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Regional Office Annual Report 2015
UNICEF Regional Office for West and Central Africa
(WCARO)
WCARO ROAR 2015 i
List of Acronyms 2iE International Institute for Water and
Environmental Engineering ACF Action Contre la Faim/Action against
Hunger ACERWC African Committee of Experts on the
Rights and Welfare of the Child ACSD Ghana Accelerated Child Survival and
Development ACP-EU African, Caribbean and Pacific Group
of States/EU cooperation ACT Artemisin-based Combination
Therapies AEA American Evaluation Association AfDB African Development Bank AfrEA African Evaluation Association AGIR Alliance globale pour l'Initiative
Résilience AIDS Acquired Immuno-Deficiency
Syndrome AMCOW African Council of Ministers for Water ANC Antenatal care ANCEFA Africa Network Campaign on Education
For All ART Antiretroviral Treatment AU African Union AULO African Union Liaison Office BCC Behaviour Change Communication BCP Business Continuity Plan BNA Bottleneck Analysis C4D Communication for Development CAPI Computer Assisted Personal Interviews CAR Central African Republic CATS Community Approaches to Total
Sanitation CBA Community Based Approaches CEDEAO La Communauté économique des États
de l'Afrique de l'Ouest CEMAC Economic Community of Central
African States CFR Case Fatality Rate CILSS Comité permanent Inter-Etats de Lutte
contre la Sécheresse dans le Sahel CLEAR Centres for Learning on Evaluation and
Results CLTS Community Led Total Sanitation CO Country Office COAR Country Office Annual Report CRVS Civil Registration and Vital Statistics CVJO Cape Verde Joint Office CPiE Child Protection in Emergencies CSO Civil Society Organisations CSS Client Satisfaction Survey DaO Delivering as One DCT Direct Cash Transfer DE Development Effectiveness DFAM Division of Finance, Administration and
Management DFID UK Department for International
Development DGIS Directorate-General for International
Cooperation DHS Demographic and Health Survey DPT Diphtheria, Polio, Tetanus DRC Democratic Republic of Congo
DROPS Deputy Representatives and Operations Meeting
DRM Disaster Risk Management DRR Disaster Risk Reduction DSM Dutch Life and Materials Sciences
Company E&E Efficiency and Effectiveness ECCAS Economic Community of Central
African States ECD Early Childhood Development ECHO European Community Humanitarian
Office ECOWAS Economic Community of West African
States EFP Essential Family Practices EMT Emergency Management Team EMTCT Elimination of mother-to-child
transmission ETT Emergency Technical Team EPI Expanded Programme on
Immunization ERM Enterprise Risk Management ESAR Eastern and Southern Africa Region ESARO Eastern and Southern Africa Regional
Office EU European Union EVD Ebola Virus Disease FAO Food and Agriculture Organization FAWE Forum for African Women
Educationalists FGM/C Female Genital Mutilation/Cutting FIFE International Francophone Forum of
Evaluation FRG Field Results Group GAM Global Acute Malnutrition GAP Gender Action Plan GAVA Global Alliance for Vitamin A GAVI Global Alliance for Vaccines and
Immunization GBV Gender based violence GEROS Global Evaluation Reports Oversight
System GPE Global Partnership for Education GPEGRA Global Partnership for Education
Global and Regional Activities GPEI Global Polio Eradication Initiative GRP Global and Regional Programme GSSC Global Shared Services Centre HACT Harmonized Approach to Cash
Transfers HHA Harmonization for Health in Africa HIMS Health Information Management
System HIV Human Immunodeficiency Virus HPM Humanitarian Performance Monitoring HPV Human Papilloma Virus HR Human Resources HRBA Human Rights Based Approach HQ Headquarter IASC Inter-Agency Standing Committee IB Integrated Budget IEC Information, Education, Communication iCCM Integrated Community Case
Management IDP Internally Displaced Person
WCARO ROAR 2015 ii
IFRC International Federation of the Red Cross
IIEP International Institute for Educational Planning
INEE International Network for Education in Emergencies
IOM International Organization for Migration IPDET International Program for Development
Evaluation Training ITN Insecticide Treated Mosquito Net JURTA Joint UN Regional Team on AIDS KM Knowledge Management LLIN Long Lasting Insecticidal Net LTA Long Term Agreement M4R Management for Results MDG Millennium Development Goal M&E Monitoring and Evaluation MHPSS Mental Health and Psychosocial
Support MICS Multiple Indicator Cluster Survey MMR Maternal Mortality Rate MNCH Maternal, New-born, and Child Health MNP Micronutrient Powder MODA Multiple Overlapping Deprivation
Analysis for Children MoRES Monitoring Results for Equity System MoU Memorandum of Understanding MRM Monitoring and Reporting Mechanism MSF Médecins Sans Frontières MTCT Mother to Child Transmission MTR Mid-Term Review NFI Non-Food Items NGO Non-Governmental Organization OIAI Office of Internal Audit and
Investigations OoR Office of Research, UNICEF OOSC Out of School Children OR Other Resources PBEA Peacebuilding, Education and
Advocacy PBR Programme Budget Review PHC Primary Health Care PM&E Planning, Monitoring, and Evaluation PMTCT Prevention of Mother To Child
Transmission PPP Program Policy and Procedures PSG Peer Support Group QSA Quality Support Assurance RAM Results Assessment Module RDT Regional Directors’ Team REACH Renewed Efforts against Child Hunger REC Research and Evaluation Committee RERRF Regional Emergency Response Fund RESEN National Education Sector Analyses RMNCH Reproductive, Maternal, New-born and
Child Health RMT Regional Management Team RNWG Regional Nutrition Working Group RO Regional Office ROMP Regional Office Management Plan RR Regular Resources RRM Rapid Response Mechanism RRMP Rapid Response to Population
Movements R-UNDG Regional United Nations Development
Group
SAM Severe Acute Malnutrition SDG Sustainable Development Goals SEM Socio-Ecological Model SIDA Swedish International Development
Cooperation Agency SMART Standardized Monitoring of
Assessment of Relief and Transitions SMC Seasonal Malaria Chemoprevention SMR Strategic moment of Reflection SODs Segregation of Duties SOPs Standard Operating Procedures SP Social Policy SPR Strategic Prioritization Retreat SRGBV School-Related Gender-Based
Violence STP Sao Tome and Principe SUN Scaling Up Nutrition Movement SWA Sanitation and Water for All partnership TA Technical Assistance ToT Training of Trainers UEMOA Union Economique et Monetaire Ouest
Africaine UIS UNESCO Institute of Statistics UN United Nations UNCT United Nations Country Team UNDAF United Nations Development
Assistance Framework UNDG United Nations Development Group UNDOCO United Nations Development
Operations Coordination Office UNDP United Nations Development
Programme UNECA United Nations Economic Commission
for Africa UNESCO United Nations Educational, Scientific
and Cultural Organization UNFPA United Nations Population Fund UNGEI United Nations Girls Education Initiative UNICEF United Nations Children’s Fund UNMEER United Nations Mission for Ebola
Emergency Response UNV United Nations Volunteer UN Women United Nations Entity for Gender
Equality and the Empowerment of Women
VISION Virtual Integrated System of Information
WAEMU West African Economic and Monetary Union
WAHO West African Health Organization WASH Water, Sanitation and Hygiene WASH-BAT Water, Sanitation and Hygiene
Bottleneck Analysis Tool WCA West and Central Africa WCAR West and Central Africa Region WCARO West and Central Africa Regional
Office WESC Western, Eastern, Southern, Central
Africa WFP World Food Programme WHA World Health Assembly WHO World Health Organization WiE WASH in Emergencies WPV Wild Polio Virus WSP-P Water Safety Plan-Plus
WCARO ROAR 2015 iii
Table of Contents
List of Acronyms ................................................................................................................................. i
1. Overview ....................................................................................................................................... 1
2. Analysis of programme strategies and results: Development Effectiveness .......... 12
2.1. Health ...................................................................................................................................... 12
2.4. Nutrition .................................................................................................................................. 16
2.5. Education ............................................................................................................................... 17
2.7. Social Policy .......................................................................................................................... 20
2.8. Communication for Development .................................................................................... 21
2.11. Results based Planning and Management & equity focused programming ...... 24
3. Analysis of programme strategies and results: Global and Regional Programme 26
3.1. Influencing global/regional discourse ............................................................................ 26
3.2. Evaluation and Research, and Data ................................................................................ 28
3.3. Implementation Strategies ................................................................................................. 28
3.3.1. Research, Data evidence gathering, evaluation ................................................... 28
3.3.2. Knowledge management/exchange ......................................................................... 30
3.3.3. South-south cooperation efforts and partnerships ............................................. 31
3.4 Normative Principles ............................................................................................................ 33
3.4.1. Human Rights Based Approach ................................................................................ 33
3.4.2. Gender Equality ............................................................................................................. 33
4. Management .............................................................................................................................. 34
4.1. Management and Operations ............................................................................................ 34
4.2. Human Resources ................................................................................................................ 38
References .......................................................................................................................................... 40
Annex1: Evaluations, Research, Studies, Surveys, and Publications Completed in 2015 ..... 41
Annex 2: Progress on 2014 -2017 ROMP indicators .................................................................... 42
WCARO ROAR 2015 1
1. Overview
1.1. Executive Summary
The West and Central Africa region is undergoing
a profound economic, social and political
transformations compounded by a volatile and
fragile environment and young population, as well
as new and emerging challenges including but not
limited to religious radicalism, migration, climate
change, and unprecedented Ebola outbreak.
Against this context, in 2015, the West and
Central Africa Regional Office (WCARO) has
contributed to steady progress in realising the
rights of children in several domains.
Regarding Ebola, more than 8,000 metric tons of
supplies were delivered in the largest single
supply operation in UNICEF’s history to date.
During 2015, some 3.2 million households in
Ebola-affected areas received WASH kits from
UNICEF. Nearly 12,900 children who lost one or
both parents or their primary caregiver received a
minimum package of support and more than
191,200 children psychosocial support. UNICEF
equipped 15,000 schools with a minimum hygiene
package, 36,400 teachers were trained on Ebola
prevention; and more than 1.9 million children
benefitted from learning kits. However, only one
country was declared free of Ebola by year-end as
Liberia and Sierra Leone experienced flare-ups
after they were declared Ebola free. Overall, the
EVD outbreak was brought under control during
the course of 2015.
Progress in child and maternal survival was
significant with under-five mortality rates dropping
by 50 per cent (13 out of 24 countries in the region
met their MDG water target although only Cabo
Verde met their sanitation target).
Significant scale-up of SAM treatment since 2012
made its treatment available in the majority of
health centres of the Sahel region (more than
8,000 in 2015 versus 6,735 in 2013) and
increased the coverage of children affected by
SAM receiving treatment to 85 per cent in 2015
compared to 74 per cent in 2012. However, in
spite this efforts to scale up large programmes
which reach over 1.6 million cases of SAM
annually, the absolute number of stunted children
has increased in the region.
Polio eradication in the WCA region made
significant progress, with no cases reported for
the first time in 2015. Nigeria was removed from
the list of endemic countries in September 2015.
The 2014 outbreaks of wild poliovirus in
Cameroun and Equatorial Guinea were stopped,
with no new reported cases since July 2014, as
confirmed by the final external evaluations
conducted in 2015.
2015 was a year of strategic positioning for C4D,
as defined in the Regional C4D agenda for action
based on lessons learnt from EVD emergency
response, focusing on quality social mobilisation
and community engagement.
The WASH programme strengthened the
sustainability of programming through the design
and implementation of sustainability checks in five
countries to verify the functionality and utilization
of improved WASH services and the continued
practice of hygiene behaviours. Also, it
established and strengthened strategic
partnerships with AMCOW/AU, ECCAS and the
African Development Bank (AfDB). The RO
actively mobilised funding from key partners to
finance twenty-one COs to increase WASH
services access to millions of children in the
region.
WCARO supported COs to play the role of sector
lead/coordinating agency or GPE grant agent in
75 per cent (18/24) of countries. The first regional
stocktaking meeting on the ECD prototype roll-out
was held to build the preschool programmes
through the sector analysis and learning
outcomes assessment as well as evidence
generated by the prototype tools in the last three
years.
The RO supported humanitarian assistance in a
constantly volatile regional context throughout
2015, by managing and coordinating the various
L2 and L3 emergencies, notably for CAR and
Nigeria+ Crisis, and Ebola response. In CAR,
UNICEF supported more than 2,200 children
associated with armed groups – one quarter of
them girls – to be released. Over 40,000 children
aged 3 to 17 years, nearly half of them girls,
WCARO ROAR 2015 2
accessed temporary education in safe and
protective learning environments.
In 2015, the RO continued to put strong emphasis
on improving programme design and equity focus
programming to deliver results for the children. A
regional MORES roll out analysis was completed
with inputs from all 24 countries with a conclusion
that evidence-based decentralised monitoring
contributes to bottleneck reduction and improved
results for children in over half of the sectors.
However, enhanced support should be given to
situation analysis, and decentralised monitoring
systems.
To strengthen gender equality and convergent
approach to adolescents across the region, a
dedicated post of Regional Gender Advisor was
created.
Late 2015, WCA RMT adopted five medium-term
(2016-2021) regional priorities: (1) End
preventable child deaths; (2) Promote child
growth and development; (3) Improve learning
outcomes for children; (4) Empower and protect
adolescent girls and boys; (5) Resilience and
social cohesion through community
empowerment.
As the lead for the design and coordination of the
UNDG-WCA resilience roadmap and strategy for
the Sahel (adopted in May 2015 by all RD), the
RO provided support to mainstream resilience
approaches, risk informed and DRR programmes
in 14 countries out of 24.
In 2015, the Regional Office continued to
strengthen results based planning and
management both at the office level and in
support to COs in the region. The RO provided
technical support and quality assurance to Guinea
Bissau and Mali leading to the approval of their
CPDs by the Executive Board. The RO actively
participated in the regional UNDAF roll out
Workshop for 9 countries and the
UNDP/UNFPA/UNICEF review of Cape Verde
Joint Office. Furthermore, the RO provided virtual
and in-situ technical and strategic inputs to 4
SMRs (Guinea Bissau, Sao Tome, Chad and
Gambia) and 3 MTRs (Guinea, DRC and
Cameroon). These supports involved participation
from almost all sections from the RO, which led to
integration of cross-sectoral approaches and
thinking in COs’ programmes design.
69 per cent of evaluations in the region met
UNICEF quality standards (same as average for
the whole UNICEF). However, even though we’ve
registered improvement in management response
(currently 59 per cent), it remains an area for
further attention. While the regional coverage for
evaluation is at 75 per cent (18 out of 24 countries
conducted evaluations) the adherence to 1 per
cent programme fund allocation to research was
very low in middle of 2015, it has currently reach
3 per cent.
In terms of management, to mitigate various risks
that the RO is exposed to, a RO wide ERM plan
has been introduced in the framework of the
development of regional priorities that will be
updated on an annual basis. Further 15 COs
received support in the preparation and testing of
BCP, the ERM completion, and integration of
ERM in key planning documents.
HR Performance Management indicators were
tracked throughout the year to ensure timely
action on all three phases of the PAS process. As
of December 2015, 84 per cent were completed.
In line with the CCCs for L3 emergencies, 82 per
cent of the surge requests were processed within
the corporate KPI of 6-8 weeks. However, the
region is increasingly facing challenges to attract
and retain staff because of growing volatility and
insecurity. With regard to the implementation of
the GSS follow-up action plan for 2015, out of the
4 major activities planned, one is completed and
three are progressing as planned.
To reinforce the quality assurance of the
programme implementation in a risk-informed
manner, a fully funded WCAR HACT Strategy is
in place. The RO has supported COs to develop
and implement assurance plans. The RO
oversight role for Country Offices’ PCAs of more
than one million USD has been streamlined and
systematized.
WCARO ROAR 2015 3
1.2. Trends and Progress in the region, affecting Children and Women
West and Central African countries are undergoing major economic, social and political
transformations that pose significant challenges to achieving results for children over the
coming years. Rapid economic growth experienced across the region since 2000 which was
largely based on natural resources extraction, was not accompanied by structural
transformation, and bypassed the vast
majority of the population. Today, 50
per cent to 75 per cent of the
population are still living in extreme
poverty. The region is confronted to
increasing levels of vulnerability to
economic and climatic shocks,
compounded by the resurgence of
armed conflicts, political instability and
insecurity across the region (Fig. 1)
[1]. During 2015, several countries
experienced slower economic growth
due to the sharp fall in commodities
prices and unfavourable external financing conditions, with oil and hard metal exporting
countries (Nigeria, Gabon, Equatorial Guinea, Congo) particularly hard hit.
Multiple emergencies continued to affect the region during 2015. The West Africa Ebola
outbreak which severely affected Guinea, Liberia and Sierra Leone during 2014 was brought
progressively under control during the course of 2015. However, only one country was
declared free of Ebola by year-end (Guinea on 29 Dec 2015) as Liberia and Sierra Leone
experienced additional flare-ups after they were declared Ebola free. The three EVD-affected
countries experienced substantial economic slowdown during 2015, particularly in Sierra
Leone where GDP per capita declined by 25 per cent due, among others, to the closure of the
country’s two main iron ore operators.
Continued insecurity and conflicts in CAR, Nigeria, DRC, and Mali with spill-over effects in
Niger, Chad, Cameroon, Burkina
Faso, Mauritania, resulted in 5.7
million people displaced or made
refugees, including 3.2 million children
who represented 56 per cent of the
total affected population (Fig. 2). The
security situation in Nigeria and
neighbouring countries is
particularly concerning. By year-end
2015, close to 1.4 million children
(including 1.1 million in North East
Nigeria alone) were displaced by
conflict and violence and represented
nearly 60 per cent of the total
displaced population. A reported 250,000 children have been uprooted in Cameroon, Chad
and Niger after their villages were attacked or threatened. Violence against civilian populations
Figure 1
Figure 2
WCARO ROAR 2015 4
have forced more than 1 million children out of school. Other child protection concerns include
children separated from their families, exposed to exploitation and abuse, and recruited by
armed groups (and sometimes used a suicide bombers). In CAR, an estimated 399,000
people were displaced, and 455,000 Central Africans sought refuge in neighbouring countries.
In the country, more than 1.2 million people face emergency levels of food insecurity, an
estimated 39,000 under-five children suffer from severe acute malnutrition, and less than one
third of children are enrolled in school. In DRC, conflicts continued to dominate with the
resurgence of armed groups in the East, displacing 1.6 million persons. The country also
hosted 250,000 refugees. In Mali, the humanitarian and political situation continued to be
volatile despite the Peace Accord signed in June 2015. Some 61,900 people remained
internally displaced and another 139,000 refugees remain in Niger, Burkina Faso and
Mauritania.
Table 1: Estimate of SAM burden and treatment coverage in the region
Year Estimated SAM Burden Treatment Coverage # of children treated versus Burden)
2012 1,282,100 74% 2013 1,416,245 79% 2014 1,588,036 75% 2015 1,503,998 85%
Finally, the Sahel region continued to be affected by high prevalence of severe acute
malnutrition (SAM) with an increased burden of 1.5 million children in 2015 compared to 1.2
million in 2012. Existing responses are yet to address the structural long-term causes of
vulnerability, resulting in increasing numbers of children affected by SAM year after year due
to lack of investment in prevention, degradation of living contexts, and rapid population growth.
All nine Sahel countries have shown an increase in the number of new admissions in SAM
programmes, including three (Gambia, Mali, and Senegal) which saw their yearly numbers
more than double since 2012. Significant scale-up of SAM treatment since 2012 made SAM
treatment available in a majority of health centres of the Sahel region (more than 8,000 in
2015 versus 6,735 in 2013) and increased the coverage of children affected by SAM receiving
treatment from 74 per cent in 2012 compared to 85 per cent in 2015 (Table 1).
Stock-taking of MDGs as of 2015
In 2015, as the MDGs came to a close to give way for the SDGs, the region’s stock-taking of
progress points to a mixed picture of achievements and setbacks. Progress were achieved as
population doubled from 240 million in 1990 to 480 million in 2015, but were uneven across
countries and, in many countries, inequitable with large disparities persisting across socio-
economic groups, regions, and urban/rural settings. Structural causes of deprivations remain
often inadequately addressed as countries undergo profound transformations (demographic,
social, economic, political, and environmental) with the potential to accelerate or disrupt results
for children. Today, about two-third of children under five in rural areas and 30 per cent in
urban areas are deprived in at least three key dimensions of well-being [2]. Population growth
rates (2.7 per cent p.a. on average in 2015) being higher than rates of progress for children in
many areas, the absolute number of deprived children (e.g. malnourished or out-of-school)
remains high despite improved access to services. The population of WCAR is expected to
WCARO ROAR 2015 5
increase by another 48 per cent in the next 15 years, rising from 480 million inhabitants in
2015 to 708 million in 2030 [3].
Progress in child and maternal survival was significant with under-five mortality rates
dropping by 50 per cent from 198 deaths per 1,000 live births in 1990 to 99 in 2015. However,
all but two countries (Liberia, Niger) failed short of the MDG target of a two-third decline in
child mortality. The pace of decline in child mortality was nonetheless rapid enough to reduce
the number of under-five deaths despite rapid population growth: about 1,788 million child
deaths occurred in 2015 compared to almost 2 million[4] in 1990 while the population of under-
five children doubled from 43 million in 1990 to 82 million in 2015. Infant and neonatal mortality
rates declined less rapidly, by 43 per cent and 35 per cent respectively due to stagnant
coverage of high impact interventions in the first 28 days of the life of the child, and improved
but low quality coverage of essential interventions for children age 1 to 59 months. Targets for
maternal survival were largely missed. Maternal mortality rates decreased by just 43 per cent
and remain among the highest in the world at 500-1000 maternal deaths per 100,000 live
births.
Child under-nutrition remains one of the most persistent challenges in West and Central
Africa. Stunting rates among children declined very slowly by 9 percentage points from 45 per
cent in 1990 to 36 per cent in 2015.[5] However, due to rapid population growth, the actual
number of stunted children increased from 19 to 28 million of children, between 1990 and
2015.
HIV. On average, the region reached Target 6A of the MDG6 of “Having halted by 2015 and
begun to reverse the spread of HIV/AIDS” as the overall HIV prevalence for the region
decreased from 3 per cent in 2000 to 2.3 per cent in 2014. All countries of the region saw their
HIV prevalence decrease during this period except Cape Verde, Equatorial Guinea, Guinea
Bissau, and Sierra Leone where prevalence stagnated or increased [6]. Nevertheless, the
region remains home to an estimated 6.6 million people including 730,000 children under 14
living with HIV and has registered the largest number (99,000) of new infections among
children - 45 per cent of new paediatric infections worldwide. Progress in eliminating HIV
transmission from mother to child remain insufficient. The number of pregnant women living
with HIV who received more effective antiretroviral medicines for the prevention of mother-to-
child transmission improved from 21 per cent in 2010 to 42 per cent in 2014. However, this
increase has been uneven with high HIV burden countries (e.g. Nigeria, DRC, and Chad) with
coverage below 50 per cent. Access to treatment for children [7] remains unacceptably low at
just 13 per cent in 2014, the lowest coverage rates in the world. Children living with HIV have
two times less access to the treatment they need compared to adults living with HIV (26 per
cent). Adolescents continue to be the only age group with increasing number of AIDS-related
deaths. While the number of new HIV infections among adolescents seems to have stabilized
across the region, the mortality rate due to AIDS continues to increase among this age group.
Among adolescents living with HIV, 72 per cent are girls. Support to the 4.5 million children
orphaned by AIDS in the region (OVCs - Orphans and Vulnerable Children) is scant, with few
safety nets for them and their care-takers, and is worryingly on the decline.
WASH. At the end of the MDG period, the WCAR region fell short of reaching Goal 7, target
10, “Halve, by 2015, the proportion of people without sustainable access to safe drinking water
and basic sanitation”. 13 out of 24 countries met their MDG water target and only one country,
Cabo Verde, met their sanitation target [8]. Overall, an estimated 27 per cent of the population
WCARO ROAR 2015 6
have access to improved sanitation and 65 per cent have access to improved water supply. A
total of 146 million people still lack access to improved drinking water sources, over 36 million
people drink untreated surface water, and 345 million people do not have access to improved
sanitation, with over 120 million people practicing open defecation. These unmet basic WASH
needs clearly demonstrate the “unfinished business” left behind at the end of the MDG which
will now need to be addressed as part of the challenge to achieve universal access envisaged
by SDG Goal 6, “Ensure access to water and sanitation for all” by 2030.
The protection of children against multiple forms of violence and ensuring their rights to birth
registration has shown improvements. In the last decade, modest progress was made in
raising birth registration levels. The lowest levels of birth registration today are found in
Chad, Guinea-Bissau and Liberia (less than 25 per cent), and DRC, Nigeria (between 25-50
per cent). The practice of child marriage has been declining slowly in West and Central Africa
from 52 per cent to 40 per cent in the last three decades. One in three of these child brides
lives in Nigeria. The number of children affected by child marriage will continue to grow from
8 million currently to 15 million in 2050 if observed trends continue. Intimate partner violence
remain highly prevalent with more than one in four ever-married girls aged 15-19 having
experienced partner violence (up to 70 per cent in Equatorial Guinea and 10 per cent in
Burkina Faso). This is underpinned by social norms as shown by the fact that 45 per cent of
adolescents think wife-beating is sometimes justifiable. The risk of undergoing female genital
mutilation/cutting (FGM/C) has declined in two thirds of the affected countries over the past
30 years.
Despite substantial gains in school enrolment over the past 15 years, the majority of countries
have missed the goal of universal primary education completion by 2015. Preschool coverage
more than doubled over the period with gross enrolment rates increasing from 13 per cent in
2001 to 28 per cent in 2012. However, 70 per cent of preschool-aged children still do not to
have access to quality early learning opportunities, especially in rural areas. At primary school
level, the number of enrolled children increased by 60 per cent from 37.8 million children in
1999 to 59.4 million in 2010, with the average gross enrolment rate increasing from 85 per
cent in 2001 to 105 per cent in 2012. However, primary completion rates remain below 75 per
cent in all but three countries, and on average, 27 per cent of primary school-age children
remain out of school, i.e. nearly 19 million (one third of figures average).The proportion of out-
of-school adolescents of lower secondary school age remains also excessively high at 40 per
cent, representing 12.5 million children and adolescents. In addition 13 million primary school
pupils and 2.7 million lower secondary students are considered at risk to drop out1. Similarly,
while gender parity has improved, girls (especially the poorest girls living in rural areas) remain
severely excluded from primary and secondary education, with the average gross parity index
declining from 0.93 for primary school, to 0.82 at lower secondary level, and only 0.73 for
upper secondary level.
Beyond issues of access and retention, the region is confronted to a profound learning crisis
with children attending primary and secondary school achieving extremely poor learning levels
due to a range of supply, demand and enabling environment factors. In Francophone countries
[9], over 70 per cent of early primary pupils fail to achieve a “sufficient” level in language, and
over 50 per cent in mathematics. At the end of the primary cycle, close to 60 per cent of those
1 UNICEF UIS.2015. Fixing the broken promise of education for all, Findings from the global initiative on Out of School Children. Montreal, UNESCO Institute for Statistics.
WCARO ROAR 2015 7
pupils are below this level in both subjects. In addition, education policies offer limited or no
support for teaching and learning non-cognitive skills such as critical thinking and conflict
resolution. Despite significant investments in education over the past 15 years (representing
17 per cent of governments’ annual budget on average), education system face severe supply
constraints (for instance, the pupil-teacher ratio in primary education increased to 43.2 in 2012
from 42.5 in 2000) and calls for policy focus on promoting the local governance of the
education system, and improvements in decentralized monitoring for quality services to boost
learning at all levels.
1.3. Humanitarian Assistance
WCAR is a region with chronic and recurrent crises. However, this section focused on major
crises during the year 2015, including: (i) The unprecedented Ebola outbreak; (ii) Nigeria+;
(iv) CAR; (v) DRC; (vi) Sahel nutrition and, (vii) Mali
Ebola outbreak: The West African Ebola outbreak, which started in 2014 was unprecedented
for UNICEF and the international world, and programmatic responses had to be designed with
limited experience to build on. Thanks to the extraordinary and concerted efforts of the
international community, the Ebola outbreak was largely over by the end of 2015, New cases
have occurred, but surveillance systems have detected and contained them, and have also
caught and ruled out suspected cases. In addition, with the capacities in place, both in UNICEF
and within partners, and with the availability of vaccines, it is expected that large scale multi-
sectorial responses should no longer be necessary. The focus has now shifted to post-Ebola
recovery.
As of 31 October 2015, UNICEF received nearly US$420.2 million out of the US$507,439,889
appeal for Ebola in West and Central Africa. More than 8,000 metric tons of supplies were
delivered in the largest single supply operation in UNICEF’s history to date. A total of 64
community care centres (CCCs) were established in Guinea, Liberia and Sierra Leone.
UNICEF and partners reached more than 3.6 million households with interpersonal
communication and skills training on Ebola prevention across the three affected countries.
Daily Ebola prevention and awareness messages were broadcasted in local languages on
142 radio stations. Working closely with traditional healers, religious leaders, teachers and
health workers, UNICEF country offices scaled up social mobilization activities to raise Ebola
awareness. Public awareness campaigns took place in markets, border posts and bus
terminals. Mass communication activities through radios and television segments were carried
out and communication materials (flyers and banners) were widely distributed. Some 3.2
million households in Ebola-affected areas received WASH kits from UNICEF. Nearly 1,600
health centres were provided with WASH support including hand-washing. Furthermore, more
than 9,000 Ebola patients received nutrition support and over 2,700 infants aged 0 to 6 months
who could not be breastfed received ready-to-use infant formula. UNICEF was active in
providing training to health workers and distributing protective equipment to health centres to
improve infection prevention and control measures.
More than 12,000 community health workers in 2,188 health centres received training on
Ebola prevention and case management and related supplies. Nearly 12,900 children who
lost one or both parents or their primary caregiver received a minimum package of support
and more than 191,200 children received psychosocial support. UNICEF equipped 15,000
schools with a minimum hygiene package, which includes infrared thermometers, soap and
WCARO ROAR 2015 8
hand-washing stations; 36,400 teachers were trained on Ebola prevention; and more than 1.9
million children benefitted from learning kits. While schools were closed, UNICEF supported
distance learning programmes through community radio that reached an estimate of 1 million
children. Even after schools reopened, distance learning programmes remained an important
tool for boosting educational standards and reaching out-of-school children. More than 2.1
million children were vaccinated against measles. Over 37,100 children suffering from SAM
were admitted for treatment. UNICEF also worked to maintain HIV and AIDS services during
the Ebola epidemic, providing 1,807 exposed new-borns and 5,639 HIV-positive pregnant or
breastfeeding women with antiretroviral therapy to prevent mother-to-child transmission of
HIV. Beyond the 3 affected countries, UNICEF supported Ebola preparedness and prevention
activities in 18 countries in West and Central Africa2.
Nigeria+: By the end of 2015, around 1.4 million children have been displaced by conflict and
violence, representing nearly 60 per cent of the displaced population. In North East Nigeria
alone, over 1.1 million children were displaced. Nearly 250,000 children were uprooted in
Cameroon, Chad and Niger. Further, violence and attacks against civilians in Nigeria and
neighbouring countries forced more than 1 million children out of school; children have been
separated from their families, exposed to exploitation & abuse, and recruited by armed groups-
sometimes used as suicide bombers. Many children have been killed, Children and youths
have been detained by armed forces without respect of their rights; young women & girls were
abducted, forced to marriage or victims of physical, psychological abuse and rape. Food
insecurity has been worsening combined with poor access to nutrition, safe drinking water and
health services. Around 225,000 children under-five years of age suffered from severe acute
malnutrition (SAM) in the conflict affected area.
Insecurity posed a serious challenge to UNICEF teams on the ground, sometimes limiting
access to assist affected populations. Despite this, over the course of 2015, UNICEF scaled-
up its life-saving assistance in all affected-countries, including stepping-up its field presence
in Borno (Nigeria), Diffa (Niger), Maroua (Cameroon),and Bagasola (Chad); it deployed 100
emergency response experts across various technical areas including child protection.
Programme assistance have been provided in conflict affected areas, including access to
basic health services (e.g. over 581,000 children vaccinated against measles), access to clean
water and sanitation (e.g. over 232,000 people gain access to water) and providing therapeutic
treatment for malnourished children (e.g. nearly 80,000 admitted for SAM treatment).
Restoring access to education (e.g. around 136,000 displaced children reached with
education support), while ensuring that children receive psychological support (e.g. 119,000
children reached with psychosocial support) has been given a particular attention in conflict
affected areas. Unaccompanied and separated children, as well as children associated with
armed forces and groups received also specialized protection support. These activities have
been implemented in collaboration with governmental authorities, other UN agencies, as well
as local and international non-governmental organizations.
CAR: Though the official numbers of people in need have declined since early 2015, the
situation remains dire for many children. More than 1.2 million people are facing emergency
levels of food insecurity and an estimated 39,000 children under 5 years are exposed to the
2 Benin, Burkina Faso, Cameroon, the Central African Republic, Chad, the Congo, Côte d’Ivoire, the
Democratic Republic of the Congo, Equatorial Guinea, the Gambia, Ghana, Guinea Bissau, Mali, Mauritania, the Niger, Nigeria, Senegal and Togo.
WCARO ROAR 2015 9
risk to suffer from severe acute malnutrition (SAM). As a result of the ongoing conflict, at the
end of 2015, an estimated 399,000 people were displaced in CAR. An additional 455,000
sought refuge in neighbouring countries. Although children began to return to their classrooms
in 2015, this progress was disrupted by conflict resurgence. Less than one third of children
are enrolled in school, representing a 6.5 per cent decline from the 2011–2012 pre-crisis
enrolment level.
In 2015, UNICEF and partners delivered life-saving interventions for affected and internally
displaced populations, resulting in more than 850,000 people who accessed basic health
services and medicines. Nearly 20,000 severely malnourished children received treatment.
Some 350,000 people now have improved access to safe water and over 191,000 internally
displaced persons (IDPs) access improved sanitation. More than 130,000 children received
psychosocial support in child-friendly spaces. Close to 2,500 women and children identified
as survivors of sexual violence received comprehensive support. With UNICEF support, more
than 2,200 children associated with armed groups – one quarter of them girls – were released.
Over 40,000 children aged 3 to 17 years, nearly half of them girls, accessed temporary
education in safe and protective learning environments. UNICEF through its School-in-a-Box
kits, distributed learning supplies to 241,000 children in affected areas. Despite security
challenges and difficult humanitarian access, the RRM provided emergency WASH and non-
food items to more than 40,000 households. The RRM also reached the humanitarian
community with a total of 171 alerts on humanitarian situations requiring rapid response.
DRC: In 2015, UNICEF received 57 per cent of US$132 million appeal, in addition to US$20.4
million carried forward from 2014. UNICEF and partners delivered multi-sectoral assistance in
WASH, NFI, Health and Education to over 975,000 people through the Rapid Response to
Movements of Population, the largest response mechanism in the country. Through the
Alternative Responses for Communities in Crisis cash transfer programme, UNICEF assisted
8,500 families. More than 270,000 severely malnourished children received quality treatment
and near to 4 million children in humanitarian situation were vaccinated against measles.
UNICEF supported 87 per cent (16,184) of the 19,182 reported cholera cases; furthermore
over 1 million persons living in cholera prone areas benefitted from preventive WASH cholera
packages. A total of 5,108 children associated with armed groups were released in 2015. In
addition, child friendly spaces received 41,053 children affected by conflict where they
received psychosocial support. In total, 181,343 children gained access to quality education
through the construction and/or rehabilitation of schools or Temporary Learning Spaces.
Sahel nutrition: In 2015, UNICEF and its partners continued their efforts to scale-up nutrition
response, mostly treatment of SAM across 9 countries in the Sahel. In 2015, 5.8 million
children were estimated to suffer from global acute malnutrition (GAM), of whom 1.4 million
suffered from severe acute malnutrition (SAM). As of data for November 2015, over 1 million
children received services, showing that UNICEF is on track to meet its 2015 target of 1.2
million children. The level of scale-up since 2012, has shown that UNICEF and partners have
proven capacity to reach over 1 million children per year with SAM treatment provided
sustained advocacy and resource mobilization efforts are made.
Mali: In northern Mali, the humanitarian situation continues to be volatile. While a Peace
Accord was signed in June 2015, the population is yet to reap its dividend as the country
remains politically fragile. Some 61,920 people remained internally displaced; 139,000
refugees remain in Niger, Burkina Faso and Mauritania. The nutrition crisis persisted with
WCARO ROAR 2015 10
approximately 180,000 children aged 6-59 months estimated to suffering from SAM; UNICEF
continued to play a critical role in supporting life-saving interventions, with nearly 81,363
children in conflict affected areas benefiting from access to education; provision of
psychosocial support to 1,325 children and adolescents, mine risk education to 379,000
persons. Some 122,100 individuals gained access to safe water and 74 health and nutrition
centres were equipped with appropriate WASH facilities. UNICEF supported routine
immunization and treatment of children under 5 years against malaria, pneumonia and
diarrhoea in areas of northern Mali; it also provided 21 health facilities with emergency heath
kits. UNICEF continued to support the scale- up of SAM treatment, with over 127,000 children
admitted for SAM treatment in 1,307 community health centres.
1.4. Mid-term review of the Strategic Plan
Feedback from COARs and findings from 2015 programming exercises show that the
implementation of the Strategic Plan (SP) enables Country Programmes to better position and
shape UNICEF contribution to national plans. The shift and strategies to improve the quality
of programming include among others: (i) the strengthening of results based management
(RBM) – giving special attention to quality situation analysis (SitAn), systematic bottleneck
analysis (BNA), sound theories of change (TOC), and well-designed decentralized monitoring
systems and evaluations; (ii) clearer articulation of upstream-downstream work, building on
the MoRES ten determinants framework; in most countries of WCA region, reviews clearly
highlight that the demand side should imperatively be given greater attention to deliver better
and sustainable results for children; (iii) greater attention to cross cutting domains (e.g. ECD;
Adolescents; Resilience; Social norms), strategies (e.g. Resilience building; Local
governance) or functions (e.g. C4D; M&E).
A more systematic leadership/ownership of Government and active involvement of key
national partners in the development of SitAn, theories of Change and decentralized
monitoring systems (L3M) could be good entry points for accelerating equity agenda in
national plans.
Reporting on global indicators is also a useful innovation in the Strategic Plan. However, COs
are sometime facing challenges to articulate UNICEF SP global PM&E framework (7 SP
outcomes; global indicators) with the reality of national programming context especially when
strong government-led sector reforms and key partners ask for strong alignment,
harmonization, reduction of transaction costs and mutual accountability (Joint plans & budget;
shared results & indicators; etc.). Also some of the global SP indicators, especially those on
coverage are challenging to be collected on an annual basis. There needs to be a review and
agreement on the periodicity and type of outcome and output indicators in the Strategic Plan.
Current reflection on programme performance indicators but also the ongoing MTR of current
SP and the development of new SP 2018-2021 later in 2016 as well as the framing of SDGs
M&E framework at global level are good opportunities to better articulate and combine global
indicators and Country Programmes’ context specific indicators.
WCAR remains a fragile and volatile environment with, on one hand, well-known recurrent
risks and, on the other hand emerging threats requiring new strategies and paradigm shifts
(e.g. Ebola; radicalism; unprecedented level of migration). In such context, transitioning from
acute emergency to recovery and longer term development needs to be better articulated, and
WCARO ROAR 2015 11
strategically addressed. Lessons learned and recommendations from WCAR emergencies’
evaluations (CAR evaluation, Ebola lessons learned) and from global study on linking
humanitarian and development will help strengthening the articulation and continuum between
humanitarian responses, transition to development.
Ebola response in 2014/2015 but also Niger’s communes de convergence approach and
integrated community based approaches in several other countries show that in-depth work
at decentralized/local level involving community organizations, non-governmental
organizations, local government services, and traditional and religious leaders, is essential
towards understanding social dynamics and norms in order to promote practices sensitive to
the rights of children and women, apply equity refocus in action and foster community
empowerment and bottom-up accountability. UNICEF should reinforce its investment and
expertise/knowledge in decentralisation and local governance. Also UNICEF need to invest
more in evidence generation and C4D interventions and strengthen partnership with
specialized Government and non-government organizations around communication and
advocacy to influence the adoption of positive changes.
Country programming now supported by the Programme Strategy Note (PSNs) are good
opportunities to apply lessons learned and integrate new orientations from the SP MTR. In
2016-2017, two third (16) of the 24 WCAR COs will prepare new country programmes, offering
a unique opportunity to strengthen/accelerate Results Based Management roll out.
Changes to consider in MTR of SP
In late 2015, WCA RMT adopted five medium-term (2016-2021) regional priorities: (1) End
preventable child deaths; (2) Promote child growth and development; (3) Improve learning
outcomes for children; (4) Empower and protect adolescent girls and boys; (5) Resilience and
social cohesion through community empowerment. This prioritization exercise will : (i) support
UNICEF advocacy and strategic engagement in positioning the children’s agenda at the centre
of national and regional fora where dialogue on the implementation of the 2030 Agenda for
Sustainable Development takes place; (ii) support the planning, implementation and
monitoring of country and regional/multi-country programmes during the last biennium of the
2014-2017 Strategic Plan and (iii) contribute to the scoping of the next UNICEF SP for the
period 2018-2021. In each of the 5 priority domains, the key issues, programmatic areas and
strategic shifts requiring special attention and sustained investments are identified. The
document was shared with HQ as a contribution to the MTR of SP. On-going SDGs
domestication (MAPs framework) are opportunities to map countries and regional
engagement on key SDGs for children. The review can also take the relevant aspects of the
Paris COP21 agreement into account to update the Plan and clarify further UNICEF position
and engagement on climate change.
MODA (Multiple Overlapping Deprivation Analysis) shows that a majority of children in WCAR
are suffering multiple deprivations. Addressing those deprivations simultaneously is a must to
deliver better and sustainable results for those children. Reinforcing the links, the
complementarity and the synergy between sectors’ specific outcomes/outputs remains a
challenge. Strengthening life cycle approach programming could be good option to better
respond to the cross-sectoral and multidimensional needs related to ECD, Adolescent
WCARO ROAR 2015 12
development and participation. MTR of SP should pay closer attention to resource allocation
to cross-sectoral functions.
Learn from Ebola outbreak to prepare for new threats (e.g. Zika virus outbreak; Climate
change). The unforeseen magnitude of EVD outbreak and the lack of ready to use standard
operating procedures demonstrated the strategic importance for Governments and partners-
including UN/UNICEF to (i) reinforce emergency preparedness and response plans (ii) foster
the linkages between humanitarian and development based on risk informed programming,
communities and systems resilience and community engagement.
The corporate prioritisation of M4R (e.g. RBM roll out; Programme strategy notes, standard
indicators in RAM; CO score cards and dashboards) is an opportunity to ensure adequate and
more systematic oversight, corrective measures, and to improve programme and
management performance. In collaboration with FRG, WCARO revised its M4R strategy and
action plan 2016-2017, with an aim to strengthen the regional oversight and quality assurance
function. A cross-sectoral task force is set-up to push forward the strategy and the work plan.
It could contribute to the MTR of SP. Also, dialogue with COs and partners highlighted the
importance to strengthen Value for Money (VfM) analysis, cost analysis in UNICEF work.
2. Analysis of programme strategies and results:
Development Effectiveness
2.1. Health
Tremendous progress has been achieved in the region regarding MDGs 4 and 5. The regional
under-five mortality rate declined remarkably by 50 per cent from 198 deaths per 1,000 live
births in 1990 to reach 99 in 2015 while neonatal mortality declined only by 35 per cent from
49 to 32.
The Ebola outbreak is finally under control in Liberia, Guinea and Sierra Leone even if cases
relapse will probably occur. Community engagement and surveillance system strengthening
including rapid treatment strategy have been key to curving the epidemic. The health section
supported HR surge, direct response with alternative community care facilities and continuous
PHC services delivery to limit collateral effects as illustrated by measles outbreak in these
three countries. Ebola preparedness support focused on CAR, Guinea Bissau and Equatorial
Guinea. It also contributed to the development of country post-Ebola early and medium-term
recovery plans aligned with national health plans and with building resilient health system,
community health & immunization recovery plan.
Polio eradication initiative in the WCA region made significant progress with no reported case
for the first time. Nigeria was removed from endemic countries list in September 2015. The
interruption of wild poliovirus transmission in Cameroun and Equatorial Guinea was officially
declared. Unfortunately, the region still encounters cases of vaccine-derived poliovirus that
required response in DRC, Guinea & Mali. Inactivated Polio Vaccine (IPV) introduction was
completed in 12 countries. The high-level commitment of partners and governments for the
WCARO ROAR 2015 13
polio eradication endgame strategy is being used to develop polio legacy investment plans.
Mauritania and Gabon have validated maternal and neonatal tetanus elimination plans.
New-born health received insufficient attention to date; to integrate new approaches in national
health strategies, an evaluation is ongoing, in addition to the implementation of Every Mother
Every New-born Action Plan (EMEN AP). The Bill and Melinda Gates Foundation (BMGF)
supported project in Ghana to test quality neonatal care improvement tools.
In terms of fighting malaria, Chad (94 per cent household coverage) and Cote d’Ivoire (97 per
cent household coverage) achieved Long Lasting Insecticide-treated Nets (LLINs) universal
coverage. Important advocacy efforts were effectively carried out to adapt the targets and
extend the funding of the French Muskoka Project in 2016 and beyond. Thanks to the French
Muskoka Project, UNICEF launched the first soap opera on Maternal and Child Health in the
region “C’est la Vie!” in partnership with UNFPA, UNWOMEN and WHO.The 26 episodes of
the first season have been produced and aired on the TV channels A+ and TV5 World-Africa
and will be aired on more than 60 national channels in 2016 reaching a potential audience of
more than 100 million viewers. More information can be found on http://cestlavietv.com/
As a convergence approach, a “WASH in Health facilities” strategy was developed to improve
WASH in health facilities following situation analysis in the maternity.
Following the signature of MoU with the West African Health Organization (WAHO) at the end
of 2014, a work plan was developed in 2015 and covered health, HIV/AIDS, nutrition and
WASH interventions. Another MoU was developed and signed with the ECCAS covering
Health in 2015.
Despite the aforementioned achievements, several major challenges hampered the support
to countries and will need to be tackled in the coming years. It is crucial for the RO to better
define its strategic approaches, interventions and niches and comparative advantages in
relation to other partners (such as with UNFPA for early pregnancy and adolescent health) in
order to optimise its regional contribution to the operationalisation of the global health strategy
for women, child and adolescent.
The ill-defined community health interventions package and Community Health Workers
(CHWs) role within the countries health system (Community interventions with vertical
approach; focus of support on training CHWS rather than integration of community
interventions within an health system approach to integrate community health interventions)
is compounded by the absence or weak synergies of different community approaches in many
countries including in some UNICEF country programmes.
The over-demanding, constant changing of donor driven priorities versus cost-effectiveness programmes are challenges to keep in mind. 2.2. HIV-AIDS
In 2015, UNICEF-WCARO continued advocacy and quality technical assistance in
collaboration with others (i.e. HQ, JURTA, etc.) has been instrumental to countries in their
efforts to protect children from HIV and keep them AIDS-free. For the first decade of childhood,
WCARO ROAR 2015 14
achievements include: RO' significant support to major policy changes such as adoption of
Option B+ (lifelong antiretroviral treatment for HIV-positive pregnant women) for PMTCT in
Togo, Ghana, CAR and Cote d'Ivoire, bringing to ten the number of countries having adopted
Option B+; adoption of the Task-Shifting policy (dispensation of ARV by nurses and midwives)
in Cote d'Ivoire and Chad. Also, the section supported Liberia and Mali to develop national
eMTCT plans bringing to 19 countries in the region with a national eMTCT plan. Fifteen of
these countries have developed and are implementing decentralized eMTCT plans.
The RO completed an assessment of HIV paediatric care and treatment in 11 countries,
among which five developed paediatric treatment acceleration plans.
For the second decade (adolescents), four new countries (Burkina Faso, DRC, Gabon and
Mauritania) introduced evidence-based HIV programming for and with adolescents (using the
All In momentum), bringing to eight the number of countries that embarked on evidence-based
programming. Four of them started implementation of the approach to boost adolescents’
access and uptake of services.
Efforts to support a demonstration phase of the introduction of HPV vaccine among
adolescent girls resulted in the completion of the adolescent health assessment in Ghana,
Gambia and Senegal, training in three countries (Benin, Burkina Faso, and Cote d’Ivoire), the
prioritization of adolescent health interventions to be integrated with the HPV vaccine in 2016.
Technical guidance to promote “HIV-sensitive” social protection policy contributed to the
development of “HIV-sensitive” social protection policy in one additional country, bringing to
seven countries with HIV-sensitive policy. In addition, three new countries (Ghana, Guinea
Bissau, and Nigeria) adopted the Family-Centred Approach (FCA) combined to six countries
having adopted FCA.
Finally, through the RO’s technical support to the Global Fund New Funding Mechanism
efforts, ten countries2 were approved for funding of more than 510 million USD for the next
three years.
Lessons learned from the programme implementation support in 2015, showed that leveraging
non-health sectors could shorten the time to build countries momentum for and shared
ownership of Adolescents’ programming. In addition, a well-planned South-South Exchanges
served as catalysts for these policy changes. For example, a study visit by Ghana health
officials to Zambia facilitated by UNICEF (RO, Ghana and Zambia COs) led to rapid adoption
of Option B+ for PMTCT. Also, effective management of a pool of consultants could be a
smart way to respond to high number of technical assistance requests from COs. However,
this requires securing firm commitment from the consultants, effective induction prior to
deployment and continuous coaching.
The HIV/AIDS programmes in the region face currently two major constraints. Firstly, because
of numerous challenges and competing priorities in most countries/COs, HIV is not always
given enough priority. Secondly, there are funding constraints and limited human resources
capacity in some UNICEF COs (i.e. DRC. Liberia, Congo etc.). In addition to aforementioned
constraints, emergencies/humanitarian situations (i.e. Ebola, CAR+, Nigeria+, etc.) continue
to make the programming environment challenging.
WCARO ROAR 2015 15
2.3. WASH
At the end of the MDG period, overall the WCAR region fell short of reaching Goal 7, target 10, “Halve, by 2015, the proportion of people without sustainable access to safe drinking water and basic sanitation”. According to the recent UNICEF/ WHO JMP report, “2015 Update and MDG Assessment,” at the MDG end line, 13 out of 24 countries met their MDG water target and only one country, Cabo Verde, met their sanitation target. Overall, in the WCA region an estimated 27 per cent of the population have access to improved sanitation and 65 per cent have access to improved water supply- these percentages equate to a total of 146 million people still lacking access to improved drinking water sources, over 36 million people drink untreated surface water, and 345 million people are still lacking access to improved sanitation, with over 120 million people in WCAR countries practicing open defecation. These unmet basic WASH needs clearly demonstrate the “unfinished business” left behind at the end of the MDG which will now need to be addressed by SDG Goal 6, “Ensure access to water and sanitation for all” by 2030. In preparation for the post-2015 agenda, the WCARO WASH section established and strengthened strategic partnerships in the region with AMCOW/ AU, ECCAS, African Development Bank, and the global Sanitation and Water for All platform, as well as regional and global programmes with Dutch/ DGIS and DFID. To leverage political commitment and promote accountability, WCARO and ESARO WASH sections played an instrumental role supporting countries on the monitoring of eThekwini Commitments as part of the preparation of the Pan-African AfricaSan4 Conference. High level advocacy missions were undertaken to Congo and Gambia to promote domestic resource mobilisation for sanitation. Upstream WASH sector strengthening capacity building is another focus area of WCARO technical assistance and capacity building support to countries which included a regional training for the Ebola affected countries on National Humanitarian WASH Coordination; WASH Sector Enabling Environment (EE) training for 20 countries and WASH-BAT analyses were undertaken in Guinea Bissau, Burkina Faso, and Senegal. A regional guidance document on Scaling up Sustainable Sanitation was also developed to support countries in planning sanitation sector programming. Recognizing the challenge of mobilizing financial resources to achieve the SDG WASH
targets, WCARO, in close collaboration with WASH PD, organized the first regional meeting
on Innovative financing for WASH in West & Central Africa in Dakar attended by
representatives from governments, development organizations, private enterprises, banks
and utility companies from 25 countries in Africa. The meeting produced a joint action plan
incorporating advocacy, strengthening of country financial planning, development and
operationalization of financing mechanisms and funding arrangements as well as capacity
building and a review mechanism.
Important advances have been made in strengthening inter-sectoral collaboration primarily
with Nutrition and Health sectors. The revised Regional WASH in Nutrition strategy was rolled-
out to and with 8 countries. The RO advocated to traditional development donors at five sector
events to target more long-term WASH investments in “Cholera Hotspots”. In collaboration
with the regional and global health section, the RO presented new evidence on the status of
access to WASH in Maternity in 14 West and Central Africa Countries during the Global
Maternal and new-born Conference. Ebola recovery support was provided to countries to
prepare sectoral plans and costing, relaunched development programming and reinforce the
WASH Sector systems, particularly in relation to humanitarian cluster de-activation transition
process.
WCARO ROAR 2015 16
Three principle good practices/ lessons learned in 2015:
- Establishment of “Sustainability Compacts” between UNICEF and Governments,
identifying key bottlenecks to sustainability, setting out Government commitments to
ensure services are functioning for a minimum of 10 years with a monitoring
mechanism, “Sustainability Checks”.
- WASH Extended Team Compact provides a framework and platform through which
global and regional levels can coordinate support to priority countries.
- Risk informed Cholera Preparedness & Prevention strategy based on the “Sword and
Shield Approach” uses cutting edge scientific approaches to develop evidence which
feeds a cycle of risk-informed preparedness, targeted humanitarian response, and
prioritisation of development programmes in cholera hotspots to break the chain of
transmission permanently.
Despite significant and sustained efforts by UNICEF and partners, WASH Programmes in the
region face major challenges to close the gap on access to services. The scale up of sanitation
is still hampered by relatively low political prioritization and limited overall sector
implementation capacity. Sector financing, particularly for sanitation, remains predominantly
donor dependant in many WCAR countries with low domestic resource mobilisation.
2.4. Nutrition
Undernutrition remains a major public health problem in WCAR. Despite improvements in the
reduction of under-five stunting, the rate of progress is not sufficient to meet the World Health
Assembly (WHA) target in 2025. In spite of efforts to scale up large programmes which reach
over 1.6 million cases of severe acute malnutrition (SAM) annually and efforts to improve infant
and young child nutrition, the absolute number of stunted children has increased in the region.
In West and Central Africa alone, stunting rates have increased by 41 per cent over the last
25 years. Furthermore, only one country (Ghana) is on track to meet 4 WHA targets and an
additional 2 countries (Benin & Liberia) are on track to meet 3 targets.
Acknowledging this situation, the RO provided extensive support to countries to improve
context analysis, evidence based programming and results on prevention.
The RO also provided support for adequate emergency nutrition responses (Sahel countries,
Lake Chad basin, CAR, and Ebola affected countries) in 2015. Key achievements are among
others, the mobilisation of over $16 million to support emergency responses, the provision of
over 15,050 MT of nutrition supplies and, the training of over 27,000 health staff and
community health workers.
In 2015, the RO placed strong emphasis on proactive initiatives to improve the overall
programme design and equity focus programming. These initiatives included an orientation
of regional partners, public health and nutrition professionals from training institutions; and
customized support to countries, namely Ghana, Niger and Chad. Furthermore, the nutrition
team placed a strong emphasis in supporting countries at identifying and removing bottleneck
affecting the delivery of interventions, and developing strong partnerships to strengthen the
programmatic convergence at decentralized level through delivery of a minimum package of
interventions to include nutrition, ECD, child protection, health, and WASH.
WCARO ROAR 2015 17
Priority was also given to nutrition interventions and care, especially during the first 1,000 days
of life, important elements of the environment impacting child growth and development
(WCARO Regional Priority 2).
In 2015, with support from the RO, 10 countries completed quality nutrition surveys. The
supply chain being an essential backbone of SAM treatment and investments in improving the
efficiency of the national supply and delivery chains is critical for further expansion. Thus,
WCARO and ESARO collaborated and both ROs completed nine country studies on nutrition
product supply chains in Sub-Saharan Africa; findings are yet to inform 2016 programming.
In partnership with ACF-Canada, UNICEF WCARO and ESARO are collaborating on a study
to take stock, lessons learned of national and small-scale nutrition surveys using SMART
methods and, their role in national information systems and programming in nutrition.
The RO contributed, in collaboration with governments, to the innovative financing initiative
for nutrition, UNITLIFE3 launched this year. It expects its benefits to the Nutrition programme
in the region in the coming years. Regarding the use of mobile and innovative technology, the
RO supported data collection for national nutrition surveys in Nigeria, Senegal and Guinea on
smartphones/tablets and the use of RapidPRO tool to improve reporting and monitoring of
IMAM programs.
A major constraint remains the slow shift from emergency type to long term development
programming as well as insufficient data analysis and use to inform programmes and
documentation. Human resources and short term funding are still significant constraints which
affect efficiency of programme implementation support of the nutrition team.
2.5. Education
In 2015, the WCARO continued to provide timely and quality technical support to COs
particularly in the areas of education system strengthening, ECD, out-of-school children
(OOSC), Girls Education, Education in Emergencies (EiE), and Education and Peacebuilding.
At upstream level, WCARO supported COs in playing the role of sector lead/coordinating
agency or GPE grant agent in 75 per cent (18/24) countries. Six countries (Mali, Chad, Burkina
Faso, Benin, Cote d’Ivoire, Guinea) participated in in-depth capacity-building sessions on
education sector analysis (ESA), while technical support was provided to Chad and Cote
d'Ivoire on ESA (including the integration of a conflict and risk analysis module), and to Chad
and Mali during national planning processes.
With regards to Early Learning, an increased awareness of the need to build the preschool
subsector through adequate sector analysis and learning outcomes assessment was reached.
Three new countries including Cote D’Ivoire, Cameroun and Niger made efforts to generate
data on early learning to inform the subsector planning phase. Furthermore, the RO supported
3 Through the efforts of Philippe Douste-Blazy, the UN Under Secretary – General in charge of Innovative Financing for Development, a number of political leaders are now ready to implement an extractive industries Micro – levy as a new innovative financing mechanism aimed at eliminating chronic malnutrition http://www.innovativefinance.foundation/#unitlife https://www.facebook.com/unitlife.org
WCARO ROAR 2015 18
DRC to include the class zero as part of the education system to improve coverage of
preschool services. The first regional stocktaking meeting on the roll out of the ECD prototype
allowed countries to share experience and challenges in the use of the evidence generated
by the prototype tools in the last three years. More than half of WCAR 24 countries requested
UNICEF support to cost ECD services expansion and for measuring learning outcomes.
In addition, WCARO organized capacity-building opportunities for UNICEF and Ministry of
Education staff of Cote d’Ivoire, Benin, Cape Verde and Senegal on the Out of School Children
initiative; in addition, technical guidance was provided to Cote d’Ivoire, Mali and Senegal on
their respective OOSC studies.
On girls’ education, resources were secured for 3 additional countries (Cameroon, Senegal,
Togo) to implement SRGBV programme, bringing the number of countries to 7.
The capacity of UNICEF staff and partners was also increased on peacebuilding
programming, including on the integration of peacebuilding approaches into the Child-Friendly
School model.
WCARO played a significant coordination role in the EVD outbreak response in Liberia, Sierra
Leone, and Guinea, where COs not only reached 100 per cent of the targets concerning safe
school reopening set out in the Humanitarian Action for Children appeal, but also implemented
innovative EiE interventions such as radio education programs. Throughout the region,
WCARO supported COs in reaching 3.8 million children out of the 4.5 million targeted under
HAC appeals. COs and Education Clusters were also supported through capacity building in
Information Management.
In terms of constraints, COs require additional support for education sector analysis, strategic
planning and program design, particularly on OOSC analysis. Similarly, the 2015 ECD
Prototype Stocktaking meeting highlighted that the use of the data generated through the
prototype remains limited in comparison to its potential for policy development. In addition, the
dearth of available expertise in certain programmatic areas, such as the ECD prototype or
conflict and risk analysis in the education sector, prevented WCARO from being able to meet
all the requests for support during the year. WCARO also identified a reputational risk around
data production and the need to strengthen national ownership. This requires technical
support in education sector’s statistics in order to better understand the statistical
discrepancies and improve the methodology.
In addition, the implementation of EiE interventions at country level faced certain delays and
showed diverse levels of performance (i.e. the Nigeria+ education response achieved on
average 30 per cent of the targets) due to lack of funding and various capacity gaps in UNICEF
country teams and partners. Challenges with the quality of teacher training on psychosocial
support in Nigeria called for greater involvement from WCARO. The Education team also
faced serious HR issues (1 Education Specialist position vacant for 2 years; unavailability of
qualified consultants), which led to delayed results in certain programmatic areas, such as
Quality Education.
Good practices and Lessons learnt: publication of a report compiling good practices in girls
and women’s education in West Africa, together with Plan International, Africa Network
Campaign on Education For All (ANCEFA), Aide & Action and Forum for African Women
Educationalists (FAWE). In addition, the EVD outbreak response reminded all countries of the
WCARO ROAR 2015 19
need to systematize universal hand washing facilities in schools and to institutionalize risk
analysis and risk-informed programming with education sector planning. The analyses of how
conflict and education intersect were carried out through the Peacebuilding, Education, and
Advocacy programme in five countries (Chad, Cote d’Ivoire, DRC, Liberia, and Sierra Leone)
and replicated in Mali and CAR, to inform UNICEF programmes.
2.6. Child Protection
Major results achieved in 2015 are in line with the four priorities identified in the Regional Child
Protection Strategy: 1) Violence Against Children (VAC); 2) Harmful Practices; 3) Birth
Registration and; 4) Child Protection in Emergencies, with the systems approach, as the
overarching strategy to achieve sustainable results to scale in these four areas.
On VAC, the focus was on generating evidence, with technical support provided for the VAC
survey in Nigeria and the Global VAC Evaluation.
On harmful practices: support was provided to the African Union Campaign (AUC) to end Child
Marriage, with national launches in nine countries; exchange of information with COs; HR
support; development of an M&E framework for the AUC; two regional capacity-building
workshops; participation in the Day of the African Child; and organization of the African Girls
Summit in Zambia.
On birth registration, the target of having 10 countries in WCAR actively engaged in the reform
of their birth registration system by the end of 2017 was exceeded with 14 countries at the end
of 2015. Another achievement was the development of a sub-regional partnership (UNECA,
AfDB, UNICEF and WHO) for francophone countries, building on the Pan African Civil
Registration and Vital Statistics Ministerial Conference (CRVS) in February in Cote d’Ivoire.
In the area of Child Protection in Emergencies, achievements included the development of a
Child Protection Costing Model for post-Ebola recovery, and the development and
implementation of a sub-regional Nigeria + Child Protection Strategy for emergency response.
Concerning systems strengthening, the team developed a conceptual paper linking upstream
and downstream work; and launched two consultancies to drive the work forward – an in-depth
policy review; and the development of a methodology to measure the performance of child
protection systems at the de-centralized level.
The major constraints in 2015 included:
In the area of data, a key challenge remains with how to support sustainable data collection
at national and decentralized level and then how to consolidate country level indicators for
regional analysis.
Balancing RO engagement and investment in regional and continental partnerships versus
the dividends of these partnerships at national level is also a concern, with ongoing dialogue
with partners such as AUC, ECOWAS and ECCAS.
Another difficulty is on the support to small/neglected countries, with the dilemma of assuring
support to 24 countries equitably or providing concentrated support to a few with a view to
developing practice and models that can benefit all. Another reflection is that the Child
WCARO ROAR 2015 20
Protection Systems approach is still not well understood and communicated internally and
externally, with a need to better articulate the message and linkages with issues and children
(including for fund raising). Finally, a constraint remains the lack of capacity, funding and focus
on child protection in major emergencies (CAR, Nigeria +, DRC).
The RO consolidated key lessons learned especially on the following:
On birth registration, the partnership created around CRVS in West and Central Africa is
delivering well in bringing Francophone countries up to speed, but it is necessary to start
thinking beyond assessments and plans.
In Child Protection in Emergencies, the secondment of the global CPWG Information
Management Officer to WCARO strongly reinforced harmonization of strategies leading to:
improved visibility of Child Protection needs; accountability to both beneficiaries and donors;
and strengthened monitoring/reporting, which is expected to facilitate fundraising in 2016.
Finally in the area of human resources for child protection, an ongoing discussion is how to
most effectively support COs without putting too much burden on them or substituting their
role.
2.7. Social Policy
The RO achieved major results in 2015 mainly in child depravation analysis and stakeholders’
capacities in social budgeting and public finances.
Regarding child deprivation analysis, the RO supported SitAn and MODA analysis in 5
countries (Guinea Bissau, Cameroon, Benin, Togo, DR Congo), which helped improve the
quality of analysis and thereby allowed for improved programming.
To enhance stakeholders capacity in social protection, 1) 70 partners in Mauritania and Sao
Tome & Principe have been trained in Social protection basic principles; 2) the first
Francophone Cash Transfer Community of Practice face to face meeting was held in Niamey,
which gathered 17 countries and allowed in-depth exchanges on practical issues related to
the implementation of cash transfer. This was an important opportunity to boost advocacy for
cash transfer programmes in these countries and enhanced partnership with the World Bank
on social protection; 3) timely and quality technical support to social protection agenda was
provided to COs, particularly in integrating COs' support to national cash transfer programmes
into the broader UNICEF's mandate for integrated social protection systems and in defining
more precisely their positioning regarding national contexts and partnerships.
Regarding Public Finance for Children (PF4C), the Regional Office developed training
modules in French that it used to train more than 30 UNICEF staff in the first regional workshop
on Public Finance. Staff from all programme section/functional areas from country offices and
few from RO participated in this training, allowing them to get accustomed with various tools
and technics they could use for their advocacy to influence national budgeting for children.
In terms of major constraints encountered, there is an urgent need to redefine UNICEF
positioning in the region, regarding social policy. It is important in this regard to finalise a social
policy theory of change with clear indicators for measuring results. Furthermore, there is a
WCARO ROAR 2015 21
significant quality issues of SitAn in several countries, due to lack of good consultants, process
not entirely owned by COs, etc. The Regional Office is undertaking a reflection to solve the
issue.
Good practices and lessons learnt generated during 2015 include the necessity to take into
consideration the political economy of social protection and better develop tools for high level
advocacy (e.g. Impact evaluation; investment cases). Regarding Social Protection, WCAR is
lagging in term of number of countries that have established a nation-wide social protection
programmes for the most vulnerable. Only two countries in WCAR have such a nation-wide
programmes (Ghana and Senegal), while in ESAR there are a much higher number of
countries including South Africa, Kenya, Rwanda, Malawi, Lesotho and Namibia. One
important factor seems to be the understanding and the acceptability by many governments
of cash transfer as a mean to reduce poverty and foster human development.
2.8. Communication for Development
The work of 2015 progressed along four main pillars: Ebola response, strategic repositioning,
consolidation of progresses on immunization, and on Community Based Approaches.
In the Ebola response, technical assistance was provided for quality social mobilization and
community engagement, for repositioning C4D to play a coordination role and to use of socio-
anthropological evidence to overcome social barriers. Ebola lessons learnt, the definition of
regional priorities as well as the new SDG have prompted a strategic repositioning of C4D,
which was captured in the design of a C4D regional strategy. The document provides a shared
vision for thinking and acting differently to produce behaviour and social change results.
In the field of new vaccine introduction and the promotion of routine immunization, support
was provided to 15 countries introducing 5 new vaccines (IPV, HPV, PCV, RV, and MenA).
Communication plans were developed in every country. In 2015, nine countries in WCA
received direct grants for reinforcing routine immunization, in which a strong investment was
made in capacity building of partners in the area of Communications for Immunization.
Support was also provided to 4 countries in conducting qualitative research on knowledge and
attitudes regarding the acceptance of the new Polio injectable vaccine.
The polio team ensured quality C4D response to end outbreak in central Africa, and provided
resources and technical support for 31 social mobilization plans. In order to prepare the polio
legacy, it supported the integration of community engagement assets in polio legacy planning
and systematically integrated RI and EFP promotion in all campaign plans. C4D strategies
were designed in 4 countries, significant capacity building was conducted in the field of IPC,
C4D principles and CBA.
Major constraints encountered during the year include the lack of a formal emergency cluster
for social mobilization/community engagement which impaired the effectiveness of the
UNICEF led Ebola C4D coordination action. Routine immunization in health centres remain
unpublicized, poorly funded, and social barriers unaddressed. Other constraints include a
weak evidence based platform, poor capacity to handle large urban complexities and overall
weak enabling environment around immunization, limited access to some area due to
insecurity and lack of initiatives to address urban challenges. Capacity of government staff
responsible for communications for immunization remain technically weak and unmotivated.
WCARO ROAR 2015 22
The increasing wave of new religious congregations in the sub region is mitigating years of
job done to turn to positive behaviours and attitudes. With a focus based on some beliefs,
people are refusing immunization services (Boko Haram, some churches).
In terms of good practices and lessons, the Ebola crisis showed that when C4D is early
integrated in all phases of the emergency, the quality of the response highly beneficiate. The
weakest spot in C4D community is emergency coordination capacities, Ebola has been the
first time that C4D professional had to manage emergency coordination, lessons learnt are
being documented, and appropriate capacity building will be conducted. Ebola crisis was a
laboratory for producing and using socio-anthropological data and action research. Thanks to
use of qualitative research and the setup of mechanisms for collection of evidences from the
field, programmes could be adjusted in real time to respond to evolving situation. There is an
increasing awareness on the critical importance of intersectorality. The C4D WCAR wealth of
experience in this field was gathered and distilled into a guideline on integrated community
based approaches.
Technical assistance during the EVD crisis helped reposition C4D strategies, particularly
community engagement and social mobilization as critical to building trust and creating
demand for services. Innovations such as socio-anthropological action research, real time
monitoring and feedback loops using mobile technology enabled managers to apply C4D as
a data-driven tool to instigate positive change in behaviours and social perceptions. The
promotion of essential family practices and the rationale of immunization within schools and
amongst adolescents remain a very good investment.
2.9. Communication and Public Advocacy
The year 2015 was marked again by a number of crises in the region, which is reflected in
UNICEF WCARO’s priorities being heavily tilted towards crisis communication. In this context,
the communication strategy was focused on five major regional flagship communication and
advocacy initiatives, facilitating and amplifying contributions from several countries.
Three of these flagship aimed to put the spotlight on emergencies in the region, requiring 12
in-country missions throughout the year. Significant support was provided for the Ebola crisis
including the design of a regional multimedia initiative telling the stories of people affected by
Ebola. Similarly, the need to highlight the humanitarian crisis in countries affected by insurgent
violence in Nigeria led to the design and rollout of an ambitious communication campaign to
raise awareness of the impact of the conflict on children, including the
#BringBackOurChildhood campaign. Multiple crises in CAR continued to dominate the
headlines throughout the year, leading to high coverage in global tier 1 and 2 media (score:
74).
Two other flagship were rolled out around the issue of child marriage. For the Day of the
African Child, a takeover of UNICEF’s global Twitter account was organized with three young
female activists from the region who spread their thoughts and stories to over four million
potential followers, and a vox pop video production, shown on the opening of the AU Summit,
brought together the voices of eight youth activists from the region. Later in the year, the AU
Africa Girls’ Summit on ending child marriage provided an opportunity to coordinate a
successful #EndChildMarriage communication initiative, with linkages to the new #FightUnfair
WCARO ROAR 2015 23
global campaign. UNICEF WCARO’s mass media strategy generated global pickup in the
media in top tier global media (score: 51), complemented by a digital media strategy.
As part of the global communication and public advocacy strategy (GPCAS) rollout, four
additional COs (Côte d’Ivoire; Ghana; Mali; Nigeria) formally joined the GPCAS. Three in-
country missions were conducted to support country offices with strategy design, and a
communication network meeting involving 22 COs was organized. All WCAR countries have
now their own social media platforms. UNICEF is coordinating the communication of the 4
UN agencies receiving the Fonds Français Muskoka. A website (www.ffmuskoka.org) and
Twitter account (@ffmuskoka) were rolled out and collaborations were established with key
mass media. The first TV soap opera about maternal and child health issues in francophone
Africa called “C’est La Vie” began its broadcast to 22 potential million viewers.
Private sector engagement (PSE), ongoing support was provided to five lead countries,
including preparation of a concept note for regional consultation leading to regional strategy;
support was provided in the organization of two joint capacity-building workshops on PSE with
private sector focal points in WCAR and ESAR.
Major constraints encountered during the reporting period include 1) Crises and emergencies
too often drive the communication agenda, 2) Limited communication capacity in RO team, 3)
Web site outdated and inadequate; 4) Insufficient capacity to push private sector partnership;
5) Challenges in implementing consistent KPI framework.
The main lesson learn is that the key added value of the regional communication team is
facilitation. An effective strategy has been to identify a few flagship initiatives around which to
mobilize COs for greater impact. A fully capacitated regional communication team is a
facilitation force interacting with HQ, COs and national committees to ensure coherence and
consistency at global and regional levels.
2.10. Emergencies
The RO played a key role in managing the various Level 2 and L3 designated emergencies.
For the Nigeria+ Crisis, the emergency section coordinated support to COs for deliverables
such as integrated response plans with HPM. The team continued to support the CAR crisis,
including transitioning from L2 to L3 status
In terms of funding support to emergencies, the RO directly allocated over 33 million USD to
COs to support Ebola preparedness and response and Nigeria+ crisis response. Moreover,
the RO provided support to CAR, Chad, Niger, Mauritania, and Cameroun to secure over $6
million USD in EPF (Emergency Program Funds). In addition, the team in coordination with
Nutrition Section secured $6 million USD in EPF to support the RUTF pipeline in 8 COs. In
terms of support to COs for resource mobilization, the section has quality assured CERF
submissions of COs that have enabled launching of Emergency response or scaling up of
interventions. In addition the team has provided and coordinated RO technical support to COs
to develop and quality assure CO HACs, UNICEF inputs into HRPs (IA Humanitarian
Response Plans) and other appeals. As part of the fundraising and humanitarian advocacy
efforts, the RO worked with the Nigeria+ COs, CAR CO, National Committees and HQ on
developing key messages.
WCARO ROAR 2015 24
The use of the UNICEF regional supply hubs for CAR has allowed urgent needs to be met
All Nigeria +, CAR and DRC have been provided with guidance on HPM. Information
management, GIS/mapping and Innovations portfolio have been proposed in CAR and
Cameroon. In CAR mobile teams’ strategy was revised. One of the critical supports in CAR
has been to ensure the RRM coordination and delivery capacities were sustained.
Several constraints have been encountered during the year. Alignment of appeals impacting
coherent funding needs articulation and advocacy with donors. Despite various organizational
efforts and simplified procedures there are still significant delays in humanitarian response in
several countries. Limited presence of humanitarian actors in certain areas, limited funds and
inability to access affected populations is a growing reality in the region. For COs in WCAR
eligible for HR Fast track procedures, having timely medical clearance there has been a
recruitment bottleneck. While WCARO has been able to support L2 and L3 COs, the global
context does not allow to maintain levels of dedicated corporate attention and support for
countries in WCAR. In addition, L2/L3 SSOP application in HR and Ops in COs has been
limited. Limited use of CERF which is a key donor for WCARO emergencies. Need to improve
CO capacity, knowledge of criteria, and timely disbursement of funds to partners. Finding and
attracting qualified candidates remains a challenge for various reasons including qualified
francophone candidates. Limited verification of implemented activities remains a challenge
and a possible source of over-reporting of results
During the reporting period, the following good practices and lessons learnt that should be
capitalized on to improve the humanitarian assistance relate to the following aspects. There
is a need to strengthen preparedness with roll-out of new a preparedness platform, noting that
the region has 11 elections in 2016. In terms of information management, the roll-out of e-
tools would strengthen UNICEF WCARO’s ability to collect and systematize field monitoring
data, and strengthen the ease of using 3rd party verification. As part of strengthening
development-humanitarian links, the use of cash will be strengthened in the region. HR in
emergencies is recognized as a major asset to ensure timely and quality delivery. Advocacy
to strengthen security management systems remains a priority. With the roll-out of the new
SRM manual in 2016, this should lead to better understanding of the policy of balancing risk
and opportunity.
2.11. Results based Planning and Management & equity focused programming
In 2015, the Regional Office continued to strengthen Results based planning and management both at the office level and in support to COs in the region.
The RO provided technical support and quality assurance to Guinea Bissau and Mali leading
to the approval of CPDs at the Executive Board. In addition, multi sectoral TA/QA was provided
to all SMRs, MTRs and enhanced annual reviews. Thus, the RO provided virtual and in-situ
technical and strategic inputs to 4 SMRs (Guinea Bissau, Sao Tome, Chad and Gambia) and 3
MTRs (Guinea, DRC and Cameroon). These supports involved participation from almost all
sections from the RO, which led to integration of cross-sectoral approaches and thinking in COs’
programmes design. In addition, the RO supported Guinea Bissau to develop its Programme
Strategy Note for its new CP which is the first one developed in the region. The compact with
PD/DRP/FRG/PPD was efficient to support RMTs, DROPS and SPPME network meetings
with special attention to M4R, UN reform/DaO-SOPs, SDGs and regional priorities setting.
WCARO ROAR 2015 25
These regional priorities were validated at the October RMT. The RO actively participated in
the regional UNDAF roll out Workshop for 9 countries and the UNDP/UNFPA/UNICEF review
of Cape Verde Joint Office.
WCARO took the lead for the design and coordination of the UNDG-WCA resilience roadmap and strategy for the Sahel adopted in May by all regional directors. It provided support to the development of resilience approaches, risk informed and DRR programmes in 14 countries. In addition, WCARO contributed to the inter agency CADRI facility. Finally the Regional Office contributed to UNICEF positioning in Sendai Framework and related regional plan of action.
The RO provided 8 in-situ TA support missions to 6 COs. A status report on the implementation of all 4 MoRES levels in the region was completed and disseminated to all levels of the organization. It collaborated with HQ in updating 3 country case studies included in the MoRES compendium, as well as designing the management response of the MoRES formative evaluation.
The implementation of the M4R strategy has started in the late 2015. Three out of four M4R staff are on-board. The strategy and action plans were revised, and a task force established in close collaboration with FRG. Further the management key performance indicators were revised to align to new development at corporate level including but not limited to score cards, dashboard; this include early warning systems for COs, as way for RO to exercise its oversight and quality assurance. An RBM Roll-out plan for WCAR was developed.
The main challenge encountered in the areas of programme planning relates to the constraints faced to reach a critical mass of R-UNDG staff to support adequately UNDAF and new DaO SOPs. With regards to KM, implementation of initiatives are slowed by unclear accountabilities of sections’ focal points. In addition, the region is yet to have a critical mass of KM dedicated staff who could advance the agenda in a coherent and harmonized manner.
The unclear corporate positioning on Resilience tends to reduce the importance COs give to this agenda. The difficulty for R-UNDG to get an active engagement of Resident Coordinators for the implementation of the Resilience roadmap at country level diminished the traction that the roadmap initially created. The lack of understanding of DRR among UNICEF COs tend to limit the capacity to mainstream it in sectoral plans.
Coordinating joint cross-sectoral support to CO to advance MoRES implementation is still challenging. The volume of new and turnover of staff, both at RO and CO put a continuous strain on the level of understanding of MoRES concepts and on the capacity to support its advancement in the region. Interagency collaboration and development of joint/complementary implementation modalities with other equity sensitive programming methods remains a big challenge. Consistent documentation of COs experience has been slow.
Frontloading and sharing of best practices/state of the art examples were key in supporting COs to adhere to results-based planning. The report on MoRES implementation update allowed to formulate level-specific recommendations to advance implementation of all levels of MoRES. The WCARO MoRES inter-sectoral working group offers a good platform to share experience among sectors. WCARO supported the documentation and dissemination of case studies and good practices of resilience programming in different contexts and across sectors. It contributed to best practices exchange in the field of risk & vulnerability assessments. It also initiated a major regional analysis of case studies on resilience in West & Central Africa which will be finalized in June 2016.
WCARO ROAR 2015 26
3. Analysis of programme strategies and results: Global and
Regional Programme
3.1. Influencing global/regional discourse
Expanding integrated Community Case Management (iCCM) on main Child Killers
Diseases in WCAR
UNICEF signed a Global MoU with the GFATM in 2013 to allow the use of the GF resources
allocated to 21 countries for the fight against malaria and health system strengthening by
expending access to curative care for hard-to-reach vulnerable children through
implementation of iCCM. From the initiation of the Concept Note under the New Funding
Model of the GF, UNICEF has been consistent in providing technical and sometimes financial
support the MoH of many countries, the National Malaria program and the Country
Coordination Mechanism. These efforts have been very successful. In some countries, iCCM
is now included in the MoH community or malaria national strategies and plans and relatively
good support is provided to health services community platforms. While GF grant has been
paying for operational costs, UNICEF has been supporting supplies linked to the management
of pneumonia and diarrhoea. In 2015, 11 countries received technical support coordinated
by WCARO for developing GFTAM Malaria concept notes with integration of iCCM approach
on top of its integration in their national plans.
Immunization: Financing of vaccination in MICs/HIC
Most vaccines require a minimum level of co-financing, increasing progressively as a country’s
income grows (GNI). The main objective being to facilitate countries financial sustainability in
order to prepare them for phasing out of GAVI support. Eight (8) countries in WCAR are
engaged in the transition/ Graduation process as they are already middle income country
(MIC) or will be soon classified as such. One country (Congo Rep) entered in transition
accelerated phase in 2015 and two (2) (Ghana and Nigeria) will enter in 2017. Cameroun,
Cote d’Ivoire, Mauritania, Senegal and Sao Tome are in the preparatory transition phase. For
Development actors and Governments of these countries, the prospect of phasing out of the
GAVI support is a major concern as the social reality remains characterised by huge
inequalities and wide spread poverty despite change in their GNI.
As member of the vaccine Alliance, UNICEF WCARO has been building the capacity of
Countries to increase and sustain national resources for immunisation and to mobilise
resources via innovative financing mechanisms with a focus to graduating/ transitioning
countries. In 2015, the Regional Office provided technical assistance to the Government of
Ghana for the conduct of the graduation assessment. In the other graduating/transitioning
countries advocacy and some mission were carried out with national counterpart to not only
maintain the gain in the health sector but also to improve the availability and predictability of
funds. Jointly with Supply Division (SD), the Regional Office organised a commercial
Financing for Immunization, Nutrition and Health Supplies Workshop for the transitioning
countries. The main objective of the workshop was to explore how commercial financing
instruments could be used to help support Countries who are increasingly paying for their own
supplies out of national budgetary resources. As a consequence of this workshop Cote d’Ivoire
WCARO ROAR 2015 27
is now willing to use the UNICEF VII process approach to improve the cash flow timing issues
for all vaccine. Cameroon is on the way to sign a VII agreement for IPV procurement.
Advocating for innovative financing for Water and Sanitation
UNICEF WCARO and WASH PD co-convened with AMCOW and the Government of Senegal
the First Regional Innovative Finance for WASH in West & Central Africa meeting that took
place from 15 to 17 December 2015 in Dakar. The meeting brought together 153 participants
from 25 countries, representing donors, development banks, commercial banks, governments,
private sector, financial industry, African Union/ AMCOW, ECCAS, ECOWAS, WASH NGOs
to explore how private sector and domestic financial resources can be mobilized to ensure
access and sustainable management of water and sanitation for all.
Reinforcing community resilience
In a region where 14 countries out of 24 are considered to be in “fragile situations”, more than
ever before, many of the most vulnerable, including children, face increasing high levels of
risk which are not addressed properly. Hence the critical need for traditional humanitarian and
development interventions to become resilience-sensitive. UNICEF WCARO, as Chair of the
United Nations Development Group in West and Central Africa (UNDG WCA) working group
on resilience, has been engaging different partners such as CILSS and AGIR, to ensure that
the perspectives of resilience are being effectively consolidated and integrated in different
programmes. During the reporting period, WCARO took the lead for the Design and
Coordination of the UNDG-WCA Resilience Roadmap and strategy for the Sahel adopted in
May by all regional directors. The office provided support for the development of resilience
approaches, risk informed and DRR programs in Burkina, Benin, Cabo Verde, Guinee, Mali,
Mauritania, Chad, Cameroon, Cote d’Ivoire, Sao Tome, DRC, Niger, Senegal, through
dedicated support to country programming exercises and ad hoc technical support. In addition,
WCARO contributed to the inter agency CADRI facility through National DRR Capacity
Assessments in Mali, Cote d’Ivoire, Sao Tome and Benin. Finally the Regional Office
contributed to UNICEF positioning in Sendai Framework and related regional plan of action
Ending Child Marriage
As part of efforts to fight harmful practices on children, UNICEF provided financial and
technical support to the AU’s Campaign to End Child Marriage. Key activities supported by
UNICEF were a high-level breakfast event during the margins of the Assembly of AU Heads
of State and Government; the adoption of a Common African Position on ending child
marriage; national campaign launches in 10 countries; development of a specific M&E
framework for the End Child Marriage Campaign, organization of two regional capacity-
building workshops in Abuja and Lusaka, and the organization of the First African Girls Summit
in Zambia. In addition to supporting the campaign, UNICEF continues to assist countries to
develop and accelerate national plans to end child marriage through improved programme
design including results frameworks and the programme narrative.
Birth registration and vital statistics
Under the umbrella of the Africa Programme on Accelerated Improvement of Civil Registration
and Vital Statistics (APAI-CRVS), an additional 10 countries were supported to undertake
comprehensive civil registration and vital statistics (CRVS) assessments and national strategy
WCARO ROAR 2015 28
development to improve birth registration coverage. CRVS Strategic Plans, including scaling
up interoperability and ICT for increasing birth registration through health sector were
developed three countries. Under the CRVS project, UNICEF and its partners organized two
major events: a Ministerial Conference for francophone countries on CRVS in Yamoussoukro,
Cote d’Ivoire, and an Expert’s Training on CRVS in Yaoundé, Cameroon.
3.2. Evaluation and Research, and Data
During the course of 2015, WCARO developed and implemented its annual integrated monitoring and evaluation plan. Thus, many evaluation, research and major data collection were completed. The list of evaluation, research, and studies completed are attached and could be reviewed in annex III. In addition, the RO supported the completion of 6 COs MICS, but not listed in the report, as part of COs annual documents already uploaded.
3.3. Implementation Strategies
3.3.1. Research, Data evidence gathering, evaluation
The evaluation function and specifically the use of evaluation is a top priority of management
(RD/RMT) in WCAR. The trends of evaluation coverage, quality, financing and use are
presented twice a year at regional management team meetings (RMT). Further a research
and evaluation standing committee has been established, headed by a representative, and
composed of representatives, and RO's advisors. This standing committee meets at each
RMT and on ad hoc basis and provides feedback to the entire RMT on evaluation successes,
red flags and ways forward. The action plans issued from each meeting are subject of a close
monitoring by RO PME section. Clearly this approach has been a platform that keeps COs’
adhering to the new evaluation policy in WCAR. It has to be noted that the leadership of the
RD, who fully supports the committee and its actions, has been a conducive and fostering
factor as well as the fact that the representatives themselves govern the committee.
Oversight and quality assurance to evaluation continued, in advocating for rollout of electronic
IMPE (PRIME) in the region, as well as capacity; further the RO quality assured all 24 COs
IMEP, and presented overall finding and action for improvement at the regional planning,
monitoring & evaluation/social policy network meeting; in collaboration with EO in HQ, 15 staff
from RO and 4 COs were trained in hands-on humanitarian evaluation, led to 4 countries
(Chad, Mali, Cameroon and Mauritania) that developed TOR for humanitarian evaluation. The
quality of evaluation is 69 per cent (same as average for the whole UNICEF). However, even
though we’ve registered improvement in management response (currently 59 per cent), it
remains an area for further attention. While the RO coverage for evaluation at 75 per cent;
however the adherence to 1 per cent programme fund allocation to research was very low in
middle of 2015, it has currently reach 3 per cent. UNICEF WCARO supported 2 new country
programmes to develop their evaluation plans, as contributed SMRs and MTR and annual
reviews to incorporate research and M&E activities in their respective country programming.
A development of research agenda has been initiated, and will continue during the course of
2016 in collaboration with Research Office. Further to foster evidence generation at regional
level, the RO developed and implemented an annual IMEP; of end of the year, out of 47
research, evaluations and studies planned, 30 per cent (14) were completed, 55 per cent (26)
were on-going, and 2 per cent (11) were postponed.
WCARO ROAR 2015 29
Technical assistance for MICS surveys was also continuously supported by the RO to
contribute to L4M, generate quality data for SitAn, analysis of and guide programming and
policies. Five reports are published. The RO contributed to the updating of tools to fit the
SDGs, including pilot-testing of new modules such as measuring education quality Vs
enrolment and water quality in line with the SDGs measures. The RO contributed to develop
an innovative research project with Johns Hopkins University aiming to measure the multi-
dimensional impacts of Ebola on children. It trained 5 countries and two consultants, a total of
20 people on data processing; published 2 secondary analysis papers on adolescents and
HIV, and maternal and child health; injected innovations in the surveys, CAPI and water quality
testing. Therefore 8 new countries all opted for CAPI system, using tablets to improve quality
of the data.
WCARInfo, a DevInfo regional platform has well advanced and regional factsheets are being
finalized in collaboration with the data dissemination unit in DRP. Three COs received TA in
applying DevInfo.
In collaboration with UNWomen, AfrEA, EvalPartners, IOCE, and CLEAR the RO trained 20
staff from VOPEs on strategic partnerships, external communications, and fund raising.
In addition to above mentioned evidence, generation sector engaged in evidence generation
to RO and COs in advocacy and good programming. Thus, in 2015 the child protection section
managed and published a quantitative research study on child marriage and adolescent
pregnancy. On Child Protection in Emergencies, the secondment of the global CPWG IMO to
WCARO (focusing on Nigeria+ and CAR+) greatly contributed in harmonising data collection
and monitoring of UNICEF WCARO’s Emergency work in the region.
WCARO supported the production of data and evidence to inform policy development, through
the finalization of the early learning assessments in Senegal and Sao Tome, the completion
of 3 country studies on out-of-school children (Mali, Senegal, and Cote d’Ivoire) and the
launch of 3 additional ones (Chad, Mauritania and Guinea). Two reports on the situation of
OOSC in relation to disability and to child labour respectively, were finalized and disseminated.
The SRGBV multi-country project evaluation was completed (Mali, Burkina, Niger, and Cote
d’Ivoire) and a regional case-study on adolescents and peacebuilding programming was
produced - including country case-studies on Cote d’Ivoire, Liberia, Niger and Sierra Leone.
On the health sector, through the Muskoka programme, 5 regional operational research
studies on HSS are on-going in several WCAR countries. They relate to the quality of care
(perinatal care and children in paediatric services), HR retention, health financing for UHC and
governance at community level. Another regional research is about the quality of health district
management teams’ response to outbreaks using the Ebola experience. Effective Vaccine
Management Assessments were conducted in Liberia, Chad, Ivory Coast, Cape Verde and
Senegal.
WCARO completed assessment of paediatric HIV programme in eleven countries including
Chad, Nigeria, Ghana, Liberia, Togo, Cameroun, Guinea Bissau, Gabon, Congo, Côte
d’Ivoire, and DRC. The findings led to the identification and analysis of bottlenecks and to
defining actions to accelerate and improve access to paediatric HIV treatment care and
support to exposed and infected children.
WCARO ROAR 2015 30
In the area of WASH completed an integrated cholera study to understand the dynamics of
cholera epidemics in Ghana, Togo and Benin, and let to the production UNICEF cholera
epidemiology and response factsheet for 12 countries.
Overall, the major challenges with regards to evaluation, research and evidence generation
are related to limited human capacity and institutional capacity in the region. In addition
existing data is fully analysed and used to inform programme, and further impact evaluation
design, because of lack of baselines or outcome level data. This leads to poor quality
evaluations and research, or delay in undertaking them, because time taken to search and
secure good consultants and institutions. Long terms agreement with regional and
international institutions could be explored to reduce such constraints.
3.3.2. Knowledge management/exchange
The regional office pursued the development of its knowledge management agenda in 2015
starting with the revitalization of the knowledge management working group. The focus has
been mainly on restructuring WCARO team-site in SharePoint 2013, to make it a fully
functional KM platform, accessible to all UNICEF staff/ COs in the region for learning,
collaboration, knowledge exchange and information management around key UNICEF
interventions’ areas and strategies. In addition, the office document management system is
being reviewed and translated into SharePoint terms store in order to build an online document
library that will be linked to the site content. In terms of data management, the development
of WCARInfo is being finalized with key achievements during the year, including the
completion of sectoral indicators, the design of a regional dash board and country profiles.
Beyond the Regional Office, remote and in-country supports (training facilitation and technical
assistance) were provided to Guinea, Liberia, Guinea Bissau, Cote d'Ivoire and DRC to
strengthen the capacities of their National Statistics Offices in National Statistical Databases
design and maintenance. The Senegal Country Office was also supported to assess and
reinforce existing databases and monitoring systems of UNICEF Programmes in Casamance
(convergence area in the South). Sectoral network meetings organised by the regional office
continue to be one of the best opportunities of knowledge exchange, learning and
collaboration among WCAR staff.
In addition, various sections’ have undertaken specific KM activities, through establishment of
communities of practices:
WCARO supported the Bioforce institute to introduce a new sub-regional integrated training
program, “Nutrition Program Manager” and “WASH program manager” which benefited to 45
participants from public and private sector in 9 countries.
The Francophone Community of Practice on cash transfer in Africa, facilitated by UNICEF and
the World Bank, has been a key platform for knowledge exchange between Government
partners and UNICEF staff on socio-economics issues. The joint WCARO/ESARO Social
Policy Newsletter remains an important tool for information and knowledge sharing.
In Education, WCARO promoted regular learning and knowledge exchanges between
countries through in-person workshops and remote opportunities. This include the first ECD
Prototype Stocktaking meeting to identify strengths and weaknesses of the initiative and a
multi-country meeting on education for children affected by refugee crises.
WCARO ROAR 2015 31
During 2015, knowledge sharing and generation on health systems bottlenecks reduction to
scale up high impact interventions, have been promoted trough five communities of practice
and operational researches with support from the French Muskoka Funds. Country profile
snapshot posters on regional and countries levels trends of key maternal, new-born and child
impact and CSD outcomes indicators as well as progress towards equity agenda, helped to
inform exchange and discussion around key issues during regional events.
The HIV/AIDs team continued the efforts to facilitate knowledge exchange including support
to countries of the region to document and showcase their work at the 17th International
Conference on AIDS and STI in Africa. The HIV Section took the lead in creating a regional
HPV exchange platform on SharePoint where compilation of resources, policy documents,
planning and programme tools, regional expertise and country portals are presented in an
interactive manner for key stakeholders.
The WASH team undertook several knowledge exchange initiatives during the year, including
1) experience sharing on Cost-effective boreholes and manual drilling; 2) an inter-regional
San-Net Meeting with WASH staff from over 30 country offices from three regions; 2) an
ongoing partnership with IRC on “Formulation and Implementation of a Knowledge
Management and Learning Strategy for WASH Sector in West and Central Africa Countries.
The main expected outputs being KM&SL work plans in 5 countries and a regional KM&SL
strategy; 4) An experience exchange study trip on real-time WASH Services Monitoring to
Cotonou, involving four countries Benin, Mali, Ghana, Burkina Faso and AKVO Foundation.
Also, UNICEF in collaboration with WHO launched a WASH in health care facilities knowledge
portal to support their joint coordination of the global action plan for WASH in Health.
3.3.3. South-south cooperation efforts and partnerships
During the reporting period, the RO continued to strengthen its engagement with strategic
partners (AUC, ECOWAS, WAHO, ECCAS, AMCOW) while providing technical assistance to
some COs to streamline their engagement with Implementing partners for more program
effectiveness. At the African level, discussions advanced with African Union’s Specialised
Committee for Water and Sanitation, “African Minister’s Council on Water” (AMCOW), the
Sanitation Department and African Water Facility at the African Development Bank for the
identification of areas of collaboration and ways of working together; WCARO financial support
to the Association for the Development of Education in Africa (ADEA) continued. As a
recognized partner of Scaling-Up Nutrition (SUN) movement, the RO supported financial
tracking exercise of national budget for nutrition that was undertaken by 14 francophone
countries and spearheaded advocacy towards national parliaments. As a result of UNICEF
advocacy, regional and national networks of Parliamentarian for Nutrition were established in
2015. The collaboration with UNESCO Dakar continued to demonstrate its importance in the
Education Sector through consultations held around the definition of the post-2015
development agenda. The RO continued to support COs to effectively carry out their lead and
coordinating agency of the GPE in 18 recipient countries of the region
At the Regional Economic Communities level, the cooperation with the West African Health
Organization (WAHO-ECOWAS) continued to be active and reinforced. For the first time,
UNICEF was given the opportunity to directly influence the agenda of WAHO by contributing
to the elaboration of the Organisation strategic plan 2016-2020. Also, since the signing of the
MoU in 2014, the first UNICEF-WAHO annual work plan for 2016 was developed and adopted.
WCARO ROAR 2015 32
Consultations were intensified with officials of the Economic Community for Central African
States (ECCAS). Technical experts from both Organizations held a 2-day planning meeting in
Libreville to discuss cooperation modalities and identify key activities for the remaining 2 years
of ROMP, focusing on WASH, HIV/AIDS, Health and Child Protection. As a result of this
engagement, a new MoU and a 2-year plan of action have been negotiated, and are expected
to be finalised in the first quarter of 2016. With ECOWAS, consultations with the Department
of Social Affairs for the formulation of an engagement framework could not be concluded due
to conflicting priorities at ECOWAS level. However, a mapping exercise of ECOWAS partners
in key sectors like Health, Humanitarian assistance, Child Protection and Education was
completed. This work was facilitated by the on-boarding of a partnership specialist based in
Abuja.
To make the African Engagement Framework (AEF) operational, the RO developed tools to
conduct partnership effectiveness assessment during SMRs and MTRs. Four Countries have
agreed to pilot these tools in 2016. With support from HQ (PPD and PFP), the RO organized
the first regional capacity building workshop on resource mobilization in which 18 COs
participated. A Network and Community of Practice for Resource Mobilization practitioners in
the region was designed and is expected to start in 2016. Also, the RO adopted new standard
operating procedures to streamline the development and review of funding proposals. Finally,
the RO supported 2 Country Offices (Mali and Togo) to streamline their identification, selection
and monitoring processes of implementing partners in response to their internal audit
recommendations.
Time constraints hampered the coordination of partnership engagements and resource
mobilization activities and posed some challenge at the Regional Office level. This will be
addressed through more regular information exchange and systematic monitoring of
compliance to established coordination mechanisms in 2016. Regional Economic
Communities (RECs) such as ECOWAS and ECCAS still face challenges to meet their
partnership commitments with UNICEF, including their limited human resources and financial
capacity.
Key good practices and lessons learnt came from the collaboration with ECCAS. The negotiation for a new MoU were based on Terms of Reference clearly agreed by both institutions was a key factor in the successful outcome. In addition, the organization of Technical meeting of experts to collaboratively develop a plan of action based on shared understanding of the context has been very much appreciated by all parties with greater sense of ownership.
WCARO ROAR 2015 33
3.4 Normative Principles
3.4.1. Human Rights Based Approach
In 2015 the RO supported important actions and processes aiming at strengthening Equity
refocus and Human Rights based programming in the region. A regional analysis of MoRES
roll out was completed with inputs from all 24 countries showing that (i) MoRES largely favours
participatory decision making; (ii) national strategic plans, decentralised work plans and micro
plans are adapted to address inequities; and (iii) decentralised monitoring contributes to
bottleneck reduction and improved outcomes for children in over half of the cases. Findings of
MICS and MODA provide strong evidences, analysis and trends to monitor inequities and
multiple overlapping disparities.
Following a wide and participatory process, five regional priorities were adopted at the Fall
RMT. Those regional priorities are fully integrating equity, gender equality, resilience, peace
building and social cohesion principles. At inter-agency level, WCARO coordinated the
Resilience strategy for Sahel (UNICEF RD lead) and contributed, via the QSA-PSG to
UNDAF/DaO roll out for 9 countries. Strategic Moments of Reflection (SMRs) and
MTRs/enhanced annual reviews (respectively 3 and 4 in 2015) proved to be strong
opportunities to review the application of the normative principles towards the fulfilment of
child rights. Experience and feedback shows however that special attention should be given
to the proliferation of programming frameworks (e.g. HRBAP, equity, gender, resilience, risk
informed, transition, conflict sensitive programming) and the need to better coordinate,
integrate and articulate those frameworks.
3.4.2. Gender Equality
Regional Gender Adviser took up her functions in October 2015
A Qualitative Baseline Assessment of GAP implementation in WCAR was conducted by the
RO. It engaged all country offices to (i) identify regional GAP priorities; (ii) assess
programmatic strategies at country level; and (iii) propose recommendations for strengthening
gender programming under targeted priorities and gender mainstreaming. The results are
being used to identify entry points for strengthening gender programming across programme
sectors and within the newly defined Regional Priorities for West and Central Africa, under the
Education priority and the priority on Protecting and Empowering Adolescents.
UNICEF was also active within the RUNDG and supported UNWomen’s proposal to create a
regional Gender Group to be activated in 2016. Dialogue with UNWomen, UNFPA and WFP
is ongoing to strengthen partnerships and collaboration within the regional space.
In terms of technical assistance to Country Offices, in 2015 the Regional Office supported
gender programmatic reviews in four countries (Nigeria, Mauritania, Niger and DRC). Nutrition
was identified as an entry point for improving adolescent girls’ health in Nigeria, Niger and
Mauritania. It also developed a country profile on gender, which served to enrich the situation
analysis from a gender perspective. Important investments are also being made to learn from
the current cross sector gender programme in two provinces in Burkina Faso (Hommes et
Femmes Progressons Ensemble) to develop a more coherent theory of change on child
WCARO ROAR 2015 34
marriage, including at national level. Finally, support was also provided to the Chad SMR and
to the Cameroon MTR. Both countries will conduct gender review/prioritization exercises in
2016.
From a staffing perspective, five countries (Nigeria, Burkina Faso, DRC, Ghana, Mali and
Niger) either have or will have dedicated gender expertise, with two countries (Mali and Niger)
creating dedicated gender positions (to be filled in 2016): one country completing the
recruitment process (Burkina Faso) and one other country (DRC) already having a sectoral
gender specialist . The remaining 19 countries continue to function under the gender focal
point system, but will likely be assessing the effectiveness of such a mechanism when
undertaking their gender review.
3.4.3. Environmental Sustainability
WCARO made some significant progresses towards the reduction of its footprint. After
completion of 2014 EFA, the office identified two priorities: paper and electricity savings. On
the first one, a communication campaign was implemented to encourage staff to set up their
PC on automatic double sided printing (result: 96 per cent) and PIN controlled printing (87 per
cent), a paper recycle scheme was organized by which paper is shredded and delivered to a
moving company which will use it for their packings (185kg of paper recycled in 2015). On the
electricity saving front, a system of timed switches was put into place to stop air-conditioning
from 20:00 to 08:00 while in occasion of upcoming moving to a new building, films were
installed at the windows to filter heating radiation (e-low films). In addition, to fulfil the regional
mandate of the office, other initiatives have been triggered to influence other UNICEF offices
in the region as well as other UN agencies in Dakar.
4. Management
4.1. Management and Operations
4.1.1. Summary of key results against the indicators4
Programme Budget Review exercises were held to align the COs (such as Nigeria, Cameroon,
Niger, DRC, Burkina Faso) structures and programmes with priorities and resources. Also,
work continued on closing audit recommendations for concerned offices.
HACT support to COs continued. The tracking of execution against plan remained a challenge
for many COs. The year 2015 marked a significant drive from the RO to update and test COs’
Business Continuity Plans and ICT Disaster Recovery Plans.
In 2015 a continuous effort in Supply/Logistics (SL) technical assistance has been given to
COs in the region. Regional SL team also undertook some Implementing Partner and
Government supply chain strengthening missions.
4 See annex 2 for detail on indicators
WCARO ROAR 2015 35
4.1.2. Main results
In 2015, the RO delivered major results around Management and Operations areas. The Local
Operations supports programmes for travels, contracts and procurement activities, payments
and ICT. For the ongoing establishment of Common Premises and Services with Senegal CO,
the renovation work of the identified premises is ongoing and the move planned for end of
March 2016. A Baseline for the modification of the local operations structure has been
established.
Regarding the support and guidance to COs, DFAM policy and instructions have been shared
with emphasis on key elements. Daily guidance are provided on specific issues. Support is
given in the Organizational Strategies (Green Initiative, Enterprise Risk Management/ERM,
etc.). There are constant interactions with COs in sharing guidance, instructions, information
& best practices as well as promoting development missions to strengthen regional networking
and mutual support.
To ensure fully implementation of HACT in the region, a focus was put on briefings and training
on revised HACT & CSO procedures and development & execution of assurance plans.
Significant reduction in requests for exceptional DCT payments. RO oversight role for PCAs
> $1M was reviewed and streamlined. Insight and Regional Indicator Reporting established.
Within the framework of the Management for Results (M4R) initiative, the Required Operations
staff is already in place, while HQ undertook a support mission to provide clear guidance on
way forward.
During the reporting period, 5 Programme Budget Reviews exercises were conducted in
addition to various mail polls. In terms of BCP & ERM, significant encouragement and support
have been given to CO’s in the preparation and testing of BCP, while guidance and on-site
support are provided to COs in the completion of the ERM and ensuring the integration of
ERM in key documents and planning /decision processes.
With regards to GSSC and E&E, the office participated in numerous E&E fora and coordination
of regional contributions to the change management initiatives including providing region-
informed policy inputs.
During the reporting period, the regional office pursued the collaboration with OIAI on audits
and investigations and follow up with CO’s on implementation of recommendations. Also,
several audit self-assessment exercises took place using the comprehensive tools developed.
The section, provided operational support to the several emergencies in the region (including
Ebola countries and other ongoing emergencies).
VISION capacity building and technical support resulting in a significant improvement of
financial data management across the region have been delivered during the year. This
include on-site trainings and sessions during DROPs, SPPM&E, emergency, WASH
meetings. WebEx sessions organized with COs.
COs benefitted from regional ICT peer reviews and technical support missions, in addition to
remote support when on-location assistance was not needed/feasible. Emergency locations
were given priority and direct on-the-ground regional ICT support to ongoing and new
emergencies (e.g., Ebola) was provided.
WCARO ROAR 2015 36
In 2015, the Regional throughput which includes local and off shore procurement as well as
Procurements Services (PS) and Procurements of Services (construction, transport, clearing,
maintenance, etc.) reached $1.02 Billion (33 per cent of the global supply throughput)
compared to $0.89M in 2014.The most significant increase is related to Service Contracting
activities ($152M) with an increase of 35 per cent.
4.1.3. Success factors/constraints
A number of factors impacted/influenced the delivered of management and operations
results.
For local Operations, the understaffing in finance, procurement and travel, which led to delays
and difficult work environment. The delay in the construction and challenges in funding have
slowed down the establishment of common Premises and Services. With regards to support
and guidance to COs, the main challenges are the delay in response times and insufficient
resources to provide adequate attention to all important demands.
Several challenges were faced in HACT including less leadership for HACT at senior
management level in many COs and delays in HACT reporting activities. In addition,
inactiveness and lack of commitment of inter-agency HACT group leave the unique alternative
to COs to go alone. M&A Plans are in place but are frequently incomplete and lack info on
funding estimated/received so development of accurate assurance planning and execution is
not possible.
PBR submissions from COs are usually poor and delayed. Actually, the IBCS module was not
fully mastered by COs and consequently, PBR submissions from COs were usually delayed
and of poor quality. Furthermore, BCP recommendations are not systematically implemented
because of inadequate resources to ensure compliance with all the mitigations strategies,
while ERM are not periodically reviewed and action plans not implemented. With regards to
GSSC and E&E, the delay in getting a final rollout plan was a key challenge. For audits, self-
assessment exercises were not systematically conducted, while there is no systematic
monitoring of closure of audit recommendations.
In Emergencies context, there are challenges in getting adequate operations staff to support
the responses.
Given the Organization’s strategic move towards Innovation and Technology for Development
(T4D), some challenges exist in transforming the ICT function within the region accordingly,
given ongoing, sudden and repeating emergencies, plus the need to provide technical support
internally within UNICEF and the diminishing funding available for ICT resources in the region.
In terms of Supply, the challenges remain the same as WCAR has the lowest Global Logistics
Performance indicators defined by the World Bank. This translates through poor infrastructure
and lack of experience of service providers, which challenges UNICEF CO activity
implementation. However, in 2015 UNICEF WCARO organised various training events to
strengthen UNICEF’s SL staff to monitor and manage the procurement aspect of the supply
chain. As a result, more than 60 per cent of the COs are now producing their own SL
dashboards.
WCARO ROAR 2015 37
4.1.4 Risk Mitigation Practices
The RO developed strategies and practices to mitigate the various risks face by the team. For
Operations, recruitment, capacity assessment and building, gap filling and support continued
to be top regional priorities. The introduction of stretch assignment initiative enabled to partially
address staffing gaps due to movements and occasional rotations. A RO wide ERM has been
introduced in the framework of the development of regional priorities that will be updated on
an annual basis.
With regards to HACT, a fully funded WCAR HACT Strategy is in place. The revised HACT
and CSO procedures have been widely disseminated. The RO oversight role for PCAs > $1M
has been streamlined and systematized. COs have developed an assurance plan and worked
seriously towards their implementation. Dedicated staffing for HACT leadership is in place in
WCARO, CAR, Mali, Nigeria and DRC. The WCAR PBR continued to encourage the
establishment of HACT-specific positions in COs. HACT responsibilities in RO and COs are
reinforced through e-PAS notations. HACT accountabilities are discussed in depth during the
RMT, DROPS and other forums.
In terms of ICT, the focus was on the stabilization of MS Office 365 and the beginning of
UNICEF's presence in the Cloud. It was also the year of preparation for the involvement of
ICT in new functions related to development and programme activities. As a mitigation activity,
the RO included related topics in the ICT Workshop. Also, necessary advice on the evolving
role of ICT staff in the field was provided to the PBR team.
4.1.5. Office Management Practices, Systems and Structures
Functioning statutory and ad-hoc committees and management mechanisms and structures
in place (e.g., Senior Management Meeting, ROMT, Programme Coordination Meeting, RJCC,
etc.) and the election of a new bureau of the Staff Association and its sub-committees have
contributed to the smooth running of the office. The WCARO Innovations Team that was
established with representations from sections in the Regional Office also started its work by
providing guidance to COs and linking them with the Global Innovation team. Advocacy and
strategic direction was also provided through sector-specific events via presentations and
discussions on the availability and use of innovative tools for effective and efficient delivery of
programmes.
4.1.6. Supply Management
The RO has actively and successfully supported, coordinated and promoted Procurement
Services (PS) within the region. The total Procurement Service activity throughput in the WCA
region amounted to $537.5 million in 2015 (against $463.4 million in 2014). For the first time,
the WCA region has the highest PS throughput of UNICEF Regions and represents 31 per
cent of the global PS throughput of $1.7 billion.
As usual, vaccines account for the biggest share (92 per cent), with new vaccines ($343
million), Traditional EPI vaccines ($77 million), and OPV ($61 million).
Procurement Services allows governments and partners in the region to improve the speed
and quality of their procurement at the lowest cost. In the WCA region, PS financed in 2015
Procurement Services Specialist posts in order to advocate for a greater financial implication
WCARO ROAR 2015 38
of the Governments to ensure the continuity of programmes supported by UNICEF in pursuit
of the MDGs. PS has recognized the importance of the RO’s role and has contributed for the
salary of the Procurement & Supply Officer for 2015.
4.2. Human Resources
4.2.1. Summary of results against main indicators
Human Resources (HR) performance indicators were revised and tracked throughout the
reporting period and the results achieved are as follows:
Surge capacity: in line with the CCCs for L3 emergencies, 82 per cent of the surge requests
were processed within the corporate KPI of 6-8 weeks.
National officer (NO) recommendations: to support COs to meet the KPI of 60 days for NO
recruitments, the RO established KPIs as follows: FT (fast-track - 2 working days) and RR
(regular recruitment - 5 working days). 179 NO recommendations were reviewed and KPIs
met are as follows: RR cases, 68 per cent and FT 45 per cent (the RR surpassed the target
of 50 per cent by 2017. For FT the strategy needs to be reviewed in 2016).
Gender diversity: in line with the corporate priority on gender parity, the RO’s target is to fill 50
per cent of all NO recruitments with qualified female candidates. Results achieved as of 31
Dec 2015 is 32 per cent.
Learning and Development: HQ allocated GS-3 funds in the amount of US $151,826.32.
These funds were used to implement some of the approved group learning activities at both
country and regional levels. This lead to 100 per cent implementation of the GS-3 funds and
50 per cent implementation of the group learning activities; the target by 2017 is 80 per cent.
In addition, RO provided support to the RHRDC meetings held in margins to the two RMTs.
Performance Management: was tracked throughout the year to ensure timely action on all
three phases of the PAS process, 75 per cent were completed by December 31, 2015. Of the
2015 due PERs, 84 per cent were completed by 31st December. This completion rate is
expected to increase before the closing date of 28 March 2016.
4.2.2. Main results
The regional HR annual work plan was anchored under the three pillars listed below; against
each pillar is a summary of the results achieved:
Technical assistance: client satisfaction survey was conducted to measure the technical
assistance UNICEF WCARO provided to COs. An overall rating of 4.11 was received against
the target of 4.5/5 by 2017.
Oversight: oversight of the HR function focuses on risk management, monitoring, peer reviews
and provision of timely actionable feedback. Combination of all four increased efficiency and
effectiveness in HR delivery.
Performance Measurement: HR impact on achievement of RO results. The indicators
established enabled us to track and measure the results in key areas that supports the
WCARO ROAR 2015 39
achievement of results e.g. timely filling of posts with quality candidates, implementation of
learning and development activities etc.
4.2.3. Success factors/constraints:
Success factors: leveraged strengthens of the HR staff in the region; establishment of tracking
tools to monitor indicators, provision of actionable feedback, which decreased error rates and
shortened processing time; motivated HR practitioners in the region; motivate and sustain the
motivation of HR practitioners in the region.
Constraints: right staffing HR units in both COs and RO to cope with the multiple demands
from different stakeholders and the roll-out of multiple HR systems and tools; and high number
of L2/L3 emergencies.
4.2.4. Risk Mitigation Practices
High risk areas in HR management were identified and risk mitigation strategies enforced:
- Wrong hire: enforced supervisory reference checks (from current and two former
supervisors);
- Poor performance: confirmation of satisfactory performance from supervisor before
renewing contracts;
- Financial loss: enforced segregation of duties in the processing of financial entitlements;
- Loss of life: by enforcing periodic medical exams for all UNICEF drivers.
WCARO ROAR 2015 40
References
[1] OCHA, Global Focus Model, 2012
[2] UNICEF, IRC, Multiple and Overlapping Deprivation Analysis
[3] UN Population Division, World Population Prospects: The 2014 Revision
[4] UN Interagency Group for Child Mortality Estimation, Report 2015
[5] UNICEF, State of the World Children 2015
[6] http://www.aidsinfoonline.org/devinfo/libraries/aspx/home.aspx
[7] per cent of infants born to pregnant women living with HIV started on antiretroviral prophylaxis to prevent mother-to-child transmission, 2012
[8] UNICEF/ WHO JMP report, “2015 Update and MDG Assessment”
[9] PASEC 2014. Education system performance in Francophone Sub-Saharan Africa. Competencies and learning factors in primary education.
WCARO ROAR 2015 41
Annex1: Evaluations, Research, Studies, Surveys, and
Publications Completed in 2015
Title: Evaluation de la mise en œuvre du projet français de lutte contre les violences de genre en milieu scolaire Year: 2015 Sequence number: 2015/001 Type of report: Final report Themes: School Gender based violence. Management response: Not yet
Title: Adolescents, Peacebuilding and Education in West and Central Africa: with case studies from Côte d’Ivoire, Liberia, Niger and Sierra Leone Year: 2015 Sequence Number: 2015/002 Themes: Adolescents, Peacebuilding and Education.
Title: Les freins institutionnels et politiques à la scolarisation des filles : Rapport de Synthèse sur huit pays (Burkina Faso, Côte d’Ivoire, Mali, Mauritanie, Niger, Sénégal, Togo, République du Congo) Year: 2015 Sequence Number: 2015/003 Themes: Girls Education.
Title: Etude des déterminants liés aux pratiques d’alimentation des enfants de moins de deux ans : cas de deux sites au Burkina Faso Year: 2015 Sequence Number: 2015/004 Themes: Determinants of complementary feeding.
Title: Management of Acute Malnutrition in Infants (MAMI) Project Year: 2015 Sequence Number: 2015/005 Themes: Acute Malnutrition in Infants.
WCARO ROAR 2015 42
Annex 2: Progress on 2014 -2017 ROMP indicators
Expected Results
Key performance indicators
Indicator Baseline value (Dec. 2012-2013)
Target value (Dec. 2017)
End 2015 status
OUTCOME 700 / GLOBAL AND REGIONAL PROGRAMME : WCAR country programmes contribute to achieving the Strategic Plan 2014-2017 key results for children through application of country appropriate strategies - in development and humanitarian contexts
Output 700-001- HEALTH: Children survive during delivery and the neonatal period and living free from preventable diseases and disability;
1.1. # of countries with costed strategic plans aiming at removing specific health system bottlenecks (PSM, financial barriers, community participation etc.) for maternal, newborn and child health care
7 24 12
1.2. # of countries that have 80% of their District with 80% coverage for DPT3/Penta3 antigen.
10 (38%: WHO/UNICEF Estimates 2011
18 (75%) 10 (country 2014 data)
1-3. # of countries that have interrupted Polio transmission, Measles and MNT Elimination
Polio = 21 MNT = 11
Measles = 0
Polio = 24 MNT = 24 Measles= 8
Polio = 24 MNT = 16
Measles = 0
1.4. # of countries with more than 50% of under-five children using LLIN.
4 10 5 (DRC, STP, Mali, Benin,
Burkina Faso)
1.5. # of countries with skilled birth attendant at delivery > 60% (regional average 2011)
13 20 13
1.6. # of countries that have at least 60% of pneumonia , fever and Diarrhea (in U5 children) managed according to norms
Pneumonia =4 Fever/Malaria=2
Diarrhea=2 (SOWC 2013)
Pneumonia = 7 Fever/Malaria= 4
Diarrhea = 4
Pneumonia =4 Fever/Malaria=0
Diarrhea =2
1.7 % of countries affected by a cholera epidemic where CFR is <1%
33% (5 out of 15) 50% N/A
Output 700-002- HIV: Children are protected from HIV infection and free from AIDS
2.1. # of countries with equity-informed decentralized etc. plans being implemented.
10 18 15
2.2. # of countries with adolescents and HIV plans/strategies informed by the investment framework being implemented
6 16 8
2.3. # of countries with at least 80% of ANC settings offering ARVs -> # of countries in which at least 80% of all pregnant women attending ANC services are tested for HIV
3 14 4
2.4. # of countries in which 80% of all pregnant women living with HIV are reached with triple drug ARV regimens
2 10 3
2.5. # Countries with at least 80% coverage of antiretroviral treatment (ART) among eligible children and adolescent (disaggregated by gender)
0 14 0
2.6. # of Countries with at least a 60% coverage in condom use at last sexual encounter among
5 8 5
WCARO ROAR 2015 43
Expected Results
Key performance indicators
Indicator Baseline value (Dec. 2012-2013)
Target value (Dec. 2017)
End 2015 status
adolescents aged 15-19 years reporting multiple partners in last year (disaggregated by gender)
2.7. # of countries with HIV-sensitive social protection and child protection systems and policies in place
6 10 7
2.8. % of emergency countries that include/implement HIV as part of their humanitarian/emergency response
77% 100% 100%
Output 700-003- WASH: Children drink safe water, use adequate sanitation and practice good hygiene, and promote healthy environments
3.1 # of countries with a National Sector Coordination Mechanism with evidence of continuous functioning
2 12 6
3.2. # of countries implementing a national strategy to eliminate open defecation
3 10 18
3.3. # of countries implementing a household water treatment strategy/ water safety at scale
2 10 13
3.4. # of countries developing “Call to Action” (or national strategy) for scaling-up WASH in schools
0 12 2
3.5. # of countries implementing a sustainability Compact for WASH with evidence of continuous monitoring
0 9 8
3.6. # countries in humanitarian action where country cluster or sector coordination mechanism for WASH meet CCC standards for coordination.
6 10 11
Output 700-004- NUTRITION: Children are protected from malnutrition and reach their optimal growth and development
4.1. # of countries (stunting rates > 30%) that develop a scaling up plan to reduce stunting with a focus on improving infant and young child feeding and home fortification
7 17 13
4.2. # of countries (global acute malnutrition rates >=10%) that meet the minimum Sphere standards for severe acute malnutrition
2 5 19
4.3. # of country putting in place a nutrition information management system
4 7 16
4.4. # of regional events that focus on critical areas of nutrition and help to reach consensus on priority actions
2 4 4
4.5. # of countries with a policy or plan targeting micronutrient deficiency reduction through home fortification
2 7 3
Output 700-005- EDUCATION: Children are prepared
5.1. Countries with effective early learning policies and quality early learning programming
11 19 7
WCARO ROAR 2015 44
Expected Results
Key performance indicators
Indicator Baseline value (Dec. 2012-2013)
Target value (Dec. 2017)
End 2015 status
to start school and complete a quality and inclusive education
5.2 Countries with primary/lower secondary school-aged-children out of school rate below 5%
2 10 4
5.3 Countries with EMIS providing disaggregated data
7 12 10
5.4 Countries with quality standards consistent with child-friendly schools/education or similar models developed or revised.
11 16 7
5.5 Number and percentage f children in humanitarian situations accessing formal or non-formal basic education (including preprimary schools/early childhood learning spaces)
NA NA Targeted : 6,293,698 (61%)
reached: 3,819,528 (37%)
5.6 Countries with an education sector policy or plan that specify prevention and response mechanisms to address gender-based violence in school
7 12 3
5.7 Countries with an education sector plan/policy that includes a risk or conflict analysis and C/DRR strategies
2 8 5
Output 700-006- PROTECTION: Children are protected from violence, abuse and exploitation
6.1. # of countries that have achieved at least 3 of the 4 “steps” to strengthening services and systems for child welfare.
0 10 9
6.2. # of countries implementing diversion models (pre and post sentence)
4 8 4
6.3 # of countries with national strategies or plans that address child marriage with a budget
1 12 4
6.4 # of countries that are actively engaged in the reform of their birth registration system
2 11 14
6.5. # of countries that have in place a contingency response plan covering the CCCs priority areas for CAAFAG and UASC, in conflict and emergency affected countries
7 13 4
6.6. # of countries that have established a baseline for at least two of the regional child protection priorities and monitor change overtime
0 8 4
Output 700-007- SOCIAL POLICY: Increased social inclusion of all children, supported through systems, evidence, policies and resources
7.1. Number of countries that have developed a new or substantially updated child deprivation analysis (including SitAn) with policy options
0 12 10
7.2. Number of countries with main stakeholders capacity in child focused social protection increased to influence policy making process and strengthen SP systems
0 12 6
WCARO ROAR 2015 45
Expected Results
Key performance indicators
Indicator Baseline value (Dec. 2012-2013)
Target value (Dec. 2017)
End 2015 status
7.3. Number of countries that have undertaken a child focused budget analysis in support of accountability for children rights
0 8 5
Output 700-008- C4D: Children thrive in empowered and resilient families and communities engaged in transforming their social environments, norms and behaviours for increased survival, protection and development
8.1. # of countries with a pool of qualified trainers skilled in participatory communication approaches to foster community dialogue, learning and action at decentralized level
0 12 6
8.2. % of countries with evidence-based and measurable C4D plans (stand alone or part of a sectorial plan) to improve the adoption of key norms and behaviours and increase demand for social basic services, in development contexts.
Routine Immunization /NV (38%); EFP (8%); Polio (100% countries conducting SIAs); CP (0)
Routine Immunization /NV (80%); EFP (50%); Polio (100% countries conduct SIAs); CP (50%)
RI/NV: 90% (developed national immunization plans) 19: Polio: 100% 8 EFP (33%) 3 CP: 12%
8.3. - # of countries with evidence-based and measurable C4D plans (stand alone or part of a sectorial plan) for improved adoption of key behaviours and increased use of social basic services in humanitarian contexts
9 C4D Plans (Cholera (6); nutrition crisis (3))
24 Plans 23: (Ebola 14, cholera 6, nutrition crisis 3)
Output 700-009- Timely, effective and reliable support to country offices for humanitarian action (Emergency)
9.1. % of CO humanitarian response surge requests met using regional (internal & external) rosters
57% 75% 82%
9.2. % of L2 and L3 COs reporting essential HPM indicators
66% 100% 100%
9.3. % of emergencies for which COs respond with supplies from regional hubs
22% 50% 36%
9.4. % of regional rapid assessment requests fulfilled through regional partnerships
66% 80% 66%
9.5. CO rating of RO performance in provision of Technical assistance in Humanitarian Action (out of/5)
4.7 4.7 4.3
Output 700-010- Strategic partnerships & resources mobilization: Strengthened partnerships with public and private donors and regional institutions resulting in increased resources for children in WCAR
10.1. # of Established functional strategic partnerships (signed MoU, workplan at least every year, and at least 3 joint projects implemented) with regional and sub-regional bodies (UEMOA, ECOWAS, WAHO, ECCAS )
1 5 2
10.2. # of UN Regional formal collaboration platforms (RDT, Regional Task forces-Resilience; AU-ECA Liaison Office, UNSI, RCM and SRCMs) in which UNICEF is an active member (identified point persons; regularly attending meetings; providing inputs when required; and convening meetings if required)
1 7 4
WCARO ROAR 2015 46
Expected Results
Key performance indicators
Indicator Baseline value (Dec. 2012-2013)
Target value (Dec. 2017)
End 2015 status
10.3.. # of steps completed in the implementation phases of the African Engagement Framework in the 4 pilot countries (BURKINA, SENEGAL, COTE D’Ivoire and Mali)
0 5 1
10.4. # of countries with a fundraising and partnership engagements based on a finalized resource mobilization and partnership strategy in line with the ongoing CPD
3 15 11
10.5. # of RO proposals submitted on time according to donors' deadlines and reviewed through RO quality assurance processes
NA All 2
10.6. CO rating of RO performance in the provision of support in the domain of Strategic Partnerships and resources mobilization (out of/5)
NA 4.5 NA
OUTCOME 900 / DEVELOPMENT EFFECTIVENESS: Development Effectiveness (DE) results support the RO functional accountabilities in the implementation of Global and Regional Programme outcomes.
Output 900-001- Technical expertise for development action
1.1. CO rating of RO performance in the provision of Technical assistance by sector (out of/5)
Health: 4.5 HIV: 4.5
WASH 4.5 Nutrition: 4.5
Education: 4.3 Protection: 4.1
Social Policy: 4.4 C4D: 4.5
Health: 4.5 HIV: 4.5
WASH: 4.5 Nutrition: 4.5
Education: 4.5 Protection: 4.5
Social Policy: 4.5 C4D: 4.5
Health: 4.1 HIV: 4.4
WASH: 4.0 Nutrition: 4.1
Education: 3.9 Protection: 3.8 Social Policy:
C4D: 4.3
Output 900-002- Programmes in line with corporate strategic plan & guidelines (Planning)
2.1. Number and % of programming Country Offices (SMR, UNDAF, CPD) each year receiving technical support and quality assurance
SMR countries: 3/3 (100%) UNDAF: 1/1
(100%) CPD: 5/5 (100%) MTR: 1/1 (100%)
SMR countries: 100%
UNDAF: 100% CPD: 100% MTR : 100%
100%
2.2. % of CPD that mainstream gender, HRBA, equity and results-based management approaches
Equity: 88% HRBA: 67% Gender: 78% RBM : 85%
Equity 90% HRBA 90% Gender 90% RBM 90%
Pending 2015 CPDs’ external assessment.
2.3. # of country programmes that have completed a SitAn, meeting at least 80% of UNICEF SitAn Quality Standards
0 15 7
2.4. Number of Country Offices receiving technical assistance and/or contributing to programmatic guidance for DRR and resilience mainstreaming in sectoral programming
5 10 14 instead of 11
2.5. Number of regional policy frameworks and initiatives on resilience (AGIR, UN Integrated Strategy for Sahel...) for which the
2 (AGIR, ISS) 4 4: AGIR/ISS/UND
G WCA-Resilience
Framework/
WCARO ROAR 2015 47
Expected Results
Key performance indicators
Indicator Baseline value (Dec. 2012-2013)
Target value (Dec. 2017)
End 2015 status
RO provides ongoing coordinated technical and advocacy support
CILSS-UN Partnership
Framework/UEMOA-Sendai
Action Plan on DRR
2.6. CO rating of RO performance in provision of Technical assistance in Planning (out of/5)
4.3 4.5 4.25
Output 900-003- Programmes integrate normative principles and cross-sectoral programme strategies (Cross Sectoral)
3.1. # of initiatives implemented on emerging issues
0 4 NA
Output 900-004- Regional supply support: Provide timely and effective support to Country Offices in the region for essential supplies and commodities as well as logistics operations in all situations, including in complex humanitarian situations. (Supply)
4.1. % of country offices having addressed supply related audit recommendations within established deadlines
30% 90% 60 %
4.2. # of countries offices provided support for strengthening the national supply chain systems
3 10 5
4.3. # of country offices peer reviewed for supply compliance regarding UNICEF and IPSAS standards
3 24 8
4.4. # of Country offices with updated Emergency Supply Plans as part of their contingency plans
10 20 12
4.5. # of Country Offices requests for emergency supplies addressed within 10 days
5 15 12
4.6. CO rating of RO performance in provision of Technical assistance in Supply (out of/5)
4.0 4.5 4.07
Output 900-005- Regional support for data, evidence and surveys (M&E, KM)
5.1. % of regional evaluations that meet international quality standards (GEROS): RO evaluations include all decentralized evaluations in the WCAR, undertaken by the RO and the COs)
30% 80% 68%
5.2. % countries doing MICS and having MICS reports available within a year time from design to reporting (Indicators will be measured at the end of MICS)
50% 75% 100%
5.3. # of publications/year lead by the RO published in High Impact Journal
0 3 1
5.4. # of regional researches implemented and disseminated
0 4 Agenda being developed
5.5. CO rating of RO performance in provision of Technical assistance in Monitoring & Evaluation (out of/5)
4.3 4.5 4.25
WCARO ROAR 2015 48
Expected Results
Key performance indicators
Indicator Baseline value (Dec. 2012-2013)
Target value (Dec. 2017)
End 2015 status
5.6. % of regional evaluation submitted with management response (GEROS)
0.5 1.0 59%
Output 900-006- Increased awareness of children’s rights and the situation of children among key external audiences (Com &Advocacy)
6.1 Micro regional communication strategy developed and operationalized with country offices
0 1 0.5
6.2. Number of pilot countries effectively rolling out the global communication strategy according to the established global timeframe
0 10 8
6.3. Rating of RO performance in the provision of communication support
4.3 4.4 4.6
6.4. Share of voice on all stories related to a specific regional issue(s) in target media and in social media
N/A TBD Mentions in tier 1 and 2 media:
CAR: 74; Nigeria+: 228; Girls’ Summit:
51
6.5. Engagement score (Number of shares on Facebook / Number of retweets on Twitter)
5,688 / 4,984 45,600 / 29,700 22,800 / 9,100
6.6. Number of returning visitors / Number of page views on website
13,990 / 44,221 21,000 / 73,000 5,151 / 43,289
6.7. Online supporters (Number of likes on Facebook / Number of followers on Twitter)
23,856 / 8,639 494,084 / 29,700 168,156 / 5,443
6.8. Number of lead countries supported to roll out the private sector engagement strategy
0 5 7
Output 900-007- Effective gender programming on targeted priorities and sectoral mainstreaming across UNICEF Country and Regional Programmes in alignment with programmatic and institutional results outlined in UNICEF's Gender Action Plan 2014-17 (Gender)
7.1. % of COs with clear programme priorities and strategies for gender results aligned with the GAP
TBD 100% NA
7.2. % of CO’s that meet GAP recommended standards on gender expertise
TBD 100% NA
7.3. # and reach of face-to-face capacity/skills development initiatives at regional level (workshops, trainings, learning seminars) where technical skills and strategic approaches to gender programming make up at least 50% of content delivered
0 1 per year with 50+ attendees
NA
7.4. # of progress reviews on GAP performance benchmarks and programmatic results undertaken by the RMT
0 4 1
7.5. # of regional research reports per year that add greater rigor to gender programming and/or impact assessment
0 At least 1 report/year
NA
7.6. % of evaluations that meet the corporate standard as defined in the GAP of being rated outstanding or highly satisfactory on incorporating gender by the UNICEF Global
TBD 70 NA
WCARO ROAR 2015 49
Expected Results
Key performance indicators
Indicator Baseline value (Dec. 2012-2013)
Target value (Dec. 2017)
End 2015 status
Evaluation Reports Oversight System (GEROS)
7.7. CO rating of RO performance in the provision of support in the domain of gender (out of/5)
TBD (2014) 4.5 4.14
OUTCOME 800 / MANAGEMENT :WCARO ensures that leadership, governance and risk informed approaches are used to achieve maximum efficiency, effectiveness and accountability, in the stewardship of operational, financial and HR, in support of equitable results for children
Output 800-001- Governance & systems (Operations)
1.1 % of country programmes that benefit from PBR review of their CPMP and/or revised CPMP to ensure that office structures and country programmes are aligned to programmatic priorities and resource availability
100% 100% 100%
1.2. # of country offices that have registered business continuity plans and annually test them
TBD 23 20
1.3. Innovative regional strategy "ICT for Programme" developed and implemented
0 1 An Innovation/T4D Strategy has been drafted and a WCARO Innovations Team composed
1.4. # of country offices that have registered ICT disaster recovery plans and annually test them
4 23 23 Registered 20 Tested
1.5. # of countries that implement a lightweight ICT infrastructure
0 23 CANCELLED. The HQ LIGHT project did not consider VSAT locations
1.6. CO rating of RO performance in the provision of support in the domain of ICT and Security (out of/5)
ICT: 4.3 Security 3.7
ICT: 4.5 Security: 4.5
4.4
Output 800-002- Management & stewardship of financial resources (Ops)
2.1. % of internal audits where all recommendations are closed within 18 months
100% 100% 98%
2.2. # of country offices that have documented service level agreements for operational work processes
0 23 NA
2.3. # of country offices that achieve DCT organizational standards
TBD 18 >9mo = XX/23 <5% - XX/23 Both XX/23
2.4. CO rating of RO performance in the provision of support in the domain of Operations Management (out of/5)
Operations 4.2 Budget/Finance/
Accounts 4.0
Operations 4.5 Budget/Finance/
Accounts 4.5
4.2
WCARO ROAR 2015 50
Expected Results
Key performance indicators
Indicator Baseline value (Dec. 2012-2013)
Target value (Dec. 2017)
End 2015 status
Output 800-003- Management of human capacity (HR)
3-1. % of local posts filled in WCARO within KPIs [NO 60 days (from closing to offer) ] [GS 30 days (from closing to offer) ]
NO: TBD GS: TBD
NO: 80% GS: 80%
NO : 100% GS : 25%
3-2. % of national officer vacancies filled with female candidates in WCAR
TBD 50% 32%
3-3. % of offices in WCAR that have implemented planned group learning activities
TBD 80% 50%
3-4. # of COs in WCAR that developed and implemented action plans to address 2014 staff survey results
0 25 100%
3.5 % of COs in WCAR requests filled with experienced staff within the corporate KPI of 6 - 8 weeks of an emergency
0 80% 82%
3-6. CO rating of RO performance in the provision of support in the domain of Human Resources (out of/5)
3.6 4.5 4.11
3.7 % of audited COs in WCAR that closed their HR audit observations by the deadline
TBD 100% 28%
Output 800-004- Strengthening regional oversight
4.1. Identified oversight strengthening posts established and filled with competent and supportive staff
No Yes Yes (3 out of 4 staff onboard : HR Specialist
pending)
4.2. Mechanisms established for participating in the development of & quality assuring major partnership agreements (with donors and implementing partners)
No Yes No
Output 800-005- Strengthening HACT
5.1. Dedicated professional HACT management and oversight staff in place in RO and key Country Offices
A few (# TBD) WCARO, NGR, DRC, CAR, MLI
plus self-financed posts in CO’s (up
to 10 CO’s)
WCARO, DRC, CAR, NGR
(MLI) - plus 9 Cos financing
14 posts to date
5.2. Country-specific HACT action plan for each CO including the benchmarks that needs to be achieved produced and reviewed by RO
0 All 23 CO’s (less Cape Verde)
21
5.3. HACT capacity building plans developed and key components implemented in each CO
0 All 23 CO’s (less Cape Verde)
produce plans and report on
implementation
23
