Outcome FIJ_O_4

Improved management of financial and human resources in pursuit of results

Despite the setbacks from COVID-19 that affected the modality of work of Fiji MCO t he output cluster was achieved and significant progress was made in financial and resources management. (See attached delivery report.) D elivery is on track referring al IB, XB and Core expended over corporate targets. Attached is the latest PDR report with breakdowns per Fiji MCO Strategic Note Impact Areas, sources of fund and department IDs. As for Fiji MCO core, the delivery rate is 83.39 % and utilization rate is 98.80% , and there is an unspent core of 1.20% . Regarding Fiji MCO non-core, the delivery rate is 71.06 % and a utilization rate of 86.37% . The PDR will show slightly improved figures once the 31 January deadline is passed, and all partner liquidations are also registered. To have a clear understanding of delivery status, throughout 2021 MCO continued close monitoring of the programmatic implementation by means of regular monthly all staff, as well as weekly programme operations meetings. Financial Compliance reports (including Project Delivery, Partner Advances, Travel and Staff Cash advances reports) were circulated on monthly basis, with the increased frequency closer to the year-end (once a week during December 2021). The MCO maintained high quality of the donor reporting, with no overdue financial and narrative reports recorded during 2021. Despite COVID related restrictions, Fiji MCO managed not only to maintain effective interaction and coordination during this period, by means of holding regular staff meetings (programme, operations, joint), but also managed to record an impressive revenue of over USD10,9 million in 2021 and secured funding support under signed donor agreements of over USD10,01 million in the area of Women Resilience to Disaster and Women Economic Empowerment. Negotiations with Government of Australia for additional funding in the Women Economic Empowerment area is on-going with donor agreements to be signed in Q1,2022 for additional AUD5,3 million (cca USD3,7 mil). As part of this funds mobilization efforts MCO started recruitment of 10 programme personnel in 4 Pacific island Countries with recruitment to be finalized in February 2022. Additionally, Fiji MCO has improved compliance on key corporate metrics, including closure of 1 outstanding UNBoA recommendation with another one being considered for closure. It has also improved timeliness of partner advances liquidations application of donor funds, including donor reporting. Fiji MCO and its programme presences underwent a total of 15 partner audits. With the exception of 2 partners qualified audit reports (one being a government entity) – all partners received unmodified audit opinion, which is a significant achievement. As part of staff capacity building in various areas of programme and operations, Fiji MCO with support form ROAP and HQ has organized internal online learning sessions, webinars and trainings focusing on procurement and PRC, recruitment of consultants, partner reporting and advances tracking, PGAMS, DAMS, Absence Management. The office has maintained 93% compliance with mandatory courses during whole 2021, by means of close monitoring of learning plans of existing employees, as well as by following up with the newly recruited colleagues. The compliance with the ICT standards was maintained at 100% thanks to the clear guidance from the side of HQ ICT, as well as real time support fr0m the local IT Associate.

Improved management of financial and human resources in pursuit of results

As the 2022 was the year of partial recovery from the isolation caused by COVID-19 imposed restrictions for Fiji office and increased restrictions for other field offices due to COVID19 escalation in the region, the MCO maintained flexibility in ensuring the employees had enough space and time for the smooth transition from 100% working from home modality to going back to the office arrangements: the colleagues enjoyed hybrid working arrangement with no stress attitude for the overall MCO work performance remaining at a top-quality level. The MCO kept all core and critical programme positions occupied for most of the year. Though Fiji MCO Representative position was vacant for 4 months, the office ensured sufficient backstopping arrangements to ensure smooth operations and delivery of results. The human resources requirement, caused by the successful fund raising efforts was met throughout the whole reporting period, though the office faced challenges in retaining staff and personell in most of offices where Fiji MCO operates (primarily due to staff and personnel carreer growth opprotunities and better pay packages provided by other non UN Entities in the region). Even though MCO was able to perform all activities uninterrupted, with the high level of the delivery (above 90%). Regular all staff and operations meeting, as well as staff working meetings and retreats were held, to maintain clear, transparent communication within MCO team, to review new corporate pocilicies and guidelines, as well as operational flows, ensuring the MCO team is on the same page and adheres to the consistent work practice, in line with the corporate requirements. Despite turbulent economic and political landscape, triggered by COVID19 escalation in most of field offices, affecting MCO operations, all programmatic activities were finalized in full agreement with initial worplan, thanks to very close support and full engagement from the side of the MCO management and programme leads.