UN WOMEN PAKISTAN

STRATEGIC
NOTE
2023 - 2027
 CONTENT
01 Context and situation analysis

07 Lessons learned

10 Proposed programme
12 Output 1: National and sub-national government institutions are capacitated to formulate,
implement and monitor laws and policies and in the collection, analysis and use of
gender-disaggregated statistics and SDG data, in line with national and international
GEWE commitments.

14 Output 2: Empowerment of women and girls is promoted through supporting gender

responsive policies, programmes, strategies, instruments for the provision of public
and private financing and institutional development and strengthening.

16 Output 3: Justice sector institutions and service providers are capacitated, and evidence-based
advocacy addressing harmful social norms is advanced, so that women are protected
from harmful practices, benefit from safer environments and have equitable access
to services and information.

19 Output 4: Women and girls’ voice, agency and awareness of rights is strengthened in an
enabling environment, so that they exercise their rights, actively and meaningfully
participate in communities and rise to leadership positions in both public and private
spheres.

21 Output 5: Women and girls benefit from a rights-based, gender responsive conducive
environment that ensures their active participation in and benefit from the economy.

25 UN system coordination

27 Strategic partnerships

29 Programme sustainability including exit strategy

31 Management and operations

33 Monitoring and evaluation

34 Research and knowledge management

35 Resource mobilization

36 Communication and advocacy

37 Key risks and risk mitigation

 CONTEXT AND SITUATION
ANALYSIS

Pakistan is the fifth most populous country in the introducing pro-women legislation, including the
world, with a population of nearly 227 million National Gender Policy Framework (2022)5, Anti-
people (49.2 per cent female; 50.8 per cent Rape (Investigation & Trial) Ordinance (2020)
male). Sixty-four per cent of the population of and the Domestic Violence against Women
Pakistan is below the age of 30 years, making (Prevention and Protection) Act in all four
it one of the largest young populations in the provinces of Pakistan. Pakistan’s Vision 2025,
world. Gender inequality is of significant concern also acknowledges the discrimination faced by
in Pakistan: according to the Global Gender women, and highlights the need to promote an
Gap Index Report 2022, Pakistan ranks 145/146 enabling environment for them to realize their
for economic participation and opportunity, full potential and be visible and more effective
135/146 for educational attainment, 143/146 contributors to the socioeconomic development
for health and survival, and 95/146 for political of the country. However, while laws for women’s
empowerment1. Furthermore, Pakistan ranks 129 empowerment and protection from violence
out of 140 countries on the Rule of Law Index are in place at national and sub-national levels,
of the World Justice Project2. Moreover, given implementation remains significantly weak –
recurrent natural catastrophes such as floods, a fact also stressed in the Common Country
droughts, heatwaves, and cyclones, Pakistan has Analysis (CCA) for Pakistan.
been ranked as one of the top ten countries most
In seeking to uphold its international and national
affected (currently ranked 8th) by climate change
commitments on gender equality, women’s
in the past 20 years, and women being affected
empowerment and human rights-based
the most. From 2000 to 2019, Pakistan scored
approaches, lack of availability and analysis of
29.1 on the Climate Risk Index on average, had
comprehensive gender disaggregated data
502.45 fatalities per year, suffered a USD 3.77
remain a key gaps, that also hinder priority
billion economic loss3.
setting and decision-making. As per the 5th
Despite these challenges, Pakistan has taken CEDAW periodic review of Pakistan, one of
steps towards formulating policies and laws the biggest challenges is the lack of consistent
to protect of human rights, ratifying core data on VAW to support the development
international human rights conventions4 and of appropriate policy responses, which has
1. https://www3.weforum.org/docs/WEF_GGGR_2022.pdf led to ineffective and weak policy reforms.6
2. https://worldjusticeproject.org/rule-of-law-index/ While oversight bodies can play a key role in
global/2022/Pakistan/
indirectly triggering implementation of laws, in
3 UNDP and NCSW conduct the last of the regional
consultations on Gender and Climate Change (Available Pakistan, despite an elaborated architecture of
at: https://reliefweb.int/report/pakistan/undp-and-ncsw- oversight bodies, their low capacity and lack
conduct-last-regional-consultations-gender-and-climate-
change) of accountability to address gender equality
4 This includes the Universal Declaration of Human Rights, and women’s empowerment results in policy
Beijing Platform for Action, the Convention on the
5 https://www.pc.gov.pk/web/gender
Elimination of all forms of Discrimination Against Women
(CEDAW), and the Sustainable Development Goal Agenda 6 https://digitallibrary.un.org/record/3856608?ln=en
of 2030.

1 UN Women Pakistan ± Strategic Note

frameworks, programmes, strategies and of understanding of laws among staff of justice
implementation in both the public and private sector institutions: according to the World
sectors that are non-gender responsive. Justice Project’s Rule of Law in Pakistan report,
the incompetence of investigators was cited as
Violence against women (VAW) is widespread
the most serious problem for criminal justice
– 34 per cent of ever-married women have
in the country12. Where there is understanding,
experienced spousal physical, sexual, or
laws are frequently ignored due to predominant
emotional violence7, and 56 per cent of ever-
patriarchal mindsets and community as well as
married women who reported experiencing
cultural norms that privilege or ascribe higher
physical or sexual violence have neither sought
status to men and lower status to women.
help to stop the violence nor told anyone.8 The
Research13 shows that women have a low
outbreak of the COVID-19 pandemic in 2020
involvement in the decision making process and
exacerbated the situation, whereby reported
both women and underprivileged groups hold
cases of violence against women doubled from
poor knowledge on their basic rights. Although
3,148 in January-June 2020 to 6,253 in July-
this has a declining trend, certain norms and
December 2020.9 A total of 22,037 cases of rape
beliefs prevail that undermines women’s rights,
were reported in Pakistan in the last six years,
i.e., early marriage or marriage without consent,
from which only 18 per cent reached the level
and lack of access to resources, including those
of prosecution and less than 0.3 per cent of
from family inheritance. Regarding institutions,
perpetrators were convicted, leading to denial
the technical skills and capacity of Pakistani
of justice and impunity of the perpetrators10.
justice sector officials are weak despite
Conviction rate for rape cases heard in the
improvements in investigation techniques
specialized court rose to 16.5%. Subsequently,
globally. Crime scenes are often contaminated
the Supreme Court directed that specialized
due to a lack of equipment and know-how which
GBV Courts be set up in each of Pakistan’s 116
results in poor evidence collection, leading to
districts11.
low conviction rates. Also, social, and economic
There are many factors that impede VAW costs of partner and sexual violence are
prevention and response, including patriarchal enormous and have ripple effects throughout
social norms and lack of access to services (such society. Women may suffer isolation, inability
as law enforcement, speedy justice, health and to work, loss of wages, lack of participation in
social services). The threat of violence from regular activities and limited ability to care for
perpetrators and a lack of mobility of women themselves and their children.
to access justice institutions impedes survivors
The Common Country Analysis (CCA) cites
from getting justice. Overall, there is a low level
unemployment and a lack of decent work
7 Pakistan Demographic and Health Survey 2017-2018 as major drivers of economic vulnerability. It
https://nips.org.pk/publication/pakistan-demographic- also stresses the need to advance women’s
health-survey-pdhs-2017-18-main-report
empowerment through decent employment
8 Ibid.
and access to economic assets. Statistics show
9 Tracking Numbers: State of Violence against Women &
Children in Pakistan – Annual Tracking Report January that women account for a mere 22.63% of
to December 2020: https://www.ssdo.org.pk/_files/
the labor force while men make up 84.79% of
ugd/5668b5_2516bb6161e747ab9463facdc3851653.pdf

10 http://war.org.pk/wp-content/uploads/2022/05/WARs-
SGBV-Factsheet-Jan-2020-to-Dec-2021-1.pdf 12 https://worldjusticeproject.org/sites/default/files/
documents/Pakistan_Report_2017_Final-Online%20
11 https://www.adb.org/sites/default/files/
Version-Reduced.pdf
publication/735941/court-companion-gender-based-
violence-cases.pdf 13 UN Women PCO Rule of Law KAP Survey Report

UN Women Pakistan ± Strategic Note 2

 the labor force14. Of the 5.26 million working in Pakistan has shown commitment towards
in the informal sector in Pakistan 81 per cent women empowerment by promotion of gender-
are women15. Even though this contribution responsive workplaces, significant gaps still
accounts for 65 per cent of the PKR 400 billion remain. In the absence of social protection
(USD 2.8 billion) in the informal economy of frameworks in the informal economy, the
Pakistan , women earn just PKR 3,000-4,000
16
economic stress caused by Covid-19 has pushed
($15-20) per month and as a result face more women into home-based work, domestic
multidimensional vulnerabilities including low- help, and farm work as wage earners. This has
income security, poor nutrition, occupational resulted in a further lowering of the wages
health issues, an absence of social protection offered to them19.
and high economic vulnerability in times of
The overarching constraints that restrict
crisis. The CCA notes that, “roughly 9.2% of the
economically active women in maximizing
population is covered by at least one kind of
their income include cultural constraints of free
social protection benefit, significantly lower
mobility, restricted access to and acquisition of
than the global average of 46.9%. Pakistan’s
skills pertaining to business management and
existing social protection system does not
expansion, a lack of direct access to markets
sufficiently cover the so-called ‘missing-middle’
and technology. Pakistan has some of the
in an economy with high rates of income
widest mobile gender gaps where 38 percent
inequality. Informal and unorganized workers
of Pakistani women are less likely than men
– including self-employed, home-based and
to own a mobile phone and 49 percent are
domestic workers – are largely not covered by
less likely to use mobile internet 20
. Access to
social security”. The Global Wage Report 2019-
finance remains a key hindrance, and women
20 by International Labor Organization reported
in Pakistan rank below global and regional
the gender pay gap variation between men and
averages in terms of financial inclusion:
women between countries and for Pakistan it is
only 7% of women in the country had a bank
34% 17. Also, women’s unpaid care and domestic
account in 202021. Furthermore, women-owned
work burden is an issue. According to data from
micro, small and medium sized businesses fail
ILO (2018)18, men in Pakistan are among those
to grow due to the financial sector not catering
who contributed least, providing 8.9%, of total
to their specific needs and a lack of access to
unpaid care work (among countries with such
financial products and services. Women have
data available). According to the World Bank
a limited choice in the type of vocation they
(2021), majority of the people living on no more
can manage from home. As such, they need to
than $1 a day are women. Women workers also
depend on men/ middlepersons to help them
make up 74 percent of the informal economy,
run their small enterprises, which can lead
and those from poor households lack access to
to risks of exploitation, reduced profits, and
decent employment. While the private sector
vulnerability. On the policy and legislation front,
14 https://library.fes.de/pdf-files/bueros/pakistan/18611.pdf commendable steps have been taken by three
15 Labour Force Survey 2017-18, Government of Pakistan (Balochistan, KP, Sindh) of the four provinces to
16 UN Women’s Status Report on Women’s Economic
Participation and Empowerment in Pakistan (2016), https:// 19 https://www.thenews.com.pk/tns/detail/760621-
asiapacific.unwomen.org/-/media/field%20office%20 feminisation-of-informal-economy
eseasia/docs/publications/2016/05/pk-wee-status-report-
20 https://www.unesco.org/en/articles/unesco-collaborate-
lowres.pdf?la=en&vs=5731
pakistan-telecommunication-authority-digital-inclusion-
17 https://library.fes.de/pdf-files/bueros/pakistan/18611.pdf and-gender

18 https://www.ilo.org/wcmsp5/groups/public/---dgreports/-- 21 https://www.cgap.org/blog/pakistan-gender-intentional-
-dcomm/---publ/documents/publication/wcms_633135.pdf policy-can-make-agent-banking-work-better

3 UN Women Pakistan ± Strategic Note

enact home-based workers laws, however there the National Assembly, 20.47% members are
are persistent challenges translating policy into women26. There is a gender gap of around 9
action. These provinces are referred because this million in Pakistan’s electoral rolls27. According
law is expected to impact a sizable proportion of to the Election Commission of Pakistan’s (ECP)
at least 4.4 million vulnerable HBWs and ensure report on the final electoral rolls for 2018, women
better working conditions and facilities for 3.7 comprise 44.1% of approximately 105 million
million women workers in the formal private citizens registered as voters.28, with youth
sector in Pakistan , and the data collection
22
between the age of 18 and 25 the most under-
activities will be critical in developing a deeper registered segment. This lack of fair and equal
understanding of the impact of the legal reforms. representation at different levels of governance
Discussions around the issue of unpaid carework and decision-making has resulted in gender
have still to gain momentum in the country. disparity and a democratic deficit. According to
UN Women’s calculations, at the current rate of
On women’s leadership and/or engagement
progress, gender parity in national legislatures
in decision-making in public life, the World
will not be achieved before 206329.
Economic Forum’s Global Gender Gap 2022,
ranked Pakistan higher on political participation There are several factors that limit women’s
at 95/146 as more women than ever before are participation in the political sphere, including
participating in political activity. 23
Women, low levels of literacy; patriarchal mindsets that
however, continue to remain underrepresented limit women’s mobility as voters and candidates,
in leadership roles and are restricted from taking financial constraints; lack of opportunities;
up positions in the political/public sphere due to violence and harassment in the public and
systemic challenges. private spheres; and a disproportionate share
of responsibilities for the family and home.
In the General Elections of 2018, of 272 general
Yet, achieving gender equality and women’s
seats, only 10 women were elected (in addition
empowerment is critical for the country’s long-
to 60 on reserved seats and 1 on minority seat).24
term evolution as a resilient democracy that can
Among 464 women candidates constituting
promote social cohesion and meet its people’s
5.2 per cent of the total candidates, 289 had
needs. For those who do engage in the public
been awarded tickets by political parties while
sphere, they are dependent on their male
175 women ran as independents. There were 5
counterparts, resulting in patron-client networks
transgender candidates while male candidates
which reduce a woman’s agency and power.
accounted for over 94 per cent of the total.
For women who occupy reserved seats, the
Only seven women were included among the
widespread perception is that they do not have
157 non-Muslim candidates nominated by the
a constituency, and therefore they are not true
parties for the various assemblies . In the
25

representatives of their communities. Between

Senate, 19% members are women, while in
2021 and 2022 the share of women in professional
22 https://www.worldbank.org/en/results/2022/07/07/ and technical roles as well as in senior, legislative
supporting-legal-reforms-to-increase-womens-workforce-
participation-pakistan 26 IPU data: https://data.ipu.org/content/pakistan?chamber_
id=13482
23 Global Gender Gap Report 2022, World Economic Forum;
https://www3.weforum.org/docs/WEF_GGGR_2022.pdf 27 ECP data

24 There are 70 women MNAs out of 342 Members of the 28 https://pakvoter.org/election-observation/gender-gap-in-

National Assembly (60 on reserved seats for women, 1 on electoral-rolls-2/2
seats reserved for minorities, and 9 women MNAs directly
29 UN Women, ‘Facts and figures: Women’s leadership and
elected on general seats).
political participation,’ https://www.unwomen.org/en/what-
25 https://www.thenews.com.pk/print/405563-women-in- we-do/leadership-and-political-participation/facts-and-
elections-2018-report-launched figures

UN Women Pakistan ± Strategic Note 4

 and managerial roles increased slightly (6.7 within the country. These include: a lack of
percentage points and 5.4 percentage points, critical thinking that perpetuates perspectives
respectively). The share of women in senior, in binary terms; a growing sense of frustration
managerial and legislative roles in Pakistan in the inability to contribute to decision-making,
remains remarkably low (4.5%)30. exclusion from the political and democratic
process, and a lack of identity and belonging
The peace and security landscape in Pakistan
(ethnic/religious minority groups, marginalized
also exacerbates issues for women, and stems
and vulnerable, including PWDs and
from regional instability as well as growing
transgender’s). In the context of UNSCR 1325
divisions between communities on the basis of
Women, Peace and Security Agenda, Pakistan
religious, sectarian and ethnic lines31. Ethnicity
has voiced its commitment to the framework
is deeply rooted in communal, historical, and
that views women and youth as the cornerstone
political backgrounds and is visible where clusters
of peacebuilding.35 In its first National Security
of people are contiguous and interact regularly.
Policy (2022-2026), the Government of Pakistan
It is estimated that around 1,000 girls and young
recognized ‘gender security’36 as a key pillar
women between 12-25 years from minorities,
and aims to “ensure integration of gender
particularly from the Hindu community in Sindh,
equality and women’s empowerment into
are forcibly converted to Islam in Pakistan
national security narratives through full and
every year and married to their abductors.32 In
meaningful participation of women in decision-
2021, a parliamentary committee rejected an
making, law enforcement, the justice sector, and
anti-forced conversion bill after the Ministry of
peacekeeping.”37 Additionally, Pakistan remains
Religious Affairs opposed the proposed law
one of the sixth largest contributors to UN
despite the protests of legislators belonging to
peacekeeping, including female engagement
minority communities.33 Political polarization
teams and troop contribution. Challenges
has also deepened these issues in communities,
remain in translating Pakistan’s commitments
as threats of intolerance, misogyny, hate speech
into actions, as the peace and security domain
against minorities and extremist ideologies,
remains securitized. There is a lack of a
especially towards women, have spilled over into
dedicated National Action Plan on WPS that
virtual spaces.34
outlines steps to engage women to prevent
There are a range of factors that contribute to violent extremism, and limited engagement
rising intolerance (religion, ethnic/caste system, with civil society organizations (CSOs) to raise
gender, poverty) that vary geographically awareness and complement the state’s efforts to
disrupt extremist narratives.
30 Global gender Gap report 2022. https://www3.weforum.
org/docs/WEF_GGGR_2022.pdf From a regional perspective, the takeover by
31 https://www.issi.org.pk/wp-content/uploads/2016/07/ the Afghan Taliban in August 2021 resulted
SS_No_4_2015_Dr_Minhas.pdf
in an influx of refugees and asylum-seekers
32 https://blogs.lse.ac.uk/religionglobalsociety/2022/01/
pakistans-dilemma-of-forced-conversions-and-marriages- (mostly women, children and adolescents) in
put-minority-women-at-risk/ the border areas of Pakistan.38 Pakistan hosts
33 https://www.aljazeera.com/news/2022/3/31/pakistan-
hindu-girls-killing-reignites-forced-conversion- 35 https://www.peacewomen.org/node/97372
fears#:~:text=In%202019%2C%20Khan's%20
36 https://static.theprint.in/wp-content/uploads/2022/01/
government%20ordered,two%20sisters%20had%20convert-
NSP.pdf
ed%20voluntarily.
37 ibid
34 https://extremism.gwu.edu/sites/g/files/zaxdzs2191/f/
Negating%20Stereotypes-%20Women%20Gender%20 38 UNHCR estimates that more than 70,000 Afghan refugees
and%20Terrorism%20in%20Indonesia%20and%20Pakistan. are Persons with Specific Needs (PWSN) and face
pdf additional challenges (children at risk, women at risk, single

5 UN Women Pakistan ± Strategic Note

approximately 1.4 million Afghan refugees39
making it the third-largest host country of
refugees in the world. The displaced population
as well as host communities are affected by
scarce social services, information, and decision-
making processes and livelihood options.
Women in particular, are often confined to their
camps and face enormous cultural and political
obstacles to becoming self-reliant. Women
and youth have limited access to alternative
options to engage with each other and host
communities, which also results in isolation,
a sense of social deprivation and weakening
social cohesion in communities. As Pakistan
struggles on the financial and economic front
internally, hosting thousands of registered and
undocumented displaced population further
strains government resources and public
service delivery. In the climate context, Pakistani
communities, especially women, are becoming
more vulnerable to disaster-driven displacement.
Gender-sensitive resilience measures and relief
policies must become part of the national
discourse. In Pakistan, climate migration has
become a growing reality. Pakistan alone is
expected to have around 2 million climate
migrants by 2050, not including those who will
be displaced due to the sudden onset of climate
disasters, such as floods and cyclones 40
. The
monsoon floods of 2022 affected 33 million
people and displaced 8 million, and will likely
cause the poverty rate to increase to 4.0 from
3.7, and push about 8.4 to 9.1 million people into
poverty. The estimated damage has been valued
at PKR 3.2 trillion (US$14.9 billion), equivalent to
4.8 percent of FY22 GDP.

parents, older persons at risk, persons with serious medical

conditions)

39 Apart from this, Pakistan hosts 840,000 Afghan

Citizen Cardholders (ACC) and an estimated 500,000
undocumented Afghans. UNHCR Pakistan (https://www.
unhcr.org/pakistan.html).

40 https://www.thethirdpole.net/en/climate/comment-
pakistans-policymakers-must-address-climate-migration/

UN Women Pakistan ± Strategic Note 6

 LESSON LEARNED
A consolidated and well-structured strategic framework facilitates impactful programming
through a well-focused approach. This was also the first recommendation of the Country
Programme Evaluation. In this regard, the UN Women Pakistan Vision document was a
first step in organizing the strategic priorities of the Pakistan Country Office (PCO), with a
focus on complementarity, value for money and impact. A key approach in this regard is a
specific geographic focus in 25 + districts of Pakistan inclusive of expansion into the northern
region of Gilgit-Baltistan (GB). This builds on the PCO’s competitive advantage with regards
to geographic outreach, sustained through sixteen years of work in the country. These 25+
districts also include second tier districts which are not provincial capitals – inclusion of which
was a key recommendation of the INL Evaluation under the EVAW portfolio.

The SN, signifies greater integration among programmes and complementary outcomes,
particularly between work on women’s economic empowerment and ending violence against
women. Results demonstrate that greater women’s economic empowerment leads to lesser
violence against women and girls on the one hand, and reduced violence leads to better
economic outcomes for women. Keeping this fact in view, PCO aims to dedicate a larger
pool of resources to Women’s Economic Empowerment, since the uplift of women and their
communities is essential for their emancipation, and can catalyze fulfillment of their political,
socioeconomic and human rights.

The proposed programme includes a combination of scaling up of previous initiatives in

traditional areas, as well as stepping into new areas of programming, given the evolving
priorities of the country as well as the direction of UN Women globally, as presented in the
Strategic Plan. As detailed out in the Proposed Programme section, traditional programming
under the thematic areas of Normative Frameworks, Women Economic Empowerment, Ending
Violence Against Women and Girls, and Women, Peace and Security, will continue in the
upcoming SN period, with innovative and creative pathways to align with evolving contexts
as well as to build on the progress made in previous years. Non-traditional areas, including
innovative gender financing and a more robust focus on engaging the private sector, will also
form an integral part of the proposed programme for the upcoming SN period.

A key enabler of the vision – as well as a recommendation under Issue 1 of the Audit – was
the formulation of a comprehensive Advocacy and Communication Strategy. This Advocacy
and Communication Strategy – complete with key success and performance indicators, roles
and accountability, was finalized in October 2022 and is now being rolled out. Among other
initiatives, the Communication Strategy also identifies mass media as a key tool for ensuring
outreach in communication campaigns, which was one of the recommendations of the INL
Evaluation under the EVAW portfolio.

Furthermore, a risk identification exercise – led by the Operations Unit – was also conducted
in order to identify key sources of risk and mitigation strategies. This matrix is now updated
periodically with input from the Programme units, in order to improve project implementation
and operations, in line with the Audit recommendation under Issues & & 10.

7 UN Women Pakistan ± Strategic Note

Creating impact in the lives of UN Women’s partners requires a medium to long term view to
resource mobilization. In line with Recommendation 3 and 7 of the CPE and Issue 3 of the
Audit, PCO has developed a comprehensive resource mobilization strategy. This strategy is
in line with the strategic priorities articulated in the vision document and the Strategic Note
(SN). The PCO also aims to leverage its role in cross-organizational platforms to strengthen
its relations with development partners and build synergies based on mutual interests. Such
platforms include the Inter-Agency Gender and Development Group (INGAD) and the United
Nations Gender-Theme-Group (GTG). The former is a group of a broader range of development
partners, and is co-chaired by UN Women and the EU. Partnerships with a broad range of
development partners will not only lead to better resource mobilization, but also help build
take advantages of cross-organizational learning and any existent complementarities.

Complementarity and collaboration leads to greater impact, and therefore the PCO will
aim for greater and broader integration and collaboration within the United Nations
Country Team (UNCT), through joint programming and partnership-building, which was
also Recommendation 2 of the CPE and a recommendation under Issue 2 of the Audit.
Stronger partnerships with stakeholders in the government, in relevant ministries, offices and
institutions, will also be leveraged to fulfill strategic objectives. The PCO has already managed
to create substantial momentum for this in the past year, including through the co-chair of the
GTG of the UNCT, and has entered into partnerships with UNDP, UNODC, UNFPA and FAO
for joint programs.

Support for grassroots organizations and civil society result in interventions that are suited to
local contexts, aligned with strategic priorities as articulated in the SN and facilitate long term
strategies that advance the women’s movement. UN Women Pakistan aims to build on its
engagement with CSOs, including through its Women Empowerment forums, which supports
interventions that aligned with and suit local contexts. The PCO will also engage and support
civil society led initiatives, especially women and youth-led local organizations, to create
community ownership, provide localized solutions and ensure sustainability of initiatives that
promote gender equality and women’s rights for increased sustainability of interventions, in
addition to continuing to identify, strengthen, and scale good practices of CSOs. This is in line
with Recommendation 4 of the CPE.

Given the patriarchal nature of society in Pakistan, it is also vital to engage men and boys
in efforts to tackle VAW. Involvement of male gender champions not only validates women
empowerment message at community level but also helps its localisation and uptake by key
influencers, including religious leaders and community elders. Recommendation 4 of the
CPE also points out that behavioral change, including the engagement of men, boys and
religious leaders, remains a requirement when seeking to contribute positively to women
empowerment. Through strengthening its partnership with the Council of Islamic Ideology
and other religious leaders from a range of faiths and sects, the PCO plans to embark upon
social norm change in order to address violence against women and girls, with a particular
focus on curbing child marriage. This has already been adopted as an important strategy,

UN Women Pakistan ± Strategic Note 8

 and key interventions – especially those related to the access to justice, ending violence
against women and girls and protection against harmful practices – include behavioral
change communication and outreach campaigns. For the campaign against child marriage,
engagement with the Council of Islamic Ideology has resulted in much-needed advocacy and
ownership, which will act as an important catalyst for the cause.

Tracking and measuring results, informing implementation, and scaling up strategies to

achieve greater impact through comprehensive data and information collection systems is key
to delivering high-quality results within stipulated timeframes. In line with Recommendation
6 of the CPE and a recommendation under Issue 4 of the Audit, the PCO has prioritized a
holistic results-based approach and established a comprehensive monitoring system to ensure
accountability and high quality implementation. Building on the renewed capacity of the PCO
staff on results-based programming, the office now well positioned to incorporate a results-
oriented approach in all areas of its work. Effective M&E teams are established at Islamabad
and provincial levels. A key aspect of the M&E strategy is linking with beneficiaries. Over the
past year, the Country Representative and the Deputy Country Representative at the PCO
have held monthly calls with beneficiaries from the field to gauge impact of interventions and
seek their input on current and future needs. Additionally, indicators and result frameworks
are aligned vertically and horizontally (i.e. across projects of particular thematic areas and
their consolidated alignment with their respective output in the UNSDCF) – which was a key
recommendation of the HBW evaluation conducted for the WEE unit.

Adequate staff and clear accountability remain crucial to deliver on an organization’s

strategic priorities. To support the implementation of its vision as stipulated in the SN, the
PCO has established a new organogram in response to a new business plan. This includes
rolling out HR specific initiatives that align with global HR priorities, enable PCO colleagues
to work in an inclusive environment that embodies UN and UN Women values. The PCO has
also put into place staff wellbeing and anti-harassment committees to create a culture of
inclusivity, promote a harassment-free workplace, build team spirit and encourage a healthy
work-life balance. These steps have been in response to Recommendation 6 of the CPE and
recommendations under Issue 9 of the Audit.

9 UN Women Pakistan ± Strategic Note

PROPOSED PROGRAMME

The pathway for sustainable socioeconomic Underpinning the theory of change – and
development and empowerment of women in reflective in its output structure – is a consonant
Pakistan, as captured in the SN Theory of Change, complementarity between upstream work,
mirrors national priorities and those of the UNCT which will result in strengthened institutions, and
in the country, as laid out in the UNSDCF 2023- downstream implementation, which will lead to
27. Additionally, it builds from a bedrock of on-ground action. The thematic focus of the
UN Women’s organizational mandate, and the SN Outcome aligns with the thematic priorities
agency’s traditional and emerging areas of work, of the SP, and includes both traditional and
as laid out in UN Women’s Global Strategic Plan emerging areas of work: normative frameworks,
(SP). Specifically, the SN outcome derives from data architectures, innovative gender financing,
Outcome 2 of the UNSDCF 2023-27, and links to access to goods, services and resources, voice
the seven outcome areas of the UN Women SP. agency and leadership and social norm change.
Embedded into the SN structure are linkages
The theory of change aims to build an enabling
and complementarities across the five outputs,
environment for the empowerment of women
including cross-cutting UN system coordination,
and girls, one in which their human, social,
which results in an SN outcome that is envisioned
economic, cultural and political rights are fully
to be greater than the sum of its parts.
protected and upheld. It focuses specially on
the fact that people being left behind must be In order to generate feedback and ownership
equal agents of sustainable development, and on the theory of change, PCO held a series of
this must be done by enabling and empowering consultative sessions in the four provinces, two
them, ensuring their meaningful participation federally-administered territories and the federal
in decision making and establishing safe and capital, with stakeholders and partners from
inclusive mechanisms for their civic engagement. the government, civil society and the private
Programmatic interventions include vulnerable sector. Thereafter, the theory of change was also
groups identified as part of the Leaving No validated by the UNCT with a final endorsement
One Behind principle of the 2030 Agenda for from the RC Office42.
Sustainable Development, and also identified as
part of UNCT Pakistan’s CCA41.

41. LNOB groups include: women exposed to GBV, households headed by women, persons with disabilities, refugees (including
Afghan refugees), internally displaced persons, women home-based workers, domestic workers, agricultural workers and
religious minorities.

42. RC endorsement and inputs from each of the seven consultative sessions are attached as annexures.

UN Women Pakistan ± Strategic Note 10

 UN WOMEN STRATEGIC NOTE IMPACT 1

Women and girls are safe,

exercise their rights and
benefit from economic
opportunity.
UN Women Strategic Note Outcome 1.1: By 2027, women,
girls and transgender persons in Pakistan, especially
those at greatest risk of being left behind, benefit from an
enabling environment where they are empowered and reach
their fullest potential; and their human, social, economic,
cultural and political rights are fully protected and upheld.

11 UN Women Pakistan ± Strategic Note

 Output 1: National and sub-national government
institutions are capacitated to formulate, implement and
monitor laws and policies and in the collection, analysis
and use of gender-disaggregated statistics and SDG data,
in line with national and international GEWE commitments.
Link to UNSDCF: Output 2.1 Normative Frameworks and data
Link to SP: Outcome 1 Global normative frameworks, and gender responsive laws,
policies and institutions and Outcome 6 Production, analysis and use of gender
statistics and sex-disaggregated data

To respond to the needs specific to normative and use of standardized cross-thematic

frameworks and data, UN Women Pakistan will data to inform evidence-based reforms and
support stakeholders to report, monitor and interventions and report on the country’s
put into action key treaties and international national and international commitments on
commitments and facilitate the development gender. The PCO will work with the Planning
of national and provincial policies on gender Commission, the National Commission
equality and women’s empowerment that align on the Status of Women (NCSW), and
with the SDGs. Programmatic interventions will the Pakistan Bureau of Statistics to build
include: capacities to collect data and strengthen
the indicator framework for gender equality,
· Supporting the mainstreaming of gender
in order to plug gaps in national surveys.
perspectives in national data collection
The PCO will continue to work with NCSW
tools, mechanisms and analysis: Building
to build on and strengthen the National
on its current efforts jointly with national
Gender Data Portal (NGDP) and link it
and provincial stake holders, PCO will
with sub-national databases and gender
develop a comprehensive indicator
management information systems (GMIS),
framework to respond to the data gaps for
for it to serve as a one-stop repository of
missing indicators under Pakistan’s national
gender-disaggregated data and knowledge
commitments and international reporting
products. The NGDP will also be leveraged
requirements. There will be continued focus
as a platform for linkages with academia,
on the mainstreaming of gender perspective
primarily providing direction in the potential
in the SDG data production, analysis and
areas of research for students and experts
utilization, including gender-disaggregated
data and gender statistics at all levels · Strengthening Pakistan’s oversight,
(federal, provincial, local) in civil registration reporting and compliance with international
and vital statistics, and building the capacity obligations and Treaties43, especially the
of various departments to use and analyze Convention on the Elimination of All Forms
available data. This will strengthen the of Discrimination against Women (CEDAW),
mechanisms for collection, compilation, the Universal Periodic Review (UPR); the

43. VNRs; SDG 5 and SDG 8, 10, 16; CEDAW, ICCPR, CRC, UNCAT; CERD; ICESCR, Universal Periodic Review (UPR); Beijing
platform

UN Women Pakistan ± Strategic Note 12

 Sustainable Development Goals (SDG) 5, 8, Priority, CEDAW and SDG 5 to put the
10, 13 and 16; COP 26 and the Beijing Platform recommendations into action. The NGPF will
for Action (BPfA): Technical assistance will provide a comprehensive plan of action to
be provided to Pakistan’s multi-tier reporting measure the progress against the National
and implementation structure involving Plan of Action for Women’s Development,
provincial CEDAW Committees, Treaty Body 1998, and the National Gender Policy of the
cells, Treaty Implementation Cells, Women Planning Commission. The PCO will also
Development Departments and Women continue to engage with provincial Planning
Commissions. The interplay of climate and & Development Departments to ensure that
gender equality, especially in the context of gender-related policies, including gender
the Glasgow Climate Change Conference and tools, are implemented.
session 52-55 of COP 26, will also be an area
of focus. PCO will also support linkages and
stronger coordination between oversight Strategic Partners:
institutions such as the National Commission · Planning & Development Departments
of Human Rights, National Commission for (Federal, GB and four provinces)
Status of Women (NCSW) and CSO alliances
· Bureau of Statistics (Federal and four
to mobilize support for recommended
provinces)
actions and legislative reforms. Linkages
· Ministry of Human Rights
between provincial CSWs and the NCSW will
be strengthened including with the CSW of · National Commission on Human Rights

Azad Jammu and Kashmir (AJK). This will · National and Provincial Commissions on
be supplemented by concrete support to the Status of Women (Federal and four
women machineries across the country to provinces)
institutionalize policies on gender equality · Federal and Provincial Women
and empowerment. Parliamentary Caucuses

· Supporting finalization and implementation · Provincial WE Alliances

of a National Gender Policy Framework · Provincial CEDAW Committees
(NGPF). This will be based on the priorities · Treaty Body cells
and recommendations received in periodic · Treaty Implementation Cells
reviews. and will correlate reporting between
· Women Development Departments (GB
the Beijing Platform for Action Areas of
and four departments)

13 UN Women Pakistan ± Strategic Note

 Output 2: Empowerment of women and girls is promoted
through supporting gender responsive policies,
programmes, strategies, instruments for the provision of
public and private financing and institutional development
and strengthening.
Link to UNSDCF: Output 2.2 Innovative Gender Financing
Link to SP: Outcome 2 Financing for Gender Equality

Inadequate financing for GEWE, including The PCO plans to support government
the disparity in financial inclusion, impedes efforts in using GRB as a tool to advance
the progress of Pakistani women, and the gender equality and ensure that women’s
country’s broader development outcomes. As needs are incorporated in policies and
a contribution to addressing inclusive gender related budgets. The PCO will also expand
financing the PCO will support identification the purview of GRB, so that it is applied
of priority areas of low financial allocation to to annual development plans (ADPs) and
support the most marginalized and excluded. public sector development programmes
Programmatic interventions will include: (PSDP). The expected long-term result
of these initiatives is the incorporation of
· Identifying priority areas that lack access
gender equality principles, perspectives and
to finance: As a contribution to addressing
priorities not only in policy making, but also
inclusive gender financing, PCO will support
in budgeting at the national and provincial
identification of priority areas of low financial
levels, leading to greater accountability and
allocation to support the most marginalized
transparency of public finances.
and excluded. The identification of priority
areas and current gaps will build on · Catalyzing new and innovative gender-
initiatives related to generating evidence financing tools: Capitalizing on the
and data (as identified in Output 1.1) and lead momentum in Pakistan for innovative
to well-informed resource allocations. A new finance, especially with the recent issuance
evidence-based policy action framework will of Sukuks and green bonds by the
be introduced to help bridge existing gender Government of Pakistan and the Securities
gaps and to translate existing policies into and Exchange Commission of Pakistan’s
action. (SECP) issuance of guidelines for gender
bonds and green bonds. PCO aims to lead
· Capacity building on gender-financing
initiatives that unlock finances for women’s
tools and establishing gender-responsive
empowerment using innovative instruments
finance and planning systems at federal
such as gender-backed exchange traded
and provincial levels: Gender Responsive
funds (ETFs), mutual funds and bonds.
Budgeting (GRB) has been identified as an
Towards this purpose, the PCO aims to bring
important tool for advancing gender equality
all relevant stakeholders onto one platform
in key national documents, in accordance
and provide technical support at various
with existing national policy documents
stages of any gender-related instrument
on social inclusion and gender equality.
issuance.

UN Women Pakistan ± Strategic Note 14

 · Harnessing private sector capital: The PCO Policy of the SBP – towards high-quality
will aim to advocate for increased private implementation. Commercial banks and
sector capital for GEWE and couple it with other private organizations in the financial
initiatives to empower women and girls sector will also be engaged for capacity
economically. This will take place in the building, including but not limited to,
backdrop of the Women Empowerment gender-responsive procurement, budgeting
Principles (WEPs), where companies will and women-friendly HR policies.
be encouraged to channel investments to
advance women empowerment within their
organizations. Strategic Partners:

· Supporting commercial banks and financial · Securities & Exchange Commission of

institutions to become gender-responsive: Pakistan (SECP)
The PCO plans to engage Pakistan’s · State Bank of Pakistan (SBP) and subsidiary
apex institutions and financial regulators, offices
including the State Bank of Pakistan and the · National Institute of Banking and Finance
Securities and Exchange Commission. This (NIBAF)
work will holistically and strategically tackle · Pakistan Banks’ Association (PBA)
women’s financial inclusion. Part of this
· Pakistan Stock Exchange (PSX)
engagement will include guiding regulators’
· Private and public commercial banks
policies – such as the Banking on Equality
· Microfinance institutions

15 UN Women Pakistan ± Strategic Note

 Output 3: Justice sector institutions and service providers
are capacitated, and evidence-based advocacy addressing
harmful social norms is advanced, so that women are
protected from harmful practices, benefit from safer
environments and have equitable access to services and
information.
Link to UNSDCF: Output 2.3 Protection Against Harmful Practices
Link to SP: Outcome 3 Positive social norms, including by engaging men and boys and
Outcome 4 Women’s equitable access to services, goods and resources

The PCO will support reforms to align with and Child Marriage Restraint Act 1929.
international standards and commitments Support towards development of policy
to support full implementation of laws that and secondary legislation will be provided
address the issue of harmful practices against to address administrative gaps in the laws
women,, strengthening capacities of service which may include development of rules of
providers for gender responsive justice and business, standard operating procedures,
services, and engaging men and boys for wider notification of oversight committees at
social norm change. The streams of work that multiple tiers (mentioned in the laws/
support this output have been prioritized to rules) under different laws etc. Support to
accelerate implementation of legal frameworks key stakeholders and institutional partners
to maximize impact by strengthening capacities including Ministry of Law & Justice, Ministry
and capabilities of rule of law stakeholders of Human Rights, Women Development
for gender-responsive justice. Programmatic Department, Social Welfare Department,
interventions will include: Home Department and allied institutions
at provincial level will be prioritized.
· Supporting implementation of pro women
Furthermore, PCO will also undertake
laws through provision of technical
legislative scrutiny, finalise legislative reform
assistance and capacity enhancement
agenda, and provide technical assistance
of key institutions. A multilayered
towards legislative drafting related to the
programme will be rolled out to address
Child Marriage and advocate for increase
structural, institutional, and procedural
in the age of child to 18 years. Legislative
barriers and ensure that the enforcement
proposals (amendments in existing laws)
of laws is effective and consistent. PCO
related to be tabled in the NA either through
will focus on five key laws which include:
MoL&J or through a Private Member. The
Anti-rape (implementation & trial) Act
above components will be supplemented by
2021, Domestic Violence (Prevention &
robust capacity enhancement and advocacy
Protection) Act 2021, Protection against
streams (mentioned below) to address
Harassment of Women at Workplace
structural barriers in women’s access to
(Amendment) Act 2022, Enforcement
justice. The EVAW Laws Gap Analysis
of Women’s Property Rights Act 2019

UN Women Pakistan ± Strategic Note 16

 Reports44 of pro-women legislation at the among key stakeholders including police,
national and provincial levels, developed prosecution and prison for enhanced
by UN Women, will be updated to include cooperation; and (iii) multi-sectoral
new legislations and identify gaps within coordination frameworks to strengthen
them that prevent women from accessing referral mechanisms and linkages to ensure
justice. Access to Justice components of that VAW cases are properly dealt with
the previously developed and approved before and during court proceedings.
provincial Gender Equality and Women’s These initiatives will be supplemented by a
Empowerment Policies45 will also be used to strong capacity enhancement component
guide future interventions. to facilitate institutionalization of survivor-
centric approaches and ‘Do No Harm’
· Enhancing capacity of justice sector
principles.
institutions and service providers for
gender responsive justice and responding · Strengthening evidence-based advocacy
effectively to victims of violence, and as a cross-cutting theme to address harmful
bridging the gap between laws and social norms and attitudes in workplaces,
their effective implementation: Multi- public spaces, and transportation, including
sectoral essential services in line with engagement of families, matriarchs and men
the Essential Services Package (ESP) - and boys, and support the implementation
including helplines, reporting checklists, of social and behavior change strategies,
shelters, health care, social service, social including engagement with the formal
and economic rehabilitation, legal services education sector: A strategic shift in PCO’s
as well as the integration of mental health approach moving forward is to integrate
and psychosocial support - for addressing behavioural change related to social norms
violence against women and girls – including as a cross-cutting theme in all projects to
in the cyber space and disaster-related address the issue from multiple dimensions.
contexts - will be supported to prioritize The strategic note lays increased emphasis
the needs of the survivor within the justice on strengthening UN Women’s engagement
chain. Awareness on how to report cases with communities, CSOs and academics to
of violence and harassment to appropriate bridge the gap between interventions and
authorities will also be increased. In addition, impact. Innovative solutions to address
the PCO will strengthen coordination the issue of mobility will be identified, and
between the justice sector institutions for collaborations with non-traditional partners
improved provision of services, including in like the aviation industry and transport
the context of emergency. This will include companies will be explored to support
(i) development of Standard Operating women’s access to safe public spaces and
Procedures (SOPs) for management of GBV transport systems for increased mobility. UN
cases; (ii) facilitation of strategic dialogues Women will also play its part in connecting

44. https://asiapacific.unwomen.org/en/digital-library/publications/2020/08/gap-analysis-of-legislation-related-to-ending-
violence-against-women
45. https://asiapacific.unwomen.org/en/digital-library/publications/2021/01/provincial-gender-equality-womens-empowerment-
policies-and-gender-responsive-budgeting

17 UN Women Pakistan ± Strategic Note

 law enforcement agencies with the Strategic Partners:
community in a more empathetic manner
· Police (all four provinces)
through advocacy campaigns to increase
· Judiciary (all four provinces)
trust, promote a positive and friendly
image of police, improve access to justice · Ministry of Interior
without any fear or stigma; promote female · Home Departments (GB and four
recruitment in justice sector institutions; provinces)
and engage men and boys as advocates and · Deputy Commissioner Offices (25+ focus
HeforShe champions to promote gender districts)
equality to challenge patriarchal mindsets. · Federal and Provincial Ombudspersons
The PCO will also continue to build on and for Protection Against Harassment at the
expand its partnerships with UN agencies – Workplace
specifically with UNDP, UNODC and UNFPA – · Federal and Provincial Judicial Academies
in the context of improving the capacity of the · Legal Aid and Justice Authority (LAJA)
justice sector and service delivery for women · Taraqqi Foundation
and girls in the country.
· Aurat Foundation
· Blue Veins

UN Women Pakistan ± Strategic Note 18

 Output 4: Women and girls’ voice, agency and awareness
of rights is strengthened in an enabling environment, so
that they exercise their rights, actively and meaningfully
participate in communities and rise to leadership positions
in both public and private spheres.
Link to UNSDCF: Output 2.4 Awareness, Voice, Agency and Leadership
Link to SP: Outcome 5 Women’s voice, agency and leadership and Outcome 7 UN
system coordination for Gender Equality

For the purpose of amplifying women’s establishment of a mentorship programme

voices, enhancing their agency and creating - in collaboration with established and well-
a conducive environment for them to rise to reputed institutions, such as the National
leadership positions, UN Women will work to School of Public Policy (NSPP) and its
raise awareness on gender-responsive laws and affiliated National Institutes of Management
policies, engage with the public and private (NIM), Pakistan Institute for Parliamentary
sectors, and strengthen women networks and Services (PIPS), and PILDAT - to guide and
organizations. Major programmatic interventions support young and new women leaders.
under this output will include the following: A network of women leaders will also be
built for developing capacity on gender
· Enhancing women’s meaningful
mainstreaming in laws, policies, programmes,
participation in politics, as voters, leaders,
and budgetary processes. The PCO will
members of political parties and candidates
continue to engage with the private sector for
respectively, including as change agents:
job-generation and economic empowerment
The PCO will work with relevant stakeholders
for women. For this purpose, the PCO will
such as the Election Commission of Pakistan
work towards the capacity development
(ECP), NADRA, parliament, political parties
of the private sector, and seeking their
and law enforcement agencies, and advocate
commitments towards gender equality and
for strict implementation of quotas and
women empowerment through the Women
introduction of new quotas as needed, fair
Empowerment Principles (WEPs) platform.
distribution of party tickets and other laws
and regulations to ensure substantive and · Improving Gender Parity in police and
meaningful women’s participation in the justice sector institutions: In order to
political landscape. remove obstacles for women and enhance
their access to justice-sector related
· Strengthening the agency and leadership
services, PCO will work with justice sector
of women in public and private sector
institutions including police, levies, prison,
organizations, and in national and sub-
prosecution, lawyers to develop pipelines
national parliaments through parliamentary
for inclusion of women and development of
caucuses and other forums (political party
institutional policies and strategies aimed
offices and women’s wings of political
at recruiting quality women candidates.
parties): The PCO will also work towards
Advocacy will be carried out on gender
capacity development of women’s leadership
sensitive selection processes, women
and meaningful political participation at
quotas, gender responsive infrastructure,
national, provincial, and local levels through
cultural perceptions of policing and male-
a professional training programme and

19 UN Women Pakistan ± Strategic Note

 oriented sectors and awarding equitable peacebuilding, women’s participation in
opportunities to women. In addition, decision-making, humanitarian crises, law
academic institutions including law colleges, enforcement, justice sector, in peacekeeping,
bar councils and judicial academies will also as well as regional peace initiatives, especially
be engaged to develop and roll out capacity vis a vis Afghanistan.
and leadership enhancement programmes · Humanitarian-development-peace nexus:
for women. Facilitation will also be provided The humanitarian-development-peace
for formation of women’s networks, nexus will be addressed through PCO’s
including for police applicants and those mainstream women empowerment work,
in specific roles or with specific experience including with key stakeholders and civil
including those who have participated in UN society organizations, especially women-
peacekeeping missions. led civil society organizations, to actively
contribute to local-level rebuilding, recovery
· Advocating, and influencing gender-sensitive
and peacebuilding. PCO will strengthen its
security frameworks, including Women Peace
coordination mechanisms under the Gender
and Security (WPS) agenda, to ensure human
and Humanitarian Taskforce and disaster
rights of women and girls in emergency
management authorities to ensure gender
settings, prevent violence against women and
integration in humanitarian response to
girls in crises; and promote the meaningful
climate-induced shocks and disasters. In these
participation of women in advancing
interventions, negative impacts of urbanization,
peace and a resilient society at a local and
environmental degradation leading to loss of
regional level, as well as in peacekeeping
livelihoods will also be in focus.
operations. Building on the momentum of
the National Security Policy’s recognition
of ‘gender security’, and strengthening and Strategic Partners:
complementing national efforts of the National · National and Provincial Assemblies (Federal,
Counter Terrorism Authority (NACTA) and four provinces, GB and AJ&K legislative
civil society organizations (CSOs) to engage assemblies)
young women and men to promote social · Election Commission of Pakistan (ECP)
cohesion, both in online and offline spaces,
· Women Parliamentary Caucuses
will also be a key priority.
· Political parties (20)
· In recognition of the integral role of youth
· Law enforcement agencies
in peacebuilding defined under the Youth,
· National School of Public Policy (NSPP)
Peace and Security Agenda (YPS), PCO will
· National Institutes of Management (NIM)
engage young men and women to actively
contribute to local-level conflict prevention · Pakistan Institute for Parliamentary Services
efforts and promote social cohesion. PCO (PIPS)
will particularly promote youth-led initiatives · Pakistan Institute of Legislative
jointly with local authorities, civil society Development & Transparency (PILDAT)
and law enforcement agencies to increase · Private sector
young people’s contribution to inclusive · National Counter Terrorism Authority
and sustainable peace. PCO will implement (NACTA)
the WPS agenda in conjunction with YPS
· CSOs (especially those that are youth-led
agenda, by strengthening the capabilities,
and women-led)
and participation of local youth and women-
· Young Parliamentarians Forum (YPF)
led civil society organizations to support

UN Women Pakistan ± Strategic Note 20

 Output 5: Women and girls benefit from a rights-based,
gender responsive conducive environment that ensures
their active participation in and benefit from the economy.

Link to UNSDCF: Output 2.5 Women Economic Empowerment

Link to SP: Outcome 4 Women’s equitable access to services, goods and resources

PCO aims that by 2027, more women and girls diverse range of resources. These will include
in Pakistan, particularly the most vulnerable and access to financial services, markets, digital
marginalized and those from lagging districts literacy, skill development and enterprise
benefit from sustainable livelihood and decent development.
work opportunities resulting from responsible,
· Supporting women’s registration for
inclusive, sustainable, green, and equitable
Computerized national Identity Cards
economic development, prioritizing the needs of
(CNICs). There is compelling evidence that
most marginalized communities first, through the
the first step for Pakistani women to have
unequivocal commitment to eradicate all forms
real choices and exercise their rights starts
of discrimination and exclusion. Programmatic
with the possession of CNICs, which provide
interventions will include:
women and their households access to many
· Working directly with women living facilities and services, including government
in poverty, with disabilities, and other services and guarantees entitlements,
vulnerable and marginalized women in food rations, healthcare, voting rights, and
the formal and informal sectors, including educational opportunities for their children.
home-based workers (HBWs), women in The PCO will therefore work towards
agriculture, women entrepreneurs, women increasing women’s registration through
who own small businesses and formal awareness, handholding, and working
sector workers. The programme will provide closely with NADRA.
support to women workers according to the
· Utilizing private sector capital coupled
requirements, socioeconomic context and
with government initiatives to empower
level of urbanization of each programme
women and girls economically. Drawing
location, thereby avoiding a generic
on private sector capital, including CSR
approach. This will also be guided by the
funds, the PCO will draw private sector
PCO’s past experiences in these locations,
companies for implementation of the
and will build on existing programs,
Women Empowerment Principles (WEPs),
including those implemented in partnership
such as skill training, micro enterprise
with UNCT. The PCO will work directly with
development, and digital and financial
potential programme partners, mobilizing
literacy. The PCO will also encourage and
them, forming them into functional
facilitate private sector companies to create
community groups, and linking them with a
a more conducive working environment

21 UN Women Pakistan ± Strategic Note

 for their women workers, by formulating · Partnering with the federal government’s
and implementing gender-responsive HR Poverty Alleviation and Social Safety
policies. The private sector will also be Division on Pakistan’s agenda for women
encouraged for the promotion of gender- entrepreneurs. This includes multiple,
responsive value chain – granting women large-scale programmes such as Ehsaas
access to economic opportunities, including Emergency Cash46 programme, Ehsaas
through gender-responsive procurement. Amdan 47
(income) in which the target is
Finally, support will also be provided to that 60 per cent of asset beneficiaries will
incubation centres to provide an ecosystem be women; the Enterprise Scheme for
of services and support to innovative ideas Youth which provides loans of which 30
and entrepreneurs, including through per cent are given to women; and the Prime
forming linkages with sources of venture Minister’s Kaamyab Jawan (National Youth
capital. Development Programme). Provision of
cash transfers and grants for women most
· Advancing women’s labor participation
vulnerable to shocks, including in disaster-
in high-income professions and jobs of
related and humanitarian contexts, will also
the future, the PCO will work towards
be a priority for the PCO. PCO’s role in this
promoting women’s participation in STEM
regard would be to expand the outreach of
(science, technology, engineering and
these programmes and facilitate women’s
mathematics) fields, through working with
access to these.
academic institutions, incubation centres
and the technology sector. This will include · Influencing policies on labor protection
initiatives to connect prospective technology and social security coverage, including
sector workers to the industry through pension schemes and health insurance
mentorship and internship programs, and systems, for women working in the informal
build capacities of women in a range of economy. Advocacy and awareness will
sectors to adopt technological solutions for also be increased around unpaid care work,
day-t0-day business operations. including highlighting the opportunity of
employment creation and entrepreneurship
· Leveraging its technical expertise to support
in the care economy. The PCO will also build
and facilitate relevant departments for
on the lessons in context of COVID-19, and
the implementation of important laws,
work to address gaps in the provision of
including the HBWs law, and implementation
social protection programs.
of policies on issues such as gender
parity and equal pay. Engagements with · Enhance the capacities of women in
relevant stakeholders will also be initiated agriculture and connecting them with high-
on formulating and implementing laws value supply chains. Additionally, women
for the gig economy with the objective of farmers’ ability to adapt to the impacts of
safeguarding the rights of women workers, climate change will also remain as a priority
in line with international human rights area, and will be supplemented by the
standards. provision of climate resilient technologies.

46. https://www.pass.gov.pk/ecs/uct_all.html
47. https://www.pass.gov.pk/ and https://www.pass.gov.pk/Detail1cf24ba7-74f2-4afb-897b-6ad4ec4a20aa

UN Women Pakistan ± Strategic Note 22

 The PCO will also continue to build on and · Agriculture Departments
expand its partnerships with UN agencies – · Private sector companies
specifically with FAO & ILO – in the context of · NAVTTC
empowering women economically, including · WCCI
through agricultural activities. · Mera Maan
· British Asian Trust
· PPAF
Strategic partners: · RSPN
· Academic institutions · TDAP
· Incubation centers · AKRSP/AKDN
· SMEDA · Provincial Labour Departments
· Telecommunication companies · Ministry of IT
· National Database and Registration · Ministry of Commerce
Authority (NADRA) · Pakistan Business Council
· Benazir Income Support Programme/ · CSO/NGOs working on WEE
Ehsaas Social Protection Programmes
· Poverty Alleviation and Social Safety
Division

23 UN Women Pakistan ± Strategic Note

COMPARATIVE
ADVANTAGE

Experience: With its 16th year in Pakistan, UN Geographic Outreach: PCO maintains offices
Women PCO has sound experience and a proven in the Federal Capital and three Provincial
track record of delivering for women and girls in Capitals (Balochistan, Gilgit-Baltistan & Khyber-
the country. Pakhtunkhwa), that provide the network to
implement initiatives across 25+ districts in the
Thought Leadership: PCO has positioned itself
country.
as the though-leader on matters related to
GEWE in the country - built on robust knowledge UN System Coordination: UN Women PCO chairs
and data repositories, strong technical capacity multiple UNCT forums – including the UNSDCF
and resources, and a track record of providing Gender Equality Outcome Group, Gender Theme
technical advice and support. Group & GRP Task Force – making it the leader
for GEWE within the UNCT.
Stakeholder Trust: Given PCO’s strong and pro-
active approach to stakeholder engagement, Partnerships: PCO maintains strong relationships
and a carefully built reputation of delivering with crucial partners from the government, civil
on commitments, the organization values the society, private sector and development partner
trust its stakeholders – including beneficiaries, organizations.
government officials, donors, CSOs and those
from the private sector - accord to it.

UN Women Pakistan ± Strategic Note 24

 UN SYSTEM
COORDINATION

The PCO’s substantive coordination efforts have part of the security reference groups and is the
positioned it as the leader and reliable partner co- chair of the Operations Management Team
for enhancing the coordination, coherence and (OMT), and will continue and strengthen its role as
accountability of the UN system to deliver on a member of all sub-groups of the OMT (Budget
gender equality commitments. PCO played & Finance, Procurement, Human Resources,
a leading role within the architecture of UN Administration and ICT). For example, PCO will
Coordination during the design phase of the leverage its position as the Chair of the Gender
United Nations Sustainable Development Responsive Procurement Task Force (GRP TF)
Framework (UNSDCF) by ensuring that GEWE which is comprised of most UN entities, as well
remained a key priority of the UNSDCF. PCO as financial institutions such as WBG, IMF, and
currently chairs the UNSDCF 2023-2027 OSCE. The Task force, while working at the OMT
Outcome Group 2 on Gender Equality and level, through programmatic interventions, will
Women’s Empowerment, in close collaboration work on capacity building initiatives for Women
with the Resident Coordinator Office (RCO) and Owned Businesses (WOB), sharing best practices
the dedicated participation of sister UN entities. with the Operations Management Team (OMT)
PCO will continue co-chair the inter-agency GTG and harmonizing working groups to Deliver
with UNFPA, with a focus on providing strategic as One, which aligns with the strategic note
support and advice to the UNCT to enhance outputs on women economic empowerment, as
gender mainstreaming efforts and in achieving well as the cross-cutting theme of coordinating
SDG 5 and the gender equality dimensions for gender equality within the UNCT. In addition ,
of all SDGs throughout the UN Cooperation PCO co-chairs the Gender Parity Working Group
Framework. In addition to implementing yearly with the RC to promote gender parity within
workplans, GTG will continue to promote UN UNCT, which also aligns with the Field-specific
accountability through implementation of the Enabling Environment Guidelines. PCO is also an
action plan devised as part of the System-wide active member of the HRTF and Humanitarian
Action Plan (SWAP) Scorecard comprehensive Country Team (HCT). Through these platforms
assessment and host the GTG Secretariat the PCO aims to provide strategic inputs to
funded by a common UN budget. The SWAP enhance efficiency and effectiveness, and to
Scorecard follows a self-assessment format that advance important issues that will make UN
promotes greater participation and ownership entities gender-responsive employers. In the
across the UNCT, and includes the following past, the PCO has led the evaluation of gender-
areas: Planning; Programming, Monitoring and sensitive, UNDSS-cleared accommodation
Evaluation; Partnerships; Leadership; Gender across the country and facilitated the process of
architecture and capacities; Resources, and common premises as part of the OMT.
Results.
The PCO will continue its lead role in system-
In addition to being an active member of the wide advocacy actions and campaigns,
Programme Management Team (PMT), PCO is including the UNiTE campaign, 16 Days of

25 UN Women Pakistan ± Strategic Note

Activism against GBV, International Women’s Pakhtunkhwa, Sindh and Punjab. In 2022 alone,
Day and other observances with a focus on the PCO contributed to the implementation of
showcasing and incorporating its programmatic four joint projects – with UNFPA, UNODC and
approaches and success stories for greater UNDP- of which two were concluded in the
impact. PCO has already managed to create year. Going forward, PCO aims to expand its
substantial momentum to promote GEWE within partnerships with UN agencies through joint
UN Pakistan in the past year, and will continue programming, and aims to include at least three
to do so through joint projects, platforms and more joint projects in the upcoming SN cycle
programmes with UNDP, UNFPA, UNODC (this is also included as an indicator in the DRF
and FAO – including in humanitarian contexts results framework).
- in selected districts in Balochistan, Khyber-

UN Women Pakistan ± Strategic Note 26

 STRATEGIC
PARTNERSHIPS

In order to implement its vision effectively and to a key interlocutor in advancing WPS agenda
create change and impact in the lives of partners, nationally and regionally, and in promoting
the PCO plans to leverage trusted partnerships leadership of women in diplomatic service and
with both duty bearers and rights holders at international development.
the federal, provincial and local levels, along
The PCO enjoys deepened cooperation with
with CSOs, the private sector, youth and media.
justice sector stakeholders including the Law
Currently, PCO enjoys a competitive advantage
& Justice Commission of Pakistan, Legal Aid
through maintaining strong relations ship with
& Justice Authority, Federal and Provincial
crucial partners from the government, civil
Judicial Academies, Provincial High Courts, Bar
society and development partner organizations.
Councils/ Associations, prosecutors and the
To deliver the proposed programme, partnerships Legal Fraternity, Federal and Provincial Police
and coordination will be expanded and departments, Police Training Institutions, and
strengthened. Both, cross-cutting departments the Levies in Balochistan, which will be key for
and line ministries, as well as other national building a strong human rights and governance
authorities will be targeted for intensified portfolio.
cooperation. UN Women’s natural government
The PCO will scale up its engagement with
counterparts include the women’s machinery
the private sector, including commercial banks
such as the National and Provincial Commission
and financial institutions, in women’s economic
the Status of Women, Women Parliamentary
empowerment. Private sector engagement will
Caucuses, Provincial Women Development
be imperative in the framework of Women’s
Departments and Social Welfare Departments,
Empowerment Principles (WEPs). PCO’s work
and Offices of the Ombudspersons on Protection
with the private sector to date is premised on
from Harassment at the Workplace. In addition,
an understanding that the private sector is
the Ministry of Human Rights will continue to
instrumental for advancing GEWE across the
be the key government counterpart to ensure
different aspects of women’s lives in Pakistan. In
women’s rights are upheld and realized across
the next five years PCO will continue its focus
the country. UN Women has nurtured these key
on building the private sector’s understanding
partnerships in the past and will continue to
and commitment for GEWE results in a realistic
strengthen in the years ahead.
manner. Whilst GEWE is not the private
With the backdrop of the elections in 2023, the sector’s core business the focus will remain on
National Database and Registration Authority leveraging partnerships with the private sector
(NADRA) and the Election Commission of to accelerate awareness and advancement of
Pakistan will be important stakeholders for GEWE in the world of work. In the past year, PCO
ensuring women’s voter registration and has entered into partnerships with prominent
enhanced political participation. The National businesses, including one of the largest
Authority on Countering Terrorism (NACTA) is conglomerates of the country, Nishat Group,

27 UN Women Pakistan ± Strategic Note

and Pakistan’s largest telecom operator, Jazz by gender-sensitive corporate practices. In
Telecom. The PCO will continue to strengthen its addition, PCO will use media partnerships to
due diligence processes when engaging with the amplify the voices, concerns and experiences
private sector, and build on the experiences of of marginalized women and girls to promote
its newly established due diligence committee. women’s rights and gender equality.
Recognizing that more programmatic
The proposed partnership with men allies, CSO
intervention and strategic planning is needed to
alliances, and government stakeholders will help
engage the private sector to integrate gender
change social norms as this collaboration will
mainstreaming into corporate agendas, business
create a conducive environment by initiating
policies and frameworks, these efforts would
both community dialogue and policy discourse.
focus on promoting safer mobility, harassment-
This collaboration will further ensure that
free workplaces and gender responsive policies,
legal protections for women and marginalized
while also pushing for gender responsive
groups are in place, awareness exists to use
procurement for a diversified supplier base and
these provisions, and support mechanisms are
bridging the digital gender divide.
accessible. This will all contribute to changing
UN Women Pakistan will build on its private sector social norms against women and vulnerable
pool to encourage more companies to join WEPs groups.
platform while working with existing members
In the past, PCO has contributed opinion pieces
to influence CSR spendings, advocate for
in leading English dailies, such as Dawn, The
gender responsive policies and increase women
News, Tribune, and the Nation, and pitched
workforce participation in formal economy.
interviews with the country’s state television,
Renewed focus will be on initiatives for gender
Pakistan Television. In the current SN period,
responsive marketplaces. For financial inclusion,
PCO will continue to build on these partnerships
inline with State Bank of Pakistan’s ‘Banking on
and explore private electronic partnerships
Equality Policy’ joint activities and advocacy
on both radio and television platforms. These
will be focus for improving women access to
partnerships will be instrumental in increased
financial institutions and launch of customized
visibility and promising advocacy efforts to
financial solutions for women-owned businesses.
champion women’s rights and gender equality
For programmatic interventions, UN Women
issues through editorial articles, features, and
Pakistan will leverage its private sector pool
news coverage.
to bring in financial and in-kind contributions
leveraging unique expertise and insights that The PCO will support and partner with CSOs at
private sector brings for sustainability and to the local level, specifically the provincial Women
further strengthen outcomes of existing WEE Empowerment (WE) Alliances instrumental
programmes. in guiding interventions at the grassroots
level through their own strategic plans and
The PCO aims to expand its network of
ensuring that programme activities translate
journalists and media partners, and build wider
into sustainable community actions. In the
partnerships under the framework on Media
past, PCO has partnered with prominent CSOs
Compact to reach mutually beneficial agreement
of the country including Rural Development
through which valued media partners are invited
Foundation (RDF), Aurat Foundation, PAHEL
to scale up their focus on women’s rights and
Pakistan, Community Development Foundation
gender equality issues through high-quality
(CDF), Democracy Reporting International (DRI)
coverage and editorial decisions, complemented
and Balochistan Rural Support Program (BRSP).

UN Women Pakistan ± Strategic Note 28

 PROGRAMME SUSTAINABILITY
INCLUDING EXIT STRATEGY

The proposed programmes will be implemented rights, as project operations phase out.
to build on and complement existing systems PCO will continue to identify, strengthen,
in Pakistan to support national ownership and scale good practices of CSOs so that
and ensure alignment with national priorities they continue to support their communities
through the following strategies: and work in conjunction with government
stakeholders.
· Developing the institutional capacity of
key stakeholders, including rights holders · Promoting knowledge generation and
and duty bearers, at all levels to formulate, exchange to ensure the effectiveness and
implement and monitor gender-responsive sustainability of capacity development
policies, laws, and strategies. The PCO will and awareness-raising interventions for
support the national women machinery various stakeholders. Furthermore, by
and relevant ministries to meet their global creating an environment of continuous
normative commitments to GEWE, and learning, adaptation, and reflection -
support will be extended to implement including through working with academic
global commitments as specified in CEDAW, institutions and think tanks for generation
CSW, Beijing Platform for Action and the of knowledge and research - the PCO will
SDGs. The PCO will continue its support on engage stakeholders to collect feedback
the National Data Gender Portal (NGDP) on programme interventions, identify good
to collect, analyse and disseminate holistic practices and lessons learned and exchange
gender statistics. new ideas and approaches for innovation.
The PCO will continue to invest in knowledge
· Enhancing multi-stakeholder partnership
products to build a strong culture of sharing
and coordination mechanisms to
knowledge internally and externally.
create change and impact in the lives of
beneficiaries. The PCO will leverage its · Strengthening communications to promote
comparative advantage in the country social and behavioural change. The PCO
through trusted partnerships with both has a specific focus on leveraging strategic
duty bearers and rights holders at federal, communications and public advocacy for
provincial and local levels, along with CSOs, GEWE and positioning UN Women as a
the private sector, financial institutions, thought leader and trusted champion. The
development partners and UN agencies. PCO continues to engage the media and
public influencers to challenge negative
· Engage and support civil society led
stereotypes and promote positive social
initiatives, especially women and youth-led
norms. By delivering the right messages
local organizations, to create community
to the right audiences, PCO will forge new
ownership, provide localized solutions
alliances with non-traditional partners,
and ensure sustainability of initiatives that
including men and boys, and mobilize broad
promote gender equality and women’s
public support and soft interventions.

29 UN Women Pakistan ± Strategic Note

The PCO exit strategy will identify programme systems which are living, local, and guarantee
interventions that are ready to be phased out sustainability over time. A primary consideration
and draw good practices and lessons learned in this regard will be to gauge and build on
for on-going interventions. It will also outline partner readiness and capacity to maintain
approaches and activities that will help maintain priorities, well beyond the implementation of
certain benefits of each project beyond the SN specific initiatives. This approach will also be
period, in order to support the sustainability of augmented by building the capacity of women
initiatives already implemented. Focusing will leaders, gender champions and communities
remain on enhancing existing relationships for to self-advocate on issues that are imperative
creating transformative change and putting to the empowerment of women, including
in place effective mechanisms to hand over women’s equality and economic empowerment.
responsibilities seamlessly to government Leveraging the GTG platform is also a key, since
agencies and civil society actors for a smooth this will lead to ensuring a streamlined approach
transition into post-project operations. The within the UNCT for exit and sustainability
aim would be to create an environment and approaches.

UN Women Pakistan ± Strategic Note 30

 MANAGEMENT AND
OPERATIONS

The PCO started its operations in Pakistan in recovery policy and help ensure that staff costs,
2007. Historically it has been a small to medium to the extent possible, are covered through
sized office. In 2020, PCO prepared a vision non-core funds. Salary funding will be secured,
document (VD) comprised of a vision for the with at least 80 per cent from non-core sources.
future and a clear roadmap. This VD has been put The PCO will explore the options of moving
into action and the PCO is now ready to become personnel to better and more secure contract
a large Office. As a starting point, PCO has modalities.
established an international post of of Deputy
The office will continue to provide an enabling
Country Representative. The position holds
work environment that attracts and retains
the dual function of Programme Management
qualified and highly competent staff. A career
Specialist to ensure adequate capacity to
progression plan has been developed to ensure
manage the resources of PCO effectively and
that the PCO remains the first choice for
to deliver UN Women’s triple mandate. Currently
professionals who wish to continue their careers
the PCO has a main office at the capital
in the field of Gender Equality. The PCO is also
Islamabad, suboffices in the provinces of Khyber
creating an environment of transparency and
Pakhtunkhwa and Balochistan, and programme
inclusive decision making to give the whole team
presence in the provinces of Sindh, Punjab and
a sense of ownership. There is a special focus on
Gilgit Baltistan. As the PCO grows, there will
ensuring work life balance and to cultivating a
be a need for more working space both at the
culture of duty of care towards colleagues. Staff
central and provincial levels. In line with the BOS,
capacity building plays an important role in the
the PCO plans to increase its human resource
development of an organization and the PCO
footprint in the provinces by co-locating with
is focused on improving individual capacities
other UN agencies. At the central level, the
and leadership skills. Besides providing skill
PCO has begun work to extend and refurbish
development courses, the PCO initiated a plan
its current office to accommodate more staff.
of on the job trainings at different levels through
Within the UNCT, UN Women will also play its
job swaps as well as sending colleagues to other
role as co-chair of the OMT in aiding progress
countries on short term assignments to learn
towards the five service lines under the BOS
from ongoing practices across regions. These
in Pakistan: common administrative, finance,
are envisaged as part of a capacity-development
human resource, procurement and ICT services.
program, so that building staff capacity goes
In this SN period, the programme size and beyond one-off trainings. In this way the team
funding is expected to double to more than USD will have diverse national and international
10 million per annum, along with an increase experiences. The PCO has also initiated an office
in the human resource portfolio. The PCO has welfare committee responsible for identifying
conducted an extensive talent mapping exercise measures to make the PCO a respectful and staff
to identify in-house technical expertise. A new friendly workplace as well as arranging various
Organogram for the office has been developed social and cultural events.
and finalized after discussions with the Regional
The PCO has initiated an Operations cafe’s to build
Office (RO). This exercise has been supported by
better understanding of policies and procedures
a staff costing which will inform a staffing cost

31 UN Women Pakistan ± Strategic Note

and to foster a culture of knowledge sharing. in the Security Management Team (SMT)
The PCO will strengthen its management and meetings while maintaining full compliance with
operations systems and processes to maintain mandatory Security Risk Management measures,
its delivery target of greater than 90 per cent. including timely updates and submission of the
As the majority of the programmatic work is UN Women Security and Safety Compliance
implemented though partners, an extensive Survey. The SMT is represented at the Country
HACT and/or risk-based capacity assessments Representative level, with the Operations
process is carried out which will continue. A Manager regularly present. At the provincial
regular orientation and guidance system with office level also, the Heads of Sub-offices play
close monitoring for Partners is in place to a critical role mirroring the SMTs. Following the
ensure compliance with UN Women’s policies established security mainstreaming process,
and timely delivery of results and to ensure that the office will continue to engage with the local
audit reports are unqualified. A close partner UNDSS and Regional Security Specialist to
monitoring process is in place to ensure timely identify and resource security requirements.
liquidations of partner advances.
The PCO has adopted and is using the new
Corporately, UN Women is moving to a new Business Continuity Crisis Management
Enterprise Resource Planning (ERP) system Application (BCCMA). Through annual updates
QUANTUM. The upgrading of ERP impacts all and testing of the Business Continuity and Crisis
in-house business processes as well as those Management Application, the office will aim to
that UN Women outsources and therefore maintain 100% compliance with the Business
has implications for the whole organization. Continuity and Crisis Management requirements
The PCO will ensure a whole of organization and, upon requirement, conduct facilitated
approach to the change and ensure that its exercise with Regional Security Specialist to
staff are well prepared through various learning strengthen overall resilience.
sessions to minimize the impact of this change.
In the area of Occupational Health and Safety,
The security situation in the country will the office will engage the corporate OHS
be closely monitored to ensure a proactive manager, upon requirement, to assess current
approach to security, including consultations compliance and assist in addressing deficiencies
with the Regional Security Specialist as if they are identified in country office and sub
necessitated by the situation on ground. Given offices. A robust plan is in place to ensure that all
the security context of the country, where there incoming staff have completed their mandatory
has been a spike in security-related incidents in courses including BSAFE SSAFE.
the provinces, the PCO will move to a province-
Physical inventory management checks are
centric approach: this includes the hiring of a
carried out regularly to confirm the location and
Local Security Assistant for Balochistan and
tagging. This exercise is being conducted at the
Khyber-Pakhtunkhwa, covered with UNDP under
central and sub-office levels. PCO will continue
the joint operations for premises. The office
to ensure that it is an Information Security
will also endeavor to provide regular security
Compliant office through the regular adoption
briefings to all Managers, which will be delivered
and updating of set processes.
by the Operations Manager. Additionally,
security trainings such as defensive driving The PCO staff have undergone extensive Results
training for drivers (armored cars), Women Based Management (RBM) training to improve
Security Awareness training and other training RBM and reporting capacities. The PCO will
as listed on the SRM Measures in 2023 will also continue to ensure compliance in recording data
be provided. in PGAMS, LEADS and DAMS through regular
coaching and effective monitoring.
Pakistan CO will ensure active participation

UN Women Pakistan ± Strategic Note 32

 MONITORING AND
EVALUATION

The PCO remains committed to advancing monitoring plans and corporate reporting
a strong culture of RBM throughout the requirements. This newly established unit will be
organization in its programming and operation separate from Programmatic Units, and will work
cycles, which builds on comprehensive capacity- directly under the leadership and advice of the
building training delivered to the entire PCO staff Country Representative, to maintain neutrality
in 2021. PCO now plans to operationalize RBM and adherence to high standards of quality
principles through project lifecycles – including assurance. As a routine process, the M&E unit
development of theories of change that clearly regularly updates a composite indicator matrix,
articulate the assumptions underpinning the presents it to senior management at monthly
causal linkages between inputs, outputs, meetings, and includes indicators suitable for all
outcomes and impact, development of robust PCO projects and initiatives. In addition, systems
results frameworks, regular monitoring to track have been put in place for senior management to
trends of indicators through streamlined data directly interact with beneficiaries on a regular
flows, and regular updates to programme leads basis allowing regular feedback to flow from the
so as to support better management and course field to managers.
correction. Specific activities will also be outlined under
A newly established M&E Unit will play a key organizational effectiveness and efficiency
role in implementing the plan – with Provincial (OEE) in the AWP/BWP, including capacity
Monitoring Focal Officers in Balochistan development implementing partners and
and Khyber-Pakhtunkhwa, and a Planning other partner organizations to increase their
& Monitoring Focal Officer in the Islamabad institutional capacities. The PCO also plans to
Office. Beyond geographic coverage, the M&E conduct evaluations for specific programmes
focal points also have specific M&E-related and projects under different outputs, which will
roles across project-monitoring, monitoring again feed into high-quality and impact-oriented
for UNSDCF and the SN, and formulation of interventions.

33 UN Women Pakistan ± Strategic Note

RESEARCH AND
KNOWLEDGE MANAGEMENT

Placing women’s rights at the centre of all its also leverage multi-stakeholder platforms such
efforts, the PCO has emerged as a thought as the GTG and INGAD. This work will guide
leader in knowledge creation that fills critical thought leadership by utilizing cutting-edge
gaps in the evidence base that supports research and knowledge products. Internally,
advocacy campaigns; building competencies, the PCO will continue to discuss and deliberate
knowledge and awareness; sensitizing justice on new knowledge and evidence generated,
sector officials and promoting evidence-based through virtual spaces such as webinars and
policy and legislative reforms. online workshops, and in-person events such as
seminars and brown-bags.
In line with its Knowledge Management Plan, PCO
will continue to invest in knowledge products In the research and data collection domain, the
(including research products, videos, and online National Commission on the Status of Women
newsletters) to ensure the effectiveness and (NCSW) has established a National Gender
sustainability of capacity development and Data Portal (NGDP) with support from UN
awareness-raising interventions for various Women and with inputs from other federal and
stakeholders. This work aims to build a strong provincial government departments. The PCO
culture of sharing knowledge internally will scale-up this extensive digital portal which
and externally. In the Women’s Economic already includes data related to 413 qualitative
Empowerment Portfolio, the PCO has planned and quantitative indicators across 10 different
several research studies and knowledge themes, to serve as a knowledge hub and
products to understand the different needs of repository of research on gender issues. The
its partners and to collect data which will help NGDP will generate a National Report on the
in the effective and smooth implementation of Status of Women as well as thematic briefs, on a
the projects. Moreover, the PCO will continue regular basis, which will guide policy makers to
its series of WEE Status Reports and National design and implement sustainable and impactful
Commission on Status of Women (NCSW) interventions.
Status reports.
The PCO will also continue with its key research
Dissemination of research and knowledge and knowledge series – such as the survivor
products is crucial to sustaining impact, journey mapping research (including a National
informing policies and contributing to broader Level Study on Survivors’ Journey Mapping),
social norm change. In this regard, the PCO national and provincial baseline studies on
will not only use its existing partners, from economic empowerment initiatives for women
both rights holders and duty bearers groups, in shelters and prisons, and resource packages
to disseminate its knowledge products, but will on key concepts related to VAW.

UN Women Pakistan ± Strategic Note 34

 RESOURCE
MOBILIZATION

Since 2021, the PCO’s resource mobilization in line with commitments under the UNCT Multi-
efforts have doubled with further projected year Funding Framework (MYFF).
growth in financial resources actualized and
The PCO will also leverage its membership in
in the pipeline. With a focus on fully funded
various multi-stakeholder platforms, including
medium to long term programmes the PCO has
the Inter Agency Gender and Development
strengthened its position with donor agencies.
(INGAD) group, which the PCO co-chairs along
The implementation of the SN 2023-2027 will
with the EU. This and similar platforms such as
require total resources of approximately USD 71
the WE Alliances and GTG will be used, among
million over the next five years.
other things, to mobilize resources for the PCO’s
For the SN period, the main targets for resource initiatives on women empowerment and promote
mobilization remain bilateral and multilateral PCO’s past work and display partnerships, thus
donors. UN Women will also continue to work attracting other donors to come forward for
with traditional and non-traditional donors potential collaborations.
and possibly explore new partners who have
The PCO also views the private sector as a
already provided funding or have committed
nontraditional partner with great potential, not
to funding, namely, Norway, INL, Germany,
only to raise resources but to use their platform
EU, Korea and Japan. Partnerships with
and expertise to make their working places
multilateral development banks, including the
safer for women to enter and to be retained. UN
Asian Development Bank (ADB) will also be
Women will establish stronger relationships with
pursued, particularly in the context of access
renowned players in the industry and tapping
to finance for women businesses as well as
into their corporate social responsibility fund
gender-responsive budgeting. The PCO will
and ensuring full collaboration.
also look towards mechanisms to tap available
government funding. In line with UN Reform, the Finally, the PCO will continue to work with
PCO will continue to focus on joint programming relevant UN sister entities in alignment with
to enable greater coherence on gender equality the UNSDCF and forge effective collaboration
and women’s empowerment. The PCO will also mechanisms with them, including UNFPA,
prioritize the combined efforts of the UNCT and UNICEF, FAO, UNDP, UNODC, WFP and UNHCR.
resource mobilization planning for the UNSDCF,

35 UN Women Pakistan ± Strategic Note

COMMUNICATION
AND ADVOCACY

For the next five years, the PCO’s plans will to expand and strengthen partnerships, mobilize
focus on leveraging strategic communications resources and spark innovative ideas. Stronger
and public advocacy for GEWE and positioning communication of programme results and
UN Women as a thought leader and trusted impact stories to development partners and
champion. A blend of visibility and advocacy national audiences will reinforce the credibility
efforts will drive the strategic communications of UN Women as the lead entity on gender
at the PCO, details of which will be part of the equality and women’s empowerment.
upcoming AWP/BWP.
Social media will be used to engage and pursue
Building on its award-winning collaborations key influencers, youth and policy makers,
with unconventional partners, the PCO will tap into their networks and widen the pool of
strengthen its strategic partnerships with media, gender advocates and changemakers. Moreover,
the government, the private sector, social media targeted disruptive and transformative social
profiles, influencers and celebrities, sports media campaigns will be devised to break cycles
organizations, grassroots youth organizations, of discriminatory social norms and practices,
and CSOs. introduce progressive discourses on GEWE
and reinforce positive role modeling. Through
To expand outreach the PCO will maintain the
active engagement and joint advocacy efforts
brand and enhance its outreach fully leveraging
between the United Nations Communications
traditional channels as well as digital media,
Group (UNCG) and Gender Theme Group
particularly social media to communicate
(GTG), gender-responsive and inclusive
results, highlight human interest stories, share
communications will be leveraged.
knowledge, and nurture desired social change,

UN Women Pakistan ± Strategic Note 36

 KEY RISKS AND
RISK MITIGATION

The Pakistan country context for gender equality security risks, human resources risks and legal
and women’s empowerment is challenging, risks. A very significant risk identified relates to
with deep rooted patriarchal norms, gender SH and PSEA where policies and procedures
inequality and discrimination against women. on SH and PSEA are not shared with all
As a small UN entity in Pakistan, UN Women is implementing partners due to the unavailability
faced with several internal and external risks that of materials in local languages. Another risk
may impede the delivery of results as per UN identified for the coming years is linked to the
Women’s mandate. need for a strengthened Sub Office structure
given that all the work happens in the field.
Coordination risks include overlapping mandates
Details of all identified risks, mitigation actions,
across UN entities, exacerbated by weak
responsible staff as risk owners and timelines
coordination mechanisms which accentuate
are outlined in the risk register attached. The risk
this risk. Other risks range from resource
focal point regularly updates the risk register in
mobilization risks leading to decrease in funding
the Enterprise Risk Management System after
for development work due to donor fatigue and
consultation with the various stake holders.
post COVID-19 pandemic pressures leading to
The Operations Manager is also part of these
limited interventions on GE, to operational risks
discussions to finalize and have these approved.
which include but are not limited to safety &

37 UN Women Pakistan ± Strategic Note

UN WOMEN IS THE UN ORGANIZATION
DEDICATED TO GENDER EQUALITY AND THE
EMPOWERMENT OF WOMEN. A GLOBAL
CHAMPION FOR WOMEN AND GIRLS, UN
WOMEN WAS ESTABLISHED TO ACCELERATE
PROGRESS ON MEETING THEIR NEEDS
WORLDWIDE.

UN Women supports UN Member States as they set global standards for

achieving gender equality, and works with governments and civil society to
design laws, policies, programmes and services needed to ensure that the
standards are effectively implemented and truly benefit women and girls
worldwide. It works globally to make the vision of the Sustainable
Development Goals a reality for women and girls and stands behind women’s
equal participation in all aspects of life, focusing on four strategic priorities:
Women lead, participate in and benefit equally from governance systems;
Women have income security, decent work and economic autonomy; All
women and girls live a life free from all forms of violence; Women and girls
contribute to and have greater influence in building sustainable peace and
resilience, and benefit equally from the prevention of natural disasters and
conflicts and humanitarian action. UN Women also coordinates and promotes
the UN system’s work in advancing gender equality.