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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.
  • WFP/EB.A/2014/6-E/1
    The Chairperson of the AC outlined the annual report. The AC supported improvements made by the IG to audit reporting and in management’s progress in the enterprise risk management system. Discussions of treasury and investment oversight had focused on handling food price volatility and trading and hedging practices. Advice and support were also available from the Investment Advisory Panel and the World Bank Treasury. The AC would like the External Auditor to share reports for its consideration when finalized so that it could provide feedback, even between AC meetings.The Board welcomed the report and expressed its awareness of the positive value of the work of the AC, particularly with regard to its support for the introduction of positive assurance and its concurrence with the decision to maintain a single indirect support cost rate. Several Board members expressed support for the improvement in the management of food price volatility, but recognized that time would be needed. Board members supported the AC in recommending that advance financing mechanisms be kept as simple as possible so that risks could be managed effectively and resources utilized to optimum effect. While the AC had raised no ethical concerns, the Board felt that the issues should be kept under observation.The Board fully approved the AC’s commitment to transparency and consultation. Its independent scrutiny of WFP’s plans and actions was seen as a valuable asset that helped WFP to achieve its objectives.The Chairperson thanked the Board for its remarks, observing that work on the statement of positive assurance was in line with developments in the private sector. Discussions of risk management issues to be covered in 2014 by the Office of the IG would focus on food manufacturing and safety, infrastructure projects and C&V programmes. During 2014 the AC was to discuss with management information technology infrastructure and human capital management.The Secretariat thanked the AC for its work, which contributed positively to the development of new approaches in WFP.
    The Board took note of “Annual Report of the Audit Committee” (WFP/EB.A/2014/6-E/1). The Board also took note of the comments of the ACABQ (WFP/EB.A/2014/6(A,B,C,D,E,F,G,H,I,J,K)/2) and the FAO Finance Committee (WFP/EB.A/2014/6(A,B,C,D,E,F,G,H,I,J,K)/3).
  • WFP/EB.1/2012/4/Rev.1
    The Secretariat presented the report, highlighting WFP’s inter-agency, multilateral and non-governmental agency (NGO) collaboration. WFP was promoting the United Nations reform agenda to “Deliver as One” and enhance effectiveness, and was engaged in the Inter-Agency Standing Committee (IASC) humanitarian reform process that had led to adoption of the Transformative Agenda.The Executive Director spoke of her work on the Transformative Agenda and reminded the Board that clusters were a core part of WFP’s business.The Board commended the report and its inclusion of WFP’s role in the humanitarian reform agenda, building on cluster reform; its shift to food assistance; its leading of humanitarian clusters; and its continued emphasis on gender, disaster risk reduction, South–South cooperation, capacity development and participation in forums, such as the Committee on World Food Security (CFS). Members asked that WFP support humanitarian leadership and accountability, staff training for emergencies, cluster and inter-cluster coordination, mutual accountability, common needs assessments, consolidated appeals and monitoring of pooled funds. They urged WFP to propose staff for the Humanitarian Coordinators pool.Members asked how WFP prioritized limited funds, and recognized the importance of multilateral funding. The Board welcomed new tools such as food pre-positioning, cash and vouchers and P4P. Members sought more details on Food and Agriculture Organization of the United Nations (FAO) collaboration in P4P; lessons learned in NGO collaboration, cash and vouchers and school feeding; and the forward purchasing facility.The Secretariat confirmed the importance of humanitarian reform where NGOs were increasingly participating; the Office for the Coordination of Humanitarian Affairs (OCHA) was also involved in inter-cluster coordination through Humanitarian Coordinators. More information would be included in the forthcoming reports on WFP humanitarian assistance and in the Annual Performance Report; other issues would be addressed bilaterally. The Secretariat’s introduction on the IASC Transformative Agenda was to be incorporated in a revised version of the report.
    The Board approved the “Annual Report for 2011 to ECOSOC and FAO Council” (WFP/EB.1/2012/4/Rev.1). In accordance with decision 2004/EB.A/11, the Board requested that the Annual Report be forwarded to the Economic and Social Council of the United Nations (ECOSOC) and the Food and Agriculture Organization of the United Nations (FAO) Council along with the Board’s decisions and recommendations.
  • WFP/EB.2/2005/5-D/1/Rev.1
  • WFP/EB.1/2012/14
    The Board appointed the representatives of France and Morocco to the selection panel for Audit Committee (AC) members. The other members of the selection panel were a sitting member of the AC and two members of the Secretariat selected by the Executive Director.
    The Board approved the following appointments to the selection panel for Audit Committee members in relation to the selection or renewal, as appropriate, of three Audit Committee members in 2012:  Her Excellency Bérengère Quincy (France), as representative of the Executive Board  His Excellency Hassan Abouyoub (Morocco), as representative of the Executive Board and requested the selection panel to report its recommendations to the Executive Director and the President of the Board.
  • WFP/EB.A/2005/4
  • WFP/EB.2/2017/7-B/3

    145. Presenting the ICSP, the Country Director said that WFP was working with the Government on all aspects of it. It was ambitious, but its cash-based approaches could make a significant contribution to long-term development.

    146. Saying that the overriding needs were to address chronic malnutrition and food insecurity as a basis for further development in line with the Government’s plans and SDG and zero hunger targets, Board members expressed support for the procurement of food from smallholder farmers as a tool for sustainable economic and agricultural development and for South–South cooperation to enhance local capacities. Capacity development for government staff was also a prerequisite for economic recovery; other training would focus on institutional capacities for disaster response. Board members observed that the large numbers of refugees and IDPs were affecting host communities, which required support, and expressed concern about the scale of needs and the effects of conflict on implementation of the ICSP, with some asking whether the ICSP was overambitious under the circumstances and some requesting clarification regarding cooperation among the Rome based agencies.

    147. Some members noted that while 70 percent of the population was engaged in agriculture only 1 percent of the national budget was allocated to the sector. High food prices were attributed to inefficient production, and arable land was ample but not being cultivated. Initiatives to increase production were therefore significant as means of addressing malnutrition and driving economic development. Board members also urged WFP to address gender based violence and related issues under the ICSP.

    148. Board members expressed approval of assessments to inform targeting and of plans to scale up, but asked whether WFP had the resources to monitor its widespread activities effectively. Some members recommended emergency food assistance for displaced people to forestall the need for subsequent food security and nutrition interventions.

    149. The Country Director said that P4P activities were efficient in terms of food procurement and also helped to drive reconciliation in conflict areas. He assured the Board that WFP’s staff and resources were adequate, while stressing that the support of partners was indispensable; the main constraint on current activities was the 70 percent funding gap. The Country Director said that while more land could be cultivated the main impediment to food availability was the difficulty of getting it delivered to markets. According to FAO, the country had the potential to provide food for 2 billion people but lacked the means to tap that potential. Board members acknowledged that the structural and political challenges were not new and expressed gratification that WFP was seeking to establish a sustainable presence in the Democratic Republic of the Congo in collaboration with the other Rome based agencies.

    The Board approved the “Democratic Republic of the Congo Interim Country Strategic Plan (2018–2020)” (WFP/EB.2/2017/7-B/3) at a total cost to WFP of USD 722,646,604.

  • WFP/EB.A/96/8/Add.1
  • WFP/EB.1/97/1/Add.1/Corr.1