Planned Budget (Total)
Other resources (non-core)
Country Indexes
outcome XM-DAC-41146-FIJ_O_1
Assuring an accountable organization through principled performance
During the reporting year, Fiji MCO progressed towards the corporate target results on implementation Regular Resources and Other Resources. As per preliminary 2023, delivery report Fiji MCO’s delivery rate for Regular resources represents 87%, whereas Other Resources – 79%. Fiji MCO achieved this delivery rate despite new ERP system challenges related primarily to budgets set-up, advances liquidation, processing reversals, and resolving partners audit financial findings. Program and operations staff increased their capacity in response to challenges related to new ERP System (Quantum) rollout through attending in person training organized by the regional office in May 2023 and virtual webinars and trainings throughout the year. In 2023 - a total of fifteen (15) partners have been subject to Partner's audit (Financial year 2022). 4 Partners (27%) obtained an umodified audit opinion with no findings. 5 partners (33%) obtained an unmodified audit opinion with Financial Findings, of which the MCO closed financial findings for 2 partners, with other 3 being under discussions for closure before end Q1,2024 6 partners (40%) obtained a qualified audit opinion. The MCO managed to fully close the audit financial findings for 1 partner and is working closely with the partners to resolve the pending findings in Q1,2024. Out of the total financial findings USD54,908 the office closed USD20,275 (37%), with the remaining 63% to be closed before end Q1,2024. The pending financial findings shall be resolved as part of partner advance liquidation which is currently under review by the programme teams. Fiji MCO is currently working on addressing and resolving the 11 medium risk recommendations of the Internal Audit with the aim to close during 2024. The MCO remained compliant with EMR policy and Framework Requirements. Through collaborative participation of all field offices under Fiji MCO, the office developed, validated and endorsed in time the Fraud Risk Register. The MCO remained compliant with BCCMA plan (online platform), as well as with the Occupational Health and Safety and UNSMS Security Policies. In the reporting year Fiji MCO managed to submit all donor reports in time.
outcome XM-DAC-41146-FIJ_O_2
Advancing partnerships and resourcing
The Fiji MCO aims to continue to enhance its visibility, attract financial support, and secure sustainable resourcing for the delivery of its mandate in advancing gender equality and women's empowerment in the Pacific region. The recent update of two of its important strategies, namely the Media and Communications Strategy, and the Resource Mobilization Strategy will guide the Fiji MCO in this regard for the duration of the SN period, 2023-2027. The Fiji MCO maintains its upward trajectory in social media engagement, witnessing an increase of 9.6 percent from its 2022 baseline of 43,145 followers. In terms of has social media presence, the Fiji MCO has a total of 47,300 followers, enhancing visibility and outreach across digital platforms. Regular engagement is ongoing with existing traditional partners, including donors and members of the Gender Theme Group. These are important avenues for the MCO to provide updates on the initiatives, achievements, progress made and challenges in addressing gender equality and women's empowerment. There is also ongoing exploration of opportunities for collaborative initiatives with traditional partners, emphasizing shared goals and mutual benefits to increase support for and financing of the gender equality agenda while securing sustainable resourcing. This collaborative approach has been successful for the Fiji MCO in strengthening existing partnerships and attracting additional support for two of its largest projects, the Markets for Change Project and the Pacific Partnership to End VAWG. Both projects commenced Phase II in 2023. The same approach is taken for current ongoing efforts for the design of Phase II of the Women in Leadership in Samoa (WILS) project. In 2023, the Fiji MCO embarked on a transformative journey, establishing novel partnerships with non-traditional allies, each contributing to different levels of impact. Through a groundbreaking collaboration with the United Nations Capital Development Fund (UNCDF), grassroots women were empowered with access to an innovative parametric microinsurance product, finely attuned to gender equality objectives. This initiative has had a profound impact, expediting recovery for women in Fiji following natural disasters, amplifying resilience at the grassroots level. Simultaneously, a landmark agreement with the University of the South Pacific marked a significant milestone, paving the way for the development of gender-inclusive disaster risk reduction postgraduate courses. This pioneering effort is cultivating a cohort of skilled professionals poised to navigate the intricate challenges facing the Pacific region. Additionally, the engagement with the highest office in Kiribati, the Office of the President, stands as a testament to strategic collaboration yielding tangible results. This important collaboration is leading the way in embedding gender considerations into national disaster risk reduction and climate change adaptation policies, strategies, resource allocations, and long-term planning, catalyzing a shift towards sustainable solutions, and ensuring a more resilient future Kiribati citizens. Furthermore, the Fiji MCO is building its meaningful engagement of youths, aiming to empower and enable youth to understand, realise and claim their rights, and develop their agency towards active citizenship for advancing gender equality and long-term sustainable development in the region. A deliberate action has been through the creation of space for youth delegates to be part of decision-making processes through the WRD National Programme Management Committees in Fiji, Kiribati, Solomon Islands, and Vanuatu. This inclusivity will enrich the decision-making process by bringing in diverse viewpoints but also strengthens partnerships with youth organizations and communities. While no youth took up these seats in 2023, the Fiji MCO will actively be pursuing their uptake by youths in 2024 to advance partnerships and ensure their meaningful participation in decision-making processes. This is expected to foster a sense of ownership and investment among young people in their country disaster risk reduction initiatives and also enhances the effectiveness and sustainability of these local actions. This proactive approach to engaging youth reflects a strategic investment in building partnerships and securing resources for advancing gender equality and sustainable development in the region.
outcome XM-DAC-41146-FIJ_O_3
Advancing business transformation
The Fiji MCO continues to progress its adaptation and innovation for business transformation, ensuring its programs and strategies remain responsive, effective, and aligned with their social impact goals. This culture of improvement, focused on integrating real-world insights into operational and programmatic strategies, has yielded sustained positive outcomes, advancing gender equality and women's empowerment across the Pacific region. Central to this effort is the production of 17 knowledge products in 2023 which were developed from expertise, research, and lessons learned, to glean valuable insights into a wide array of gender dynamics, social issues, and developmental challenges prevalent across the Pacific region. These serve as important resources, providing deep understanding, identifying critical gaps and opportunities, and guiding evidence-based decision-making processes. Utilizing these insights, the Fiji MCO is iterating on existing products and services to ensure their alignment with global and Pacific regional normative frameworks, as well as with evolving societal needs and expectations. For instance, the "Pathways Document - Pacific Prevention Summit" is refining strategies for preventing violence against women and girls, informed by real-world insights. Moreover, findings and recommendations from these knowledge products play a crucial role in shaping the direction of programmatic continuity, like the designs for the second phases of two large MCO projects, namely the Pacific Partnership to End Violence against Women and the Women in Leadership in Samoa (WILS) project. The WILS documentary, recording the journey of women from Phase I of the project has been inspirational, spotlighting the remarkable achievements of Samoan women leaders. The documentary has amplified awareness and commitment to the cause, catalyzing momentum towards women's leadership in Samoa and the Pacific. It has also been a crucial advocacy tool, extending its influence to informing the design and resource mobilization efforts for Phase II of the WILS project. Moreover, the Fiji MCO's engagement in cross-regional and intra-regional knowledge exchanges further strengthens its capacity for innovation and adaptation. These exchanges serve to drives meaningful change and foster a culture of innovation, effectiveness, and collaboration amongst UN Women staff by leveraging diverse perspectives, best practices, collaborative problem-solving, and strategic partnerships.
outcome XM-DAC-41146-FIJ_O_4
Nurturing an empowered workforce and advancing an inclusive UNWomen culture
The very nature of the Fiji MCO underlines its cross-border and inclusive nature. As an implementing agency covering 14 Pacific Island Countries and actively programming in six of these nations, the Fiji MCO is demonstrating a commitment to inclusivity by working in diverse cultural and geographical contexts. This approach recognizes and respects the unique needs and perspectives of each country. Although the Fiji MCO had a high separation toll of 12 in 2023, the recruitment of 20 new members of the workforce (FTA and SSAs) in 2023 was a strategic approach to expanding the workforce and leveraging a diverse skill set. Capacity building for staff was high on the Fiji MCO’s agenda, particularly to enable the implementation of a new corporate Enterprise Resource Planning (ERP) System (Quantum) and ensure that employees are equipped with the skills necessary to adapt to and leverage new technologies. In its commitment to knowledge-sharing, the MCO commenced a rollout of the training to other countries. This approach ensures that staff members at various levels have access to the necessary skills and information to operate efficiently. In addition, there were other training opportunities for staff in areas such as RMS-Quantum linkages, Communications, and Resource Mobilization, to name a few. Furthermore, the inclusion of staff members from Fiji, Samoa, Solomon Islands and Vanuatu in a work-exchange-based approach in PNG demonstrates a commitment to inclusive training initiatives, promoting collaboration, cross-cultural understanding, and the exchange of best practices among staff members. The completion of all staff reviews for 2023 and the emphasis on performance management is the Fiji MCO’s commitment to recognizing and acknowledging the contributions of the workforce – an approach essential for building a positive workplace culture and fostering employee empowerment.
outcome XM-DAC-41146-FIJ_O_5
Effective normative, programmatic and coordination products, services and processes:
The completion of the mapping of UN Women's contributions to the Pacific United Nations Sustainable Development Cooperation Framework (UNSDCF) demonstrates the Fiji MCO’s strategic approach to aligning activities with broader development goals that are informed by global and regional normative frameworks. Further to this, the completion of 14 Country Implementation Plans (CIPs) for the three Regional Coordination Offices (Fiji, Samoa, Micronesia) indicates a comprehensive approach to programmatic planning and coordination at the country level, emphasizing the Fiji MCO’s commitment to tailored interventions. In addition, UN Women has leveraged its leadership of the Gender Theme Group to ensure the integration of gender, social inclusion and protection were weaved into the Pacific UNSDCF and CIPs. Committing to adaptability and streamlining, the Fiji MCO reviewed existing SOPs on HR, Procurement, Travel Finance to align workflows with the new corporate Enterprise Resource Planning (ERP) System for increased internal efficiency. Regarding programme implementation, all Fiji MCO projects have outputs on track or achieved in various locations, indicating strong programme management and delivery. The successful conclusion of 116 negotiations, averaging a processing time of 15 days, demonstrates the heightened efficiency within our procurement processes. Leveraging Long-Term Agreements (LTAs) and implementing shorter advertisement periods further enhances this efficiency, streamlining procurement and reducing processing time significantly. The processing of 91 Purchase Orders (POs)/Contracts from completed negotiations, coupled with transparent acknowledgment of cancellations or call-offs, underscores the Fiji MCO’s commitment to accountability and the pursuit of effective financial management practices. The cost-share projects implemented by Fiji MCO registered 79% in non-core delivery rate in 2023, primarily due to the challenges the team faced with transition to new ERP system (Quantum) and its roll over to field offices.Showing 6 - 10 of 10