outcome XM-DAC-41146-PNG_O_2

Partners, and stakeholders are more engaged, able to coalesce and jointly deliver on advancing GEEW

The CO's external engagements in the year was a mix of commemoration of international days, national dialogues between CSOs and government, and consultative meetings for the new UNSDCF and UN Women Strategic Note. These multiple efforts led to the significant results such as the establishment of a permanent Parliamentary committee on gender equality, women's empowerment and GBV. The following numbers were reached through the different activities: the IWD (about 500 women), CSO consultation for UNSDCF (36 participants) and Women's consultation for UNSDCF (46 participants) and the HIV GBV Technical Dialogue (100 participants) with the National AIDS Council Secretariat and partners. In these events, the convening role of UN Women on Gender Equality and Women's Empowerment was applauded.

outcome XM-DAC-41146-PNG_O_3

Enhanced quality of programmes, through knowledge innovation, RBM and evaluation

During the reporting period, staff and implementing partners enhanced their knowledge and understanding on RBM, monitoring evaluation and reporting through quarterly feedback meetings, trainings and inhouse coaching. After every reporting, staff and partners were reminded of results based reporting, and management. Fourteen civil society organization were trained on monitoring, evaluation and reporting. Thirty three CSO representatives (23 women and 10 men) attended the training workshop. More work is needed to bring the application of RBM among staff and partners.

outcome XM-DAC-41146-PNG_O_4

Improved management of financial and human resources in pursuit of results

Several success stories for GEWE and development results were achieved in 2022 with the improved management of financial and human resource, which is evidenced by overall 89% of Delivery in 2022 out of the total budget of USD 10.6 Million. Core delivery has been recorded at 99.98%. All noncore projects budget included cost recovery measures like DPMC and DPC that allowed project team to smoothly implement programs. Some of the management strategy adopted in 2022 including formulation and mobilisation of health and well being team to attend the needs in crisis and illness such as COVID-19 infection; preparation of acceleration plan and periodic review of progress ; identification of challenges and addressing them as a holistic team of program and operations through Month-end closure meeting; refreshing and enhancing team building and collaboration through a regular coaching and training by external experts; encouraging and preparing for in house back up team for business continuity greatly contributed to achieve the results. In addition , timely payment of staff, consultants, vendors and other operational costs; provision of adequate ICT system, solar power and application of business continuity plan not only gave assurance to staff about their safety and security but also provided a gender responsive and conducive environment in giving continuation to the planned works despite various challenges and election year in PNG. Partners' training enhanced their capacity to implement and properly record expenditure. At times of staff turn over , high vacancy rate and acute gap, PNG management trained potential personnel and assigned as alternate buyers and program managers that enhanced continued business and also provided opportunities to learn. In addition to this, participatory approach taken by the office allowed all to express their creative ideas and learn from others which were complemented by a number of formal and informal, physical and virtual learning opportunities to staff on program and project management, procurement, security, finance and other relevant areas that were organised by the CO, RO and HQ. Implementation of procurement plan and effective management of consultants eventually contributed to achieve the program results.