Planned Budget (Total)
Other resources (non-core)
Country Indexes
outcome XM-DAC-41146-FIJ_O_1
Assuring an accountable organization through principled performance
In 2024, UN Women's Fiji Multi-Country Office (MCO) demonstrated its commitment to organizational accountability and trustworthy development practices through robust financial management and strengthened institutional frameworks across the Pacific region. The MCO's principled performance saw comprehensive financial stewardship, achieving an 80% overall delivery rate with a 74% utilization rate by December 1st, 2024. Across funding streams, core funding reached 75% delivery with 83% utilization, progressing toward 100% target delivery, while non-core funding advanced to 82% delivery with 72% utilization, approaching the corporate requirement of 85%. Extra Budgetary Funds attained 43% delivery with 25% utilization, and the Institutional Budget maintained 70% for both delivery and utilization. This financial management supported critical programmatic areas including Women's Economic Empowerment, Eliminating Violence Against Women, Gender in Humanitarian Action and Response, and UN Coordination. A transformative shift in institutional performance continues to emerge through strengthened accountability mechanisms. The office conducted NGO/National Implementation Modality audits with six partner organizations across 5 countries: Fiji, Kiribati, Marshall Islands, Solomon Islands, and Vanuatu. Four partners achieved unmodified audit opinions, with two reports in final stages, while all financial findings from the 2023 NGO/NIM Partner audit exercise were successfully closed. This improvement in partner performance was supported by systematic monthly financial monitoring and compliance reviews examining project delivery across funding streams, advance tracking, travel expense management, and detailed budget mapping through Quantum/RMS systems. To address operational challenges in partner advance liquidation, programme teams initiated monthly visits to partner sites, providing direct support and organizing dedicated learning sessions to strengthen partner capacity in FACE report utilization. The office's commitment to comprehensive accountability was demonstrated through exemplary compliance ratings: overall compliance reached 99.8%, with information security at 99.5%, Occupational Health and Safety at 96.2%, and full compliance in both Business Continuity Planning/Crisis Management arrangements and Security and Safety protocols. The integration of Enterprise Risk Management principles into daily operations, supported by ROAP/HQ Quality assurance team input, strengthened organizational risk management frameworks. The Fiji Multi-Country Office continues to show significant institutional performance improvement in its organizational accountability, achieving a 93% timely donor reporting rate (approaching the 95% target) with 13 out of 14 reports submitted on schedule in 2024. This reflects strengthened internal systems and partner coordination mechanisms, which were further enhanced following a thorough review prompted by one delayed submission. The office's ability to maintain this high standard while managing complex cross-regional initiatives underscores its growing institutional maturity in transparent resource management and results documentation. This systematic improvement in reporting practices has directly contributed to more effective program oversight and evidence-based decision-making across UN Women's Pacific operations. Operational efficiency improved markedly through the expansion to 19 valid Long-Term Agreements covering essential services including design and advertising, money vendor services, land transportation, events management, internet and mobile services, printing, and travel. This resulted in reduced processing times from 18 to 7 working days for RFQs and from 37 to 14 working days for RFPs and ITBs. The office completed more than 20 formal procurement processes through Quantum in 2024, while establishing clear guidelines for advertisement timelines and procurement thresholds: L-PRC review for procurements over USD50K, R-PRC review for procurements over USD100K, and HQPRC review for procurements over USD250K. Staff development evolved from bi-weekly to weekly learning sessions, covering crucial operational areas including Quantum Procurement Workflow, UNALL Travel Requests, InfoSec compliance, Results Management System writing, Work Planning, Human Rights-based Programming, and AI implementation through Co-pilot. Looking ahead, the office has scheduled joint learning sessions on Gender Responsive Procurement, Sustainable Procurement, and Disability Inclusion with UNICEF, UN Women, and WFP for Q1 2025. These achievements, led and coordinated by the Operations Unit of the Fiji MCO, demonstrate UN Women's capability to manage resources with integrity while advancing its programmatic ambitions and meeting fiduciary obligations in service of Pacific communities.
outcome XM-DAC-41146-FIJ_O_2
Advancing partnerships and resourcing
In 2024, UN Women Fiji MCO strategically advanced partnerships and resource mobilization to strengthen gender equality initiatives across the Pacific region. Through deliberate engagement with governments, donors, private sector entities, and regional organizations, the office positioned itself to catalyse systemic changes in gender equality approaches while fostering local ownership of sustainable development initiatives. The establishment of the dedicated Humanitarian and Climate Action portfolio strengthens UN Women's capacity to influence systemic change in regional humanitarian response while expanding strategic partnerships. Through its leadership position within the Inter-Agency Standing Committee and role as Chair of the Pacific Humanitarian Protection Cluster, the office has positioned itself as a key convener and technical resource for advancing the institutionalization of gender, protection, and social inclusion mainstreaming across humanitarian frameworks. This structural placement not only enables the office to shape policy development and implementation practices across multiple agencies but also creates opportunities for resource mobilization and sustained partnership engagement, working toward normalized integration of gender-responsive approaches in humanitarian action. By leveraging these institutional relationships, the office strengthens its ability to secure resources and technical support for gender-responsive humanitarian programming across the Pacific region. The secured Peace Building Fund agreement for the Solomon Islands demonstrates successful resource mobilization while strengthening strategic partnerships for gender-responsive governance. This funding success not only supports mechanisms for women's leadership and participation but also establishes a foundation for sustained collaboration between UN Women, the Peace Building Fund, and national stakeholders. The Fiji MCO initiated resource planning for the Women's Resilience to Disasters program's second phase, reinforcing its commitment to addressing Pacific women's vulnerabilities through innovative programming. A promising private sector engagement commenced through discussions with Marriott hotels and the Australian National Committee, working to create direct market access channels for women artisans in Fiji. This developing partnership aims to enable women to showcase and sell handicrafts in Marriott-affiliated hotel souvenir shops, demonstrating an innovative approach to economic empowerment through market-driven solutions. Resource mobilization diversified through strategic initiatives with RedR focusing on the humanitarian-development-peace nexus. The office submitted targeted proposals to DFAT posts in Kiribati, Solomon Islands, and Vanuatu to support flagship programs including the Pacific Partnership to End Violence Against Women and Girls (Phase II) and Markets for Change (Phase II). Engagement with USAID, the High Commission of Canada, and Pacific Women Lead under the Pacific Community established groundwork for future resource mobilization and technical assistance. Institutionalized donor roundtable meetings strengthened collaboration with traditional partners like Canada and New Zealand while creating structured opportunities for dialogue with emerging donors. The office's advocacy and communications efforts contributed to advancing gender equality priorities in regional discussions. Through its support at the 8th Pacific Forum on Sustainable Development, the office facilitated dialogue on integrating gender equality priorities into the 2050 Blue Pacific Continent Strategy, representing ongoing efforts to strengthen gender-responsive approaches in regional development planning. High-profile events strengthened program visibility and institutional influence, notably through the CSW68 side event at UN Headquarters that elevated Pacific SIDS priorities. The Gender Equality Forum at SIDS4, with UN Women's support, produced a strategic communique calling for a SIDS Gender Action Plan with concrete implementation targets and accountability mechanisms. At the 15th Triennial Conference of Pacific Women in the Marshall Islands, the office deepened bilateral engagement with 10 Pacific Island countries and development partners. A significant milestone in institutional transformation emerged with the CEDAW Committee's agreement to hold a 2025 session in Fiji, signalling a shift in how international mechanisms adapt to regional contexts and improve access to human rights frameworks. At the Gender Equality Forum in Antigua & Barbuda, the office strategically showcased its regional impact by distributing 250 comprehensive Programme Briefs to government officials, civil society representatives, and global advocates from over 40 countries. The Markets for Change impact stories featuring women from Vanuatu, Fiji, Samoa, and Solomon Islands documented tangible shifts in economic empowerment, presented through fact sheets at key events including the Asia-Pacific Ministerial Meeting on Beijing+30 Review and CHOGM. These evidence-based materials, aligned with UN Women Headquarters' communication guidelines, effectively highlighted Pacific women's achievements through gender statistics and impact narratives. Media engagement deepened through support for three journalists who produced 12 specialized articles, complemented by creating visual storytelling tools featuring Markets for Change impact stories. The office strengthened its digital presence by producing 16 stories for the Asia-Pacific website and two features for the global platform, enhancing evidence-based advocacy capabilities and regional visibility. The expanded communications and advocacy reach created new pathways for changing social norms by connecting urban and rural audiences effectively. The office has significantly surpassed its 2024 social media engagement target, reaching 48,883 total followers against a goal of 45,000 - exceeding the target by 3,883 followers (8.6% above target). This represents sustained growth (3.35% increase) from 2023's base of 47,300 followers. Facebook follower numbers increased to 34,483 (maintaining approximately 29,000 likes), while Twitter grew to 14,400 followers. The office's media presence exceeded its 2024 target of 350 mentions, achieving 889 total mentions across platforms, including 500 Facebook mentions (averaging 43 per month), 353 Twitter/X engagements (averaging 30 per month, with at least 14 appearing in top mentions), and 36 mainstream media articles. Additionally, the office achieved visual presence through 12 credited images or representations in mainstream media. Digital engagement demonstrated significant growth, with Facebook reach increasing by 95.9% to 99.9k users, page visits rising by 96.2% to 16.6k, and gaining 993 new followers, representing 37.3% growth. This expansion reflects evolving patterns of information sharing and advocacy, with communities taking increasing ownership of gender equality messaging and amplifying it through their networks. Through these coordinated interventions, the Fiji MCO has demonstrated its effectiveness in leveraging partnerships and expanding its communications and advocacy capabilities while securing sustainable resources for advancing gender equality.
outcome XM-DAC-41146-FIJ_O_3
Advancing business transformation
In 2024, UN Women Fiji Multi-Country Office (MCO) continued its transformative journey, reshaping its business model with a focus on agile leadership and a culture of continuous improvement. This strategic approach allowed the organization to deliver scaled and sustainable impact across the Pacific region. The transformation spanned knowledge management, results-based management, and operational infrastructure, creating new pathways for effective and inclusive program delivery. Knowledge management remained a cornerstone of this transformation, with a systematic approach to disseminating gender equality resources. While all staff received quarterly updates on evidence-based programming tools, these knowledge products were also shared extensively with governments, civil society organizations (CSOs), and development partners across the Pacific and beyond, enhancing their utility and reach. Over the year, forty-five new strategic resources were developed, emphasizing disaster resilience and violence prevention. The Women’s Resilience to Disasters program was a notable contributor, generating thirty-one specialized products that integrated gender-responsive approaches across multiple risk areas. Accessibility was prioritized, with twenty-five resources localized for Kiribati through bilingual production in English and the local language. These resources were crafted in diverse formats, including print, visual, and video media, to ensure broad accessibility for varied audiences. Among the key initiatives, the Samoa National Prevention Framework and Project Golkipa in Solomon Islands demonstrated faith-sensitive approaches that fostered community engagement. Similarly, the Fiji Disability Inclusive CBDRM Toolkit reflected the integration of disability perspectives into disaster risk management. Partnerships with the University of the South Pacific further enriched this body of work, resulting in six postgraduate courses and four case studies on gender-responsive disaster risk reduction. Four cross-regional knowledge exchange initiatives supported by the Fiji MCO have fostered innovative ways of working and the sharing of promising practices across the Pacific and other regions, exemplifying the principles of South-South and triangular cooperation. These initiatives have strengthened the capacities of Pacific leaders, women entrepreneurs, and development practitioners through strategic collaborations with counterparts from Asia, the Caribbean, and beyond. By addressing shared challenges such as climate change, disaster risk reduction, and women’s economic empowerment, these exchanges have contributed to building resilience and advancing gender equality while facilitating mutual learning and the development of innovative solutions. In results-based management, UN Women Fiji MCO introduced advanced digital solutions to enable real-time program tracking, marking a progressive step in its data management capabilities. Staff capacity was systematically enhanced through structured training programs, with intensive weekly sessions conducted for the Markets for Change and Women’s Resilience to Disasters teams. These targeted efforts yielded measurable improvements in reporting quality, prompting the expansion of training to other project teams. Building on this progress, specialized training for new data management tools is planned for 2025, further solidifying the culture of continuous improvement. The transformation also extended to operational infrastructure, with strategic enhancements balancing organizational needs and resource efficiency. A sustainable physical presence was established across six Pacific nations through innovative partnership models. In Fiji, the extension of Kadavu House’s lease for five years, alongside planned renovations to improve staff well-being, demonstrated foresight in infrastructure planning. Across the region, UN Joint Presence Offices in Kiribati, Vanuatu, and Solomon Islands supported operational efficiency, while expansions in Samoa and plans for a presence in Tonga reflected an agile response to local contexts and regional priorities. These interconnected initiatives highlight UN Women Fiji MCO’s success in transforming its business model to achieve scaled impact. By equipping staff with enhanced capabilities, developing innovative and accessible knowledge products, and optimizing operational infrastructure, the office has fostered a culture of ethical leadership and continuous improvement. This transformation not only aligns with UN system-wide frameworks but also reflects the unique needs of the Pacific region, ensuring the organization remains agile, inclusive, and impactful in its mission.
outcome XM-DAC-41146-FIJ_O_4
Nurturing an empowered workforce and advancing an inclusive UNWomen culture
The UN Women Fiji MCO has demonstrated significant progress in strengthening its organizational capacity and effectiveness through comprehensive staff development initiatives throughout 2024. The office has implemented a structured approach to building a high-performing, diverse workforce that embodies UN values, reaching approximately 80 staff members across multiple Pacific countries including Kiribati, Samoa, Vanuatu, and the Solomon Islands. With an average recruitment process time of 14 weeks, the office has maintained steady progress in building its team. A cornerstone of this effort has been the implementation of an extensive learning program that combines structured training, personalized coaching, and collaborative learning opportunities. The office achieved a 79% completion rate for mandatory corporate learning courses by the end of 2024, marking a notable 13% increase from mid-year. This improvement reflects the office's commitment to continuous professional development and compliance with organizational standards. The MCO has particularly excelled in fostering an inclusive learning environment through its comprehensive induction process for new staff, covering critical operational areas including finance, procurement, travel, human resources, communications, and programmatic aspects. Weekly learning sessions have been institutionalized to ensure ongoing skill development and knowledge sharing, while individual coaching sessions have addressed specific needs of staff across different geographical locations, demonstrating a commitment to leaving no one behind in professional development opportunities. Notably, ten staff members benefited from inter-regional and cross-regional knowledge exchange opportunities, including participation in the Gender Equality Village, the Asia-Pacific Ministerial Conference on Disaster Risk Reduction 2024, and the Sexual Violence Research Initiative Forum, surpassing the target of six staff members for such exchanges. A significant milestone in strengthening organizational effectiveness was the four-day staff planning retreat held at the Hilton Fiji Beach Resort in September 2024. This gathering brought together staff from across the Pacific region, creating a participatory space for strategic planning, capability building, and team strengthening. The retreat exemplified a transformative approach to organizational development by incorporating sessions on unconscious bias, stress management, and strategic planning, while also providing opportunities for cross-team collaboration and knowledge exchange. Performance management has shown steady improvement, with the office achieving a 65.2% compliance rate in Performance Management and Development (PMD) by the end of 2024. This reflects a gender-responsive approach to talent management that emphasizes regular dialogue between supervisors and supervisees, ensuring meaningful participation in goal-setting and performance evaluation. These initiatives collectively demonstrate UN Women Fiji MCO's commitment to efficient and effective business processes through a human rights-based approach that prioritizes capacity building, inclusive participation, and continuous improvement. The office has created a supportive environment that enables staff to contribute effectively to UN Women's mandate while developing their professional capabilities and advancing gender-responsive organizational culture. This coordinated approach has helped ensure sustainability and institutional embedding of good practices across the Fiji MCO.
outcome XM-DAC-41146-FIJ_O_5
Effective normative, programmatic and coordination products, services and processes:
Throughout 2024, the UN Women Fiji MCO demonstrated significant progress in strengthening its operational effectiveness and institutional capacity across five Pacific Island Countries: Fiji, Kiribati, Samoa, Solomon Islands, and Vanuatu. The office's systematic approach to monitoring, capacity building, and process optimization has yielded tangible improvements in service delivery and operational efficiency. The MCO's commitment to results-based management was evidenced through comprehensive training programs that reached staff across all five countries. Weekly learning sessions focused on results-based reporting and monitoring techniques benefited teams from both the Markets for Change (M4C) and Women's Resilience to Disasters (WRD) programs. These capacity-building initiatives led to measurable improvements in reporting quality, with staff demonstrating enhanced ability to articulate behavioural changes, while effectively capturing both quantitative and qualitative results. The office's dedication to efficient business processes is particularly visible in its procurement achievements. Through strategic implementation of Long-Term Agreements (LTAs), procurement timelines were significantly reduced: Request for Quotations to 7 working days, Request for Proposals to 14 working days, and RMB processes to 3 working days. The office maintains 19 valid LTAs covering essential services, demonstrating a systematic approach to enhancing operational efficiency while maintaining procedural integrity. In terms of project implementation, the MCO achieved a 100% success rate in keeping outputs on track across all programs. This encompasses initiatives such as Strengthening Social Cohesion Pathways in Fiji, Markets for Change in four countries, the Pacific Partnership to End VAW in six countries, and Women's Resilience to Disasters in four countries. This achievement reflects the office's effective management of diverse programs across multiple geographical locations. The MCO's commitment to knowledge sharing and international cooperation was demonstrated through various initiatives. The office facilitated south-south, north-south, and triangular cooperation through five field offices, surpassing its target. Notable initiatives included the Gender Equality Village and co-organizing the Asia-Pacific Gender Champions event with UN Women Manila. The Kiribati and Solomon Islands offices further strengthened international partnerships through engagement with experts at the Sexual Violence Research Initiative Forum. To ensure sustained quality in monitoring and reporting, the MCO implemented a two-stage review process for annual reports, providing structured opportunities for improvement while maintaining realistic deadlines. The office also developed standardized reporting templates and established a centralized digital platform for monitoring and reporting resources, demonstrating its commitment to streamlining processes and maintaining high standards of documentation. Looking ahead to 2025, the MCO has identified areas for further enhancement, including establishing a peer review system for reports and strengthening the ability to identify and document lessons learned. These forward-looking initiatives demonstrate the office's commitment to continuous improvement in service delivery and operational effectiveness. Through these comprehensive efforts, the UN Women Fiji MCO has effectively demonstrated its capacity to discharge business processes that advance integrated delivery of its mandate across headquarters, regional, and country levels, while maintaining high standards of efficiency and effectiveness in service delivery.Showing 6 - 10 of 10