Outcome WSM_O_1

Advancing business transformation

In 2024, UN-Women Samoa demonstrated transformative business model innovation through two flagship programs that delivered substantial impact at scale: the Ending Violence Against Women (EVAW) and Markets for Change (M4C) initiatives. Together, these programs reached over 4,000 beneficiaries (2,854 through EVAW and 1,155 through M4C), showcasing UN-Women's ability to achieve significant reach while maintaining program quality and sustainable outcomes. The strategic planning approach manifested differently but effectively in each program. EVAW established Samoa's first National Prevention Framework for Ending Gender-Based Violence (Pola Puipui Framework), creating a comprehensive policy foundation for systemic change. Meanwhile, M4C strengthened grassroots institutional structures through formal Market Vendor Associations (MVAs), which provided practical platforms for women's economic participation and decision-making, further enhanced by cross-regional knowledge exchanges by Samoa’s women market vendors participating at the SIDS4's Gender Equality Village in Antigua and Barbados and the Manaia Women's Market at the Commonwealth Heads of Government Meeting, which introduced innovative approaches to market vending and business transformation. Both programs were enhanced through diverse partnership networks spanning government ministries, state-owned enterprises, civil society organizations, and traditional governance bodies. Business model innovation manifested through integrated service delivery that adapted to local contexts while advancing modern practices. The EVAW program combined sports, faith, and cultural elements as entry points for prevention work, while M4C merged traditional market practices with digital innovation, including Samoa's first digital marketplace transformation. Both programs successfully implemented bilingual delivery and traditional "talanoa" methods, demonstrating effective localization strategies. Agile leadership was evidenced by responsive adaptation to both challenges and opportunities. The EVAW program maintained momentum despite leadership transitions at MWCSD. A culture of continuous improvement underpinned both initiatives. The EVAW program built on knowledge gained from the lessons from previous phases and research findings, while M4C implemented regular stakeholder consultations and monitoring mechanisms. Both programs integrated innovations - from sports-based social transformation in EVAW to climate-smart agricultural practices in M4C - while creating clear pathways for capacity enhancement. These programs demonstrate UN Women's successful transformation toward delivering impact at scale through strategic planning, business model innovation, agile leadership, and continuous improvement. The comprehensive approach, balancing organizational aspirations with operational agility, provides a model for future gender equality and women's empowerment initiatives.

Advancing business transformation

This output is on track. A significant change underway involves the restructuring of management arrangements within UN Women programs in Samoa. Previously, program leads were based in Suva, Fiji, overseeing programs at the country level. However, there has been a transition towards granting more responsibilities to Country Program Coordinators within Samoa non-resident agency (NRA). This shift ensures that leadership and management of the Ending Violence against Women and the Women’s Resilience to Disasters programmes are now entrusted to individuals at the country level in Samoa, fostering greater ownership and leadership within the local context. Early results of this restructuring are already becoming apparent. With the introduction of Matrix Management (MM) arrangements, NRA-based Country Program Coordinators are not only leading and managing programs but also providing inputs, comments, and feedback to Fiji MCO Program Managers. This feedback loop plays a crucial role in assessing the performance of staff and consultants working in-country. By prioritizing country perspectives and guidance, this approach ensures that programs are more responsive to the unique challenges and opportunities present in Samoa. This marks a departure from the previous structure, where program leads based outside the country had a more centralized role in program leadership and management. Overall, the early results suggest that this shift towards local ownership and leadership is facilitating more effective program implementation and enhancing the relevance and impact of UN Women's initiatives in Samoa.