Administration and management

ONCI{OCERCIASIS CONTROI- PROGRAMMIT IN Expert Advisory Comminee Sixteentlr session Ouaeadoueo.u. 5-9 June 1995 WE.ST AFRICA OCP/EAC l6lBriefrng paper no. 1 ORIGINAL: FRENCH ADMINISTRATION AND MANAGBMENT The Administration and Management in its supporting role to the operhtions of the Prograrrune, has favoured in 1995 a rationalization of its services in an effort to reduce the administrative costs and also to free the Programme of equipment, material and surplus stocks considering the progressive reduction of activities. In this respect, all sectors of administration identified prioriry projects which should help in a noticeable decrease of administrative costs. An important team project involving all sectors of administration centers around the holding, in 1995, of a series of seminars on basic principles of management for WHO/OCP as well as national teams adminisuators; subjects covered are resistance to change, motivation and leadership. Overall, a total of some 100 administrators and technicians will participate in these practical seminars. Personnel 1-he key element in the operation of this unit centers around ttre dynarnic management of pcrsonnel files whose contracts are no longer renewed upon expiring, or how to make ftese peoplc accept a departure considered premature by those often showing nventy years of service. This reduction of personnel will inevitably continue in the years to come, and the Personnel unit has the responsibiliry to see ttrat 0re process is both just and equitable for all, while ensuring the Progranrnre retain the technical competence and versatiliry of its remaining human resources. The reduction of persomel as portrayed in the following figure represents a reduction of sonre 23% of human resources over a period of five years. 1lm I---=- I 1* l. 978I l!<\ *l cof 152 7@ g) iffiffi50 f- .. f-sor .-[- '.[_ o[_ i1t{tt lueell1ttl1 ,r- WHO 9TATUS lFa P(Xl 2Sgpply and services This unit is pursuing its.policy of rationalization of equipment, stocks and materials in order to keep purchasing needs at a minimum. Considering the accumulation of stocks over the years, the Supply and Services unit now favours as a prioriry the utilization of stocks and materials already on hand including substitutes. In ttre same vein, efforts are being displayed to reduce ttre variety of a given product in order to keep in stocks only the items most likely to be urilized by a majority of users, all other items are to be ordered according to specific needs. Also a major drive to identify and reform obsolete and surplus materials in certain cases will permit the clearing of stock rooms at the main operational centers, and the reduction by the same taken of costs associated with handling of unused articles. The following figure shows clearly the efforts displayed towards spending cuts on operation and supply costs. l lrt 1P3 . Transport and communications . The reduction of the fleet of vehicles, its consotidation with regards to the rypes of vehicles to mainAin right to the end of the Programme, and the management of obsolete and surplus spare parts are key issues for this unit to handte. The following figure shows a sizeable reduction of the ngrnber of vehicles in the order of 21.4% over a period of five years. Moreover, ttre distribution of ttre types of vehicles has been modifred to favour all-terrain as opposed to transport and liaison vetriiles. Spare parts stores are presently undergoing a slimming cure which should enable the programme to retain at the end of 1995, only the current pars needed for the present vehicles on hand. 4.5 3The Transport unit is also responsible for the elaboration and realization of a devolution plan for the maintenance activities of the fleets in Guinea-Bissau, Senegal, Mali and particularly in Guinea and Sierra lrone. The objective is ro have those National Teams responsible for the take over of the maintenance of the fleet of vehicles provided by the Programme in those countries. -1 1901 ffil Tnnaporr ffi uatron Il --l Tcnatn J rotat 400--| 373 Budget and Finance Close follow-up of the budgets in view bf the reduced expenses planned-for 1995; active follow-up necessitatini close contict with the main users of the Programme's funds in order to t """ pr"*r"rning signl of any discrepancies which could possibly jeopardize the established UuAges. Since iqgg ttre budglts have progressively diminished and this reducing trend will be maintained until the end of thle fourttr financial phase which in turn could permit the Programme to finish this phase with expenses well within ttre 175.5 million originally provided in the Plan of Operations. The substaniial savings would put the Programme in a bener position to acceed to tfre Phasing-out period planned for 1998-2002'