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  • WFP/EB.A/2007/6-B/1
    26. The Secretariat presented the document on the funding of employee termination payments. The draft decision in the document had been amended to take account of concerns expressed by ACABQ and the FAO Finance Committee; the issue of short-term staff would accordingly be discussed at a later date. 27. Board members sought clarification, at the next regular session if necessary, of the authority under which termination payments had been made to date. Further information was requested on the current practice of termination payments; some members asked whether WFP was setting a precedent on the matter for other agencies. Other members suggested that any future document should explain the practice of applying different staff rules to different categories of staff. The Board hoped that once IPSAS had been implemented, the whole approach to the termination of contracts at WFP would become clearer. 28. The Secretariat took note of the requests for information, which would be supplied when the issue of short-term staff was discussed.
    The Board: (i) took note of the issue of unfunded termination payments; (ii) took note of the reports and recommendations of the FAO Finance Committee (WFP/EB.A/2007/6(A,B,C,D,E,F,G,H,I,J)/3) and the ACABQ (WFP/EB.A/2007/6(A,B,C,D,E,F,G,H,I,J)/2); (iii) authorized the Executive Director to utilize up to US$15 million released from the Self Insurance Fund for termination payments specifically provided for under staff regulations and ICSC rules; and (iv) requested the Executive Director to report to the Second Regular Session of the Board in October 2007 on the implications to WFP of staff employed under Special Service Agreements (SSA), Service Contracts (SC) and Assignment of Limited Duration (ALD) contracts.
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  • WFP/EB.1/2016/4-B

    23. The Secretariat presented the GAP, which translated the goals of the new gender policy into transformative and measurable actions for all levels of WFP, making all staff responsible for promoting gender equality and women’s empowerment. The GAP had been developed in consultation with WFP offices around the world. In order to ensure that WFP redoubled its efforts in setting goals for gender equality and women’s empowerment and that it had significant reach to regional bureaux and country offices, the Director of the Gender Office now reported to the Executive Director through the Chief of Staff.

    24. Noting that addressing gender issues was essential to ending global hunger, the Board welcomed the GAP. Members appreciated the GAP’s two-layer approach, with layer 1 focusing on the programming of activities in the field and layer 2 on the organizational changes needed across WFP. The Board underlined the importance of high-level oversight and accountability and urged the Secretariat to ensure that the GAP and gender equality and women’s empowerment were strong components of the new Strategic Plan, the Corporate Results Framework (CRF) and Country Strategic Plans.

    25. Board members reiterated the need for quality data collection and analysis, including of qualitative findings. They welcomed the emphasis on accountability to affected populations and incorporation of efforts to end gender-based violence into all WFP programme activities; community-based systems would be essential in this effort.

    26. Responding to Board queries, the Director of the Gender Office clarified that each regional bureau would define, implement and monitor its own GAP actions and indicators through a Regional Gender Strategy, which would align with the corporate GAP. Gender activities were supported in part by Programme Support and Administrative and trust funds; any donor contributions would accelerate GAP implementation, especially the appointment of a regional gender adviser for each regional bureau.

    27. The Chief of Staff assured the Board that the Executive Management Group would monitor implementation of the GAP to ensure compliance. The Secretariat would report to the Board on progress on the GAP at each Annual Session; progress on gender-related issues would also be included in the Annual Performance Report.

    28. The Executive Director reiterated WFP’s strong commitment to gender equality.


    The Board took note of “Gender Action Plan” (WFP/EB.1/2016/4-B), taking into account considerations raised by the Board during its discussion.
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  • WFP/EB.1/2018/INF/1
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  • WFP/EB.2/2003/INF/1
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  • WFP/EB.A/2005/INF/1
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  • WFP/EB.1/2005/INF/1
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  • WFP/EB.A/2015/INF/1
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  • WFP/EB.2/2009/INF/1
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  • WFP/EB.1/2010/INF/1
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  • WFP/EB.A/2006/INF/1
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  • WFP/EB.3/2004/6-F/Rev.1
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  • WFP/EB.A/2004/INF/1/Rev.1
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  • WFP/EB.3/2004/INF/1
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  • WFP/EB.3/2003/INF/1
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  • WFP/EB.3/2000/INF/1
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  • WFP/EB.1/98/INF/1
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  • WFP/EB.1/96/INF/1
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  • WFP/EB.A/2016/4*

    27. The Secretariat drew attention to the significance of the Annual Performance Report (APR) for accountability and learning and its alignment with United Nations reporting requirements. New sections covered trust fund activity, cross-cutting issues and organizational changes; indirect beneficiaries of WFP’s work were also accounted for.

    28. The Board welcomed the accurate analysis of activities in 2015, and commended WFP for meeting the challenges of the current high levels of emergency commitment – the “new norm”. Board members appreciated the transparency of the APR, its enhanced evidence base and WFP’s alignment with the SDGs and Zero Hunger. The Board welcomed the additional information on trust funds and cross-cutting issues – especially gender and accountability to beneficiaries – and was encouraged by the reported increases in South–South cooperation, implementation of CBTs, and food procurement in developing countries. Some members recommended increased use of CBTs, but cautioned that implementation had to be flexible to address needs in different contexts. There was consensus that in the current funding situation WFP should focus on its comparative advantages and ensure that adequate resources were allocated to the well-being of staff, especially in stressful contexts. The Board commended the resource-based planning approach, which made optimum use of funds and increased WFP’s effectiveness.

    29. Some Board members expressed concern that funding appeared to have been disproportionately allocated to Strategic Objective 1, and that experienced staff had been re-deployed from resilience and development projects to emergencies, reducing WFP’s effectiveness in addressing “forgotten emergencies”. The Board emphasized the need for increased multilateral and unearmarked funding to enable WFP to allocate its resources to address actual needs effectively and efficiently. Members requested an additional section in the APR detailing lessons learned in the reporting year and proposals for mainstreaming them.

    30. Board members felt that outcome-level reporting could be further improved, but accepted that time would be needed to enhance WFP’s evidence-gathering mechanisms; the “line-of-sight” planning approach was commended. Members also recommended that reporting at the output and outcome levels should be more closely correlated. The Board commended WFP’s top ranking among United Nations agencies with regard to transparency.

    31. Thanking the Board for its observations, the Secretariat undertook to provide a section on lessons learned in the next APR. Donors’ earmarking of funds limited WFP’s ability to allocate resources to Strategic Objectives 2, 3 and 4, although funding levels had also been affected by the exchange value of the US dollar. The Secretariat sought to maximize flexible multi-year funding. The Secretariat assured the Board that the new Wellness Division was already having positive effects on all aspects of staff health, and undertook to enhance its reporting mechanisms and procedures as recommended by Board members.


    The Board approved the Annual Performance Report for 2015 (WFP/EB.A/2016/4*), noting that it provided a comprehensive record of WFP performance for the year. In accordance with General Regulation VI.3, and pursuant to its decisions 2000/EB.A/2 and 2004/EB.A/11 and to ECOSOC’s resolution E/2013/L.17 and the FAO Council’s decision at its 148th Session in 2013, the Board requested that the Annual Performance Report for 2015 be forwarded to ECOSOC and the FAO Council, along with the present decision and the Board’s decisions and recommendations for 2015.
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Review of CSPs

Draft country strategic plans are now available for review here.

Deadline: 28 September 2018.