Outcome SLB_D_1.1

By 2027, more people, especially those at risk of being left behind, contribute to and benefit from sustainable, resilient, diversified, inclusive and human-centred socio-economic systems with decent work and equal livelihoods opportunities, reducing inequalities and ensuring shared prosperity [PCF Strategic Priority 3: Prosperity]

During the reporting period, public market systems in Solomon Islands showed early but credible shifts toward more inclusive and resilient local economic participation , particularly for women vendors operating in informal and low-income contexts. These shifts were reflected in changes to institutional practices and vendor behaviours that support safer, more predictable market participation, while acknowledging that structural reforms remain in progress. Changes in institutional performance Market governance practices became more consistent and inclusive in selected locations , with market authorities, provincial and municipal administrations, market management, and Market Vendor Associations (MVAs engaging more regularly on operational and governance matters. Evidence indicates that engagement increasingly moved beyond ad hoc consultation toward more routine interaction, contributing to clearer communication and problem-solving around market operations. These changes were supported by ongoing engagement processes that increased institutional understanding of women vendors’ operational challenges. Market management practices showed increased attention to risk and continuity considerations , including disaster risk, public health, and safety issues affecting market operations. Governance discussions and planning processes increasingly recognised how shocks and disruptions undermine women vendors’ livelihoods. While these shifts did not yet constitute formalised risk management systems, they indicate a change in how institutions consider risk within market governance. Readiness for improved regulatory and accountability frameworks increased , with local and provincial authorities progressing legal reviews, drafting processes, and discussions related to market ordinances, by-laws, and partnership arrangements. Although no new policies or ordinances were formally adopted during the reporting period, institutions demonstrated greater clarity around governance gaps, roles, and responsibilities related to transparency, compliance, space allocation, and dispute resolution. Institutional attention to service delivery barriers affecting women vendors increased , with sanitation, waste management, food safety, security, and overcrowding increasingly discussed as governance and management responsibilities. Accessibility considerations, including disability access and communication barriers, were also more visible in institutional discussions. These shifts were informed by engagement with women’s institutions, organisations representing persons with disabilities, and participatory assessments conducted through the project. Behavioural changes among women vendors and market groups Women vendors demonstrated increased engagement in collective organisation and representation , using MVAs to raise concerns, share information, and participate in discussions with market authorities. This represents a behavioural shift away from individualised problem-solving toward greater use of collective mechanisms for engagement, supported by increased confidence in existing governance channels. Financial management and savings behaviours improved among participating women vendors , including greater use of budgeting, income tracking, and intentional saving practices. Evidence from financial capability activities indicates increased confidence in managing limited and irregular incomes, with some women planning to use savings for small-scale business improvements. These changes reflect behavioural outcomes rather than income-level impacts. Women vendors adopted new or improved value-adding and food-handling practices , particularly among those who participated in targeted training. Post-training feedback indicates increased confidence and application of safer processing and packaging practices, contributing to diversification of products offered for sale. While income gains were self-reported, the evidence supports changes in skills use and livelihood practices rather than verified income growth. Leadership and peer support behaviours increased among trained women vendors , with some participants taking on informal trainer or resource roles within their markets. This enabled more accessible, localised knowledge sharing, particularly benefiting vendors who face mobility, time, or caregiving constraints. Participation in data and feedback processes increased , with women vendors contributing information through mobile monitoring tools to inform market-level understanding of conditions and challenges. Participation included both MVA-affiliated and unaffiliated vendors, indicating broader engagement than in previous reporting cycles. This reflects increased comfort with structured feedback mechanisms rather than full digital inclusion. Leaving No One Behind Institutional and programmatic practices increasingly reflected awareness of barriers faced by women vendors at risk of being left behind , including income insecurity, limited mobility, caregiving responsibilities, disability, and exclusion from formal associations. While these barriers have not been eliminated, participatory assessments and inclusive engagement approaches contributed to more deliberate consideration of marginalised vendors in governance discussions and activity design. Taken together, these institutional and behavioural shifts indicate early progress toward more inclusive and resilient local market systems , supporting women vendors’ ability to participate more consistently in economic activity under constrained conditions. While changes remain uneven and largely pre-policy in nature, the outcomes observed contribute to the longer-term objective of inclusive, human-centred socio-economic systems by strengthening participation, institutional responsiveness, and livelihood practices among women in informal market economies. The combined behavioural and institutional changes observed during the year strengthen the foundations for sustained progress toward income security, decent work, and economic autonomy for women in the informal economy. These changes contribute to the Solomon Islands Gender Equality and Women’s Development Policy Outcome 2 (Improved Economic Status of Women) and Outcome 3 (Equal Participation of Women and Men at All Levels of Decision-Making, Governance and Leadership). The outcome advances the Pacific United Nations Sustainable Development Cooperation Framework Pillar 3 on Prosperity, particularly Output 3.5.3 on strengthening financial inclusion strategies for small & medium enterprises and Output 3.4.2 on strengthened institutional capacities, mechanisms and policies to enhance equal opportunities for decent jobs and livelihoods.

By 2027, more people, especially those at risk of being left behind, contribute to and benefit from sustainable, resilient, diversified, inclusive and human-centred socio-economic systems with decent work and equal livelihoods opportunities, reducing inequalities and ensuring shared prosperity [PCF Strategic Priority 3: Prosperity]

In 2023, efforts to enhance sustainability and resilience in marketplaces in the Solomon Islands became paramount, especially amidst diverse risks and challenges. Led by local and provincial governments, initiatives within market operations and management showcase a dedicated drive towards compliance, diversification, and inclusivity. This concerted effort has cultivated more equitable marketplaces, offering enhanced economic opportunities for women. In addition, collaborative partnerships led by Market Vendors Associations (MVAs) underscore a steadfast commitment to advancing decent work and equal livelihood opportunities across the market and agricultural sectors, while nurturing social cohesion within vendor communities. Rooted in a human-centered approach, these endeavors champion fairness, inclusivity, and empowerment for all stakeholders, laying a sturdy groundwork for the resilience and sustainability of marketplaces in the Solomon Islands. The collaboration between provincial governments and UN Women is reshaping the policy landscape of marketplaces in the Solomon Islands, fostering greater gender inclusivity. Through a comprehensive review of market ordinances in Western Province, Malaita Province Town Council, and Honiara City Council, with a focus on gender and inclusivity, draft ordinances have been crafted to address critical issues such as violence against women, including bullying within marketplaces, and to publicly declare a zero-tolerance stance on such acts. These drafts also encompass a wide array of concerns, ranging from food safety to waste disposal. In addition, drafts are also now in place for the disaster response plans for the Gizo Market and the Munda Market, through the support and leadership of the Solomon Islands National Disaster Management Office. While these ordinances and action plans were not adopted in 2023 due to changes in local government administrations and other market priorities, they remain instrumental in prioritizing safety, disaster preparedness and universal access standards. This approach carefully considers the diverse needs of market vendors and the public they serve, exemplifying a human-centered approach to policy development. MVAs have seen notable growth in their collective influence in 2023, progressively honing their leadership capabilities. Tailored initiatives, such as the Market Vendors Forum for executive MVA members showcased the women’s strong leadership presence and potential. They championed transparency, and accountability, and advocated for regulatory reforms while prioritizing the economic prosperity, well-being, and rights of vendors. Democratic leadership renewal took place for the Munda and Auki MVAs, reflecting the essence of democracy and the market vendor's active participation in shaping leadership at decision-making levels. A total of 64 women makes up 80% of the total number of Executive positions across the MVAs. This majority bloc in decision-making roles play a crucial role in shaping MVAs into inclusive, efficient, and representative advocacy groups for gender equality and women's empowerment. Furthermore, market vendors are demonstrating the tangible benefits of capacity building, particularly in financial management and disaster preparedness, enabling them to take control over the decisions and actions that influence the outcomes of their businesses. Moreover, the promotion of cooperative models, diversification, and value chains amongst the vendor community is fostering collaboration and sustainability within the agricultural and market sectors, ultimately contributing to the economic empowerment and long-term success of women in these fields. In 2023, a total of 445 women market vendors were reached to access information, education, key resources (finances, technological tools), services, and protective goods to advance their economic potential and adaptiveness in crisis. These initiatives ensure equal access to resources and opportunities, contributing to the diversification of income streams and market offerings.

By 2027, more people, especially those at risk of being left behind, contribute to and benefit from sustainable, resilient, diversified, inclusive and human-centred socio-economic systems with decent work and equal livelihoods opportunities, reducing inequalities and ensuring shared prosperity [PCF Strategic Priority 3: Prosperity]

In 2024, Solomon Islands made progress in transforming its market governance systems through leadership development and institutional reforms. The initiative engaged over 200 participants (over 75% women) across multiple regions, addressing historical gender inequalities in market governance. Key achievements included the empowerment of Market Vendor Association (MVA) executives for more strategic leadership roles; the drafting of the Western Provincial Government's (WPG) Market Ordinance (for adoption in 2025); digital financial solutions reaching 201 women vendors; and the use of dialogue mechanisms for outcomes. Outcomes included the certification of 109 women in food safety, the representation of vendors in Provincial Disaster Committees for climate resilience, and the participation of women market leaders on international platforms, showing how capacity building and structural reforms can create more equitable, sustainable, and resilient economic systems. Leadership Development At leadership level, 78 MVA executives (60 women, 18 men) from Auki, Honiara, Gizo, Munda, and Buala continue to improve their approach to market governance. These leaders have moved beyond day-to-day management to strategic planning and ecosystem-wide thinking, incorporating digital engagement and networking into their operations. In Munda, 40 rural vendors (37 women, 3 men) continue to develop capabilities in analyzing market by-laws. The Auki MVA continues to evolve, with 80% of their leaders (13 women, 3 men) showing enhanced capabilities in gender-sensitive leadership and conflict resolution, addressing power imbalances within market systems. Institutional Reforms Institutional reforms support these leadership developments. The draft WPG Market Ordinance proposes changes to governance by mandating 50% revenue allocation for market maintenance and services, which would create self-sustaining systems that benefit women vendors. MVAs in Honiara, Munda, Gizo, Auki, and Buala have become stronger organizations with standardized procedures and democratic governance structures. This is seen in the Gizo MVA's Annual General Meeting, where 68 participants (61 women, 7 men) demonstrated governance capabilities through transparent electoral processes. Governance Dialogue Mechanisms The formalization of dialogue through meetings has institutionalized the influence of market vendors in governance. Two platforms - the Project Working Committee for operational improvements and Project Management Committee for strategic planning - ensure engagement between vendors as rights holders and provincial governments and market administrators as duty bearers. Through these mechanisms, vendor leaders now present proposals, negotiate infrastructure improvements, and shape market development planning alongside government officials, shifting from previous consultation-only approaches to co-governance. This transformation in both leadership and institutions creates the foundation for sustainable, inclusive economic systems that align with the Pacific UNSDCF Prosperity Pillar's vision. The changes show how removing structural barriers and building capacity can lead to more equitable market systems that benefit traditionally marginalized groups while ensuring sustainable gender-responsive economic development. Skills Development and Capacity Building In working toward inclusive economic systems, 310 women market vendors across the Solomon Islands have acquired business certifications and digital financial capabilities, showing how targeted capacity building creates pathways for traditionally marginalized groups to participate in formal economic systems, contributing to the Prosperity Pillar's vision of sustainable and inclusive development. Digital Financial Inclusion and Professional Certification - 201 women vendors have changed their trading practices by using digital financial solutions, from voluntary savings programs to mobile money services. This change, aligned with the National E-commerce Strategy, has empowered vendors in remote communities who previously lacked access to formal financial systems. Their adoption of digital platforms for transactions and business expansion shows how technology can bridge barriers while building more resilient market enterprises. Targeted business capacity initiatives have strengthened vendors' economic participation, with 109 women earning food safety certification through the Ministry of Health. This achievement changes their status from informal traders to certified professionals who demonstrate mastery of food handling, storage and hygiene. This professionalization has triggered improvements as vendors upgrade facilities, such as their market kitchens and selling spots to meet public health standards. Together, these digital and professional capabilities have enabled vendors to secure business licenses, comply with the Pure Food Act, and expand into new services like catering. This transformation shows how targeted capacity building removes structural barriers for women traditionally confined to informal sectors, creating pathways to sustainable and equitable economic participation. The changes contribute to the creation of sustainable, resilient, and diversified economic systems that reduce inequalities and ensure shared prosperity. International Representation and Advocacy Furthermore, two women market leaders expanded their influence in 2024 from local markets to international platforms. Honiara City MVA Secretary advocated for market vendors' rights at CSW68 and President of the same MVA represented Solomon Islands' business interests through craft sales at the SIDS4 Gender Equality Village in Antigua. This evolution from local market representatives to international advocates and entrepreneurs shows how women are claiming their voice in global policy spaces and creating new pathways for other women vendors - showing that market leadership can open opportunities for international advocacy, trade relationships, and business expansion. Their success creates a path for future generations of women vendors to pursue leadership roles. Climate Resilience and Disaster Planning 25 vendor leaders (20 women, 5 men) now serve on Provincial Disaster Committees, marking a shift in disaster governance that ensures market vendors' perspectives and needs are included in climate adaptation planning. The majority women representation allows for women's voices and experiences to shape resilience strategies, changing traditional power dynamics in disaster planning. As primary users of market spaces and those historically most affected by climate disruptions, women vendors bring first-hand knowledge to committee decisions. Their leadership ensures that infrastructure improvements, emergency protocols, and resource allocation reflect the practical needs of market communities while advancing gender-responsive climate adaptation. The construction of elevated sea walls in Buala and weather protection shelters in Honiara's central market shows how vendor participation in institutional decision-making has led to practical solutions that protect vendor livelihoods and enhance market resilience, contributing to the vision of the UNSDCF Prosperity Pillar. UN Women advances gender-responsive market transformation through the Markets for Change programme, while coordinating a network of partners. At the government level: Ministry of Women, Ministry of Health, and various provincial and municipal authorities, notably the Western Provincial Government; civil society: MVAs; financial sector partners SINPF, Telekom, and ANZ Bank.