Transcript UNITED NATIONS POPULATION FUND (UNFPA - SENEGAL) AREAS OF INTERVENTION OF 6TH PROGRAMME OF COOPERATION 2007-2011 = 5/14 Régions Santé de la Reproduction.

UNITED NATIONS POPULATION FUND
(UNFPA - SENEGAL)
AREAS OF INTERVENTION OF 6TH PROGRAMME OF COOPERATION 2007-2011
= 5/14 Régions
Santé de la Reproduction des
Adolescents et des Jeunes
Équipements
Matam
Saint Louis
HIV
Santé de la Reproduction
Initiatives Communautaires
Thiès
Santé
Maternelle
Tambacounda
Kolda
Sédhiou
Kédougou
INDICATORS & RESULTS OF 6TH PROGRAMME OF COOPERATION
Year
National
Tambacounda
Kolda
Matam
Saint Louis
2005
37%
65%
65%
65%
40%
2010
27,2%
54,9%
57,4%
45,9%
28,6%
Age of first
marriage
2005
18,5%
15,9%
16,4%
16,6%
2010
19,6%
17,3%
16,5%
16,7%
19,6%
Maternal
mortality rate
2005
401
472
472
472
472
2010
409
Contraceptive
prevalence
2005
10,3%
5%
8%
1%
9,9%
2010
12,1%
4,2%
11%
3,1%
16,1%
Family Planning
Unmet Needs
2005
39%
27%
25%
30%
2010
38%
Delivery by
skilled birth
personnel
2005
52%
27%
26%
40%
48%
2010
62%
32,4%
33,3%
45,8%
68,8%
Adolescent
fertility
2005
10%
36%
38%
2010
10%
43,5%
47,8%
29,3%
19,2%
Female Genital
Cutting
2005
28%
86%
94%
93%
44%
2010
25%
85,3%
84,8%
87,2%
39,5%
Home delivery
KEY ACHIEVEMENTS OF
6TH PROGRAMME OF
COOPERATION
2007-2011
REPRODUCTIVE HEALTH
UPSTREAM
• National RHCS (Reproductive Health Commodity Services) Strategic Plan
• National Roadmap for reduction of maternal and newborn mortality
• Standards on RH services adapted to young people’s needs (WHO&UNFPA)
• Revision of polices, norms and protocol on RH
• National Health Plan (UNFPA& other partners)
• High-level policy advice that lead to increased national RH budget
DOWNSTREAM
• 100% of the health facilities in our targeted regions offer at least 3 methods of contraception thanks to
scaling up training of midwives at decentralized level in contraceptive technology with focus on long acting and
permanent methods of FP & management of FP/RH programs, and adequate monitoring of service providers
(SFE,ICP) and availability of contraceptives
• Increased offer and access of quality RH/FP services at community level in 90% of our targeted regions
• Improved logistics management of RH/PF products /commodities through scaling up of training of and
adequate monitoring of RH coordinators, provision of computers equipped with CHANNEL software to manage RH
commodities and support to gradual integration of RH contraceptives into official distribution of essential drugs;
• Increased deliveries assisted by skilled birth attendants thanks to scaling up training of due to training of
health personnel in EmOC and provision of medical equipment
• Strengthened health system through support to improvement of supervision and monitoring through provision of
transportation equipment for supervision and adequate medical equipment to improve working environment at
health facilities
• Reinforced technical capacities of all RH service providers in covered regions in management of antenatal
care, natal, EmOC care including post abortion care, Family planning and PMCT improved community based
involvement to increase demand for FP/RH services
REPRODUCTIVE HEALTH
Adolescent’s Reproductive Health
• Contribution to the reduction of youth’s fertility rates between the age of 1519 from 10% in 2005 to 9% in 2010. (EDS 4- EDS5)
• Use of contraceptive methods of youth between the age of 15-19 increased
from 66,3% in 2005 to 69,7% in 2010 (EDS 4- EDS5)
• More than 4250 youth and adolescents voluntarily tested
Fistulas
• More than 400 women operated from fistula and healed thanks to free
chirurgical operations
• 60 women were socially reintegrated successfully
• More than 200 women benefited from psychosocial support
MATERNAL HEALTH
CHALLENGES
STRATEGIES
Stagnant contraceptive prevalence rates
• Involvement of communities in the offer of Family
Planning FP (pills and injectables)
• Involvement of religious actors and entities for the
promotion of FP
• Increased focus on the long term contraceptive
methods (implants, DIU)
Continued high levels of maternal and
neonatal mortality
• Support the decentralization of Obstetrical Services
with the involvement of communities
• Application of the « 3 Delays » model (timing of
decision making at community level, transport and
quality services at the health structures)
Weak leadership at national and regional
level regarding maternal health programs
• Capacity building of Regions and District health
personnel on management of health programs
• Advocacy for obtaining a higher number of quality
human resources in the targeted regions and districts
Insufficient funds invested to address
maternal health issues
• Advocacy at government level and its partners as well
as international partners for increasing the resources
invested on maternal health
Lack of recognition, expansion and
increased ownership of community based
programming to nationwide basis)
• Advocacy for executing on a nationwide basis
successful community based experiences (i.e
« committees of mothers – Comités des Mamans - ,
service providers, religious leaders involvement,
Community Based Agents)
POPULATION & DEVELOPMENT
• National Strategy for the Development of Statistics (NSDS) (2008-2013)
available with support from UNFPA
• UNFPA and ADB leading development partners group to support and monitor
implementation of NSDS
• Technical and logistical capacity of the National Agency of Statistics and
Demography (ANSD) strengthened for National population Census 20102011 and on-going preparation of 2012 population census ( RGPHAE)
• Data on 2010 Demographic Health Survey available
• Reinforced South-South cooperation with Brazil and Cape Verde for the
use of new technology for population census data collection which led to:
- Human resources capacity of ANSD built in all phases of census
- ICT material and software and data base made available for ANSD
- 10.100.000 USD saved through free loan of 20.200 PDA (persona digital
assistant) in addition free technical assistance in their use
- Data collection has significantly improved – fewer errors – better quality data
less time for collect – faster results – fewer costs for the census – capacity
building
GENDER
UPSTREAM
• Formulation of National Strategy for Gender Equality and Equity
• Wide dissemination and promotion of the implementation of the National Strategy
for Gender Equality and Equity
• Intense advocacy supported by UNFPA led to establishment of a Directorate and a
Ministry in charge of gender
• Adoption of laws and policies on ( reproductive health (RH), tax equity between
men and women, bill on equity between men and women in all institutions wholly or
partly elected)
• Action plan to accelerate the abandonment of Female Genital Cutting (FGC) (20102015) was developed / adopted and widely disseminated
• National Plan for the dissemination of the law
• Mainstreaming of gender in the policies of the Ministry of the Armed Forces
DOWNSTREAM
• Reduction in FGC from 28.2% in 2005 to 25% in 2010 nation wide
• 5315 communities officially declared to abandon FGC
• Capacity building program for communities through a rights-based approach led to
behavior change
• Capacity built of 100 young vulnerable impoverished girls in life skills and
vocational training to help their socio-economic integration, while accessing
reproductive health information and services adapted to their needs(for prevention of
teenage pregnancy and HIV)
ORGANISATION
&
MANAGEMENT OF PROGRAMS
STRATEGIC AND PERFORMANCE MANAGEMENT
• Country Program Document & Results & Resource Framework
• Country Program Action Plan (its results are planned and targets set in the Results
Framework
• Annual Work Plans
• M&E plan (to track results)
• Office Management Plan
• Country Office Annual Report
• Country Program Performance Summary
• Mid-term Evaluation of Country Program (2007-2011) – recommendations
used to improve program implementation
• Final evaluation of Country Program (2007-2011): lessons learned, best practices and
recommendations used to inform the formulation of the new Country Program
• Specific project evaluations to inform future projects (Community-based
services and Life skills programs for students )
• Result of NEX audit used to strengthen IP capacity to improve
project performance
• Quarterly field visits by program officers to monitor project implementation, project
management and results achieved
FINANCIAL RESOURCES MANAGEMENT
Guided by:
• Letters of Understandings – Annual Work Plans – FACEs: signed
by UNFPA and Implementing Partners (IPs) hold the latter
accountable for results and sound management of funds and timely
manner reporting
• Yearly NEX audits carried out by international audit firm Moore
Stephens
• Out of 17 IPs audited in Feb 2011, only 1 was qualified
• Two training workshops conducted for all IPs, one in January 2011
(prior to receiving UNFPA advances) on financial management
and reporting on use of UNFPA resources
• Another training workshop on Results Based Management to build
UNFPA staff and IP capacity in delivering and reporting on results
MEASURES TAKEN FOLLOWING NATIONAL
EXECUTION (NEX) AUDIT
• Individual meetings with each IP concerned to discuss audit results
• IP with qualified audit had to reimburse funds not properly justified and was
disqualified from receiving UNFPA funds in 2011
• Reduction in number of IPs in 2011
• Action plan for implementation audit recommendation prepared and Implemented
• On basis of audit findings capacity of each IP strengthened in NEX
management, financial management, reporting and RBM, management tools provided
to them to better manage UNFPA funds (folders, cash books, safe, NEX guide, funding
accountants to support some IPs to mitigate risks and further build IP capacity)
• Quarterly quality assurance field missions by UNFPA staff to monitor financial
management of resources by IPs and to further built capacity of IPs
• Within framework of NEX modality, IPs are required to submit quarterly
financial and progress reports and supporting documents on basis on which
quarterly advances of funds are disbursed. Failure to report on a quarter , IP is
disqualified to receive subsequent quarterly advances – a good measure to handle
underperforming projects
RISK MANAGEMENT & STRENGTHENING INTERNAL
CONTROL
• Annual UNFPA country office anti-fraud and risk management
plan submitted to HQ and implemented
• Micro assessment of IPs done by an independent external auditor
(KPMG)
• UNFPA IPs capacity assessment tool used to select IPs
• Results of previous audits determine if IP is to be maintained or not
• When risk is determined , either capacity of IP is strengthened within
NEX modality to mitigate risks or UNFPA direct execution is used instead
of NEX modality
RISK MANAGEMENT & STRENGTHENING INTERNAL
CONTROL
• Staff ATLAS access rights in place to enforce internal financial control by
establishing clear division of labour and accountability of staff in
procurement phases and financial management of UNFPA resources

Staf
• Annual financial disclosure of personal assets and accounts of key
UNFPA staff is mandatory and reported to HQ (senior managers, staff
manage UNFPA finances and staff in procurement )
• All procurement of goods and services must be subject to competitive
analysis based on at least 3 quotations – No procurement is approved
unless the analysis sheet is duly signed by authorized person –the head of
operations or head of the office or chair of the contracts committee depending
on amount involved
• All recruitments subject to competitive bidding and processed
through independent committees (short listing committee, written test
administration, interview committee, compliance review board) in order to
attract the best skilled staff
• Introduction of IPSAS by UNFPA (Intl Public Sector Accounting
Standards) at global and country level
ACCOUNTABILITY
• Each staff accountable for contributing to performance and management results
framework through PAD (Performance Appraisal Document) linked to UNFPA
outcomes and outputs
• Accountability reinforced in yearly staff performance evaluation
 Each
• Clear job descriptions of staff reflecting clear separation of duties to ensure check
and balance
• UNFPA staff training opportunities available (internal and external) offered to all
staff on basis training catalogue and individual training needs and e-learning
• One UNFPA staff contract was no renewed last year in 2011 for failure to perform
in a satisfactory manner
• Three staff contracts have not been renewed in 2012 as part of UNFPA policy to
cut down on administrative costs and to refocus UNFPA interventions to few
geographic regions. This also will bring about the disposal of the vehicles in those
regions and will cut dozn on administrative costs
• LoU signed between UNFPA and IP holds the latter accountable to UNFPA for
sound financial management, delivery and reporting on results
• Flexibility to use NEX or UNFPA execution after determining IP capacity and
risk involved in management of UNFPA resources and results
TRANSPARENCY
• Quarterly publication of UNFPA “vision” in 1000 copies to all stakeholders
• UNFPA’s website
• Newspaper
articlesabout
on UNFPA
Information
• Interviews with the UNFPA Representative
• Quarterly national TV (RTS) shows on UNFPA/UN activities
• UNFPA various publications and films
• Local journalists visiting UNFPA projects
• Regular visits of senior management to meet regional authorities
• Quarterly component IP meetings
• Steering committee meetings
• Meeting of all IPs under govt coordination to share key findings of NEX audit
and results of mid-term and final evaluation and discuss measures to be taken
UNFPA POLICY OF DRIVING DOWN COST TO FOCUS ON
DELIVERING RESULTS
• Policy to recruit high calibre/highly competent Senegalese staff – dynamic and
transparent recruitment process of local staff – This policy of recruiting and retaining
high calibre national personnel helps to strengthen business continuity, and maintain
institution memories in country office only 3 senior positions for international posts paid
by UNFPA (Representative, Deputy Representative and International Operations
Manager) to strengthen accountability and oversight
• Use of JPOs fully funded by their respective donor countries
• UNFPA country office Senegal taping on high calibre technical advisors from
UNFPA regional and subregional offices to support UNFPA selected programmes
upon request and when need arises
• Unlike other UN agencies such as UNICEF, WFP,UNDP,UNHCR, etc.. UNFPA country
office Senegal and UNFPA sub regional office in Dakar in charge of West and Central
Africa do not have any international staff handling security (security advisor) – as
we succeeded in tapping on existing staff both national and international from UN
Department of Safety and Security (at no additional cost)
• Sharing common services and premises with 8 UN entities proved to be the best
way to bring down administrative costs – Administrative costs shared include rent,
utility cost , one Building manager, 2 large Conference rooms for internal and external
meetings as well as UNFPA’s staff trainings, maintenance of various equipments,
maintenance of one building, cleaning services, IT services and office security services.
UNFPA POLICY OF DRIVING DOWN COST TO
FOCUS ON DELIVERING RESULTS
Within UNFPA revised strategic plan: several measures have been taken
to drive down cost and maximize results, which included:
• New CPAP (2012,2016) aligned with revised strategic plan focusing on
UNFPA’s key goal
• New Annual Work Plan format adopted to take effect in 2012 reflecting
focus on delivering and reporting on results
• New LoU adopted effective in 2012 strengthening accountability of IPs on
delivering results and sound financial management
• Effective 2012 decision to reduce geographic coverage of UNFPA
interventions from 7 to 4 regions, to reduce IPs and cut down on number of
staff in the regions from 9 to 6
UNFPA POLICY OF DRIVING DOWN COST TO
FOCUS ON DELIVERING RESULTS
• Agreement reached with IPs that they pay maintenance costs of the
assets provided by UNFPA for its projects and for health facilities
(cars for project supervision, ambulances, medical equipment, telephones, bills
rent, utilities , repair and maintenance of equipment etc.) helped to cut down
on cost and build sustainability of actions
• Pooling of operations staff from SRO and CO Senegal offers
opportunity for streamlining functions, share staff , services and costs and
bring down administrative costs while facilitating business continuity
• As part of going green policy UNFPA co moved from individual printers to
LAN printers and from paper-filing and printing to electronic filing except for
financial and legal binding documents
• Systematic tracking of all unofficial calls made by staff and reimbursed
by staff within a specific period of time
STRENGTHENING PARTNERSHIPS
• UNFPA leadership in UN Reform, UNCT
• UNFPA substantively contributed to UNDAF
• Lead for 2 consecutive years (2010+2011) the
UN inter agency program group
UN inter agency theme group on social services
HACT (Harmonised Approach to Cash Transfers) committee
• Lead in the formulation of UN joint program on data for development
• Involved in the formulation of UN joint programs on maternal health and
Gender as well as Gender Based Violences (GBVs)
• Involved in the Gender , HIV and Basic Social Services Thematic Groups
STRENGTHENING PARTNERSHIPS
• Collaboration with a wide spectrum of stakeholders:
-Donors (bilateral and multilateral)
-Government
-Civil Society Organizations
-Research institutions
-Networks (religious leaders, parliamentarians, journalists and youth)
• UNFPA is co-chair with ADB of partner/donor group on development of
statistics
• UNFPA is a member of the Group of 12 (development partners) which
ispart of the larger group of 50 in Senegal
THANK YOU FOR YOUR ATTENTION