UNITED NATIONS POPULATION FUND (UNFPA - SENEGAL)

Santé Maternelle

Santé de la Reproduction des Adolescents et des Jeunes

HIV

Santé de la Reproduction Initiatives Communautaires

Tambacounda

Kolda

Saint LouisMatam

Thiès

Sédhiou

Kédougou

AREAS OF INTERVENTION OF 6TH PROGRAMME OF COOPERATION 2007-2011

= 5/14 Régions

Équipements

Year National

Tambacounda Kolda Matam Saint

Louis

Home delivery2005 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%

INDICATORS & RESULTS OF 6TH PROGRAMME OF COOPERATION

KEY ACHIEVEMENTS OF 6TH PROGRAMME OF

COOPERATION

2007-2011

REPRODUCTIVE HEALTHUPSTREAM

• 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 HEALTHAdolescent’s Reproductive Health

• Contribution to the reduction of youth’s fertility rates between the age of 15- 19 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 testedFistulas

• 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 HEALTHCHALLENGES 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 basedprogramming 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 2010- 2011 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) (2010- 2015) 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

Staf

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

• 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

• 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

• 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

Information about

• Quarterly publication of UNFPA “vision” in 1000 copies to all stakeholders

• UNFPA’s website

• Newspaper articles on UNFPA

• 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

• 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

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

• 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

UNFPA POLICY OF DRIVING DOWN COST TO FOCUS ON DELIVERING RESULTS

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 groupUN inter agency theme group on social servicesHACT (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