Senegal : final country report

SEATS did extremely well in meeting or exceeding objectives. This is especially remarkable given the large number and diversity of activities undertaken, the relatively small level of human resources and TA resources allocated to the program, and the inability to plan long term due to the allocation of field support funds on an annual rather than a multi-year basis. Two components failed to meet objectives. The Senegalese Family Health Association (ASBEF) lacked sufficient staff to implement the youth program and at times seemed unwilling to pursue, or even uninterested in, youth issues. Nonetheless, the program was the first in Senegal to provide educational and reproductive health (RH) services to youth while attaining the maximum support of parents. Also, the National Family Planning Program of Senegal (PNPF) did not implement the community-based delivery (CBD) program that SEATS had developed with it, nor monitor any of SEATS" country activities despite invitations by SEATS" local partners. Three programs exceeded their targets: The Urban Initiative began leveraging non-USAID funds within a year of implementation, and the Mayor"s Urban Initiative Group, in which more than 50% of the invited districts have participated, has functioned with no funding from SEATS. The Family Health Agency (SANFAM)/Business Development initiative helped 40 companies offer RH services to employees using community-based distribution, counseling, and information, education, and communication (IEC) sessions in the workplace. The Expanded Quality to Improve Program Effectiveness (EQUIPE) program has become a national initiative, bringing together PNPF, ASBEF, SANFAM, and other USAID cooperating agencies (CAs) in a concerted approach. The Partnerships for Sustainability (MAPS) program with the National Association of Senegalese Midwives (ANSFS) achieved its target. After 2 years of SEATS TA, the once-fledgling ANSFS better understands its functions and responsibilities, has a vision of how to respond to its members, has opened a model clinic offering RH services to its own clients, has introduced innovations such as evening hours, and, most importantly, has a better awareness of donors and potential partners to better support future program areas. The Women"s Literacy initiative, which supported the World Bank"s successful Projet d"Alfabetization Priorite de la Femme, also met its target. SEATS" strengths included: multi-disciplinary, French-speaking staff in Dakar and at headquarters; maximum use and development of local expertise; skill in identifying needs and niches for SEATS" special initiatives and emphasis technical areas; good teamwork and coordination with local partners; flexibility; and knowledge and understanding of the country, political environment, local issues, and actors. On the down side, the uncertainty generated by a lack of long-term funding, besides inhibiting planning, led to some inaccurate or hasty judgements. Also, SEATS" field staff were not adequately sensitized to the requirements of "performance-based programming and contracting." As for USAID, its excellent technical support was critical to SEATS" success. Specific USAID strengths included cohesion of (successive) strategic objective (SO) teams; excellent reporting mechanisms; openness to discussion; fostering CA collaboration; flexibility with CAs; and reasonableness in dealing with issues and questions. Every effort was made to provide funds needed for FY98. USAID remained focused on maternal-child health/family planning/RH, and kept the Government of Senegal"s interest on these areas as well. On the negative side, frequent and rapid changes in USAID"s strategic direction and plans, as well as personnel, led to confusing and conflicting messages in direction and guidance, which had a direct impact on CA performance. Inconsistency in resource allocation was another problem, and coordination with other donors could have been more focused and effective. Operational and programmatic/technical lessons are detailed in conclusion.