility?

1.6. Facility Location(geolocated picture of the facility)

Section 2. Staff and Infrastructure
2.1. Are you able to provide us with the number of staff members working at the facility?
2.2. Considering the facility’s staff as whole, please inform the total number of:generalists/ family doctors

pharmacists

public health officers

18SFF Data & Health Final Activity Report, December 2023

specialist doctors

pharmacy technicians

community health workers/ health educators

midwives

registration/ data clerk

other members

general nurses

custodial workers

nurse assistants

registration/ data clerk

2.3. In the past two years, have any staff members received training in any of the following NCDs?
AsthmaBreast cancer

Diabetes

Cervical cancer

Liver cancer
Prostate cancer

Hypertension
2.4. Does the facility have a functioning landline phone? How many?
2.5. Does the facility have a functioning mobile phone? How many?
2.6. Does the facility have a functioning tablet? How many?
2.7. Does the facility have a functioning short-wave radio? How many?
2.8. Does the facility have functioning laptops/ computers? How many?
2.9. Is there access to the internet within the facility? How would you describe the quality of theconnection?

Section 3. NCD Services Available
3.1. Does this facility offer immunization services?
3.2. Does the facility regularly offer HPV vaccines?
3.3. Are HPV vaccines available in the facility today?
3.4. Does the facility regularly offer Hepatitis B vaccines?
3.5. Are Hepatitis B vaccines available in the facility today?
3.6. Does the facility offer outreach?
3.7. What type of service or care is offered through outreach?
3.8. Do you have specific days for NCD checkups?
AsthmaBreast cancer

Liver cancer

Diabetes

Cervical cancer

Prostate cancer

Hypertension

Section 4. Equipment and Medication
Checklist of equipment and medication. For each of the items, two questions were asked:
4.1. Is the medication/supply available in the facility today?
A. YesB. No

4.2. Considering the past three to six months, how would you describe its availability?
A. Never

B. Rarely

C. Occasionally

D. Frequently

E. Always

Level 1 – Applicable to all health centres

19

SFF Data & Health Final Activity Report, December 2023•

Strip for Glucometer•

Blood glucose test
strips•Isosorbide dinitrate•

Penicillin•

Glyceryl trinitrate•

Erythromycin•

Urine dipstick•

Furosemide•

Amoxicillin•

Oxygen•Spironolactone•

Hydrocortisone•

Thiazide diuretic•

Salbutamol•

Epinephrine•

Amlodipine•

Prednisolone•

Heparin•

Beta-blocker•

Beclomethasone•

Diazepam•

Angiotensin•

Aspirin•

Magnesium sulphate•

Statin•Paracetamol•

Promethazine•

Insulin•

Ibuprofen

•

Senna

•

Metformin•

Codeine•Glucose injectable•

Glibenclamide•

Morphine

solution•

Sodium chloride
infusion

Level 2 – Applicable to Secondary and Tertiary Facilities•

Oxygen - concentrated•

Chlorothiazide•

Methyldopa•

Oxygen - cylinder•

Chlortalidone•

Propranolol•

Insulin - regular•

Atenolol•

Captopril•

Insulin - mixtard•

Benazepril•

Enalapril•

Gliclazide tablet•

Bisoprolol•

Lisinopril•

Tolbutamide•

Carvedilol•

Indapamide•

Nifedipine•

Hydralazine•

Losartan•

Hydrochlorothiazide•

Metoprolol•

Beclomethasone inhaler•

Cisplatin 1mg/ml•

Cyclophosphamide

Level 3 – Applicable only to Tertiary Facilities•

Isoflurane•

Benzylpenicillin•

Ketamine•

Cloxacillin•

Propofol•

Flucloxacillin 500mg•

Thiopentone Sodium•

Phenoxymethylpenicillin

0.5g(Penicillin V) 250mg

50omg
•

Cytarabine 100mg/ml•

Doxorubicin 2mg/ml

20

SFF Data & Health Final Activity Report, December 2023••

Atropine•

Ephedrine••

Midazolam•

Procaine Penicillin Fortified•

Fluorouracil 25mg/ml

Tamoxifen 20mg•

Letrozole 2.5mg tabs•

Verapamil•

Mercaptopurine 50mg

Fentanyl•

Amiodarone•

Methotrexate 10mg•

Pentazocine•

Bendrofluazide•

Methotrexate 50mg/2ml•

Pethidine•

Digoxin•

Procarbazine 50mg•

Chlorpheniramine•

Dopamine•

Tamoxifen 20mg•

Dexamethasone•

Dexamethasone Sodium•

Vincristine 50mg/2ml•

Ampiclox•

Aminophylline•

Benzathine•

Ipratropium

4MU

Phosphate 4mg/ml

Tools
The main tool used for data collection was the ESRI Survey123 mobile application. Thiswas used to collect most of the survey answers.
In addition, the other staff took comprehensive notes down on the computer to add moredetails and enhance the data collection.
A paper survey back up was also available in case of any technological issues. This wasused mainly for identifying medication each clinic had, as showing a paper list made datacollection faster and easier.

21

SFF Data & Health Final Activity Report, December 2023

Figure 4. Screenshot from web version of Survey123.

Mission Results
The field data team successfully undertook all interviews and questionnaires at the 25
NCD clinics. Interviewees at the medical clinics were informed of the visit and weregenerally very helpful and willing to answer the questions and provide follow-up details.
Only 2 of the 7 regional medical stores were visited, this was mainly because all theregional medical stores were very similar, and many questions surrounding medication
supply/ processes were answered by staff at the NCD clinics and staff at the MoH. In
addition, the central medical store was visited and toured.
UNITAR staff successfully held information sessions with the staff at the MoH tounderstand more about how they used the digital systems for patient records and data
(DHIS2) and medication records and requests (eLMIS), this was very helpful inunderstanding the Ministry’s processes and digital strategy for the future.

22

SFF Data & Health Final Activity Report, December 2023

Figure 5. Picture taken in one of the storage facilities visited during the data collection mission.

Figure 6. Post to UNOSAT's Twitter account on the mission to the Gambia

23

SFF Data & Health Final Activity Report, December 2023

4.4. Synthesis Report

Figure 7. Front page of the Synthesis Report

Following the successful data collection mission to The Gambia, a first version of theSynthesis Report was developed, which included data summaries and information on:
1.

About the project2.

Gambian Data Collection Mission

3.

a.
Objectives
b.
Aims
c.
Plan
d.
Surey Methodologye.
Results
Geospatial Data Platform

4.

a.
Explanationb.
First versionc.
Updated mapsd.
Data analysis from the missione.
Output maps and products
Main findings from the mission and data analysisa.
b.

Medication flow
NCD capacity
24

SFF Data & Health Final Activity Report, December 2023

5.

c.
Patient flowd.
Existing/ proposed NCD clinicse.
Records and data managementf.
Infrastructureg.
Main challengesh.
Ongoing efforts
Future efforts

4.5. GIS web platform
Geospatial applications play a crucial role in leveraging health data. They enable mapping
and analysis of health-related information, facilitating targeted interventions, resource
allocation, and disease surveillance. Within this project geospatial applications help tounderstand the flow of medication between health facilities and medication storage
centres, patient flow and referrals between clinics and population distribution and demandin health facilities. This is being done through online web applications, dashboards andvisualisation tools which allow the user to interact with the data in an easy-to-understandway, allowing for usage by non-technical experts and stakeholders. The goal is to visualise
field data collected during the mission, in combination with baseline data and analysis
products, which can guide decision-makers and stakeholders when it comes to planningand preparation of NCD related activities.

Access the data platform: https://arcg.is/1fCuau

25

SFF Data & Health Final Activity Report, December 2023

Figure 8. Screenshot of the Data Overview Map

Data sharing
All data collected during the field mission, including analysis will be shared with the MoH.

4.6. Support to Resource Mobilisation and Coordination for
Sustainability
The Defeat-NCD Partnership and UNITAR provided technical assistance to the Gambia
Ministry of Health to complete and launch its Costed Action Plan9, alongside the World
Health Organization and World Bank. The launch was by the President of Gambia
signifying strong national leadership commitment. The Costed Action Plan seeks US$ 57.8
million over the five years of Gambia’s National Multisector NCDs Strategy 2022-2027, toreduce NCD mortality by over a third.
The ongoing assistance of The Defeat-NCD Partnership to Gambia seeks to help thenation acquire domestic and international resources, mobilise and expand implementation
capacity for NCD education, prevention, and control in government and non-government
programmes, increase reliable and affordable access to essential NCD supplies, and

9 https://defeat-ncd.org/wp-content/uploads/2022/07/Final_-NCD-Strategy-and-Costed-Action-plan-

Gambia_v05_spread_nomark-1.pdf

26

SFF Data & Health Final Activity Report, December 2023

assist the quality monitoring and evaluation of the programme.
Additional funding towards the Costed Acton Plan mobilised so far by The Defeat-NCD
Partnership for Gambia is US$ 650,000 through our resource mobilisation efforts.

4.7. Capacity Building - CIFAL Centre
Under this project, UNITAR has established a new CIFAL (Centre International deFormation des Autorités et Leaders) Centre in The Gambia, which will offer training
programs and workshops on various topics, including data and health management.

Figure 9. CIFAL Centre, The Gambia. Source: UNITAR, 2023.

The CIFAL Centre in The Gambia will serve as a hub for promoting sustainable
development, fostering collaboration, and empowering local authorities and leaders in theirefforts towards a more sustainable and prosperous future for the country and the region.
The inaugural training event was held in November, training 20 staff members of theGambian Bureau of Statistics on Data Analysis using the Stata and SPSS software. In
2024, the centre will hold regular trainings, mainly directed at public officials, on a wide
range of topics including health and data.

27

SFF Data & Health Final Activity Report, December 2023

5. Rwanda
5.1. Overview
Rwanda, similarly to The Gambia, is facing an increasing burden of non-communicablediseases (NCDs). Rwanda is also a low-income country with an ageing population where
NCDs account for 44% of all deaths. Conditions such as cardiovascular diseases,
diabetes, hypertension, cancer, and respiratory diseases are becoming more prevalent.
The principal risk factors being hypertension, physical inactivity, tobacco, and harmful
alcohol use.
Rwanda has a strong commitment to universal health coverage with good government
leadership and a well-organised health system. The country has made significant strides in
improving healthcare infrastructure and access to services, including NCD prevention andmanagement. Rwanda has implemented various initiatives, such as community-based
health insurance and public health campaigns, to raise awareness and address risk
factors. However, challenges remain, including limited resources, health disparities, andthe need for continuous efforts in health promotion and disease management.
Collaborative actions involving government, healthcare providers, and international
partners are essential to combat NCDs effectively and promote better population health in
Rwanda.

5.2. National Costed Plan and Support to Resource Mobilisation
The Defeat-NCD Partnership and UNITAR’s foundational engagement with the centraleastern nation of Rwanda both precedes and outlasts this project’s implementation, and it
has created a solid basis for joint partnership that has gathered progressive strength.
Rwanda is also a low-income country with an ageing population where NCDs account for
44% of all deaths. Cardiovascular conditions, cancers, chronic respiratory diseases, anddiabetes dominate, the principal risk factors being hypertension, physical inactivity,
tobacco, and harmful alcohol use.
These efforts entailed support to the development of the country’s Costed Action Plan

28

SFF Data & Health Final Activity Report, December 2023

seeking US$ 376.2 million under its National NCD Strategy 2020-202510. The UN
Interagency Task Force on NCDs has commended the work done and this was recognisedin an award by WHO for Rwanda.
That support also included resource mobilization, to the sum of US$1.52 million for the
Rwandan Costed Action Plan. The resources will go towards implementation with local
partners and focusing on four key areas: NCD prevention and risk reduction; strengthening
health systems for early detection, care, and treatment; better disease surveillance andresearch; and improved intersectoral coordination, advocacy, and resource mobilisation.

5.3. National Consultation Workshops
Consultation meetings held with representatives from Rwanda resulted in a better
understanding of the existing system in place for data health management in the country(RHAP) and the existing data gaps.

5.4. Rwanda Data Health Platform
Consultation meetings were held with representatives from the Rwandan Ministry and
Zenysis Technologies (the company that developed the software) throughout the project
timeline. These helped in better understanding what existing infrastructures and systems
they have in place for managing and monitoring health data in the country, and how thesesystems work.
It was found that Rwanda used the Rwanda Health Analytics Platform (RHAP), which is acomprehensive health data management system that provides a centralized andintegrated platform for collecting, analysing, and visualizing health-related information in
Rwanda. It is designed to improve healthcare decision-making, resource allocation, andpolicy planning by offering real-time access to reliable and up-to-date health data. RHAP
allows healthcare stakeholders, including government officials, healthcare providers, andresearchers, to monitor health indicators, track disease trends, and evaluate the impact ofinterventions, ultimately leading to better healthcare outcomes and improved public healthin Rwanda.

10

https://defeat-ncd.org/wp-content/uploads/2022/07/Rwanda_NationalReview_dynamic_V06_spread.pdf

29

SFF Data & Health Final Activity Report, December 2023

Understanding the RHAP platform helps to identify the data gaps, specifically relating toNCDs, that the this and other project can help fill.

Figure 10 Screenshot of the RHAP infrastructure, as implemented by Zenysis Technologies

5.5. Capacity Building - CIFAL Centre
The CIFAL Global Network, an initiative of the UNITAR, has announced the opening of a
new CIFAL Centre in Kigali, Rwanda on the 17 May 2023. The CIFAL Centre in Kigali will
focus on promoting sustainable urban development, resilience, and inclusive governancein Rwanda and the wider East African region. It will offer training programs, workshops,
and seminars on topics such as urban planning, climate change adaptation, sustainabletransportation, and effective public administration.
The establishment of the CIFAL Centre in Kigali marks an important milestone instrengthening local capacities for sustainable urban development. It will serve as aplatform for collaboration and exchange of best practices among local authorities,
academia, civil society organizations, and the private sector.
The CIFAL Centre in Kigali will work closely with the Rwandan government and otherstakeholders to design and implement capacity-building initiatives tailored to the specificneeds of the region. By providing training and knowledge sharing opportunities, the Centre
aims to enhance the skills and expertise of local authorities and leaders in promoting
sustainable urban development and achieving the United Nations' Sustainable

30

SFF Data & Health Final Activity Report, December 2023

Development Goals (SDGs).
The establishment of the CIFAL Centre in Kigali reflects UNITAR's commitment tosupporting sustainable development at the local level. It recognizes the importance ofempowering local authorities and leaders with the necessary knowledge and tools to
address urban challenges and create sustainable, inclusive, and resilient cities.

Figure 11. CIFAL Centre, Rwanda. Source: UNITAR, 2023.

The CIFAL Centre in Kigali will provide a platform for learning, collaboration, andinnovation. It will contribute to building the capacity of local authorities and leaders toeffectively address the complex urban issues and create sustainable urban environments
for the benefit of present and future generations. The centre's inaugural training session
was held in August 2023 and trained 34 government officials from Rwanda on the link
between climate change and gender equality for effective monitoring and integration ofgender within national policies, plans and programmes on climate change, while
integrating peacebuilding and other key nexuses. In 2024, the centre aims to produce
training events on a regular basis on a variety of specialised topics, including healthrelated topics.

6. Conclusion
31

SFF Data & Health Final Activity Report, December 2023

The project Market monitoring and forecasting of essential medicines and supplies aimed
at supporting the countries of the Gambia and Rwanda in the facing the increasing threatof non-communicable diseases (NCD).
At its conception, the project was mainly focused on the delivery of a solution that could beincorporated by the target countries as a tool for forecasting the demand and formonitoring the prices of NCD medication and supplies. However, during a scoping phase,the exchange established with representatives of government and other stakeholders
brought to life other needs and priorities for strengthening the response to NCDs in thesecountries. Such realizations informed changes in course to tailor the project deliverables toeach country’s reality.
The Defeat-NCD Partnership supported the development of the National Multi Sectoral
Strategy and Costed Action Plan for Non- Communicable Disease Prevention and Control
in the Gambia which was launched by the President of Gambia on 6 July 2022. During thefirst consultation workshop, held in July 2022, the project team identified significant data
gaps and blind spots at the Ministry Level. Despite the efforts of a clearly committed teamwithin the Ministry, financial and technological challenges in the country are great anddirectly impact health information management.
Following the mission to the country in 2022, a data expert from the project team reported
on the current state of information flow in the country and identified risks for the project tobe implemented as originally planned, mainly the fact that the data management was stilllargely done by paper, despite the existence of pilot initiatives, and that there weresignificant data gaps at the Ministry level. For instance, the Ministry did not possess the
specific location of the health centres responsible for NCD services. Faced with this
scenario, in constant with the Ministry of Health, the project took upon itself the task ofcollecting and making available baseline data that could support the estimation of
medication and supply demand as well as provide accurate coordinates for the healthfacilities and data on the population within their respective catchment areas.
As a result, the project delivered dataset with coordinates for each facility, with informationon their respective availability of NCDs medication and supplies. Moreover, a GIS platform32

SFF Data & Health Final Activity Report, December 2023

was developed, where that data is also available alongside information on the populationof their catchment areas. Looking forward, the lessons learned from the project have since
been shared with other initiatives taking place in the country, in an effort to project theresults beyond the project’s timeline, generating longer-lasting changes.
In Rwanda, the project was successfully kicked off by the launch of National Costed Action
Plans for facing NCDs. However, the follow up to the policies faced challenges which
affected the timeliness of implementation. The Ministry of Health went through a cabinet
reshuffle in November 2022. The change entailed a need to re-establish communication
and regain momentum.
A consultation workshop was held with the participation of other stakeholders engaged inhealth data management in the country to ensure the coordination necessary to avoid
replication of efforts. Since then, UNITAR has engaged in continuous exchanges with the
Rwandan government, which have outlasted the project cycle. Also, in support of thecountry’s efforts to face NCDs, The Defeat-NCD Partnership and UNITAR supported
resource mobilization for the implementation of the National Action Plan.
Finally, on capacity building, the project established CIFAL Centres in both countries.
These centres have among its key focus areas Health and Data Management. These
centres will be key to the sustainability of UNITAR’s support for capacity strengthening in
the countries.

33Annex 2
Individual Project Narrative Reports of projects in progress
as of 31 December 2023

Multiple Objectives

Strategic Framework Fund
Project Narrative Report Summary
Project title
Divisions/Units
Allocation amountSFF funding source
Other funding: ☐ Yes☒ No
Project period
Report: ☐ Progress☒ Final

Diplomatic Excellence - MoSA of Lebanon
Multilateral Diplomacy Programme Unit (MDPU)$25’000TARSF003

Project objective

Following the discussions between MoSA, LNE and UNITAR’s Division for Multilateral
Diplomacy (DMD) to collaborate in the field of vocational training in order to foster Lebaneseyouth employment, the intended collaboration was enshrined in a Memorandum ofUnderstanding (MoU) between UNITAR and LNE. The overall goal of this collaboration is towork hand in hand with LNE and the Ministry of Social Affairs of Lebanon to enable and equip
Lebanese youth with the necessary technical knowledge and skills for a successful career in
Lebanon.
It is against this background that LNE and MoSA have commenced discussions with UNITAR todesign and implement a face-to-face training on stakeholder engagement in Beirut, Lebanon
in order to equip staff with the necessary tools to ensure that the envisioned initiative is a
success by securing widespread support by various stakeholders.

June 2023
Period covered: June 2023. The workshop on Stakeholder Engagement andCoordination took place in June 2023 in Beirut, Lebanon.

Link to strategic
framework objective(s)SO1, SO2, SO4, SO5.

Link to 2030 Agenda orother 2015 outcome

SDG1, SDG4, SDG5, SDG8, SDG10, SDG13, SDG16, SDG17.

Country and beneficiary
metrics

Targeted countries:
LebanonConcise summary of
results achieved,
including how results
contributed to helping
UNITAR achieve its
strategic objectives

Describe project effecton direct beneficiary/
beneficiaries
Describe project effects
on groups madevulnerable e.g. women,

Participants
20
Male
Other
Not disclosed
Total

7
18
/
/
38

Other metrics
Disability #Other vulnerable #Completion #Certification #36
36

The workshop on Stakeholder Engagement and Coordination was successfully implemented,
covering the following aspects:•
Planning stakeholder engagement•
Analysis of stakeholders•
Analysis of stakeholder’s interests•
Project marketing: Stakeholder engagement as an exchange of value•
Navigating stakeholder management•
Aligning diverse interests of different stakeholders•
Working with ‘difficult’ stakeholders•
Integrating stakeholder engagement in project plans and planning
Overall participants reported an increase in their knowledge and skills thanks to theworkshop in their self-evaluation.
The beneficiaries of the workshop on Stakeholder Engagement and Coordination expressedgratitude and satisfaction with their participation in this training. The Ministry of Social Affairsof Lebanon and Lebanese National Energy have expressed their interest in further partneringwith UNITAR in the coming years.
The beneficiaries of the Stakeholder Engagement and Coordination were staff members of the
Ministry of Social Affair of Lebanon as well as of selected NGOs.
The training enhanced their knowledge and skills in the field of stakeholder engagement andcoordination.

children, disabled,
indigenous peoples, if
applicable
Describe
implementation
challenges, including
COVID-19-related
challenges, andmitigation efforts
If progress report,
describe planned
activities to bringproject to closure

N/A

N/A

Directions: Please complete as concisely as possible. For final reports, this page should be used as the cover page, with more a moreelaborate narrative attached. For progress reports, this cover page may suffice. For both progress and final reports, an updated log frame or
results framework should be attached, with actual performance and reasons for variance. See attachment.

Results
Note: A log frame should be included for both progress and final reports. This log frame template may be replaced with the project log frame provided that actual performance and reasons forvariance are included in the reporting.
Intended impact
Provide a holistic vision of the stakeholder
engagement and coordination
Outcomes & outputs
Outcome 1. Explain the complexity involvedin coordination and stakeholder
engagement in different social, political andcultural contexts
Outcome 2. Identify potential stakeholders,domestic as well as foreign, at different
levels – local, subnational, national andinternational
Outcome 3. Assess stakeholders’ specificneeds and interests;
Outcome 4. Identify good practices andchallenges related to coordination andstakeholder engagement in diplomacy;
Outcome 5: Initiate, encourage and sustain
suitablechannelsofstakeholder
engagement and coordination with thedifferent potential stakeholders in an earlystage.
Output 1: Raised awareness of up to 25

Lebanese government officials on thecomplexity involved in coordination andstakeholder engagement in different
social, political and cultural contexts;
Output 2. Fostered understanding of up to
25 Lebanese government officials on
identification of potential stakeholders,

Indicator(s)Percentage of participant who
meet or exceed the learning
objectives

Performance (target)

Performance (actual)

75%

100%

Percentage of participant who
successfully completed theknowledge assessment

75%

94%

Percentage of participant who
successfully completed theknowledge assessment

75%

87%

Percentage of participant who
successfully completed theknowledge assessment
Percentage of participant who
successfully completed theknowledge assessment

75%

100%

75%

100%

75%

94%

Number of participants trained
and who have received acertificate of participation

25 participants

36 participants

Number of participants trained
and who have received acertificate of participation

25 participants

36 participants

Reasons for Variancedomestic as well as foreign, at different
levels – local, subnational, national andinternational
Output 3: Increased performance of up to 25
Lebanese government officials in assessing
stakeholders’ specific needs and interests;
Output 4: Raised awareness of up to 25
Lebanese government officials on goodpractices and challenges related tocoordination and stakeholder engagement
in diplomacy;
Output 5 Increased understanding of up to
25 Lebanese government officials on how toinitiate, encourage and sustain suitablechannels of stakeholder engagement andcoordination with the different potential
stakeholders in an early stage.

Number of participants trained
and who have received acertificate of participation
Number of participants trained
and who have received acertificate of participation

25 participants

36 participants

25 participants

36 participants

Number of participants trained
and who have received acertificate of participation

25 participants

36 participants

Major activities

Dates implemented

Scheduled to be
implemented

UNITAR’s training workshop on Stakeholder Engagement and Coordination was
implemented over three training days in Beirut, Lebanon for participants of
MoSA and selected NGOs.

26 – 28 June 2023

26 – 28 June 2023

The training was very well received by participants, who indicated that theirknowledge on stakeholder engagement strategies and skills increased.

Comments

Strategic Framework Fund
Project Narrative Report Summary
Project title
Divisions/Units

Allocation amountSFF funding source
Other funding: ☐Yes
☒ No
Project period
Report: ☐ Progress☒ FinalProject objective

Link to strategic
framework objective(s)Link to 2030 Agenda orother 2015 outcome

One UNITAR Gender - Global Learning Lab on Women's Leadership - Empowering
Women, Fighting Inequalities
Division for Peace, Division for People, Division for Planet, Division for Prosperity,
Division for Multilateral Diplomacy, Division for Satellite Analysis and Applied
Research, Division on NCD, Digital Health, and Capacity Building, Outpost Offices:
New York Office, Hiroshima Office$ 442’800 (excluding PSC & DSC)SIDA

July 2022 – July 2023

More women around the world, and especially in developing countries and least
developed countries, will strengthen their leadership skills and feel empowered
to apply and share their knowledge with others.
One UNITAR Gender is a cross-divisional project and promotes all strategic
objectives, outlined in the Strategic Framework 2022-2025. The project takes into
consideration all lessons learnt from the 2019-2020 Independent Evaluation of theStrategic Framework Fund.
The One UNITAR Gender initiative developed, addresses underrepresented andstructurally disadvantaged women, taking into consideration local perspectives andchallenges that can apply to larger populations, and therefore implementing
pathways for leaving no one behind. The project includes learning content toincrease capacities of women with different backgrounds to prevent and resolve
conflict. This project contributes to helping UNITAR achieve this strategic objective
by creating programming that will strengthen knowledge and skills of women,
including effective communication that will aid in conflict analysis, negotiation, andmediation.
One UNITAR Gender promotes the well-being and social inclusion of women,
especially those who are underrepresented, through leadership training.
The available learning materials on topics such as climate action, peace, prosperity
and others, as well as the in-person training empowers individuals to participate indecision making. The training also provides the space for sharing of experiences.
The project aims to aid women to achieve representation and decent employment
opportunities through skills development specific to the needs of the beneficiaries
in the targeted countries.
One UNITAR Gender is a cross-divisional project that required the use of innovative
learning solutions to reach more beneficiaries. This includes already establishedcross-divisional effort to incorporate low bandwidth capabilities and training on
using technology to access learning content.
Gender equality and empowerment of women, connected to 2030 Agenda Goal 5,
is a fundamental human right and a necessary foundation for a peaceful,prosperous, and sustainable world. Without women there can be no social,economic, nor scientific prosperity for any country.
While women have made important inroads into political office across the world,
their representation in national parliaments at 25.6 per cent (as of 1 January 2021)

Country and beneficiary
metrics

Concise summary of
results achieved,
including how results
contributed to helping
UNITAR achieve its
strategic objectives

is still far from parity. Discriminatory laws and social norms remain pervasive,
women continue to be underrepresented at all levels of political leadership, andnearly one in three women (736 million) have experienced physical or sexual
violence at least once since the age of 15, usually by an intimate partner1.
The effects of the COVID-19 pandemic are reversing the limited progress that has
been made on gender equality and women’s rights. Violence against women has
risen, and women and girls are disproportionately pushed into extreme poverty.2
The pandemic exacerbates existing inequalities across every sphere – from healthand the economy to security and social protection.
Strengthening leadership skills, locally in targeted countries where such stalled orreversed progress is observed, and where most vulnerable female populations –especially the ones underrepresented and disadvantaged - is one of the project's
principal outcomes towards accelerating progress. In addition, empowering
women to apply provided knowledge and skills’ training, and exchange throughknowledge sharing, can promote increased representation at all levels.
Targeted countries:
Participants
Other metrics
RwandaFemale17
Disability #Male8South Sudan
Female23
Other vulnerable #
2
Male
Other
Completion #50
Not disclosed
Certification #40
Attach list if more
Total
50
One UNITAR Gender was launched on 4 May 2023 with the Women2Lead
Community site under the UNSDG: Learn platform, serving as a one-stop location
for accessing a variety of learning resources designed to empower women to takea leading role in society.
A great variety of UNITAR and partnered learning resources are available indifferent languages on Women2Lead, to address challenges in linguistic facilitation.
The site addresses challenges in inaccessibility due to the lack of internet
connectivity in many places around the world, by making online, low bandwidth,and offline learning options available.
Women2Lead also features a forum to encourage dialogue and discussion between
learners from all over the world and reinforce meaningful interactions on crucial
topics of Gender Equality and Women’s Empowerment. This forum includes
mentor-to peer and peer-to-peer forums, to enable for enhanced local, regional,
and thematic exchanges among global users, and users of the targeted countries.
The Community site launched novel feature of built and certified Learning
Pathways users can complete.
In addition, beyond a variety of UNITAR and partnered learning resources, a new
course “Empowered Pathways: Navigating Gender and Women’s Leadership” wasdeveloped and included in the Women2Lead list of courses and in the lowbandwidth EdApp mobile learning platform. The new course was developed after
thorough assessment of resources, to fill the gaps of inaccessible, and insufficient
content within the leadership scope of Gender Equality and Empowerment of
Women.

1https://unstats.un.org/sdgs/report/2021/goal-05/
2 https://www.un.org/press/en/2021/sgsm20822.doc.htm

The targeted countries received core in-person, skills-based training, with content
tailored to the needs of beneficiaries, and in alignment with each of UNITAR'sstrategic objectives. The core in-person trainings are part of the project's effort toproduce continuous tailored content around identified topics of Gender Equality
and Women's Empowerment for developing and least developed countries, inpartnership with local entities. The produced content in the pilot trainings will
establish a threshold for scaling in meaningful curriculum development, but also
for replication of training in more communities.
The content on Women2Lead includes learning resources to increase capacities ofwomen to prevent and resolve conflict, participate in decision making, and gain
knowledge on other important topics such as climate action. The in-person
trainings were also planned to strengthen knowledge and skills of women,
including effective communication and other skill development needs specific tothe beneficiaries in Rwanda and South Sudan. This will promote the well-being andsocial inclusion of women.
The trainings also provided the space for mentoring, promoting the sharing ofexperiences and knowledge among women. This project required the use ofinnovative learning solutions to incorporate low-bandwidth capabilities andtraining the participants on using technology to access the content on
Women2Lead.
The Division for Prosperity, the Division for Peace, the Division for People, theDivision for Planet, the Agenda 2030 Unit, and the African Union joined forces todefine plan for curriculum design, content development, and implementation of
the in-person training programs.
The training in Rwanda took place from 7-11 August under the topic of Genderand Climate Change, in partnership with UNCC: Learn, the Gender Monitoring
Office in Rwanda, and the CIFAL Kigali. The training in South Sudan took place on
25-29 September under the topic of Enhancing Women Capacities in the Political
Processes, in partnership with the African Union Mission, the South Sudan
Ministry of Gender, Child, and Social Welfare, and the Eve Foundation.
The longevity of in-person trainings have been discussed to ensure the trainings
can be continually offered to reach more beneficiaries and that alumni are able tocontinue their learning and skill development.
An evaluation plan was documented to cover Kirkpatrick-Philips levels 1-3.

Describe project effecton direct beneficiary/
beneficiaries

Describe project effects
on groups madevulnerable e.g. women,children, disabled,
indigenous peoples, if
applicable
Describe
implementation
challenges, including
COVID-19-related
challenges, andmitigation efforts

The beneficiaries of this project learn and practice leadership skills by completingcourses on the Women2Lead community site, through in-person training, andthrough mentoring. The content is focused on skills-based training for women’s
leadership and tailored to the needs of beneficiaries in Rwanda and South Sudan.
Through this training, participants will learn and practice leadership skills thatthey can leverage in their daily lives.
The project aims to further gender equality through women’s leadership training,
directly effecting vulnerable groups including women and children. The skillsbased training was tailored for the needs of women in South Sudan and Rwanda.
Upon completion of the training, the participants had new and deepened
knowledge and skills, along with a community of fellow leaders and mentors to
exchange experiences and learnings with.
- Lack of Internet connectivity and of digital literacy: This was mitigated byenabling low-bandwidth environment and by migrating a selection of courses
from standard online learning management system to UNITAR's innovative
offline mobile learning solution for low-bandwidth environments.

-Training was tailored to the needs of women in Rwanda and South Sudan.
Tailored curriculum was developed to meet the needs of the beneficiaries inthese two countries.

Results
Intended impact
Impact: More women around the world,and especially in developing countries andleast developed countries, will strengthen
their leadership skills and feel empowered
to apply and share their knowledge withothers.

Outcomes & outputs
Outcome 1. Strengthened leadership skills
for women, especially those who areunderrepresented

Output 1.1. Knowledge and tools on
women’s equality and empowerment are
made available and offered to women in
the pilot countries in a way tailored to the
local context (e.g., language, channel,
modality)

Outcome 2. Enhanced knowledge exchange
and application of leadership skills among
women

Indicator(s)Participants have strengthened
their leadership skills.
Participants are applying andsharing acquired knowledge
and skills from the training.

Performance (target)

Performance (actual)

Reasons for VarianceImpact will be based on target measurementof outcomes and outputs (see below).

Assessment of the participants’learning throughout the pilottraining (results of selfassessments)

100% of respondents
believe that their skills
have improved after the
training, self-evaluated by
the participants
75% of respondents areeither satisfied or verysatisfied with the pilot
training.
75% of respondents areeither likely or extremely
likely to continue theirlearning on the
Women2Lead community
site.

86% of participants received acertificate of completion, withall receiving a grade of 7.0/10
and above.

Not all participants who attended the training
took the objective assessment.

90% of respondents
strongly agree or agree
that they have gained
confidence in current
roles
75% of respondents
agree that theirinteraction with fellow

13.7% agree; 86.3%
extremely agree that thecontent of the course
was relevant to theirwork

Level of satisfaction with thepilot-training, Women2Lead
community, and mentoring (ifapplicable)

Percentage of pilot training
alumni who have gained
confidence in current roles
If and how participants areapplying and sharing theknowledge and skills being
learned during and after thepilot training (% of alum

23.1% were satisfied;
76.9% were verysatisfied with the pilot
training.
29.5% are likely; 70.5% areextremely likely to continue
their learning on the
Women2Lead community
site.

Output 2.1. Community of practitioners
gather current and future female leaders tointeract directly and learn from their peersin the pilot countries

Output 2.2. Participants of pilot training
programs in Rwanda and South Sudan
receive mentoring in a manner tailored to
the local context and build leadership skills
and capacities to guide and motivate others

leveraging skills sincecompleting the training)participants or mentors
during the pilot training
was enriching and useful

Number of women engaged in
the Communities ofPractitioners within the project
period and the quality of theirinteractions.

Following the pilot
training, 75% of
respondents are likely touse learned knowledge
and skills.
75% have applied theacquired knowledge andskills from the training, asreported during
interviews and level-3
evaluations several
months following thepilot training.
75% have either shared
their knowledge withothers or have helped
someone within theircommunity further
develop a leadership skill,as reported during
interviews and level-3
evaluations several
months following thepilot training.
For pilot training that
included mentoring, 70%of respondents agreed
that the mentoring was
usefulFor pilot training that did
not include mentoring,
75% of respondents
agree that their

Percentage of pilot participants
who reported the quality ofinteraction with mentors
and/or fellow participants wasenriching and useful

20% agree; 80% strongly
agree that their interaction
with fellow participants ormentors during the pilot
training was enriching anduseful
9.5% agree; 90.5% extremely
agree they are likely to use
learned knowledge and skills.
Evaluation to be performedat level 3, 4 months after
training (In progress).

Evaluation to be performedat level 3, 4 months after
training (In progress).

20% agree; 80% strongly
agree that their interaction
with fellow participants ormentors during the pilot
training was enriching andusefulMajor activities
The Women2Lead community has been launched as an innovative, userfriendly training and capacity-building Global Learning Lab offering
educational materials and links to courses on women’s leadership. This site
includes: 66 curated training and course materials including low bandwidthand offline learning options, a brand-new course: “Empowered Pathways:
Navigating Gender and Women s Leadership”, a Learning Pathway on Inclusive
Training, and a mentoring forum.
Enhancements to the Women2Lead Community Site included:•••

Development and Launch of a new e-learning self-paced course
titled, Empowered Pathways: Navigating Gender and Women's
Leadership
Development and launch of recommended Learning Pathways, with
Learning Pathway on Inclusive Training.
Development of mentoring forum for all users of Women2Lead tointeract, share experiences, and learn from others in the community
coming from the UN, academia, international organizations, theprivate sectors, and more fields.

interaction with fellow
participants wasenriching and usefulDates implemented
4 May 2023:
Women2Lead community
site was launched, under
the UN SDG:Learn
platform.
July 2023:
A new course offered by
UNITAR titled,
Empowered Pathways:
Navigating Gender and
Women's Leadership, wasfully developed andpublished on the
Women2Lead
community.
Learning Pathways and a
Community MentoringForum were developed
and published under
Women2Lead.

Implementation and delivery of the pilot training in Kigali, Rwanda “Genderand Climate Change” in partnership with the Rwanda Gender Monitoring
Office, the Rwanda Ministry of Environment, and the UNITAR CIFAL Kigali.

7-11 August 2023

Implementation and delivery of the pilot training in Juba, South Sudan“Enhancing Women Capacities in the Political Processes” in partnership with

25-29 September 2023

Comments
The Women2Lead community has been launched and currently includes 66
learning materials and more than 2000 registered users.

Content, learning pathways, and private mentoring forums for implemented
training programmes will be continuously added to the Women2Lead
community site going into the future.

the African Union, the Ministry of Gender, Child and Social Welfare, and theEve Foundation.

One UNITAR Gender
Project Completion Report
C2019.TASF003.SIDA

November 2023

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

Contents
Acknowledgments ................................................................................................................................... 4
Executive Summary ................................................................................................................................. 5
Summary Information .............................................................................................................................. 7
I. Introduction .......................................................................................................................................... 11
II. Background ........................................................................................................................................... 1
III. Project Description ............................................................................................................................... 1
IV. Evaluation............................................................................................................................................ 5
VI. Conclusions ......................................................................................................................................... 7
VIII. Lessons-learned ................................................................................................................................. 9
IX. Annexes............................................................................................................................................. 12
Rwanda Training Programme ................................................................................................................ 12
1

INTRODUCTION AND BACKGROUND .................................................................... 13

1.1

The Project Objectives ..................................................................................................... 142

CAPACITY BUILDING PROCESS .............................................................................. 15

2.1

Training need assessment ................................................................................................. 15

2.2

The Contents of the Training Modules ............................................................................. 19
2.2.1

Session one: Fundamentals of climate change and the interlinkages with gender ......... 19

2.2.2

Session two: The Policy Landscape on Climate Change and Gender ........................... 19

2.2.3
Session Three : Entry points for integrating Gender and role of women In climate action........................................................................................................................................................ 20
2.2.4
Session four : Mainstreaming gender in national climate policies and sector plans (tools
and approaches) .............................................................................................................................. 20
2.2.5

Session five : Financing climate action and linkage with gender................................... 20

2.2.6

Session six: Monitoring gender in national climate policies, plans and programmes .... 20

2.3

Training........................................................................................................................... 20

2.4

Pre- Training evaluation ................................................................................................. 22
2.4.1

Training Programme................................................................................................... 24

2.5

Training assessment and award of certificates ................................................................. 33

2.6

Post Training evaluation .................................................................................................. 33
2.6.1

3

Open ended questions .................................................................................................. 38
NEXT STEPS ............................................................................................................... 39

Acronym ................................................................................................................................................ 41
INTRODUCTION .................................................................................................................................. 43
OPENING REMARKS........................................................................................................................... 43One UNITAR Gender | C2019.TARSF003.SIDA | November 2023
MINISTER GENDER, CHILD AND SOCIAL WELFARE (MGCSW) - HON: AYA BENJAMINWARILLE ............................................................................................................................................. 44
TRAINING OBJECTIVES .................................................................................................................... 46
PARTICIPANTS .................................................................................................................................... 47
METHODOLOGY ................................................................................................................................. 47
PARTICIPANTS’ EXPECTATION ....................................................................................................... 47
DAY ONE SESSIONS ............................................................................................................................ 48
SESSION ONE: INTRODUCTION TO GENDER PERSPECTIVES IN LEADERSHIP ............................... 48
SESSION TWO: UNDERSTANDING TRANSFORMATIONAL LEADERSHIP ........................................ 48
SESSION TRHEE: WOMEN REPRESENTATION AND PARTICIPATION IN POLITICS......................... 48
DAY TWO ............................................................................................................................................. 49
SESSION ONE: INTERPERSONAL COMMUNICATION ...................................................................... 49
SESSION TWO: LEGAL AND NORMATIVE FRAMEWORKS .......................................................... 50
SESSION THREE: UNDERSTANDING PERSONAL DEVELOPMENT .............................................. 50
DAY THREE ......................................................................................................................................... 52
SESSION ONE: UNDERSTANDING THE ELECTORAL PROCESSES .................................................... 52
SESSION TWO: PREVENTION AND RESPONSE TO ELECTORAL VIOLENCE ............................. 53
SESSION THREE: THE ROLE OF WOMEN IN ELECTIONS .................................................................. 54
DAY FOUR ............................................................................................................................................ 55
SESSION ONE: NETWORKING AND COLLABORATION ..................................................................... 55
SESSION THREE: RESOURCE MOBILIZATION ............................................................................... 57
DAY FIVE ............................................................................................................................................. 58
SESSION ONE: COALITION BUILDING ................................................................................................ 58
CLOSING REMARKS ............................................................................................................................. 59
Post-Training Assessment Results ............................................................................................................. 60

3

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

Acknowledgments

The One UNITAR Gender initiative was a result of cross-divisional collaboration andcontributions from all UNITAR divisions and various partners. The United Nations Institutefor Training and Research (UNITAR) Office of Executive Director would like to express
appreciation to the following:
•
•

•

•

•

The Swedish International Development Cooperation Agency (SIDA) for their support
in funding this initiative;
The appointed focal points of the One UNITAR Gender Technical Advisory Team,
Svenja Vollmer and Josiane Darwatoye from the Division for Peace, Daniel Nazarov
and Evelyn Avalos from the Division for People, Cristina Rekakavas from theDivision for Planet, Junko Shimazu and Alvin Koikoi (Hiroshima Office) from theDivision for Prosperity, Amine Mesdoua and Mhairi Mackenzie (MDPU), and Patricia
Romero (New York Office) from the Division for Multilateral Diplomacy, Madina
Imaralieva (Agenda 2030 Unit), Beatriz Nazareth De Souza Teixeira and Jelinke
Wijnen (UNOSAT) from the Division for Satellite Analysis and Applied Research, fortheir support and contributions;
The African Union, the South Sudan Ministry of Gender, Child and Social Welfare,and Eve Organization, for their leadership and fundamental support throughout theplanning and implementation of the pilot training programme;
The Gender Monitoring Office (GMO), the Rwanda Ministry of Environment, theRwanda Cooperation, CIFAL Kigali, and other UNITAR partners in Rwanda forcontributing their time and expertise in preparing for and participating in the pilot
training programme;
The UNITAR Strategic Advisory Board for their strategic guidance throughout theinitiative.

4One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

Executive Summary
One UNITAR Gender aims to empower more women around the world, especially indeveloping countries and least developed countries, to strengthen their leadership skills and feelempowered to apply and share their knowledge with others. The period of this project is 12 July
2022 to 31 December 2023 with all project activities implemented by 30 September 2023
including (i) the launch of the Women2Lead community hosted under the UN SDG:Learn
platform, (ii) the implementation of a pilot training in South Sudan focused on women’s
political participation, and (iii) the implementation of a pilot training in Rwanda focused on
gender and climate change.
One UNITAR Gender was launched on 4 May 2023 with the Women2Lead Community under
the UNSDG: Learn platform, serving as a one-stop location for accessing a variety of learning
resources designed to empower women to take a leading role in society. A great variety of
UNITAR and partnered learning resources are available in different languages on
Women2Lead, to address challenges in linguistic facilitation. The site addresses challenges ininaccessibility due to the lack of internet connectivity in many places around the world, bymaking online, low bandwidth, and offline learning options available. Women2Lead also
features a forum to encourage dialogue and discussion between learners from all over the world
and reinforce meaningful interactions on crucial topics of Gender Equality and Women’s
Empowerment.
The One UNITAR Gender initiative addresses the lack of country and context-tailored specifictraining, by implementing hybrid learning for developing and least-developed countries throughin-person tailored training and established communities of practitioners who can continue theirlearning journey through engaging in the Community, and Mentoring Forums of the
Women2Lead Community site. Two in-person pilot trainings were implemented in August and
September 2023 through close collaboration with local partners in Rwanda and South Sudan toprovide knowledge and tools on women’s leadership and empowerment to women in a way
tailored to the local context and the needs of beneficiaries within each community. The twopilot trainings are part of the project's effort to produce continuous tailored content around
identified topics of Gender Equality and Women's Empowerment for developing and least
developed countries, in partnership with local entities.
Each pilot training has been evaluated using Kirkpatrick-Philips level 1-2, meaning that theparticipant’s reactions and learning during the program have been measured. Notably, 90.5%of the total training programme beneficiaries strongly agreed they are likely to use theknowledge and skills learned. The results of the level 1 and 2 evaluations were used to make
improvements to the curriculum design and content, with the possibility to scale up and further
refine for future training programmes. Additionally, a level 3 evaluation will be conducted in
February 2023 to measure the behavioral change of participants after the training has takenplace to learn if and how participants have applied what they have learned and are transferring
the knowledge to others within their communities.

5One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

The initiative was supported by the Swedish International Development Cooperation Agency(SIDA) and coordinated by the UNITAR Office of Executive Director to promote innovative
learning solutions on women’s empowerment, building on extensive experiences andknowledge of all UNITAR Divisions. The Division for Peace, the Division for People, theDivision for Planet, the Division for Prosperity and its Hiroshima Office, the Division for
Multilateral Diplomacy with its Multilateral Diplomacy Programme and the New York Office,the Division for Satellite Analysis and Applied Research with the Agenda 2030 Unit and
UNOSAT, and the Division on NCD, Digital Health, and Capacity Building, all contributed todeveloping and launching the One UNITAR Gender Initiative. Partnerships were also key forthe success and longevity of the in-person pilot trainings that were implemented in Rwanda andSouth Sudan, as well as for desired future programme iterations, informed by the pilot
programmes. The pilot training programme in Juba, South Sudan, has been implemented inpartnership with the African Union and with fundamental support by the Ministry of Gender,Child and Welfare, and Eve Organization, while the pilot training programme in Kigali,
Rwanda, has been implemented in partnership with the Rwandan Gender Monitoring Office,the Rwanda Ministry of Environment, and Rwanda Cooperation.

6

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

Summary Information
Results Logframe
Intended impact

Indicator(s)Impact: More women around the world, andespecially in developing countries and least
developed countries, will strengthen theirleadership skills and feel empowered to apply
and share their knowledge with others.

Participants have strengthened
their leadership skills.

Performance (target)

Performance(actual)Reasons for Variance

Participants are applying andsharing acquired knowledge andskills from the training.

Outcomes & outputs

Outcome 1. Strengthened leadership skills for
women, especially those who areunderrepresented

Output 1.1. Knowledge and tools on women’sequality and empowerment are made available
and offered to women in the pilot countries in a
way tailored to the local context (e.g., language,channel, modality)

Assessment of the participants’learning throughout the pilottraining (results of selfassessments)

Level of satisfaction with the pilottraining, Women2Lead
community, and mentoring (ifapplicable)

100% of respondents believe that theirskills have improved after the training,self-evaluated by the participants

75% of respondents are either satisfied
or very satisfied with the pilot training.
75% of respondents are either likely or
extremely likely to continue theirlearning on the Women2Lead
community site.

86% of participantsreceivedacertificateofcompletion, with allreceiving a grade of
7.0/10 and above.

Not all participants who
attended the training took
the objective assessment.

23.1% weresatisfied; 76.9%
were very satisfied
with the pilot
training.
29.5% are likely;
70.5% areextremely likely tocontinue theirlearning on the
Women2Lead
community site.

7

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

Percentage of pilot training alumni
who have gained confidence incurrent roles
Outcome 2. Enhanced knowledge exchange andapplication of leadership skills among women

If and how participants areapplying and sharing theknowledge and skills being learned
during and after the pilot training(% of alum leveraging skills sincecompleting the training)

90% of respondents strongly agree oragree that they have gained confidencein current roles
75% of respondents agree that theirinteraction with fellow participants ormentors during the pilot training wasenriching and useful

Following the pilot training, 75% of
respondents are likely to use learned
knowledge and skills.

Output 2.1. Community of practitioners gather
current and future female leaders to interact
directly and learn from their peers in the pilot
countries

Number of women engaged in theCommunities of Practitioners
within the project period and thequality of their interactions.

75% have applied the acquired
knowledge and skills from the training,as reported during interviews and level-3
evaluations several months following thepilot training.
75% have either shared their knowledge
with others or have helped someone
within their community further developa leadership skill, as reported during
interviews and level-3 evaluations
several months following the pilot
training.

13.7% agree; 86.3%
extremely agree
that the content of
the course wasrelevant to theirwork
20% agree; 80%
strongly agree that
their interaction
with fellow
participants ormentors during thepilot training wasenriching and useful
9.5% agree; 90.5%
extremely agree
they are likely touse learned
knowledge andskills.

Evaluation to be
performed at level3, 6 months after
training (Inprogress).

8One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

Evaluation to be
performed at level3, 6 months after
training (Inprogress).

Output 2.2. Participants of pilot training
programs in Rwanda and South Sudan receive
mentoring in a manner tailored to the local
context and build leadership skills and capacities
to guide and motivate others

Percentage of pilot participants
who reported the quality ofinteraction with mentors and/or
fellow participants was enriching
and usefulFor pilot training that included
mentoring, 70% of respondents agreed
that the mentoring was usefulFor pilot training that did not include
mentoring, 75% of respondents agree
that their interaction with fellow
participants was enriching and useful

20% agree; 80%
strongly agree that
theirinteraction
withfellow
participantsormentors during thepilot training wasenriching and useful

Major activities

Dates Implemented

Comments

The Women2Lead community has been launched as an innovative,user-friendly training and capacity-building Global Learning Lab
offering educational materials and links to courses on women’s
leadership. This site includes: 66 curated training and course materials
including low bandwidth and offline learning options, a brand-new
course: “Empowered Pathways: Navigating Gender and Women s
Leadership”, a Learning Pathway on Inclusive Training, and amentoring forum.
Enhancements to the Women2Lead Community Site included:

4 May 2023:
Women2Lead community
site was launched, under
the UN SDG:Learn
platform.

The Women2Lead community has been launched,
and currently includes 66 learning materials and more than 2000 users.

July 2023:
A new course offered by
UNITAR titled,
Empowered Pathways:
Navigating Gender and
Women's Leadership, wasfully developed andpublished on theContent, learning pathways, and private mentoring forums for implemented training programmes
will be continuously added to the Women2Lead community site going into the future.

•••

Development and Launch of a new e-learning self-paced
course titled, Empowered Pathways: Navigating Gender and
Women's Leadership
Development and launch of recommended Learning
Pathways, with Learning Pathway on Inclusive Training.
Development of mentoring forum for all users of
Women2Lead to interact, share experiences, and learn from9One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

others in the community coming from the UN, academia,
international organizations, the private sectors, and more
fields.

Women2Lead
community.
Learning Pathways and a
Community MentoringForum were developed
and published under
Women2Lead.

Implementation and delivery of the pilot training in Kigali, Rwanda“Gender and Climate Change” in partnership with the Rwanda Gender
Monitoring Office, the Rwanda Ministry of Environment, and the
UNITAR CIFAL Kigali.

7-11 August 2023

Implementation and delivery of the pilot training in Juba, South Sudan“Enhancing Women Capacities in the Political Processes” inpartnership with the African Union, the Ministry of Gender, Child andSocial Welfare, and the Eve Foundation.

25-29 September 202010

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

I. Introduction
The purpose of this report is to share information on the One UNITAR Gender initiative including the project’s objective and outcomes. Within thisreport you will find important background information on this initiative, the achievements made, key recommendations and lessons learned, and ways
the project outcomes can be leveraged for future programming.

11

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

II. Background
Gender equality and empowerment of women, connected to 2030 Agenda Goal 5, is a fundamental
human right and a necessary foundation for a peaceful, prosperous, and sustainable world. Without
women there can be no social, economic, nor scientific prosperity for any country. While women
have made important inroads into political office across the world, their representation in national
parliaments at 25.6 per cent (as of 1 January 2021) is still far from parity. Discriminatory laws andsocial norms remain pervasive, women continue to be underrepresented at all levels of politicalleadership, and nearly one in three women (736 million) have experienced physical or sexual
violence at least once since the age of 15, usually by an intimate partner1. The effects of the
COVID-19 pandemic are reversing the limited progress that has been made on gender equality andwomen’s rights. Violence against women has risen, and women and girls are disproportionately
pushed into extreme poverty. The pandemic exacerbates existing inequalities across every sphere– from health and the economy to security and social protection.
Strengthening leadership skills, locally in targeted countries where such stalled or reversed
progress is observed, and where most vulnerable female populations – especially the ones
underrepresented and disadvantaged - is one of the project's principal outcomes towards
accelerating progress. The One UNITAR Gender initiative addresses this through the in-person
pilot trainings and learning materials and tools available on the Women2Lead Community Site.
The results of the project evaluation will be used to make improvements to the curriculum designand content of each pilot training with the possibility to scale up and further refine for future
training programmes.

III. Project Description
The One UNITAR Gender initiative has provided access to learning and skill development throughthe development and implementation of the Women2Lead Community site and in-person pilot
trainings. The Women2Lead Community serves as a one-stop location for accessing a variety oflearning resources designed to empower women to take a leading role in society, including a great
variety of UNITAR and partnered learning resources focused on Women’s Leadership, Economic
Empowerment, Conflict Resolution and Peacebuilding, Women’s Political Participation, andEnding Violence Against Women, along with learning pathways. A mentoring forum has also been
implemented to encourage dialogue and discussion between learners from all over the world andreinforce meaningful interactions on crucial topics of Gender Equality and Women’s
Empowerment.

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

The learning resources on Women2Lead are offered in different languages to address challenges
in linguistic facilitation. The site also addresses challenges in inaccessibility due to the lack ofinternet connectivity in many places around the world, by making online, low bandwidth, andoffline learning options available. The initiative crafted the Women2lead platform in a way that it
accommodates existing gaps in GEEW-related training and capacity building; a novel skills-based
self-paced course was developed and published on the platform, titled “Empowered Pathways:
Navigating Gender and Women s Leadership”.

2One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

While Women2Lead offers a variety of learning resources available online, the pilot trainings haveprovided tailored and in-person content to beneficiaries in Rwanda and South Sudan with theintention to create replicable and scalable content for continued use in additional trainings,
including those in other communities.
These pilot trainings also address the lack of country and context-tailored specific training, byimplementing hybrid learning for developing and least-developed countries through in-person
tailored training. After each pilot training programme, participants were invited to register to the
Women2Lead Community site where they have access to tailored learning pathways, specificallydesigned for continued learning on each topic with offline resources and content that is enabled
for low-bandwidth environments. Participants also have access to a forum where they can stay incontact with their peers and the greater Women2Lead community, as the forum can provide open
discussions and the option for private peer-to-peer mentoring.
The first pilot training programme trained 17 female and 8 male participants, and was implemented
in Kigali, Rwanda on 7-11 August 2023 in partnership with the Rwandan Gender Monitoring
Office where there the need for training on the nexus of gender and climate change was identified.
Several UNITAR Divisions and subject matter experts on gender and climate change supported
the development of meaningful curriculum and content that can be replicated and scaled up forother audiences as well. This pilot training was designed to provide a focused training on the link
between climate change and gender equality for effective monitoring and integration of gender
within national policies, plans and programmes on climate change. The developed curriculum
provides an in-depth understanding on what climate change is, and the differentiated impacts on
different vulnerable groups, mainstreaming gender within climate action and financing. It also
focuses on how to monitor gender elements within climate policies, plans and programmes. The
programme is designed to be interactive, participatory, and dynamic, taking advantage of a variety
of different learning approaches, including:
•
•
•
•
•

Technical presentations from experts
Experience-sharing opportunities
Discussions among experts and participants
Scenario exercises and group activities
Visual illustration of the key points that emerge from the exchanges.

3One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

The second pilot training programme was implemented in Juba, South Sudan on 25-29 September
2023 in partnership with the African Union and with fundamental support by the Ministry of
Gender, Child and Social Welfare and Eve Organization. With upcoming elections in South Sudan,
women’s political participation was a key topic of this training. 23 female and 2 male participantsin South Sudan, from different backgrounds representing the parliament, organizations and theyouth, motivated to further become politically active, took part. The training deployed 5 modules
for 1. Understanding Women Leadership, 2. Normative and Legal Frameworks, 3. Personal
Development, 4. Electoral Processes, and 5. Partnerships, Engagement, and Resource
Mobilization. The 5-days programme was designed using andragogy methods and principles thatgovern adult learning. The facilitators employed a plethora of methods including limited lectures,
brainstorming, small group discussions, role plays, Scenario Based Exercises (SBE),
demonstrations, out-door exercises, plenary, Question & Answer (Q&A), experience sharing andindividual practical exercises.
Each pilot training was evaluated using pre- and post- training evaluation surveys to measure theparticipants’ reactions, learning, and skill development. Meaningful feedback andrecommendations were collected through these surveys to be incorporated in future iterations of
the trainings.

4

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

IV. Evaluation
Each pilot training has been evaluated using Kirkpatrick-Philips levels 1 and 2, meaning that theparticipant’s reactions and learning during the program have been measured. Additionally, a level3 evaluation will be conducted in February 2023 to measure the behavioural change of participants
after the training has taken place to learn if and how participants have applied what they havelearned and are transferring the knowledge to others within their communities.
Each pilot training was evaluated using pre- and post- training evaluation surveys to measure theparticipants’ reactions, learning, and skill development. Meaningful feedback andrecommendations were collected through these surveys to be incorporated in future iterations of
the trainings. The results of these evaluations have also been used to make improvements to thecurriculum design and content, which has been published on the Women2Lead community for reuse, with the possibility to scale up and further refine for future training programmes.
The following methodology was used to collect data for the evaluation:• Kirkpatrick-Philips Level 1, Reaction:o Surveys were completed by pilot-training participants after the training has takenplace to evaluate their level of satisfaction with the in-person training andmentoring.
o Monitoring surveys were used by local coordinators to record observations during
the pilot trainings, including un-intended outcomes. Monitoring the training was
crucial for improving the design, organization, and implementation of future
training programmes.
• Kirkpatrick-Philips Level 2, Learning:o Self-assessment surveys were completed by pilot-training participants before thestart of the training to collect baseline data and after the training has taken place tomeasure their learning that resulted from the pilot training.
o Objective assessment(s) were also used to measure the participant’s learning.
o Monitoring surveys were used to record observations during the pilot trainings,
including un-intended outcomes.
• Kirkpatrick-Philips Level 3, Behavioro A level 3 survey will be completed by pilot-training alumni in February 2023, a
few months after the pilot training has taken place to learn if/how they have appliedlearnings and are transferring the knowledge to others.
o Interviews will take place with alumni to further understand the impact the training
has had.
• Additional Datao Data on the Women2Lead community site has been collected to ensure the site iscomprehensive and helps fill the following fundamental gaps that have been
identified: most materials are only available in English, materials are not tailored5One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

to specific countries and contexts, and training is inaccessible to people who cannot afford internet
connectivity / have weak and unreliable internet connectivity.
Key findings from the evaluation results, show that 86% of the participants received a certificate
of completion with all receiving a grade of 7.0/10 and above. This shows that learning objectives
were met, and the beneficiaries improved their skills after the training. 76.9% of the beneficiaries
were very satisfied and 23.1% were satisfied with the pilot trainings. In addition, 70.5% areextremely likely and 29.5 % are likely to continue their learning on the Women2Lead community
site. 13.7% agree and 86.3% agree that the content of the course was relevant to their work. 20%
agreed and 80% of the beneficiaries strongly agreed that their interaction with fellow participantsor mentors during the pilot training was enriching and useful. Lastly, and notably, 9.5% agree and90.5% agree they are likely to use learned knowledge and skills.

6One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

VI. Conclusions
The One UNITAR Gender initiative has served UN member states, regional, national, and localorganizations, and individuals in their pursuit of Gender Equality and Empowerment of Women.
By implementing the Women2Lead community site, under the UN SDG:Learn platform, more
UNITAR and partner learning resources are now available in a single location. The Women2Lead
community addresses identified gaps by providing access to learning materials in various
languages and modes including options for online, low bandwidth, and offline learning throughthe EdApp mobile Learning.
The One UNITAR Gender initiative has also addressed the lack of country and context-tailoredspecific training available by implementing hybrid learning for developing and least-developed
countries through in-person tailored training and established communities of practitioners who cancontinue their learning journey through engaging in the community and mentoring forums of the
Women2Lead Community site.
Through these pilot programmes it was learned that by providing informative, interactive, andtimely training in a way, tailored to the political and socio-economic contexts of the country andregion, it’s of significant importance to the participants, as key players and change makers on the
trained topics. In addition, by training both female and male participants on women’s leadershipand gender related topics, provided the beneficiaries with informative and realistic overviews ofgender considerations on different topics, contributing to growing the community of practitioners
who work and impact on prioritized areas. The beneficiaries reported that by completing thetraining, they are equipped to address important identified challenges during the training
programmes, such as addressing insufficient mentorship and knowledge about the importance of
purpose-driven coalition building, and the lack of a clear agenda among female participants.
The produced content of the pilot trainings is planned to be made available on the Women2Lead
community site, with established learning pathways for participants to continue their learning.
These materials are designed for replication of training in more communities, and hence, larger
populations.
As of 14 November 2023, more than 2000 users have registered to the Women2Lead Communityand 50 beneficiaries of developing countries were provided with in-person training. After
resounding success of the pilot training in Rwanda, UNITAR will continue to reinforce
collaboration between the Gender Monitoring Office, and CIFAL Kigali, to discuss the way
forward post pilot training and explore future areas of collaboration and scale up of the programme,
looking at optimal training approaches, such as a Training of Trainers training. In South Sudan,
significant follow-ups, drawn upon the initiative of the beneficiaries, have been concluded; in viewof the upcoming elections in South Sudan in December 2023, the beneficiaries upon thefacilitator’s guidance, proposed to follow up post-training by forming groups representing
different sectors, with the aim of reaching out to women within their political parties. These
7

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

groups, in collaboration with women's caucuses, will organize one-day meetings to bring women
together before the election, fostering unity and collective action. This commitment to action
during and following the training is crucial to maintain the impact produced in the training, during
and after the electoral processes, empowering more members and women members to get
involved. The training facilitator underscored that coalitions serve as a powerful tool for amassing
the strength needed to effect positive change in people's lives, making them a crucial resource forwomen in South Sudan, as evidenced by the example of Liberian women.
The Women2Lead Community site will continue to be enriched with content on the existing, andadditional thematic areas by UNITAR Divisions, and will serve as the UNITAR one-stop location
for women’s leadership and gender-related topics through e-learning and capacity building. In
addition, as tailored trainings under One UNITAR Gender develop and increase, more customized
learning pathways will be created in the service of the Women2Lead users.
With the One UNITAR Gender initiative, more women around the world, and especially indeveloping countries and least developed countries, have access to learning resources and tools to
help them strengthen leadership skills and feel empowered to apply and share their knowledge
with others8One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

VIII. Lessons-learned
The One UNITAR Gender initiative was completed successfully in 2023. UNITAR identified thefollowing opportunities and challenges for future iterations of the programme.

Opportunities•

The in-person tailored – to the targeted countries – trainings, are necessary for the
beneficiaries to feel empowered over the reality of their country and regions throughthe offered capacity building.
o The beneficiaries reported that among the elements enjoyed most, was the case studies
provided during the trainings reflected the reality of the socioeconomic and genderrelated context of the countries.
•

Women2Lead Community site provides a single space for e-learning around GEEW
topics, suitable for low bandwidth environments, therefore allowing for a uniqueblended approach and model that enhances learning continuity and lifelong learning,by combining tailored trainings in targeted communities, with e-learning andrecommended pathways on the platform.

•

The Women2Lead Community site was developed to host existing and future
UNITAR resources in one single location, as well as partnered SDG 5 and GEEW
related topics. To that end, the One UNITAR Gender initiative, initiated discussions
with UN Women to explore synergies under the Community site. The initiative
reinforces partnered approach through e-learning and through building capacities
on targeted countries and communities.

•

Women’s leadership capacities can be best understood and applied in a topic tailored
training, when targeted country beneficiaries receive skills-based training.
o Whereas the pilot country trainings focused on women’s political participation and nexuses
between gender and climate change, the beneficiaries reported on the extreme usefulnessof the skills-based training, including interpersonal communication, Networking andcollaboration, transformative leadership, public speaking, and personal development
among others.
•

Identifying and training both male and female beneficiaries under the One
UNITAR Gender training, is significant to the efforts of women and men working
collectively to bridge gender disparities and to drive positive change.
o Male participants during the trainings, emphasized the importance of collaboration
between women and men, for women to succeed, particularly in societies with patriarchal
structures.

9One UNITAR Gender | C2019.TARSF003.SIDA | November 2023••

Diverse learning methods during the in-person trainings significantly elevated thelevel of engagement and interaction between participants and facilitators.
The facilitators used a range of adult learning techniques, encompassing mini-lectures,
brainstorming, group discussions, plenary sessions, question and answer sessions,documentaries, live demonstrations, outdoor exercises, and sharing of personal
experiences. The beneficiaries highly commended the facilitators’ adept use of thesetechniques, as they greatly enhanced the learning experience and fostered a deep
understanding of the subject matter over the course of the five-day programme.

•

The in-person pilot trainings in the targeted countries of Rwanda and South Sudan
were implemented by leveraging the experience, expertise, and identified establishedpartnerships of all UNITAR Divisions.
o The project identified effective partnerships of UNITAR Divisions on the ground in thetargeted countries with local partners, in order to plan for and deliver the trainings ineffective ways.
•

The Women2Lead Community site was designed by leveraging the expertise of all
UNITAR Divisions.
o As a cross-divisional project, a thorough needs assessment was performed to identify
existing UNITAR GEEW-related resource and learning gaps, to develop novel relevant
training and capacity building, hosted under Women2Lead and the defined or additionaltaxonomies. As a result, a brand new self-paced e-learning course, hosted under
Women2Lead and the EdApp “Empowered Pathways: Navigating Gender and Womens Leadership” was developed and published for offer to all users and training
beneficiaries.

Limitations•

The pilot training in Rwanda, could increase effective participation by beneficiaries,
by including more languages in the training.
o Participants reported that a mix of languages including French, Kinyarwanda, andSwahili could be used for training delivery.
•

The blended approach of in-person training and learning continuity of beneficiariesof the targeted countries on Women2Lead was limited for the beneficiaries of South
Sudan, due to training delays, resulting in training implementation in September
2023.

•

Not all participants who attended the in-person trainings took the objective
assessments, and therefore, not all participants received certificates of completion.

10

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

For the South Sudan training, a methodology gap contributed to this result,especially due to delays in training implementation.
o The facilitator reported that all training and learning objectives were met for the majorityof participants, besides the methodology gap.

11

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

IX. Annexes
Rwanda Training Programme

ONE UNITAR GENDER
PILOT TRAINING ON GENDER AND CLIMATE CHANGE
7TH -11TH AUGUST 2023
KIGALI, RWANDA

TRAINING REPORT PREPARED BY
DR. DAN ADINOGENDER EXPERT
August 2023

12

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

CONTENTS1
1.1

INTRODUCTION AND BACKGROUND
The Project Objectives 2

PAGE

2

2
CAPACITY BUILDING PROCESS
3
2.1 Training need assessment
3
2.2 The Contents of the Training Modules7
2.2.1 Session one: Fundamentals of climate change and the interlinkages with gender 7
2.2.2 Session two: The Policy Landscape on Climate Change and Gender7
2.2.3 Session Three : Entry points for integrating Gender and role of women In climate action 8
2.2.4 Session four : Mainstreaming gender in national climate policies and sector plans 8
2.2.5 Session five : Financing climate action and linkage with gender8
2.2.6 Session six: Monitoring gender in national climate policies, plans and programmes
8
2.3 Training 8
2.4 Pre- Training evaluation
9
2.4.1 Training Programme
10
2.5 Training assement and award of certicates 16
2.6 Post Training evaluation
17
2.6.1 Open ended questions
21
3

NEXT STEPS 22

1
INTRODUCTION AND BACKGROUND
The training was conducted as the pilot training under the One UNITAR Gender initiative that
promotes innovative learning solutions on women's empowerment, building on extensive
experiences and knowledge of all UNITAR divisions. The training was organized in collaboration
with the Gender Monitoring Office of Rwanda (GMO) and CIFAL Kigali. The aim was to build
the capacity of a mix of participants from GMO, Rwanda Environmental Management Authority,
Rwanda Bureau of Standards, and a number of CSOs on climate change and the interlinkage withgender equality including monitoring of gender in national climate policies and programmes.
UNITAR’s Green Development and Climate Change Programme Unit (GCP) develops thecapacities of individuals and training institutions in developing countries to advance green andclimate resilient development in support of Agenda 2030. The Programme Unit offers a range ofservices, including executive training, capacity development for education and training
13One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

institutions, support for national learning strategies, learning methodology development, andknowledge-sharing. Activities are carried out through partnerships with other UN organizations,bilateral development partners, as well as leading learning institutions and think tanks.

1.1
The Project Objectives
The objective of the assignment was to design and deliver One UNITAR pilot training on the
climate change and gender nexus to the staff from GMO, REMA, CIFAL, Rwanda Bureau ofStandards and CSOs in Kigali, Rwanda. The aim is to build knowledge and skills of around 27
selected participants on the integration of climate change in the context of gender equality andwomen’s empowerment within their work.

The Consultant was expected to:• Provide lead technical guidance and input for the development a 5-day face-to-face training
syllabus, agenda and curriculum, based on the results of a learning needs assessment
undertaken by UNITAR and in collaboration with other experts.
• Develop training content and materials on climate change and gender nexus, including
selecting relevant case studies and developing engaging exercises, in close collaboration
with the UNITAR team, to achieve the defined learning objectives and curriculum of the
training.
• Deliver selected sessions of the training to the participants during a 5-day in-person
training in Kigali, Rwanda, from 7 – 11 August 2023, in collaboration with other experts
and the UNITAR team.
• Contribute to the assessment of the knowledge acquired by participants, training evaluation
and reporting.

14One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

2

CAPACITY BUILDING PROCESS

2.1
Training need assessment
The training need assessment was conducted by UNITAR and the result is presented in the table1 below.
Table 1: Training Needs assessment
S/N
Questions1
Why do you feel thatthe proposed trainingis needed? (Describing
the purpose of theactivity in one
sentence)

Answers• Gender Monitoring Office team and likeminded
institutions needs to be equipped with skills tomonitor gender inclusion in climate change actions
and promote accountability to gender equality inclimate change adaptation and resilience.

2

What would be yourideal outcome at theend of a training
initiative with
UNITAR? What doyou hope toaccomplish/achieve/im
prove?

•

Monitoring National Climate change actions isamong our current and future priorities and weneed the training to ensure that our monitoring
interventions are done by a team that is fully
equipped. So with the training, GMO will be able
to establish a pool of staff and partners withexpertize and skills on gender and climate change.

3

What is the current
level of knowledge on
the climate-gender and
peace
nexus
and
gender data by the
GMO staff? are there
any previous trainings
your staff has attended
on the topic? Please be
specific•Normally, GMO monitors the implementation of
the UNSCR 1325 on women, peace and security
and responsible staff are equipped on therequirements of the instrument and what key
stakeholders have to accomplish in line with thecommitments. Additionally, we have a pool of staff
that have attended training on gender data
management.
However, we have no staff that are knowledgeable
on gender and climate change and its linkages topeace and gender data.

What would be themostsignificant
change resulting fromthe training? Whatwould the GMO beable to do differently?

•

4

•

Monitoring National Climate change actions isamong our current and future priorities and weneed the training to ensure that our monitoring
interventions are done by a team that is fully
equipped. So with the training, GMO will be able

15

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

to establish a pool of staff and partners withexpertize and skills on gender and climate change.
5

How does this training
fit into the strategicinterests of the Gender
Monitoring Office ingeneral?

•Positioning gender in Climate Change initiatives isamong GMO’s future priority areas for the next 5
years and beyond.

6

On a scale from 1-10
what is the current
level of expertiseamong GMO staff inthe following areas:

a.
b.
c.
d.

Climate change -2
Gender equality-9
Peace and security-5
Gender data-97Within the areas above,
are there any specifictopicsyouareinterested in?
Whichskills/knowledge/attitu
des would you suggest
the participants needto develop during thetraining?

•

Gender and climate change, Peace and Security•

Skills and knowledge on gender and climatechange and nexus with peace and security.

9

Are there specificchallenges with
monitoring gender
related indicators
when it comes to theabove topics? If yes,
which ones?

•

The only challenge is the expertize to monitor
climate change resilient and adaptationinterventions.

10

Which thematics doyou think are ofparticular relevance tocover for this training
and why? Please list
them•

Global frameworks on climate changes and its
linkages with gender equality
Gender responsive disaster management strategies
Gender responsive climate change resilient andadaptation strategies
Gender responsive climate change related early
warning and mitigation systems
Gender responsive climate change financing

8

•
•
•
•

16

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023••

Gender indicators and data on climate change andPeace and security
Mainstreaming gender equality in environmentand climate change programs

11

Do you have any
requirements in termsof frameworks orconcepts to be covered
during the training?
(E.g. global, regionalor any GMO
frameworks thatshould be used as
point of reference?)•

SDGs, COPs resolutions, Paris Agreement andKigali Amendment of the Montreal Protocol andmany others related to gender.

12

What would be theprofile of the selectedparticipants ingeneral? (Please be
specific as possible,
including geographicalbackground,professional profile)•Targeted participants can come from City ofKigali and Provincial level. However, it will needto cater for their travel logistics andaccommodation in Kigali.
From a professional perspective, participants will
range from Planning, Gender and Environment
related sectors.

13

What will be the levelof selectedparticipants? (i.e.
technical, senior, etc.)•

Participants will be from both senior and technicallevels.

14

What previous
knowledge would
participants bebringing into thetraining?

•

Participants will bring previous knowledge on
genderequality,planning
andgendermainstreaming from a gender perspective.

15

How will theparticipants beselected?

•

Participants will be selected depending on how
their work links with the training needs

16

We have reserved
capacity for 25
participants. Does this•I think this number would fit in our current needs
for GMO Team and partners•

17One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

fit the planning of the
GMO?
17

Are there anyaccessibility andinclusion needs weneed to take into
account when
designing theinitiative?

•

I believe the training venue has facilities that fits inthe needs of men and women and in case we havea participant with a given disability we shallcommunicate ahead of time.

18

What type of training
materials do you
prefer?

•I think this would depend on the trainer’s taking
into consideration an inclusive and participatory
training approach

19

What language groups
would be represented
among participants/
which language should
the training bedelivered in?

•

The preferred language is English

20

What is the level ofdigital literacy ofparticipants? (this isimportant forevaluating thepossibility of hybrid/
blended training
approaches)•

I haven’t assessed but I believe targeted audience
have required digital literacy levels to meet thetraining requirements as they use ICT tools in their
daily work.

21

To what level would
participants haveaccess to stableinternet prior to andafter the training?

•

Targeted participants use internet in their daily
duties and this gives me confidence on access tostable internet prior and after the training

22

We plan for thistraining to be held forthe duration of 5 days
(Monday-Friday) in
the week of July 31st.

•

The proposed duration is fine from our side.

18

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

23

How long do you
envisage the training
to be each day(Number of hours)?
Usually we work withat least 6 hours and up
to 8 hours per training
day, please confirm
your preference.

•

The training would run from 8:30 am to 4:00 pm.

24

What time would you
like the training days
to start?
What communications
strategy/ plan do you
have in place for the
trainings? The trainers
could also propose thisHow can we ensurethat communication
activities areharmonized for
maximum impact?

•

It would start either from 8:30 or 9:00 am.

•

From our perspective, we could use our different
social media platforms.

•

We shall need to engage our communication team
to design an appropriate communication strategy
for the training.

25

26

2.2
The Contents of the Training Modules
The training modules were developed in line with the outcomes of training needs assessment andwere intended to guide how to mainstream gender in climate change programs. There are six
modules which were identified and delivered in six sessions.
2.2.1
Session one: Fundamentals of climate change and the interlinkages with gender• Common understanding of climate change• The causes and impacts of climate change• Climate change responses• The link between gender and climate change
2.2.2
•
•
•

Session two: The Policy Landscape on Climate Change and Gender
The existing international legal and policy frameworks on climate change
The national legal frameworks on climate change for Rwanda
The linkage between global frameworks and why they should inform national level policy
and action.
19

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

2.2.3
Session Three : Entry points for integrating Gender and role of women In climate
action• Entry points for gender integration within climate policies, plans and programmes• Women agents of change in climate action
2.2.4
Session four : Mainstreaming gender in national climate policies and sector plans(tools and approaches)• Entry points for gender equality in national climate change policies, including in NDCs
and NAPs.
• Application of tools and techniques to develop, implement and monitor a gender action
plan and turning policy objectives into implementable action.
2.2.5
•
•

Session five : Financing climate action and linkage with gender
The international climate finance architecture and key climate funds,
The gender components of key global climate funds and space for engagement of women’sorganizations

2.2.6
Session six: Monitoring gender in national climate policies, plans andprogrammes• Applying gender-responsive M&E in climate policies and projects• Developing gender-responsive indicators and targets for climate policies and projects
2.3
Training
The training was held at Rwanda Cooperation building from 7th to 11th August 2023. A total of
33 participants from various organizations attended the training as summarised in the table 2
below.
Table 2: Details of training participants
S Names/N
1 Rurihose Florien
2 Mukandasira Caritas

Organization

Email address

GMO
GMO

3 Cyizanye Allen
4 Asiimwe Rebecca

GMO
GMO

5 Nyinawasindi Esperance

GMO

rurihose.florien@gmo.gov.rw
mukandasira.caritas@gmo.go
v.rw
cyizanye.allen@gmo.gov.rw
asiimwe.rebecca@gmo.gov.rw
nyinawabasindi.esperance@g
mo.gov.rw
20

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

6 Nayebare Naome

GMO

7 Kyomugisha Molly

GMO

8 Uwinkesha Lenarda

GMO

9 Karemera Jean de Dieu

GMO

1
0
1
1
1
2
1
3
1
4
1
5
1
6
2
1
2
2
2
3
2
4
2
5
2
6
2
7
2
8
2
9

Kayombya Albert

GMO

Mugiraneza Modeste

GMO

Cyomugisha Jane

GMO

Nshimiyimana Richard

GMO

Hiirwa Yannick Boris

GMO

Murekatete Therese

GMO

Munyana Bernadette

MIGEPROF

Uwatwembi Florence

florence.uwatwembi@rsb.go
v.rw
venuste.nkurunziza@statistic
s.gov.rw
a.kakibibi@profemmes.org

Rucamumihigo Gregoire

Rwanda Standards
Board
National Institute of
Statistics
Profemme Twese
Hamwe
ADEPE

Clare katwesijye

ACTION AID

Katwesigye@actionaid.org

Hyacinthe Nisingizwe

Rwanda Cooperation

nisingizwe@cooperation.rw

Mukundahiro Olive

Rwanda Environment
Management Authority
Ministry ofEnvironment
GMO

omukandahiro@rema.gov.rw

Nkurunziza Venuste
Annet Kabibi

Theophile dusengimanya
Mitali Lydia

nayebare.naome@gmo.gov.rw
kyomugisha.molly@gmo.gov.rwuwinkesha.lenarda@gmo.gov.rw
karemera.jeandedieu@gmo.g
ov.rw
kayombya.albert@gmo.gov.rw
mugiraneza.modeste@gmo.g
ov.rw
cyomugisha.jane@gmo.gov.rw
nshimiyimana.richard@gmo.
gov.rw
hirwa.yannick@gmo.gov.rw
murekatete.therese@gmo.gov.rw
bmunyana@migeprof.gov.rw

gregoire@adepe-rw.org

tdusengimana@environment.
gov.rw
Mitali.lydia@gmo.gov.rw

21

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

3
0
3
1
.
3
2
3
3

Teta Anais

GMO

Teta.anais@gmo.gov.rw

Joel Jonathan

Joelhodan36@gmail.com

Jeanne d’Arc Mujawimana

Rwanda Cooperation

Aude Ntawebasa

Rwanda Cooperation

mujawimana@cooperation.rw
ntawebasa@cooperation.rw

2.4
Pre- Training evaluation
The pre-training evaluation was conducted to provide baseline understanding of the participantson the core contents of the training. The analysis of the outcome is provided in figure 1 one while
results are provided in table 3 below.

To what level do you agree with the following statements?
15
10
5
0
Strongly disagree

Disagree

NeutralAgree

Strongly agree

I am able to descibe key causes and impacts of climate change at global and local level
I am able to identify opportunities and entry points to integrate gender equality into climate change
policies and porgrammes
I am able to apply approaches and tools to integrate gender in climate changee policies and programmes
I am able to develop gender-responsive monitoring and evaluation for the integration of gender withinclimate change policies and programmes

22One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

Fig.1: Analysis Analyss of pre-taring evaluation results
Table 3: Results of pre-training evaluation

Questions
I am able to describe
key causes and impactsof climate change at
global and local level
I am able to identify
opportunities and entry
points to integrate
gender equality into
climate change policies
and programmes
I am able to apply
approaches and tools to
integrate gender inclimate change policies
and programmes
I am able to develop
gender-responsive
monitoring andevaluation for the
integration of gender
within climate change
policies andprogrammes

Strongly
disagree Disagree Neutral

Strongly
Agree agree
Total

0

1

3

10

8

22

1

2

10

7

1

21

1

6

7

6

1

21

2

3

8

8

0

21

23

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

2.4.1
Training Programme
The detailed training program is provided in table 4 below.

Table 4: training program
Day 1:
Monday 7th August 2023
Time
8.30 –
9.00
am
9.00 –
10.00
am
(60
mins)

10.00 –
10.45
am
(45
mins)

SessionFacilitator
Arrival and Registration

Introductory session- Welcome- Opening remarks- View agenda, objectives of
the training and groundrules (there are no stupid
questions) andhousekeeping- Expectations for the
training - What doparticipants want to get outof the training? What aresome of the biggest
questions you have on thegender and climate change
nexus and how it relates toyour work?
-

Pre-training evaluation
Tour de table

UNITAR
GMO/CIFAL
Ministry ofEnvironment
representative

UNITAR- Lisa

Methods/instructions-

Presentation
Group exercise-

Individual
assessment
Interactive exercise-

24One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

10.30 – Overview of UN CC: Learn
UNITAR- Lisa
10.45
- Introduction to UN CC:
am
Learn
(15
- E-courses
mins)
10.45 –
Tea break11.00
amSession 1: Fundamentals of climate change and the interlinkages with gender
11:00 – Presentation on theDan- Presentation
11.45
fundamentals of climate change- Videoam- Causes and impacts- Group discussion
(45
mins)
11.45 – Presentation on climate change
Min. of Environment- Presentation
12.15
in Rwanda
Theophile(30- Contextualizing climatemins)change to Rwanda
12.15 –
1.45
pm
1.45 –
2.15
pm
(30
mins)

2.15 –
3.00
pm
(45
mins)

Lunch break

Presentation on vulnerability- Ice breaker after lunch to
kick-start afternoon
session- Vulnerability, exposurerisk definition- Gender gap and climatechange as a threat
multiplierDan-

Short exercise
Presentation
Video

ExercisePower walk exercise on Leaving
no one behind, intersectionality
and vulnerability

Lisa

-

Plenary
introduction to
exercise
Small groupexercise
Reporting back inplenary-

25

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

3.00 –
3.15
pm
3.15 –
3.45
pm
(30
mins)

3.45 –
4.00
pm
(15
mins)

Coffee break

Sustainable development- SDG- SDG 13 and 5+- Climate responses/climate
action (adaptation andmitigation)
Video on adaptation./mitigation
Evening review

Dan-

UNITAR - Lisa-

Presentation
Small groupexercise
Reporting back andconclusion

Reporting back andconclusion
Wrap-upDay 2
Tuesday 8th AugustTime
SessionFacilitator
8.30 –
Arrival and Registration
9.00
am
9.00 –
Morning review
UNITAR – Lisa
9.15
am
(15
mins)
Session 2: The Policy Landscape9.15 –
Global frameworks on climate
Dan/Lisa
10.00
changeam- Overview of key(45
international commitmentsmins)
on climate change- What are the gender
implications within theseframeworks?
- Regional policies

Methods/instructions

10.00 –
10.45
am

Rwanda’s Climate Change
Policies and Plans

Min. of Environment
Theophile-

Whole groupsession-Brief presentation
Group reflection-

Presentation

26

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

(45
mins)

10.45 –
11.00
am
11.00 –
11.45
am
(45
mins)

11.45
am –
12.15
pm
(30
mins)

-

Linking global frameworks
to Rwanda’s national
policies and plans
Tea breakExercise- Familiarizing with the
Rwanda NDC- Review of priority areas in
the NDC, identify any
gender considerations
within mitigation andadaptation
Reporting back from exercise

Lisa

-

Group exercise-

Reporting back12.15 –
Lunch break
1.45
pm
Session 3: Entry points for integrating gender and role of women in climate action
1.45 –
Presentation
Dan- Presentation
2.15
on entry(30
pointsmins)
2.15 –
Case study
Dan/Lisa- Group discussion
3.00
examplespm- Green(45
village
mins)
s in
Rwand
a
- Climate-smartAgricul27

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

ture in
Malawi3.00 –
3.15
pm

Tea break3.15 –
3.45
pm
(30
mins)

Women as agents of change- Examples of women in
Rwanda in the climatechange space- Discussing what are thechallenges andopportunities women facein this sphere in Rwanda

3.45 4.00pm

Evening review

Lisa

-

Plenary discussion

UNITAR- Lisa-

Reporting back andconclusion
Wrap-up

Day 3
Wednesday 9th AugustTime
SessionFacilitator
Methods/instructions
8.30 –
Arrival and Registration
9.00
am
9.00 –
Morning review
UNITAR – Lisa
- Whole group
9.15
session
am
(15
mins)
Session 4 Mainstreaming gender in national climate policies and sector plans (tools andapproaches)
9.15
am –
10.45
am

Presentation

Case study/exercise

Dan

28

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

Process of GAPGive them strategic objectives andthey fill out gender-responsive
activities

10.45 –
11.00
am
(15
mins)
11.00 –
11.30
am
11.30 –
12.15
12.15 –
1.45
pm
1.45 –
2.15
pm

3.00 –
3.15
pm
3.15 –
3.45
pm
3.45 –
4.00
pm

Tea break

Reporting back-

Short presentation

Lunch break-

Presentation on Mainstreaming
gender in NAP
Go through the Step by step
process
Exercise on gender in NAPS

Tea break-

Reporting backEvening review

UNITAR – Lisa-

Whole groupsessionDay 4
Thursday 10th AugustTime
8.30 –
9.00
am

SessionArrival andRegistration

Facilitator

Methods/instructions

29

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

9.00 –
Morning
UNITAR – Lisa
9.15
review
am(15
mins)
Session 5: Financing climate action and linkage with gender-

9.15 –
10.15
am
(60
mins)

Presentation
on financing
climate action
and linkage
with genderDan-

10.15 –
10.45
am
(30
mins)

Exercise the
GCF
FONERWA
GenderStrategy-Review andidentify key
provisions inthe strategy
Tea breakDan-

10.45 –
11.15
am
(30
mins)
11.15 –
12.15
am
(60
mins)

Reportingback

Lunch break
Session 6: Monitoring gender in national climate policies, plans
1.45 –
Presentation on genderDan
2.15
responsive M&E in climatepm
policies(30
mins)

Whole groupsession---Presentation

30

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

Dan-

Whole groupsession

Reporting back

Dan/Lisa-

Plenary

Evening review

UNITAR – Lisa-

Whole groupsession1.45 –
2.15
pm
(30
mins)

Present Exercise instructions on
gender-responsive M&E in a
climate policy
Developing a log-frame for a
project on developing genderresponsive indicators for theGreen Villages project3.15 –
3.45
pm
(30
mins)
3.45 –
4.00
pm

Day 5
Friday 10th August 2023

9.00 –
10.00
am
(15
mins)

Recap and final reflections
Where to from here?
This session provides space forthe team as a whole to- identify key learnings andtakeaways from thetraining sessions, and- determine what key
activities could be
developed andimplemented in GMO onclimate policies andprogrammes- Discuss “parking lot”
items from the course of
the week

10.00 –
10.45
(45
mins)

Post-training assessment andevaluation

UNITAR – Lisa-

Whole groupsession-Individual
assessment

31

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

10.45 –
11.00
am
11.00
am 11.30(30
mins)
11.30 –
12.15
(45
mins)

12.15
pm

-

Tea breakPresentation of certificates

UNITAR – Lisa
GMO
CIFAL

-

Closing remarks
Beatrice Cyiza, Director General,
Environment and Climate Change,
Ministry of Environment
Closing remarks by CIFAL
Closing remarks by UNITAR
representative, Lisa Maina,
Division for Planet

UNITAR – Lisa
GMO
CIFAL
Ministry ofEnvironment-

Presentation

Lunch break32

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

2.5
Training assessment and award of certificates
The training assessment was conducted, and the certificates awarded to the successful participants.
The result is provided in the table 5 below.
Table 5: Grades
Grade
Good
Very Good
Excellence

Number of participants per category
5
13
6

2.6
Post Training evaluation
An analysis of the outcome of post -training evaluation is provided in figures 2 to 8 while theresults are provided in table 6 below:

Fig. 2: Overall, how satisfied were you with the training?

Very dissatisfied

Dissatisfied

Netiher

Staisfied

Very satisfied

Fig.3
20
15
10
5
0
Extremely disagree Somewhat disagree

NeutralSomewhat agree

Extremely agree

The information presented in this training was new to me
The content of the course was relevant to me and my job/study

It is likely that I will use the information and skills acquired33

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

Fig.3
20
15
10
5
0
Extremely disagree Somewhat disagree

NeutralSomewhat agree

Extremely agree

The information presented in this training was new to me
The content of the course was relevant to me and my job/study
It is likely that I will use the information and skills acquiredFig 4: How effective were the following aspects inregards to your experience in this training?
Extremely effective
Somewhat effective
NeutralSomewhat ineffective
Extremely ineffective
02Group activities

4

6

8

10

Learning activities

12

14

16

18

20

Instructional materials

Fig.5 :The interaction with fellow participants wasenriching and useful

1 (strongly disagree

2

3

4

5 (strongly agree)34

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

Fig 6: How likely are you to continue your learning on the
Women2Lead community site?

1 (not at all likely)

2

3

4

5 (extremely likely))Fig 7: To what level do you feel you have achieved thedesired learning outcomes?
20
15
10
5
0
1 (poor)23

45 (excellent))

Fig. 8:To what level do you agree with the following
statements?
20
100Strongly disagree

Disagree

NeutralAgree

Strongly agree

I am able to descibe key causes and impacts of climate change at global and local level
I am able to identify opportunities and entry points to integrate gender equality into climatechange policies and porgrammes
I am able to apply approaches and tools to integrate gender in climate changee policies andprogrammes
I am able to develop gender-responsive monitoring and evaluation for the integration of gender
within climate change policies and programmes

35One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

Table 6: Results of post training evaluation

QuestionsOverall, how satisfied
were you with thetraining?

Verydissatis
fied

Dissatisfied

Neither

SatisfiedVerysatisfied

total

0
0
0
4
20
Extremely
disagre Somewhat
Somewhat Extremeledisagree
Neutralagree
y agree

24

The information
presented in this training
was new to me
0
1
2
19
1
The content of the course
was relevant to me andmy job/study
1
0
1
4
18
It is likely that I will use
the information andskills acquired
1
0
1
2
19
How effective were the following aspects in regards to your experience in this training?
Extremely
Extremelineffect Somewhat
Somewhat yiveineffective
Neutraleffective
effective
Instructional materials
1
0
1
7
15
Learning activities
1
1
0
5
17
Group activities
1
0
0
4
18
To what level do you agree with the following statements:
1(Extre 2(Somewha 3(Neutral) 4(Somewha 5(Extremely
t disagree)t agree ) mely
disagreagree)
e)

23

24

23

24
24
23

36

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

the interaction withfellow participants wasenriching and useful0
1 (notat alllikely)How likely are you tocontinue your learningon the Women2Lead
community site?

01(Poor)To what level do you
feel you have achieved
the desired learning
outcomes?

I am able to describe keycauses and impacts ofclimate change at global
and local level
I am able to identify
opportunities and entry
points to integrate genderequality into climatechange policies andprogrammes
I am able to apply
approaches and tools to
integrate gender inclimate change policies
and programmes

0

0

7

2

3

5
(extremely
4 likely))

0

2

9

2(Fair )3(Good)

17

24

13

24

5
4(Very (excellengood) t)

0
0
0
9
15
1(Strongly
disagre5(Stronge)2(Disagree) 3(Neutral) 4(Agree)
ly agree)

24

0

0

0

5

19

24

0

0

0

8

16

24

0

0

0

12

12

24

37

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

I am able to develop
gender-responsive
monitoring andevaluation for the
integration of gender
within climate change
policies and programmes

0

0

0

12

12

24

2.6.1
Open ended questions
1. What did you enjoy most about the training?
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•

•
•

Mitigation and adaptation measures to build environment
I got to know more about the linkage between climate change and genderI enjoyed learning about climate action which is an area I am passionate about yet I had nonovice skills. I also enjoyed learning new concepts in this area
The content that was used was very informative and the training technique was engaging
The case studies given related to the reality of Rwanda
The training was participatory
The content of the training e.g., greenhouse gases
Topics learnt were very informative and important for women and men like us who
are/going to be change-makers
How the information and training materials were packaged and delivered
The training was very interactive
Trainers were very ok, and the training was interesting
The trainers were very wise on the topics that were on the agenda and very flexible to thetrainees
Climate change and its impacts and the different ways to combat climate change; climate
finance and source of funds
The entire programme and the exercises especially
The content of the sessions especially using Rwanda examples and the methodology usedby the facilitators
The content of the training (how it is prepared); how the trainers gave the content;
understanding the linkage between gender and climate change
The group exercises were interesting and very enlightening about the socio-economic
situations of men and women (Mr. and Mrs. Farmer) It gave the realistic picture of genderconsiderations in planning cycles
Learning how to engender/integrate gender in program planning as well as M&E
frameworks
Impact of GHG on climate change and how global debate/action evolved
38

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023•

New concepts on climate change tools and methodologies for climate change; existing
legal frameworks at international and national level; climate financing systems and casestudies on climate change

What do you recommend we change and/or improve?
• Keep up the good work
• All was perfect but there is need to ensure different languages are used to enable effective
participation• Minimize printings and go digital e.g., for evaluations, assessments, and manuals• I would recommend a training session for decision-makers e.g., ministers, PS, DGs• To have a study tour of the countries with the best practices of mainstreaming gender inclimate actions e.g., Fiji, Nordic countries• A training place with a lunch place• More group work and discussions• Make it more participatory, engage participants as often as possible• Increase practices and more local case studies• I would love to see some field trips because when you train with practical examples it
improves the understanding• Next time UNITAR should provide many days for the training so that people go deeply tounderstand the course well
• Use of a mix of languages including French, Kinyarwanda and Swahili• More engaging sessions in the afternoon• Make the training happen every year and train many more people on climate change

3
•
•

•
•

NEXT STEPSGMO to come up with concrete actionable follow-ups to implement within eachindividual’s role/work
GMO to explore cross-sectoral collaboration through sharing of implementation andmonitoring templates and plans across government institutions e.g., GMO and Ministry ofEnvironment/Rwanda Environment Management Authority
GMO, UNITAR and CIFAL to discuss way forward post pilot training and explore futureareas of collaboration and scale up of pilot training e.g., a ToTUNITAR to conduct an impact survey in around 6 months, to collect further informationon the application of the knowledge acquired from the training.

39One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

Enhaning

South Sudan Training Programme
ONE UNITAR GENDER PROJECT TRAINING SOUTH SUDANTITLE: ENHANCING WOMEN CAPACITIES IN THE POLITICALPROCESSES
Date: 25th -29Th sept 2023, JUBA – SOUTH SUDANPOST ACTIVITY REPORT

40

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

Contents
Acronym..................................................................................................................................................... 3
INTRODUCTION ................................................................................................................................... 4
OPENING REMARKS .......................................................................................................................... 4
MINISTER GENDER, CHILD AND SOCIAL WELFARE (MGCSW) - HON: AYA
BENJAMIN WARILLE ......................................................................................................................... 4
TRAINING OBJECTIVES ................................................................................................................... 7
PARTICIPANTS ..................................................................................................................................... 7
METHODOLOGY .................................................................................................................................. 7
PARTICIPANT’S EXPECTATION ................................................................................................... 7
DAY ONE SESSIONS ............................................................................................................................ 9
SESSION ONE: INTRODUCTION TO GENDER PERSPECTIVES IN LEADERSHIP ... 9
SESSION TWO: UNDERSTANDING TRANSFORMATIONAL LEADERSHIP ................ 9
SESSION TRHEE: WOMEN REPRESENTATION AND PARTICIPATION IN
POLITICS ................................................................................................................................................. 9
DAY TWO ............................................................................................................................................... 10
SESSION ONE: INTERPERSONAL COMMUNICATION ...................................................... 10
SESSION TWO: LEGAL AND NORMATIVE FRAMEWORKS ........................................... 10
SESSION THREE: UNDERSTANDING PERSONAL DEVELOPMENT ............................ 11
DAY THREE .......................................................................................................................................... 12
SESSION ONE: UNDERSTANDING THE ELECTORAL PROCESSES ............................. 12
SESSION TWO: PREVENTION AND RESPONSE TO ELECTORAL VIOLENCE ........ 13
SESSION THREE: THE ROLE OF WOMEN IN ELECTIONS .............................................. 13
DAY FOUR ............................................................................................................................................. 14
SESSION ONE: NETWORKING AND COLLABORATION .................................................. 14
SESSION TWO: LOBBYING AND ADVOCACY ....................................................................... 16
SESSION THREE: RESOURCE MOBILIZATION .................................................................... 16
DAY FIVE ............................................................................................................................................... 17
SESSION ONE: COALITION BUILDING .................................................................................... 17
CLOSING REMARKS ........................................................................................................................... 18

Acronym
AUMISS

African Union Mission in South Sudan
41

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

CSO

Civil Society Organizations

IDP

Internally Displaced People

MGCSW

Ministry of Gender, Child and Social Services

PCM

Permanent Constitution Making

TNA

Training Needs Assessment

R-ARCSSUNITAR

Revitalized Agreement for Resolution of Conflict in South Sudan
United Nations Institute for Training and Research

42One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

INTRODUCTION
One UNITAR Gender Project promotes innovative learning solutions on women’s empowerment,
building on extensive experiences and knowledge. In conjunction with African Union Mission inSouth Sudan (AUMISS), Eve Organization and the Ministry of Gender Child and Social Welfare,
UNITAR conducted a Training Needs Assessment (TNA), developed a curriculum and conducteda training to build capacity of women in political processes. The project aimed at developing
context specific training materials and delivery of a pilot study in South Sudan as part of its
capacity building measures to empower women leaders to fully and meaningfully participate in
the constitution and electoral process as outlined in the R-ARCSS.
The five-day pilot training was the first of its kind in South Sudan and timely as the elections areenvisaged for December 2024 as stipulated in the roadmap. It will be the first time for South Sudan
to go to polls for governance positions. The training covered the following topics: introduction to
Gender perspectives in political processes, transformative leadership, women representation andparticipation in politics, election cycle and role of women in electoral processes, lobbying andadvocacy, networking and collaboration, resource mobilization and coalitions building. The
methodology employed by the trainers was interactive, mini-lecture, group exercises andpresentations, brainstorming exercise, role plays and documentary, discussions and plenary,participants also shared their experiences and storytelling.
The 5-day training was held in Juba Regency Hotel on 25th-29th September 2023, conducted in
Juba Regency Hotel. 30 Participants were drawn from the political parties, women in local
government, women in CSOs (in particular Human Rights Organizations), Gender focal persons
from government Ministries and commissions, young women and the male gender Champions.
Parliamentary women caucus at national level and women with disability.
The opening ceremony was graced by the Hon Minister for Gender, Child and Social Well fare
Aya Benjamin Warrille, Dr Sally Wangamati the Women Peace and Security Specialist for African
Union Mission in South Sudan (AUMISS) and Ms Eva Kiongo representing Eve Organization.

OPENING REMARKS

43

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

MINISTER GENDER, CHILD AND SOCIAL WELFARE (MGCSW) - HON: AYA
BENJAMIN WARILLE
In her opening remarks, Hon. Aya noted that the long-awaited programme had finally come topass and was glad to be part of it. The Minister thanked the United Nations Institute of Training
and Research (UNITAR), African Union Mission in South Sudan (AUMISS) and EVE
Organization for making ONE UNITAR Gender Project a reality in South Sudan. She informedthat the mandate of the Ministry was to promote Gender equality and empowerment of womenfrom different backgrounds. The MGCSW is doing a lot but still there is more to be done. She
noted that the country is preparing for the Permanent Constitution Making (PCM) and the elections
envisaged for Dec 2024. Women therefor, needed to prepare to effective participation in theseprocesses and so the training came in timely to address this need for the women. She promised tosource for funds to scale the programme to other levels to build on the UNIITAR initiative.
The Minister urged the participants take the training seriously so that they could cascade it to other
women especially at the state level and the grassroots. Cascading of the knowledge would
definitely have a ripple effect resulting on more women participating and hence including
representation. She finally thanked the experts who participated in the design of the curriculumand Ms. Jane Kiden Jackson who led the process. She further said this kind of expertise is needed
to support women in South Sudan. Finally, the Minister appreciated and appealed to UNITAR and
AUMISS to continue with the support to facilitate the trainings for women at the state level. Hon
Aya declared the workshop officially open.

44One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

AFRICAN UNION MISSION IN SOUTH SUDAN (AUMISS) - DR SALLYWANGAMATI (PhD)

Dr. Sally's remarks at the training program on Women's Participation in Political Processes inSouth Sudan underscored the profound significance of this initiative in advancing gender equality
and empowering women within the political sphere. She posited that Women's participation inpolitics is a matter of both justice and progress, but progress has been painfully slow, with womenconsistently underrepresented in decision-making processes on a global scale. Despite their provenleadership abilities and equal rights, women remain marginalized in elected offices, the civil
service, the private sector, and academia. South Sudan, like other African nations, has made strides
in promoting gender equality through policy and legal frameworks, yet considerable work remains
to achieve more significant representation and influence.
Dr. Sally highlighted the recent passing of the Electoral Bill in South Sudan as a pivotal legislative
milestone. She informed that this achievement presents a golden opportunity for South Sudanesewomen to unite, harness their collective strength, and demonstrate their capacity to effecttransformative change in the nation's political landscape. She posited that the training program
will serve as a catalyst for women's increased involvement in political processes, fostering a senseof agency and inspiring a vision for a more inclusive political environment.

Dr Sally noted that the recent legislative achievements, such as the Electoral Bill, offered an
opportune moment for women to rally together and play a substantial role in reshaping the nation's
political landscape. She urged the women to embellish collective action, women's empowerment,
and a path towards a more equitable and inclusive political landscape in South Sudan.

45

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

EVE ORGANIZATION REPRESENTATIVE – MS EVA KIONGOIn her remarks, Ms. Kiongo expressed her sincere gratitude to the Ministry of Gender, Child andSocial Welfare, the African Union Mission in South Sudan, and ONE UNITAR Gender for
entrusting EVE Organization with a pivotal role in their project. She emphasized that EVE
Organization is deeply committed to the power of par tnerships that lead to the empowerment of
women in South Sudan. Ms. Kiongo recognized the critical timing of the training, coinciding withthe conclusion of the transitional period in the country. She highlighted the essential role women
play during this crucial phase, underscoring their importance in shaping a sustainable peace inSouth Sudan. She passionately called upon women to actively engage in political parties, support
one another, and collaborate to effectively address the challenges they will encounter in theconstitution-making process and future elections.
Continuing her address, Ms. Kiongo stressed that the training would serve as a valuable source ofknowledge and a foundation for building a peaceful South Sudan. She encouraged participants tomake the most of this opportunity by learning, networking, and seeking answers to their questions.
She assured them that a team of experts was present to address their concerns and provide guidance
throughout the program. Ms. Kiongo concluded her speech by extending heartfelt thanks to
Madam Jane Kiden, the consultant, for her exemplary leadership in making the workshop a reality.
She wished the participants a fruitful and enriching 5-day training experience.

TRAINING OBJECTIVES
The training was guided by the following three objectives:
2. Make available and provide knowledge and tools on women’s leadership andempowerment to women in South Sudan in a way tailored to the local context
46

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

3. Create a community of practitioners to interact directly and learn from their peers, and
4. Provide the participants with knowledge, skills and shape values to enable them fully andmeaningful participate in their relevant contexts

PARTICIPANTS
The selection of participants for this training was based on recommendations stemming from theassessment report validation process. Those who successfully completed the rigorous five-day
program represented a diverse spectrum of women, including individuals from political parties,
women in local government, members of civil society organizations, notably those in Human
Rights Organizations, gender focal persons from various government ministries and commissions,male champions, the Parliamentary Women Caucus at the national level and women withdisabilities. This varied composition of participants facilitated a seamless exchange of experiences
and insights allowing women leaders from different institutions and at various levels to share theirchallenges and successes effectively.

METHODOLOGY
The training harnessed a ranged of adult learning techniques encompassing mini-lectures,
brainstorming, group discussions, plenary sessions, question and answer sessions, documentaries,
live demonstrations, outdoor exercises and sharing of personal experiences. These diverse methods
significantly elevated the level of engagement and interaction between the participants and thefacilitators. The participants highly commended the facilitator’s adept use of these techniques, as
they greatly enhanced the learning experience and fostered a deep understanding of the subject
matter over the course of the five-day programme.

PARTICIPANTS’ EXPECTATION
Participants in this training had shared the below expectations
1. Familiarize with the political processes
2. Understand challenges facing parliamentarians
3. Comprehend strategies to achieve the 35% Affirmative action for women
4. To understand ways to forge women’s unity for the achievement of a peaceful election
5. Familiarize with the electoral processes
6. Have knowledge/skills to mobilization of resources for elections (campaign)
7. How to form women coalition
8. To understand how can women work with men to support women initiatives?
9. To know the types and signs of election violence and how to manage at family level
10. How women with disabilities can be part of elections
11. Protection for women who want to vie for presidential position
12. Building capacities of the youth in politics
13. Understand the process of the upcoming elections
14. Understanding about equality
47

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

15. How to prepare for effective public speaking
GROUND RULES
1. Time Management
2. Phones on silence
3. Respect for each person’s opinion
4. Active participation
5. English and Arabic can be used for better understanding.

DAY ONE SESSIONSSESSION ONE: INTRODUCTION TO GENDER PERSPECTIVES IN LEADERSHIPThe session covered gender and gender related concepts such as gender equality, gender equity,
gender justice, gender mainstreaming and analysis. Discussions on the Gender Equality
Continuum and Gender Mainstreaming and Gender Analysis. The importance of understanding
gender was outlined due to the role that it plays in influencing perceptions, identities, access andcontrol of resources, power relations, operating spaces, security risks inadvertently affecting thesocial, political, economic and environmental spheres.
Participants appreciated the session and inferred that understanding gender was pivotal ininfluencing leadership dynamics in South Sudan.
SESSION TWO: UNDERSTANDING TRANSFORMATIONAL LEADERSHIPThe session covered concepts and different types of leadership with the main focus ontransformative leadership. Principles of transformative leadership that includes: Principle ofsimplification, facilitation, innovation mobilization, preparation and determination. Attributes ofa transformative leader were also discussed. Discussions saw the women leaders within the room
sharing their experiences on transformative leadership hence applying the principles learnt.
The facilitator end with this code from Peter Drucker: if you want something new, you have tostop doing something old. Be willing to make people better that you met them. That’s what
transformational leaders do.

SESSION TRHEE: WOMEN REPRESENTATION AND PARTICIPATION IN POLITICS
The discussion during the session revolved around the concept of representation, encompassing
political representation, substantive representation, and discursive representation, highlighting
their critical significance in the context of women's leadership. Global statistics and data pertaining
to women's representation and participation in leadership roles were presented, shedding light on
the challenges faced and lessons learned in this domain. Regional perspectives were examined,48

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

with a specific focus on South Sudan, where the Revitalized Agreement on the Resolution ofConflict in South Sudan (R-ARCSS) stipulates a 35% quota for women's representation that has
not yet been achieved. The pressing question arose: How can women achieve this representation
when there is no accountability mechanism for the parties nominating candidates? The responseto this predicament revealed that women often lack awareness of their rights, face disunity, harbor
concerns for their political parties, and fear dismissal or revocation from their positions. In
response, participants collectively resolved that the women's parliamentary caucus should devise
strategies to unite women for a common women-centric agenda, thus addressing these challenges
and increasing understanding of the importance of women's substantive participation in thepolitical process.
Moreover, the session introduced participants to the intricacies of constitution and constitutionmaking processes, specifically examining women's representation and the barriers and enablers totheir enhanced political involvement. This informative session raised awareness among
participants regarding the critical role women's representation plays in the constitution-making
process. In response, recommendations were made, underscoring the urgent need for a united frontof women during this period to ensure equal voices and successful representation in the permanent
constitution and upcoming elections. The session collectively contributed to a deeper
understanding of the issues at hand and highlighted the crucial steps required for the advancementof women's political participation in South Sudan's transformative political landscape.
DAY TWOSESSION ONE: INTERPERSONAL COMMUNICATION
During this session, the facilitator introduced the topic of effective communication within
leadership, employing a role-play exercise to vividly illustrate the impact of both attentive andinattentive leadership. The first role-play portrayed a leader, or commissioner, who demonstrated
a stark lack of attention and respect towards a visitor (a woman community member) in her office.
The feedback from participants highlighted that this leader was seen as self-serving,
unapproachable, and indifferent to the concerns and ideas of her constituents. This portrayalemphasized the negative consequences of a leader who neglects the importance of open
communication and non-verbal cues, leaving a perception of disinterest and disregard for theirpeople.
Conversely, in the second role-play, a leader was depicted as attentive, tolerant, and responsive tothe community members' concerns. The participants commended this leader for actively listening
and showing an eagerness to address their needs promptly. This segment underscored the value ofeffective verbal and non-verbal communication skills in leadership growth. The attendees
recognized that strong listening skills and confidence in public speaking are essential for leaders
to engage their audience and gain support for their initiatives. They further grasped the significanceof non-verbal communication, understanding that it can either reinforce or undermine their spoken messages. Thissession underscored the pivotal role of effective communication, both verbal and non-verbal, in effective leadership.

49

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

SESSION TWO: LEGAL AND NORMATIVE FRAMEWORKS
This session served as an invaluable source of knowledge for the participants by shedding light on
the international, continental and national legal frameworks that underpin and bolster women's
involvement in the political process. During a brainstorming session, it became evident that many
participants had limited awareness of these legal frameworks, with only a few being able tomention notable ones like the R-ARCSS, the national constitution, and CEDAW. The facilitator
stepped in to elucidate the specific articles and provisions within these international, regional, andnational instruments that are designed to both encourage women's participation and safeguard theirrights. A participant astutely pointed out that one of the significant hurdles hindering women's
political engagement is their lack of awareness regarding their legal rights.
In the ensuing discussion, it became clear that structural marginalization persisted, as politicalnominations were often determined by the parties that are signatories to the Agreement. Despite
the existence of a 35% affirmative action quota for women, these rights were frequently violated
in party nomination lists, leaving women unable to assert their entitlement. As a response to thesechallenges, participants called for continuous public awareness campaigns about the legal
frameworks through radio and national television. Additionally, they emphasized that women inpolitics should not passively wait for change but should proactively strive to familiarize
themselves with their rights within the legal instruments by reading the ratified laws in the country.
SESSION THREE: UNDERSTANDING PERSONAL DEVELOPMENT

During this session, the participants delved into the intricate realm of personal development,
gaining a profound understanding of its significance and the various components that contributeto holistic growth. An individual exercise introduced them to a "Wheel of Life" self- discovery
exercise, prompting each participant to self-assess their current positions in terms of spiritual,physical, financial, emotional, social, educational, and mental development. This exercise proved50

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

instrumental in helping participants gauge their positions on the Wheel of Life, and it encouragedsome to openly share their aspirations for future personal development. The facilitator also guided
them through the crucial steps for effective personal development, which included crafting apersonal vision, devising a clear plan for achieving it, initiating the improvement process,recording their progress, and periodically reviewing and revising their personal development
plans.
Furthermore, the session delved into the realm of personal branding within one's field of expertise.
It emphasized that many women may be active in political parties or other fields, yet their impact
often remains unnoticed because they fail to effectively communicate their expertise andcontributions. The discussion underscored the potential of personal branding to elevate theirpresence and influence, ultimately taking them to a higher level within their respective domains.
This segment was complemented by a mini-lecture on stress, its effects, and strategies for
managing stress. The participants acknowledged that stress is a common experience for many, butthey often lack the knowledge of how to effectively cope with it, making this segment a valuableaddition to their understanding of personal development.

51

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

DAY THREESESSION ONE: UNDERSTANDING THE ELECTORAL PROCESSESIn this session, the facilitator initiated a discussion by providing an overview of the politicallandscape in South Sudan, emphasizing the upcoming elections that would require theparticipation of all citizens. He then posed a crucial question to the participants: "Why should you
participate in the elections?" In response, participants offered a range of compelling reasons,
including the recognition of a constitutional right for every citizen, a means to select the rightleaders for a peaceful nation, a way for women to gain opportunities in decision-making processes,
an avenue to establish democratic governance in South Sudan, a means of achieving politicalrepresentation, and an opportunity to exercise power. These responses reflected a deep
commitment to civic engagement and the democratic process among the participants.
Additionally, participants identified various challenges associated with the upcoming elections.
These included concerns about the security of the population, particularly women, the repatriationof Internally Displaced Persons (IDPs) to enable their participation, the unimplemented steps
outlined in the R-ARCSS agreement, such as the formation of a unified army and the reconstitutionof commissions, and the presence of lingering bitterness among political leaders that had not beenadequately addressed through reconciliation efforts. Furthermore, the absence of an election
calendar raised concerns about the preparedness for this landmark electoral event. The session
went on to delve into the critical subject of women's participation in politics and the electoral
52

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

process, emphasizing its pivotal role in fostering sustainable peace and promoting gender equality.
The participants gained a comprehensive understanding of the electoral cycle's three phases: preelection, election, and post-election, and they explored the unique challenges that womenencounter in the electoral process, setting the stage for South Sudan's first elections following thereferendum.

SESSION TWO: PREVENTION AND RESPONSE TO ELECTORAL VIOLENCE
This session focused on equipping participants with the knowledge to anticipate and address
potential electoral violence, a critical concern in the context of upcoming elections. The facilitator
began by defining electoral violence as any form of violence or intimidation that can transpire
during the electoral process, encompassing physical violence, harassment, coercion, and thedissemination of fear and insecurity among voters and candidates. The prevention and response toelectoral violence were underscored as essential components in ensuring democratic and peacefulelections. Participants were actively engaged in identifying various forms of potential electoral
violence for the upcoming election, which included concerns such as hate speech, suspicion,
killings, kidnappings, unlawful detentions, intimidation, and the proliferation of rumors and fakenews, especially within the realm of social media.
The facilitator went on to share international examples of electoral violence, encompassing
physical violence, voter intimidation, voter suppression, political intolerance, and disruptions ofcampaigns, as well as post-election violence. The session emphasized that the prevention ofelectoral violence necessitates a multifaceted approach, involving multiple stakeholders, including
government institutions, civil society organizations, political parties, and citizens. Early
preparedness was highlighted as a critical element in mitigating the risks associated with electoral
violence. The participants recognized the importance of women networking with theircommunities and collaborating with law enforcement and government institutions to address theseissues effectively. They also underscored the significance of unity among women, pooling theirresources and efforts to promote a safer and more inclusive electoral process as well establishinga situation room for reporting electoral violence.

53

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

SESSION THREE: THE ROLE OF WOMEN IN ELECTIONSIn this session, participants were provided with valuable insights into the importance of women's
involvement in electoral processes, along with the challenges they face and the benefits ofbolstering their representation as voters, candidates, and elected officials. To illustrate the powerof women's engagement in the political arena, the group watched a documentary titled "Pray theDevil Back to Hell," which recounted the remarkable journey of Liberian women in their quest forpeace, diligent monitoring of the peace implementation process, and active participation inelections. Upon viewing the documentary, participants shared their observations, highlighting
several key takeaways. They noted that Liberian women exhibited exceptional unity, transcending
religious differences, and made profound sacrifices by leaving their homes and families. The
leaders' effective messaging played a vital role in uniting women, demonstrating the importanceof clear communication. The mobilization efforts were notably strong, driven by women's
unwavering determination and fearlessness, along with their comprehensive understanding of key
stakeholders and their well-defined objectives.
In reflecting on the Liberian women's experience, participants identified parallels with the situation
faced by South Sudanese women. They acknowledged the challenges to unity among South
Sudanese women, often due to tribalism and party commitments. Participants collectively
concurred that unity among women is pivotal for advancing women's agendas in elections.
Additionally, they recognized that women's participation in electoral processes is not only a criticalcomponent of upholding democratic values but also a fundamental step towards achieving gender54

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

equality. The Liberian example served as a powerful inspiration, demonstrating the transformative
potential of women's collective action in the realm of politics and peace-building

DAY FOURSESSION ONE: NETWORKING AND COLLABORATION
During this session, the facilitator employed an engaging demonstration of networking to kickstartthe discussion. Participants were tasked with forming a circle and connecting with a friend bypassing treats, illustrating the importance of identifying connections and how information canspread rapidly within a network. The session then delved into various aspects of networking,encompassing different types, approaches, the significance of networks, and the principles andrules that govern effective networking. Networking was described as a group of people sharing
ideas and discovering connections between individuals, while collaboration was defined as thecooperative process involving two or more entities working together to accomplish a task or
achieve a common goal.
The session then transitioned to a reflective question: why are some participants not currently
engaged in professional networks or hesitant to join them? Participants shared their reasons, citing
issues such as a lack of confidence, mistrust of friends, shyness toward unknown groups, apreference for proper introductions, discomfort with small talk, fear of rejection, and evenlanguage barriers. The facilitator then divided the participants into three groups to discuss thefactors discouraging women from building networks and how to address these issues. The group
discussions yielded insights, ranging from a lack of cooperation and personal interests to the needfor greater awareness and guidance on networking, trust-building, and unity among women.
Factors that discourage women frombuilding network
•
•
•
•
•
•
•
•
•
•
•

Lack of cooperation
Personal interest
Lack of confidence
Fear of conspiracy
Lack of civic education/ awareness/ignorance/ guidance on how to network
Lack of trust
Lack of unity
Family responsibility
The belief that networking is for men
Control by men
Lack of skills

How to address
•
•
•
•
•
•
•
•
•

Emphasizing on the importancenetworking of women participation inpolitics
Putting women’s interest first
Provide mentorship, coach andconfidence building
Reconciliation among women fromdifferent political parties
Capacity building transparence
Build trust among the women ofSouth Sudan
Radio talk show in addressing of
women
Capacity building and women
empowerment through training
Women to come up with one agenda
and one objective

55

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

The participants collectively highlighted the importance of emphasizing women's participation inpolitics, promoting women's interests, providing mentorship and confidence-building,reconciliation among women from different political parties, capacity building, transparency, andone common agenda and objective as key approaches to address these challenges. In a panel
discussion, participants expressed their appreciation for the session, recognizing that women often
lack the knowledge and confidence to connect and build networks. They acknowledged thetransformative potential of this newfound knowledge, emphasizing how it can help them establish
strong networks and foster collaboration among women in South Sudan. Participants envisionedthat building such networks would facilitate the sharing of information for individual
empowerment and lead to positive changes within the realm of politics, as women from various
parties come together to collaborate and support one another.

56

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

SESSION TWO: LOBBYING AND ADVOCACY
During this session, the facilitator provided a comprehensive explanation of advocacy, covering
its various types, the principles that underpin it, its importance, and the essential qualities of aneffective lobbyist or advocacy worker. Participants acquired valuable skills in advocacy andlobbying, recognizing the crucial role of women political leaders in advocating for their rights andrepresentation, aligned with relevant policies. They acknowledged that these skills empower
women political leaders to amplify the voices and experiences of women affected by conflict,allowing them to share their stories and articulate the specific challenges they face. By doing so,they can garner support among policymakers, civil society, and the international community toeffectively address these issues, ultimately challenging traditional gender stereotypes and societal
barriers that hinder women's participation and leadership roles.
However, participants acknowledged that women often hesitate to engage in lobbying andadvocacy due to various reasons, such as difficulty in identifying the right individuals to connect
with, fear of entering male-dominated spaces like clubs, and concerns about potential
misunderstandings when engaging with men. These challenges, they noted, often lead women to
struggle individually with various issues. Interestingly, a male participant emphasized theimportance of collaboration between women and men in order for women to succeed, particularly
in societies with patriarchal structures. This highlights the significance of working collectively tobridge gender disparities and drive positive change.
SESSION THREE: RESOURCE MOBILIZATIONIn this session, participants gained a deep understanding of the pivotal role that partnerships playin their leadership journey. They recognized that working collaboratively with and through groups
of individuals relevant to their initiatives creates an invaluable space for resource mobilization,
which can encompass human, material, or financial resources. Participants were divided into
groups to discuss the challenges that women often encounter in the process of resource
mobilization and how these challenges can be effectively addressed.
The challenges identified by the participants encompassed issues such as weaknesses inmobilization efforts, security concerns in certain areas, difficulties related to transportation due toinaccessible roads, a lack of awareness and information, limited trust among women themselves,the dominance of men in various spheres, short timeframes, communication and mobility
obstacles, a dearth of formal experiences in resource mobilization, insufficient network support,
the influence of cultural norms, a lack of women's empowerment, technological limitations, fears,
and personal pride, as well as the absence of financial institutions willing to support women's
initiatives.
To address these challenges, participants proposed a range of strategies. These included raisingawareness, implementing the provisions outlined in chapter two of the peace agreement,

57

One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

advocating for the maintenance of roads, persistently insisting on their objectives, building trust
among women, fostering unity and mutual support among women, capacity building to overcome
fear and boost confidence, challenging negative cultural beliefs, enhancing women's technologicalliteracy, seeking grants to support women candidates in elections, proving naysayers wrong
through tenacity, prioritizing awareness and unity among women, and collaborating with
community authorities to advance their resource mobilization efforts. These strategies underscoredthe collective determination and resourcefulness of women in overcoming challenges to achieve
their leadership goals.

DAY FIVESESSION ONE: COALITION BUILDING
During this session, the profound significance of coalitions in advancing women's leadership was
extensively discussed, and participants collectively recognized that coalition building is essential
for the progress of women. However, they identified existing gaps within women's networks,
highlighting the absence of clear connections and forums to bring together women from different
sectors, political parties, faith-based organizations, and women in executive roles. Additionally,
participants observed a gap between younger women and those in leadership positions. In
response, the facilitator directed the participants to explore the challenges that hinder coalitionbuilding among women, yielding the following insights:
5. Lack of a clear agenda among women.
6. Insufficient mentorship and knowledge about the importance of purpose-driven coalitionbuilding.
7. Tribalism and strong party affiliations, resulting in women primarily connecting with thosethey are familiar with and hesitating to share ideas with external groups.
8. A lack of trust, as women often prioritize protecting the image of their respective parties.
Participants collectively agreed that the training had equipped them to address these challenges,
and they proposed the formation of groups representing different sectors, with the aim of reachingout to women within their political parties. These groups, in collaboration with women's caucuses,
would organize one-day meetings to bring women together before the election, fostering unity andcollective action.
In conclusion, the facilitator emphasized the paramount importance of coalition building for
women leaders in post-conflict South Sudan. Such coalitions empower women, enhance theirpolitical representation, overcome barriers, foster collaboration, and contribute to long-term
institutional change. By forming alliances and working collectively, women can not only advancegender equality but also play a significant role in the development and stability of their society.
58One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

The facilitator underscored that coalitions serve as a powerful tool for amassing the strength
needed to effect positive change in people's lives, making them a crucial resource for women in
South Sudan, as evidenced by the example of Liberian women.

CLOSING REMARKS
Dr. Sally conveyed her heartfelt joy as she marked the conclusion of the five-day training program.
She expressed her honor in representing both the AU Ambassador and the Minister for Gender,Child, and Social Welfare, Honorable Aya Benjamin Awrille. Dr. Sally commended theparticipants for their valuable contributions, noting that they had proven their worth throughout
the training. She highlighted the substantial interaction among the participants and facilitators,
emphasizing the professionalism and teamwork demonstrated during group discussions. Dr. Sally
also appreciated the participants' honesty in addressing pertinent issues and their willingness tolearn.
Dr. Sally underscored the importance of opening one's mind to broaden perspectives and urged theparticipants to be receptive to new ideas. She conveyed her happiness about the prospect of having
more female members of parliament and endorsed Catherine, a participant from the class, torepresent women with disabilities, encouraging the group to support her campaign. Dr. Sallyemphasized the significance of women coming together as a united force while retaining theirindividual party affiliations. She urged those who had not yet registered to do so and encouraged
participants to encourage their peers, sisters, and aunties to register. Dr. Sally concluded by statingthat this training marked the beginning of their journey, expressing her hope to meet with theparticipants again to share experiences after the training. She inspired them to adopt a language ofdetermination, emphasizing that opportunities must be sought and fought for, with the support ofothers. On behalf of the Minister, Dr. Sally officially declared the workshop closed.

59One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

Post-Training Assessment Results

Q.2 over all how satisfied were you with the training
question
Very satisfied
satisfiedneitherQ2. overall howsatisfiedwere youwith thetraining

1111111
11

1111

9

4

dissatisfied

Verydissatisfy

No of therespondence

Somewhatagree

Extremely
agree

111

111111111

11111111111

q. 3 what did you enjoy mostsessionInterpersonal communication

111111Introduction to Gender

11111

Electron process

111111

Rwanda documentary11111

Coalitions building

111111

Networking and collaboration

1111111

Resource mobilization and Fund raising

11111

Transformative leadership

11111

Understanding the electro process

11111

Women representation and participation in the politics

11111

Public speaking

11111

Personal development11111

Q4what do you recommend we change and or improve• Keep such training always to mentor the women for political participation• This training should conducted to women at the grass roots• Recommend for all the women in politics and women inspiring for politics• Refresher training quarterly• Keep such training up• All the session should be keep
• Five days were not enough for this training• More men should be included in the next training• The venue should be change
Q.5 How do you agree with the following
question
Extremely
disagree
The information presented in thistraining is new to me
The content of the course wasrelevant to me and my Jobs

Same
what
disagree1

neutralSomewhatagree

60One UNITAR Gender | C2019.TARSF003.SIDA | November 2023
It is likely that I will use theinformation and skills acquired

1

11111111111

Q.6 how effective were the following aspects in regard to your experience in this training
question
Extremely Same what
neutralSomewhat
Extremely
ineffective effective
effective
effective
Instructional material
111111111111
Learning activities

11

Group activities

11111111111
11111111111

Q7. To what level do you agree with the following statement the interaction with follow participants was enriching
and useful
1
2
3
4
5
Total respondents’
1
Total

1

Strongly disagree

11111111111

12

11

12

strongly agree

Q8. How likely are to continue your learning on the Women2Lead Community site?
1
2
3
4
5
Total respondents’

Total

11

1111111111

12

2

10

12

Note at all likely

extremely agree

Q9. To what level do you feel you have achieved the desired learning outcomes?
1
2
3
4
5
Total respondents’
total
poor

1

1111

1111111

12

1

4

7

12
excellent61One UNITAR Gender | C2019.TARSF003.SIDA | November 2023

Signature of Division Director or Programme Unit Manager………………………………………………….
Name:
Date:

62

Strategic Framework Fund
Project Narrative Report Summary
Project title
Divisions/Units
Allocation amountSFF funding source
Other funding: ☒ Yes☐ No

Strengthening Knowledge and Skills to Address Climate Change and Advance
Sustainable Development
Green Development and Climate Change Programme Unit, Division for Planet$100,000
Sweden SIDA
Co-financing – UN agencies, National Partners, Swiss Government as well as otherdeveloping partners interested in promoting climate change learning - $150,000

Project period
Report: ☐ Progress☒ Final01 August 2019 – 31 July 2022
Period covered: February 2020-July 2023

Project objective

To support the promotion of climate change learning and the implementation of National
Climate Change Learning Strategies in UN CC:Learn partner countries.
SO 3.1, SO 2.1, SO 5.3

Link to strategic
framework objective(s)Link to 2030 Agenda orother 2015 outcome
Country and beneficiary
metrics

SDGs 4, 5, 13, 17 (particularly, targets: 4.7, 5.5, 13.3, 13.B, 17.3, 17.9)

Targeted countries:
Kenya
Ethiopia

Attach list if more
Concise summary of
results achieved,
including how results
contributed to helping
UNITAR achieve its
strategic objectives

Participants
FemaleMale
Other
Not disclosed
Total

19
17

Other metrics
Disability #Other vulnerable #Completion #Certification #

26
26

36

In Kenya, UNITAR’s Division for Planet, as the Secretariat of the One UN Climate Change
Learning Partnership (UN CC:Learn), UNITAR’s Division for Multilateral Diplomacy, theForeign Service Academy, Ministry of Foreign Affairs and the Climate Change Directorate,
Ministry of Environment and Forestry of Kenya joined forces to develop and deliver a“Climate Diplomacy Online Training Programme”.
The programme, held in November-December 2020, provided 36 Kenyan diplomats,government officials and civil society representatives with training on climate change andclimate change diplomacy, the history of negotiations to date and the structure andfunctioning of the United Nations Framework Convention on Climate Change (UNFCCC). It
also built practical and in-depth understanding of negotiation skills and dynamics in thecontext of United Nations conferences and the UNFCCC process. The programme supported
the capacities of the Government of the Republic of Kenya to prepare effectively for COP26
of the UNFCCC.
By enhancing knowledge and skills of stakeholders involved in international negotiations andnational policy development and implementation in the area of climate change, including
differentiated impacts and implications (SO 2.1.), in collaboration with national institutions(SO 5.3), the activity contributed to promoting a green, low-carbon and climate-resilienttransition (SO 3.1). This is particularly the case as this activity was delivered as part of two
broader initiatives - the UN CC:Learn support to the Government of Kenya for thedevelopment and implementation of the National Climate Change Learning Strategy, and theestablished collaboration between the Division for Multilateral Diplomacy and the Ministryof Foreign Affairs of Kenya to build the capacity of Kenyan diplomats on multilateraldiplomacy.
In Ethiopia, while UN CC:Learn initially agreed to further support the Government of Ethiopia
in the process of integrating climate change into the national curriculum through 1) the
review of climate change carrier subject syllabi and 2) the training of textbook authors, theimplementation of these activities was postponed, and then replaced, due to thedevelopment of an internal conflict and the change in context, as well as further logisticalconstraints. In 2022, the new curriculum was pilot tested in selected primary schools from
grades 1 – 8 with plans for full implementation of the new curriculum prepared for the
coming years. The pilot testing was monitored and evaluated by Ministry of Educationinternal reviewers with input from the Environmental Protection Authority (EPA) on the
integration of climate change content. Climate change and environmental education was
integrated into the new curriculum according to the UN CC:Learn supported guideline
document into the following subjects:
Grades 1 – 6: environmental science
Grades 7 – 12: social science
Grades 9 – 12: Biology, Geography, History, Integrated Science, General Science
Languages: Afan, Oromo, Amharic, Somale, English
With this completed, the EPA and the Ministry of Education requested for further support.
This support would focus on the training of teachers to magnify and mainstream climate andenvironmental related issues in the country’s formal education sector and explore
opportunities to share experiences with and from other countries in the same process. Given
the significant resources this would take, discussions were held with the EPA management to
explore opportunities for funding such as through the NDC partnership and linking to thewider ACE structure.

Describe project effecton direct beneficiary/
beneficiaries

Describe project effects
on groups madevulnerable e.g. women,children, disabled,
indigenous peoples, if
applicable

Describe
implementation
challenges, including
COVID-19-related
challenges, andmitigation efforts

Discussions were held on numerous occasions with the senior management of the EPA andMoE to explore possibilities to include learning actions from the National Climate Change
Education (NCCE) strategy in the country’s NDC national implementation plan. This is an
ongoing process with a three-day workshop scheduled to happen in Q3 of 2023 to prioritize
and complete the NDC template with the learning actions from the NCCE. This process isbeing planned through a collaboration between UN CC:Learn, EPA, MoE, Ministry of Planningand Development and the NDC partnership. Once these learning actions are endorsed andincluded in the NDC implementation plan, they are circulated to all NDC partners for funding
and implementation support. These learning actions will also include the training of textbook
authors, the training of teachers, etc. It is envisioned that this will leverage much needed
additional resources towards the integration of climate change education in the new
curriculum.
In Kenya, the diplomats, government officials and civil society representatives thatparticipated in the programme were trained on climate diplomacy. It is expected that,through this additional knowledge and skills, they will be able to better participate innational climate change processes as well as in UNFCCC negotiations.
In Ethiopia, the ongoing collaboration is expected to benefit a wide range of stakeholders –from textbook authors to teachers and pupils – in the formal education sector.
The training for Kenyan stakeholders had gender-balanced representation, with 19 womenand 17 men. A module focusing specifically on gender and climate change was madeavailable to participants. Trainees were also made aware of the enhanced Lima Work
Programme on Gender and its Gender Action Plan adopted at COP25. The training follow-up
survey, disseminated to the participants in mid-2021, showed that most of the respondents
positively rated the overall learning experience and expressed feeling better prepared toparticipate in discussions on climate change and/or climate change negotiations, or tocontribute to negotiation’s sessions on climate change.
The implementation of the NCCE strategy in Ethiopia is expected to be inclusive and leave noone behind.
The Climate Diplomacy Training Programme in Kenya was originally designed as a face-toface event to be delivered in Nairobi. Following the COVID-19 pandemic, the training was reorganized as a series of online elements, including participation in live webinars andcompletion of a series of self-paced e-learning modules.
During the delivery of the programme, it was noted that some participants were not familiar
with online learning, particularly in a self-paced mode. In addition to the dissemination ofdetailed information and the organization of a dedicated introductory session, participantsrequired additional support. However, most of them successfully completed the course.
Some of those who did not mention competing priorities and lack of time due to theirprofessional commitments as an important reason that prevented them from finalizing therequired activities.

If progress report,
describe planned
activities to bringproject to closure

In Ethiopia, the planned activities to support the integration of climate change into thenational curriculum were re-organized for delivery in the current COVID-19 context.
However, their implementation continued to be delayed in 2020 and 2021 due to newchallenges in the country, such as long electricity and internet cuts, change in the leadershipand priorities for the new Minister of Education, procedural issues, and the explosion of aninternal armed conflict. The process of trying to organise online training for textbook authors
was quite complex and still had to be cancelled due to the fact that the telecommunicationcompany did not approve the purchasing of internet devices and SIM cards by a nonresident international organisation and thus resulted in cancelling the training. Despite thechallenges, the Ministry of Education and EPA managed to support the piloting of the newnational curriculum, which is now being prepared for nation-wide implementation.
Furthermore, a process to include learning actions from the National Climate Change
Education (NCCE) strategy in the country’s NDC national implementation plan is now
ongoing to bring in additional support to the broad promotion of climate change education.
Ongoing discussions with the regional NDC partnership team have highlighted the additional
resources needed to complete the process of integrating climate change into the national
curriculum in Ethiopia. With support from UN CC:Learn and NDC Partnership In-Country
Facilitator, the EPA, the Ministry of Education and the Ministry of Planning and Development
are organising a three-day workshop to prioritise and complete the NDC template with thelearning actions from the national climate change education strategy.

Directions: Please complete as concisely as possible. For final reports, this page should be used as the cover page, with more a moreelaborate narrative attached. For progress reports, this cover page may suffice. For both progress and final reports, an updated log frame or
results framework should be attached, with actual performance and reasons for variance. See attachment.

Results
Note: A log frame should be included for both progress and final reports. This log frame template may be replaced with the project log frame provided that actual performance and reasons forvariance are included in the reporting.
Intended impact
To build human capacities in developing
and transition countries to plan andimplement effective climate change
actions, with collective and coordinatedsupport of UN agencies and alliances, andother partners.
Outcomes & outputs
Outcome 1.
Countries are addressing learning priorities
to implement their NDCs and NAPs,
working through national education andtraining institutions.

Output 1.1.
Financing opportunities for implementing
climate change learning strategies
identified and effective coordination
mechanisms defined.

Indicator(s)Number of institutions
reporting they have stronger
individual capacities toimplement NAP and NDC
related policies andprogrammes.

Performance (target)2

Performance (actual)
2 (Foreign Service Academy,
Ministry of Foreign Affairs,
Climate Change Directorate,
Ministry of Environment andForestry, Kenya)

Reasons for Variance

Number of countries having
leveraged additional funding
for implementing NAP/NDC
relevant learning actions inpartner countries.

2 countries

2 countries (Ethiopia, Kenya)

Number of national learning
institutions with a clear role
defined in providing recurrent
skills development support for
NDC and NAP implementation.

2 institutions

Role of the Foreign Service
Academy of Kenya topromote skills developmentin the area of multilateraldiplomacy, including climate
diplomacy, strengthened.

Role of the Ministry of Education of Ethiopia toprovide climate change education is being
strengthened.

Number of learning actions
implemented

2 actions

1 action implemented, 1ongoing with further UN
CC:Learn support.

Discussions held with the regional NDC
Partnership representatives to include
supporting climate change education
integration into national curriculum in the
country’s national NDC implementation plan.
Three-day workshop scheduled for Q3 of 2023
to complete the NDC implementation planwith the inclusion of climate change learning
actions. The plan will then be circulated to
NDC Partnership implementing partners forresource mobilization.

Output 1.2
Strengthened capacities of national andregional learning institutions to effectively
deliver climate change learning.

Number of institutions involved
in delivering climate change
learning activities with support
by UN CC:Learn.

2 institutions

1

Major activities

Dates implemented

Scheduled to be
implemented

Climate Diplomacy Online Training Programme for diplomats, government
officials and civil society representatives in Kenya
Support to the review of climate change carrier subject syllabi and training forschoolbook developers in Ethiopia

13 November – 8
December 20202019-2023

In addition, ongoing process of including thelearning actions from the NCCE into thecountry’s national NDC implementation plan isbeing supported by UN CC:Learn in close
collaboration with the Ministry of Education,
Environmental Protection Authority (EPA), theMinistry of Planning and Development and the
NDC partnership.
Comments

The process of integrating climate change into
national curricula is part of the ongoing
curriculum reform process. While the initialplans had to be modified, multiple discussions
were held with the regional NDC Partnershiprepresentatives to include supporting climatechange education integration, including
teacher training, into national curriculum inthe country’s national NDC implementation
plan. A three-day workshop is scheduled for
Q3 of 2023 to complete the NDC
implementation plan with the inclusion ofclimate change learning actions. The plan willthen be circulated to NDC Partnership
implementing partners for resource
mobilization.

Annex 3
List of Directors/Managers/Focal Points overseeing design
and implementation of funded projects

Annex 3
List of Directors/Managers overseeing design andimplementation of funded projects
Strategic Objective (SO)SO1: Peace

SO2: People

SO5: Cross-fertilization

Multiple strategic objectives

Title of project/activity
Leaving No One Behind:
Strengthening the Capacities ofMember State Officials from
LDCs, SIDs and Countries in
Conflict to Resolve Conflict andBuild Peace (2023 allocation)
Diplomatic Excellence – MoFAof the Republic of Cuba (2023
allocation)
Diplomatic Excellence – MoFAof the Republic of Maldives(2023 allocation)
UNITAR Training Programme
on Digital and Economic
Diplomacy for the Ministry ofForeign Affairs andInternational Cooperation of
the Republic of Zambia (2023
allocation)Workshop on Climate Change
Diplomacy (2023 allocation)Workshop on Conference
Diplomacy and Multilateral
Negotiations (2023 allocation)
Introduction to Geospatial
Information Technology for
Evidence Based DecisionMaking (Kenya) (2019allocation)
E-learning course on the use of
Geospatial Information
technologies for Humanitarianassistance (2020 allocation)
Market Monitoring and
Forecasting of Essential
Medicines and Supplies:
Improving Access to Affordable
and Quality-assured Essential
Medicines and Supplies (2022
allocation)
Vector-borne disease risk
mapping dashboard** (SO2,SO5)
Strengthening knowledge andskills to address climatechange and advancesustainable development (2021
allocation)
One UNITAR Gender – Global
Learning Lab on Women’s
Leadership – Empowering

Director/Manager
Trisha Riedy

Rabih El-Haddad

Rabih El-Haddad

Rabih El-Haddad

Rabih El-Haddad
Rabih El-Haddad

Einar Bjorgo

Einar Bjorgo

Einar Bjorgo, Alex Mejia, andMukul Bhola

Alex Mejia, Einar Bjorgo

Angus Mackay

All Divisions involved.

Women, Fighting Inequalities(2022 allocation)
Diplomatic Excellence – MoSA
of Lebanon (2023 allocation)

Rabih El-Haddad

Annex 42022-2025 Strategic Framework

Strategic
Framework
2022-2025

Contents
04

A Message from
Leadership

06

Continuing ourStrategic Direction withNew Opportunities,
New Challenges

09

Our Vision, Mission
and Values

09

Our Core Functions

10

Becoming Fit for
the Pandemic andPost-pandemic World

11

Strategic Objectives

13

Implementing ourStrategy

19

Strategic Enablers

21

Assumptions, Risks
and Challenges

22

Monitoring, Evaluation
and ReportingA Message from
Leadership
In January 2018, UNITAR embarked on a new four-year strategy and set of high-levelobjectives that were closely aligned with the 2030 Agenda for Sustainable Development
and its focus on people and their prosperity, the planet and peace and justice.
Given its aspirational, transformative and universal nature, the 2030 Agenda requires
concerted efforts from all countries and all levels of government, as well as from an array ofother stakeholders, including the United Nations and other international organizations, civilsociety, academia and the business community. For its part, UNITAR has been working
within its mission and mandate to provide high-quality learning solutions and related
knowledge projects and services to countries and other United Nations stakeholders witha view to supporting the achievement of the Sustainable Development Goals (SDGs).
At the framework’s mid-point in early 2020, UNITAR commissioned an independent
evaluation on the implementation of the strategy to assess its relevance, coherence,
effectiveness, efficiency and impact and sustainability. The evaluation reached out toa wide array of UNITAR stakeholders, including beneficiaries, donors, implementing
partners, and found the strategic framework to be effectively linked with the global
context through its close ties to the 2030 Agenda, the SDGs and other global blueprints
for action. Given the high relevance of the framework, the evaluation recommended thatthe 2018-2021 strategic alignment should continue for at least the next four years andthe structure continued into the next framework.
Since its onset in early 2020, the COVID-19 pandemic has severely disrupted theworld, bringing about economic and social upheavals, without mentioning the sufferingand losses that so many people around the world have had to endure. Like mostorganizations, COVID-19 affected UNITAR’s work since much of its programming andtraining is delivered in the field, in person. By leveraging its virtual learning environment,
mobile learning and other available IT tools, UNITAR was able to continue its learning
services despite COVID restrictions. These new realities and the uncertainty that looms
will inform the next four years that lie ahead of us.

UNITAR | 2022 – 2025 Strategic Framework4As countries continue the process of implementing the 2030 Agenda, learning undeniably
plays an instrumental role, with knowledge, skills and attitudes being important drivers ofchange across all Goals. Indeed, developing the capacities of individuals, organizations
and institutions through training and related processes could hardly be more relevant to
the transformational change that the 2030 Agenda and the other action plans agreed toin 2015 seek to bring about.
At its Sixty-Second Session, the UNITAR Board of Trustees agreed to extend theframework for the period covering 2022 to 2025. The framework will continue to address
the objectives and sub-objectives from the 2018-2021 period, with emphasis on climate
action and getting the SDGs back on track as areas of priority, as well as the incorporationof two new sub-objectives (SO):●Promote health for all, particularly for the most vulnerable people and countries (newsub-objective under SO2: Promote people’s wellbeing); and●Promote technologies for the realization of the SDGs and in reducing the many
divides in the digital space (new sub-objective under SO5: Promote the indivisible
and integrated nature of the 2030 Agenda).

As observed by the Board, it will be important for UNITAR to continue to address therecommendations of the mid-term evaluation of the framework, such as working to
improve linkages with the UN system, including exploring flexible ways and meansof working with partners at the country level; promoting more integrated approaches;
diversifying multilingualism in programme delivery; and focusing more on impact, as
well as consider or continue with activities around the themes of social and economic
impacts of COVID-19, science diplomacy, cybersecurity, anticorruption, human rights
and sustainable development and green energy.
As an entirely voluntary-funded entity which relies on partnership engagement with awide array of donors and other partners, UNITAR is grateful to those who support its
programming and contribute to successful delivery and achievement of results.

Nikhil SethExecutive Director

Luis Gallegos

Chair, Board of Trustees

UNITAR | 2022 – 2025 Strategic Framework

5Continuing ourStrategic Direction
with New Opportunities,
New Challenges

In January 2018, UNITAR embarked on a four-year framework with a set of strategic
objectives closely aligned with the 2030 Agenda for Sustainable Development and theSustainable Development Goals (SDGs). The framework has served as a useful structure
to guide UNITAR programming. Mid-way into the framework’s implementation, the world
was confronted with the COVID-19 pandemic, which severely disrupted societies andeconomies, and the ways in which we interact with people and move about. Like manyorganizations, the lock-down and travel restrictions imposed in early 2020 brought manyof UNITAR’s activities to a standstill.
As the 2018-2021 strategic framework period comes to a close, we cannot start a new
period without acknowledging the stellar role the framework has played in UNITAR’s
programming, priorities and actions. Grounded in the SDGs and the 2030 Agenda, the2018-2021 strategic framework has a continued relevance in our troubled world.
The COVID-19 crisis is setting us back. There is a reawakening and urgent call to build
back a better world, the future of which will include putting the SDGs back on track
and placing greater emphasis on universal health care, climate change action andstrengthening digital cooperation. In all these tasks we need to place reemphasis on ourinterlinked SDG agenda. Moreover, in accordance with the 2030 Agenda principles ofleaving no one behind and reaching the furthest behind first, we continue to focus ourattention on developing the capacities of countries in special situations and other groups,
including those made even more vulnerable following the pandemic, such as young
persons and persons with disability, amongst others.

UNITAR’s strategic framework provides an opportunity to take a critical andconstructive look at where we are and where we want to be by 2025. It is atime to take meaningful steps to become fit for purpose to meet the learningand broader capacity development needs to help countries achieve theglobal development agenda. The 2022-2025 strategic framework outlines
the direction that UNITAR will take and serves as the foundation for planningand budgeting, for mobilizing resources and crafting partnerships, fordelivering results, and for measuring and evaluating our contribution to the2030 Agenda for Sustainable Development.

UNITAR | 2022 – 2025 Strategic Framework

6The work of UNITAR will continue to be guided by the contemporary plans of action andthe platforms agreed to in the United Nations for our people and their prosperity, forour planet, and for peace and justice. The major blueprints which will guide UNITAR’swork are the 2030 Agenda; the other major outcomes from 2015, including those of the
Sendai (Disaster Risk Reduction), Paris (Climate Change) and Addis Ababa (Financing
for Development) conferences; the Youth2030 system-wide youth strategy of the UN; theConvention on the Rights of Persons with Disabilities and the United Nations Disability
Inclusion Strategy (UNDIS) launched in June 2019; and the ongoing work on UN
development system reform and the Secretary-General’s report on Our Common Agenda.
Challenges – both old and new – are inherent to any opportunity. While our contribution
to capacity development is undeniably real, we are bound by organizational, financial
and other pressures. For a small, autonomous and voluntarily-funded entity, thesepressures can restrain UNITAR from achieving its full potential. Contributing meaningfully
to the implementation of the 2030 Agenda and the other plans of action will require that
we pursue more strategic, integrated, holistic and tailored approaches to deliveringresults that can effectively contribute to the transformations that the Agenda and otherplatforms call for.

Our Institute has registered impressive growth in activities and outputs overthe past several biennia and has continued to grow despite the pandemic.
We have strengthened our focus on delivering learning solutions and on
meeting the needs of participants from developing countries. Our financing
has also increased, from close to $42 million in 2010-2011 to some $68
million projected for 2020-2021.

Despite this optimistic picture, our Institute finds itself – like many organizations – at a
crossroads. Achieving promising, large-scale evidence-based outcomes is a challenging
endeavour. The short-term and small-scale nature of many UNITAR projects, coupledwith the lack of core resources and pooled funding, prevent us from producing more
substantial and enduring results.
The Secretary-General’s report on repositioning the UN development system to deliveron the 2030 Agenda emphasises the need for UN entities to be the best providers in their
domain, follow integrated approaches, be responsive to the differentiated demands ofMember States, deliver as one in partnership with UN system entities, be nimble andagile, and be results driven. The report also highlights skillset gaps in areas such as
leveraging partnerships, financing, data and policy integration, which need to be bridged.
Many groups of countries, including those in special situations, have also elaborated on
their capacity development priorities in the respective plans of action.

UNITAR | 2022 – 2025 Strategic Framework

7In response, we will capitalize on UNITAR’s expertise in the design and delivery ofhigh quality learning solutions and related knowledge products and services that areboth people-centred and respond to the specific needs of Member States and otherstakeholders of the United Nations. Guided by our advisory bodies, we will utilise our
in-house learning support expertise to promote the holistic and transversal nature of the2030 Agenda through transdisciplinary and intersectoral approaches in our programming.
We will leverage partnerships with a range of knowledge organizations and researchrelated bodies with a view to realizing win-win solutions that enhance the spirit of the2030 Agenda and a shared future for humankind.

In supporting countries, we will assign high priority to collaboration andinclusive participation with the overarching goal of leaving no one behindand reaching the furthest behind first. We will also closely monitor the latest
trends in the learning industry, build upon the newest developments intechnology and design and deliver innovative products and services to
respond to current and future learning needs, such as in sustainableinfrastructure and the rapidly developing technology sector as the world
enters the Fourth Industrial Revolution.

Becoming fit for the 2030 Agenda and maximizing our potential to contribute to its
implementation will require us to make changes in both scale and approach to ourprogramming and how we collaborate with strategic partners within and outside theUnited Nations. It will also require changes in how we organize and deploy our humanand institutional capital as well as in our processes to efficiently and effectively deliver
results and learn collectively as an organization.
New opportunities are also provided by new offices and new programmes such as the
UNITAR Bonn Office and the Sustainable Cycles Programme (SCYCLE). The UNITAR
Bonn office that was officially opened in September 2020 is a multi-programme office
and will work across all pillars of the 2030 Agenda. With its activities also deliveredfrom Bonn, SCYCLE promotes the development of sustainable societies through the
reduction of environmental loads of ubiquitous products through research and training,and has now successfully migrated from the United Nations University SCYCLE will
scale up programming in governance and institutional capacity for chemicals and waste
management. In the area of Health, the Global Surgery Foundation is aiming to ensuringthat surgical, obstetrical and anaesthesia care is accessible, safe, timely and affordable.

UNITAR | 2022 – 2025 Strategic Framework

8

Our Vision, Mission
and Values
Our vision is a world in which individuals, institutions and organizations
are equipped with the knowledge, skills and other capacities to overcome
global challenges.
Our mission is to develop the individual, institutional and organizational
capacities of countries and other United Nations stakeholders throughhigh quality learning solutions and related knowledge products andservices to enhance decision-making and to support country level action
for overcoming global challenges.
In pursuing our mission, we place priority value on ensuring that ourknowledge and related products and services are client-oriented, modern
and innovative, and that they meet internationally recognized quality
standards. We also place concomitant value on ensuring a highly inclusive
and transparent organization that is nimble and flexible, and on being heldto account on what we deliver and how. It is through embracing thesevalues collectively and individually that we see UNITAR best-positioned
to achieve growth and become a much more impactful, influential andvisible organization.

Our Core Functions
Providing high-quality learning solutions to address the capacity
development needs of individuals, organizations and institutions
Advising and supporting governments, the UN and other partners withknowledge services, including those that are technology-based
Facilitating knowledge and experience-sharing through networked
and innovative processes
Integrating innovative strategies, approaches and methodologies into
our learning and related knowledge products and services

UNITAR | 2022 – 2025 Strategic Framework9Becoming Fit for
the Pandemic
and Post-pandemic World

The interconnected, universal and transformational nature of the 2030 Agenda and otherdevelopment platforms call for collective action, responsibility and accountability throughthe engagement of a myriad of stakeholders. The 2030 Agenda is a holistic plan of action
for peace, people, planet and prosperity, which calls for a profound transformation in theway we look at – and work to achieve – sustainable development.
Contributing meaningfully to the implementation of the Agenda and helping countries
achieve the Goals requires us to re-think how our organizational capital is structured andinteracts. Programming will continue to be our driver in achieving development results,
but it will be amalgamated around the peace, people, planet and prosperity dimensions of
the Agenda. These pillars will form the foundation of our strategic objectives, in addition
to a fifth objective on cross fertilizing knowledge to support the indivisible and integrated
nature of the Agenda, recognizing that achieving peace, social inclusion, environmental
restoration and poverty reduction and sustainable growth are inherently interconnected
and require mutually supportive and systemic efforts.

UNITAR | 2022 – 2025 Strategic Framework

10Strategic Objectives
Strategic Objective 1. Peace
Promote peace and just and inclusive societies
Conflicts, new or longstanding, undermine sustainable development. As so eloquently
summarized in the 2030 Agenda, “[t]here is no peace without development, there isno development without peace.” Tackling violence; addressing root causes of conflict,insecurity and injustice; and strengthening governance and institutions are essential
steps to creating a more sustainable future. This is of critical importance at a time whenlarge numbers of people feel that development has left them behind, express a lack trust
in institutions, and are concerned about corruption, violence and instability.

Strategic Objective 2. People
Promote people’s well-being and support equitable representation of countries
in global decision-making
Far too many people in our world are excluded from meaningful engagement andparticipation in economic, social and political life. The vulnerable are marginalized andexposed to significant inequalities affecting their well-being and livelihoods. Barriers
to accessing adequate structures and services for health and sanitation and to quality
education, training and lifelong learning opportunities compromise people’s productive
capacity and, consequently, their ability to contribute to social and economic development.
The COVID-19 crisis has turned the world’s attention to universal health care and exposed
the great inequalities within and between countries, especially in the access to life saving
health care. At a macro level, some groups of countries are also exposed to significant
inequalities, including barriers to participation and representation in global institutions
and decision-making processes.

UNITAR | 2022 – 2025 Strategic Framework11Strategic Objective 3. Planet
Support the conservation, restoration and safeguarding of our planet for
present and future generations
Safeguarding our planet requires efforts from all. Halting natural resource depletion,
reducing the impacts of hazardous chemicals on human health and the environment, andcombating the adverse impacts of climate change are all complex challenges requiringstrengthened human and institutional capacities. New legal frameworks; participatory
mechanisms; and policies, institutions, strategies and practices are needed to implement
the transformations required for the protection, restoration and sustainable use ofnatural resources.

Strategic Objective 4. Prosperity
Promote inclusive and sustainable economic growth
Inclusive sustainable growth is critical for prosperity. People’s well-being is rooted ineconomic, social, and environmental security, where opportunities are present and therisks of poverty are reduced, so as to be better positioned to succeed and contribute tosocietal prosperity. Dynamic, sustainable, innovative and people-centred economies
need to build on the productive capacity of their populations, including youth, women,
the vulnerable and the marginalized as an asset to sustainable development.

Strategic Objective 5. Cross-fertilizing
Knowledge and Expertise
Promote the indivisible and integrated nature of the 2030 Agenda
Knowledge is the fuel that can power the transformations required for countries to achieve
the 2030 Agenda. Cross-fertilizing knowledge is part UNITAR’s essence and this will befurther strengthened to support the interlinked and holistic nature of the Agenda.
We are also uniquely positioned to support countries in strengthening the means of
implementation of the Agenda and particularly the capacities of countries to adopt andlocalize the Agenda and mainstream the Goals in national development planning andstrategies, as well as to promote policy coherence.
Science and technology are key elements for implementing the SDGs and are of great
importance in enhancing capacities at national and regional levels.
While digital technology already has an immense impact on development, we must makesure to see these tools support transformative processes.

UNITAR | 2022 – 2025 Strategic Framework

12Implementing ourStrategy
The set of sub-objectives listed below and results areas defined in our biennial programmebudgets will provide the operational tool to guide the implementation of the framework.
As a crosscutting focus, we will place emphasis on reaching the furthest behind firstby working to address the learning and broader capacity needs of stakeholders fromcountries in special situations, as well as continuing to achieve gender parity of ourbeneficiaries every year, providing more inclusive trainings, working towards reducing
barriers to access and participation of beneficiaries across all age groups, creating
specific opportunities for youth, and making greater use of ICT technologies for therealisation of the SDGs and in reducing the many divides in the digital space.
To achieve results effectively and efficiently, we will focus much of our work on
strengthening our comparative advantage in providing high quality learning solutions andrelated knowledge products and services. We will also maximize the use of our strategic
enablers and engage in win-win partnerships with entities within and outside the United
Nations to make a greater contribution to helping countries achieve the SDGs and theobjectives of the other major platforms of action.

UNITAR | 2022 – 2025 Strategic Framework

13Strategic Objective 1
SO1 | Support institutions and individuals to contributemeaningfully to sustainable peace
Sustaining peace entails a broad range of activities aimed at preventing
the outbreak, continuation, escalation and recurrence of violent conflict.
This sub-objective will focus on supporting institutions and individuals,
including those who tend to experience marginalization such as indigenous
peoples, women, youth, persons with disabilities and others, to contributemeaningfully to sustainable peace by increasing capacities of stakeholders
at different levels to prevent and resolve violent conflicts, restore the ruleof law, and build lasting peace.
Programming will include activities aimed at strengthening capacities toeffectively support social integration and peaceful coexistence; to address
root causes of conflict and negotiate and mediate mutually beneficial
and lasting solutions; and to establish legal and regulatory frameworks
on access to information, public participation in decision making, andaccess to justice. UNITAR will also engage in new areas of peace-related
programming, including strengthening knowledge and skills of women aschange agents in conflict analysis, negotiation and mediation; working withat-risk youth to sensitize peers on how to sustain peace and participate indecision-making processes; strengthening engagement of men and boys
as agents of change in efforts to work towards ending sexual and gender
based violence and reducing the stigmatization; improving knowledge andskills on personal conduct towards compliance with the UN Zero Tolerance
Policy; and improving the use of modern technologies, particularly in thearea of energy, to protect civilians and vulnerable populations.

Credit: UN PhotoStrategic Objective 2
SO 2.1 | Promote people’s well-being, including the protectionand empowerment of groups that have been marginalized and arevulnerable
Learning is crucial to promoting people’s well-being and social inclusion.
It provides a lever for individuals to open doors; understand problems;
find solutions; and participate in economic, social and political life.
Unfortunately, many segments of society have been marginalized
and made vulnerable, such as disabled persons, indigenous peoples,
migrants, and internally displaced people and refugees. This sub-objective
will focus broadly on developing people’s well-being, with emphasis on
helping individuals acquire knowledge and skills to promote sustainable
development. Learning and related programming focussing on improving
stakeholders’ capacity to improve patients’ ability to practice self-care,entrepreneurial and productive capacities, on the development andimplementation of migration policies and on education for sustainable
development are some examples of activities.
SO 2.2 | Strengthen representation of countries in special
situations in institutions of global governanceSupporting and promoting multilateralism and institutions of global
governance is of great relevance and importance in today’s world.
Effective multilateral institutions require equitable representation; as well
as strengthened capacities, including knowledge, awareness, skills andattitudes, for delegates and other stakeholders to take part meaningfully
and constructively in multilateral processes. This sub-objective aims todevelop knowledge, skills, awareness and attitudes on the processes,
procedures, issues and decision-making arenas of multilateral institutions,with a focus on the United Nations system.
SO 2.3 | Promote health for all, particularly for the mostvulnerable people and countries
Achieving Universal Health Coverage and building strong, resilient
health systems requires public, private, people partnerships. Ensuringthat low resource countries have essential institutional capacities,
structures, systems and financing in place to tackle the most pressing
health challenges like non-communicable diseases in a sustained andsustainable manner. This sub-objective aims to support countries’ progress
towards achieving SDG 3.

UNITAR | 2022 – 2025 Strategic Framework

15Strategic Objective 3
SO 3.1 | Foster a green, low carbon and climate
resilient transition
Enhancing individual and institutional, legal and technical capacities toadapt to climate change is essential, as is supporting the transition to
greater resource efficiency, low carbon growth, responsible consumption
and production, based on circular economy principles. Under this subobjective, we will continue to work with various partners, including a broad
spectrum of UN entities and national educational institutions, to design,develop and implement learning strategies as a pathway to achieving
green, low-carbon and climate resilient development. We will focus ondeveloping both foundational knowledge and applied skills in the analysisof climate vulnerabilities and risks, the identification and prioritization of
response measures and in the design and implementation of strategies
to promote green growth and climate change resilience.
SO 3.2 | Strengthen the sound and sustainable management ofchemicals and waste
Learning and broader capacity development activities under this subobjective will continue efforts to strengthen the legal, technical andinfrastructural capacities of governments and other relevant stakeholders
to implement chemicals and waste conventions, global agreements andsystems. These efforts will be critical during the period of 2018 to 2021
as the international community negotiates a new framework for the soundmanagement of chemicals beyond 2020.
SO 3.3 | Improve the conservation and sustainable use ofnatural resources
Activities under this sub-objective will focus on the enhancement ofcapacities of key stakeholders to contribute to the implementation ofinternationally agreed environmental obligations. New programming
will include renewable energy and cooperation in the production andmanagement of clean energy technology; legal, technical and othercapacities for legal frameworks pertaining to oceans and seas; andecosystem-based approaches to protect marine and costal ecosystems.

UNITAR | 2022 – 2025 Strategic Framework

16Strategic Objective 4
SO 4.1 | Help countries to achieve inclusive and sustainableeconomic growth
Decent employment opportunities for all, particularly for youth, women andthe vulnerable and marginalized, are of utmost importance for ensuring
economic growth and people’s well-being. Moreover, it is of key importanceto strengthen institutional capacities on trade, finance, anti-corruption, debt
financing, relief, restructuring and sound management to decrease economic
inequalities. In times of globalization, strong multi-stakeholder collaborations
across all sectors help carry forward worldwide initiatives on sustainable
development. This sub-objective focuses on supporting countries to achieve
inclusive and sustainable economic growth1 and to create decent work
opportunities for all by strengthening employability capacities; developing
skills for multi-stakeholder collaboration; and enhancing knowledge on trade,finance, debt and statistics.

UNITAR | 2022 – 2025 Strategic Framework
1.

Including through national initiatives such as the Belt and Road Initiative.

17

Strategic Objective 5
SO 5.1 | Optimize the use of technologies, including geospatial
technologies, for evidence-based decision-making
Science and technology are key elements for implementing the SDGs andare of great importance in enhancing capacities at national and regional
levels. The use of technology-based and innovative solutions will continue
to play an important role in supporting better informed and evidence-based
decision-making processes by the UN system and Member States indeveloping solutions with an integrated approach and in reaching more
beneficiaries. In addition to delivering imagery analysis and satellite
solutions to relief and development organizations, we will develop anddeliver learning solutions based on cutting edge technologies, particularly
with a view to reducing inequalities which stem from unequal access totechnological advances.
SO 5.2 | Support coherence and evidenced based policies of the2030 Agenda
The 2030 Agenda will require all countries and stakeholders to work
together to implement the SDGs. It is crucial to continue increasing theawareness, but also building knowledge, skill sets and ability of various
constituencies to act in support of the global goals in personal andprofessional capacities. Many Member States and key partners still needsupport for implementing and monitoring progress on the 2030 Agenda
and producing and using evidence to inform decisions more effectively,
with emphasis on enhancing the capacities of countries - in particular thosein special situations - in promoting coherent and evidence-based policies
and in improving multi-stakeholder engagement at the national level.
SO 5.3 | Equip institutions to improve the quality of learning
opportunities
Activities under this sub-objective will strengthen the capacities of trainingrelated institutions, particularly those located in developing countries, todesign and implement outcome-based learning in technical and vocational
skills and lifelong-learning opportunities.
SO 5.4 | Promote technologies for the realization of the SDGs andreducing the many divides in the digital space
While digital technology already has an immense impact on development,
we must make sure to see these tools support transformative processes,
such as more cost effective government administrations, easier access to
information and educational resources. To facilitate this, well establishedpolicies must be in place to equal access to the Internet. With about 60 per
cent of the world’s population having access to the Internet (2021) and ofthese about 90 per cent accessing via mobile devises, there is still a long
way to go for all to have access. UNITAR will work with governments andother stakeholders to explore what options exist to leave no one behind.18
UNITAR | 2022 – 2025 Strategic Framework

Strategic Enablers
UNITAR’s strategic enablers are essential support and aim to maintaining sound executive
leadership, strengthening programming for results, optimizing operational efficiency,
increasing and diversifying resources and partnerships, and enhancing communications.

People and Partnerships●

Our human capital is—and will always be—our most important asset. Responding toour clients’ needs and delivering knowledge-based products and services effectively
and efficiently through modern and innovative approaches requires our 100 plus
professionals—from all backgrounds and at all levels—to be collaborative, dynamic
and resilient; to master the set of skills and other competencies in our respective work
areas; to embrace the set of core UN values and to internalize a culture of learningand continuous improvement. Developing essential knowledge and skills of our staff
for the implementation of our strategy will be a primary commitment. We will elaboratea specific competency framework reflecting the knowledge and related products andservices that we produce, providing means for the development of attitudes andbehaviours needed to implement our strategic framework.

●

Our institutional partnerships are also an integral part of achieving effective andefficient results. We will continue with and also pursue new strategic partnerships torespond to existing and new thematic imperatives, such as addressing social andeconomic impacts of COVID-19, science diplomacy, cyber security, anticorruption,
human rights, preventing violent extremism, green energy, and promoting health,managing migration and knowledge about the United Nations system. Working
through partnerships across and beyond the UN development system, including
entities within the network of UN research and training institutes, other UN
organizations, the private sector, academia, and civil society, we will strive to ensure
coordinated action, collaborating widely on global efforts for sustainable development.

Quality Assurance, Learning and Evaluation●

Quality is one of our fundamental values, and it will also enable us to achieveeffective, measurable results. Internal and external quality assurance processes
will continue to validate programme quality, contributing to learning and continuous
quality improvement.

UNITAR | 2022 – 2025 Strategic Framework19●In addition to our quality assurance mechanism, a new knowledge and learning
design service function will support our programming to ensure that high standardsof quality are applied for effective and efficient outcome-based learning, and that amore harmonized and collaborative approach to tackling both thematic and integrated
programming is pursued. We will seek new tools, methods, and approaches thatalign with the way people learn, innovating to enable the acquisition, retention andapplication of the type of knowledge needed for the transformative change required
to support the prosperity advocated in the 2030 Agenda.

Our approach to evaluation will continue to be forward looking and strategic.
In addition to performance and accountability, we will focus on lesson learningand quality improvement. Self-evaluations will continue to be undertaken
regularly, but UNITAR will further strengthen its independent evaluation
practices to ensure that credible, evidence-based information informs
decisions, while also pursuing opportunities to engage in joint evaluation
undertakings with other UN entities.

Strategic Communication●

A strengthened strategic communications function will increase the visibility of
UNITAR as a recognized centre of excellence in training and learning. We will develop
a new multi-year communications strategy and prioritize the use of new and traditional
communication channels, further strengthen exchanges with UN entities for the
sharing of good practices, create a more interactive and collaborative environment,
and educate staff and other personnel on the importance of disseminating coherent
and compelling content to external audiences. We will also facilitate coordination
among different units and programmes for better communication results.

UNITAR | 2022 – 2025 Strategic Framework20

Business Processes●

Our key financial, human resource, procurement and IT processes will continue toplay an instrumental role in supporting programme delivery. We will transform ourfinance and budget function to provide programmes with advice to take sound andstrategic decisions. We will upgrade the information architecture and use new tools
to provide forward-looking financial information to improve the execution of businessprocesses. We will also explore and implement various strategies for optimizing
cash flows, Accounts Receivable and Accounts Payable to achieve the required
financial flexibility for sustaining operations. Our human resources will also ensure
efficiency in contract management and transparency of corporate processes inhiring, promotion and performance management. We will simplify and harmonize
procurement practices to further increase efficiency and effectiveness.

UNITAR will develop and maintain secure, scalable and robust IT systems,
standardizing IT equipment for cost effectiveness and efficient user support;
streamlining processes related to IT infrastructure, and exploring newopportunities for IT training for all personnel. Given our core focus ondeveloping capacities through learning and related services, we will keep
abreast of new trends and technological developments in online learning.

Assumptions, Risks
and Challenges●

Implementing our strategic objectives cannot be done without acknowledging certain
assumptions, risks and challenges. For a small, voluntary funded organization, theseassumptions, risks and challenges are multiple, sometimes significant and almost
always interrelated.

●

In addition to the looming uncertainty of the COVID-19 pandemic, UNITAR
continues to be exposed to the risks and challenges of operating in a changing
and highly unpredictable financial and economic climate, with no core resources,
low and unpredictable non-earmarked contributions and little if any pooled funding
opportunities. A key assumption is the ability of UNITAR to make important inroads
in implementing the 2022 to 2027 Partnership and Resource Mobilization Strategy,
including the objectives of increasing flexible funding, increasing partnerships
and funding from UN and other donor country teams, further increasing strategic
engagement with the business and private sectors and expanding opportunities
for hosted partnerships. UNITAR will also need to strive to expand the scope, scale

UNITAR | 2022 – 2025 Strategic Framework

21and duration of its various projects; and that the current large number of low valuetransactions are minimized so that increased efficiencies in administrative, financial,human resources and procurement processes can be realized.

UNITAR is also exposed to an uncertain political climate and/or security
threats in parts of the world where some of the most promising, large-scale
projects are being implemented, which can produce delays and, in extreme
cases, curtail implementation. The unprecedented global health pandemic
has shown that new risks emerge from global diseases.

●

From an administrative and organizational perspective, successfully implementing
the strategy assumes that UNITAR staff and divisional entities embrace collaborative
practices for working across programming and thematic pillars and pursue integrated,holistic initiatives that contribute to multiple Goals and targets, and that adequate
resources are mobilized for new functions or those requiring upscaling.

●

Externally, this will also require smarter engagement with key strategic partners,
including organizations within and outside the United Nations, donors andimplementing partners, to ensure that UNITAR’s expertise in designing learningand related solutions to capacity needs contributes to other efforts to help countries
and particularly those in special situations, achieve the targets of the Agenda andother plans of action.

Monitoring, Evaluation
and Reporting
Monitoring progress, evaluating and regular reporting on the implementation of thestrategic framework will be essential. Performance monitoring will be enhanced, witha set of indicators and metrics to link our programme budget result areas to the SDG
global indicators. Monitoring will be undertaken at both the managerial and corporate
levels based on the indicators and performance measures in the programme budgets,with performance reports issued to the Board of Trustees on an annual basis, as well as
undertaking an evaluation on the strategic framework towards its conclusion in order toinform the next framework from 2026. Monitoring shall, to the extent possible, be done ina disaggregated way, taking into account the characteristics of groups made vulnerable.
Moreover, we will contribute actively to UN system-wide reporting efforts as required.
In addition to serving as an accountability tool, evaluation will support organizational
learning and inform future frameworks and strategic directions.

UNITAR | 2022 – 2025 Strategic Framework

22Strategic
Framework
2022-2025

Geneva, Switzerland(Headquarters)

New York, USA

UNITAROne United Nations Plaza,

7 bis, Avenue de la Paix

Room DC1-603, New York NY,

CH-1202 Geneva 2, Switzerland

10017-3515, United States

UNITAR+41 (0)22 917 8400

+1 212 963 9196

+41 (0)22 917 8047

+1 212 963 9686

info@unitar.org

nyo@unitar.org

Hiroshima, Japan

Bonn, Germany

UNITARUNITAR

United Nations Mission

UN Campus, Platz derWebsite (www.unitar.org)

5F, 5-44 Motomachi, Naka-ku

Vereinten Nationen 1,

Online course catalogue (www.unitar.org/event)

Hiroshima 730-0011, Japan53113 Bonn, Germany

Newsletter (www.unitar.org/newsletter)

Online Resources
and Social Networks+81 (0)82 511 2424

+49-228-815 0214/3

Facebook (www.facebook.com/UNITARHQ)+81 (0)82 211 0511

+49-228-815 0296

Twitter (twitter.com/UNITAR)

hiroshima@unitar.org

bonn@unitar.org

LinkedIn (www.linkedin.com/school/unitarhq)