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    Outcome summary

    Policy marker Gender equalityNot Targeted Reproductive, Maternal, Newborn and Child Health (RMNCH)Not Targeted DesertificationNot Targeted
    UN system function Support functions UN system coordination (discontinued)
    Outcome description

    Business Transformation

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    Outcome and output results

    Other resources (non-core)
    Country Indexes
    ID Result statement Budget utilisation Progress
    Outcome
    SSD_O_3 Business Transformation
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    Outputs
    SSD_O_3.1 UN-Women South Sudan strategically plans for and transforms its business model to deliver impact at scale, through agile and ethical leadership rooted in a continuous improvement culture
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    Outcome resources allocated towards SDGs

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    Our funding partners contributions

    Regular resources (core)

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    $0.00 in total
    Other resources (non-core)
    $0.00 in total
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    Outcome insights and achievements

    Outcome progress note for the year

    Business Transformation

    In 2024, UN Women South Sudan advanced its business model transformation to deliver impact at scale by fostering a culture of ethical leadership and continuous improvement. The office implemented the Global Service Tracker, automating and streamlining internal business processes, which significantly enhanced communication between programme and operations teams, improved transparency, and facilitated the efficient archival of supporting documents. To reinforce ethical practices, a refresher training on fraud risk awareness was conducted as part of the global roll-out, further embedding ethical standards into daily operations. Looking ahead, the office is actively contributing to the planned Results Management System (RMS) upgrade, as well as focusing on the automation of partner liquidations through FACE

    Business Transformation

    In 2025, the South Sudan Country Office sustained strong adherence to UN Women corporate governance standards and operational targets. Despite operational constraints, the office maintained compliance with governance requirements, achieved non-core cost recovery targets, and engaged in cross-regional knowledge exchange initiatives. Gender equality remained central to all governance and policy efforts.

    Business Transformation

    staff in the CO were exposed to various opportunities to learn skills to improve the delivery of the CO. the SMT and team continued to be intentional in developing strategies as well as engaging with the UNCT.

    Strategic plan contributions

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