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FPAN NEWSLETTER. 1994 May-Jun; 14(3):1-2.The International Planned Parenthood Federation (IPPF) in conjunction with the Nepal Family Planning Association sponsored an orientation program for about 50 branch executives from Valley, Kavre, Chitwan, and Nawalparasi in May 1994. Other orientations were held in Pokhara, Dhangadhi, Surkhet, Dhanusha, and Morang on other occasions and in other locations for branch managers. The aim was to unveil the new 10 year strategic plan and to provide for the informing of volunteers and branch chiefs about the new plan's objectives. One objective was to facilitate the coordination between volunteers and family planning branch staff. The orientation program highlighted the importance of voluntarism in plan implementation and how to improve existing leadership and cooperation between levels and between staff and volunteers. The Central President of the Association provided well wishes for successful program implementation and reiterated that the role of volunteers had always been important and that the staff and volunteers complemented each other. The Senior Program Advisor of IPPF also gave his best wishes for the implementation of the strategic plan and commended the Nepal Association as the first to conduct an orientation program to familiarize its constituency about the IPPF objectives. Cooperation between volunteers and staffs was considered instrumental to program success. A description was provided of IPPF's organizational structure, funding, and operational system. The Central Treasurer of the Association spoke about the history of the Nepal program since its inception in 1959.
New York, New York, UNFPA, . v, 69,  p. (Evaluation Report)In 1991, a mission in India, Bhutan and Nepal evaluated UNFPA/WHO South East Asian Regional Office (SEARO) maternal and child health/family planning (MCH/FP) projects. The Regional Advisory Team in MCH/FP Project (RT) placed more emphasis on the MCH component than the FP component. It included all priority areas identified in 1984, but did not include management until 1988. In fact, it delayed recruiting a technical officer and recruited someone who was unqualified and who performed poorly. SEARO improved cooperation between RT and community health units and named the team leader as regional adviser for family health. The RT team did not promote itself very well, however, Member countries and UNFPA did request technical assistance from RT for MCH/FP projects, especially operations research. RT also set up fruitful intercountry workshops. The team did not put much effort in training, adolescent health, and transfer of technology, though. Further RT project management was still weak. Overall SEARO had been able to follow the policies of governments, but often its advisors did not follow UNFPA guidelines when helping countries plan the design and strategy of country projects. Delays in approval were common in all the projects reviewed by the mission. Furthermore previous evaluations also identified this weakness. In addition, a project in Bhutan addressed mothers' concerns but ignored other women's roles such as managers of households and wage earners. Besides, little was done to include women's participation in health sector decision making at the basic health unit and at the central health ministry. In Nepal, institution building did not include advancement for women or encourage proactive role roles of qualified women medical professionals. In Bhutan, but not Nepal, fellowships and study tours helped increase the number of trained personnel attending intercountry activities.