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  • WFP/EB.2/2008/4-D
    The Secretariat outlined the global challenge of AIDS and WFP’s work in providing nutritional support and food assistance for people living with HIV/AIDS, including those receiving antiretroviral therapy (ART). Gains had been made in this area, but much remained to be done, and WFP was strengthening its nutrition staff, building partnerships, and developing and rolling out training, guidance and an M&E toolkit. Although providing food increased adherence to and the effectiveness of ART, food and nutrition components for people infected with HIV were underfunded. In 2009, WFP would concentrate on developing a policy, strategy and government advocacy on nutrition and HIV and AIDS. WFP’s main partners in the area of HIV/AIDS include the United Nations Joint Programme on HIV/AIDS (UNAIDS), the World Health Organization (WHO), the United Nations Children’s Fund (UNICEF) and the Food and Agriculture Organization of the United Nations (FAO). A representative of UNAIDS outlined WFP’s valuable cooperation with her organization.In its discussion, the Board noted that many AIDS programmes lacked components focusing on the special needs of women and children, and that more should be done with raising awareness of HIV and AIDS among young people. A database of WFP’s programmes showing what was being done where would be very useful. It was important to ensure that nutritional support pipelines were in place to reach people before they became undernourished.The Secretariat welcomed the Board comments and emphasized the importance of partnerships and adapting responses to local conditions.
    The Board took note of “Global Challenge, National Response: WFP’s Support to National AIDS Programmes – Annual Update on WFP’s Response to HIV and AIDS” (WFP/EB.2/2008/4-D).
  • WFP/EB.1/2007/9-A
    The Regional Director of the West Africa Regional Bureau (ODD) presented an overview of the food security situation, stressing that ODD made extensive use of partnerships, in particular with UNICEF on nutrition, the Office of the United Nations High Commissioner for Refugees (UNHCR) for refugee emergencies and the Permanent Inter-State Committee on Drought Control in the Sahel (CILSS) for food security. Since 2005, UNICEF and WFP had taken leadership and advocacy roles in the fight against unprecedented high rates of malnutrition in northern Sahel, which had acute malnutrition rates of 15 percent and stunting rates of 37 percent. The two agencies had fostered interagency coordination among United Nations agencies in line with IASC agreements and had strengthened partnerships with governments, United Nations agencies and NGOs to increase common understanding of the situation and the need for urgent and sustained response, and to prioritize response strategies. PRROs in Burkina Faso, Mali, Mauritania and Niger required US$13 million for the coming six months. The West Africa Coastal PRRO was being replaced by country-specific PRROs in Guinea, Liberia and Sierra Leone, starting in July 2007. UNHCR and WFP had confirmed that facilitated repatriation to Liberia was to be completed in June 2007. Recent violence in Guinea had led to martial law; non-essential United Nations staff and dependents had been evacuated. About 1,000 mt of WFP food had been looted in Labe and Kankan. WFP urgently required US$7 million for the West Africa Coastal PRRO and for the special operation providing humanitarian air services. In response to continued unrest in Côte d'Ivoire, a new regional PRRO was being planned to start in July 2007. US$2 million was needed over the next six months to support IDPs and protect vulnerable populations. For eastern Chad, a loan of US$5 million had been taken from the IRA to assist the 220,000 Sudanese refugees in 12 camps; resources were urgently needed to pre-position food before the rainy season. Regional instability in Chad and the Sudan had led to deteriorating security in northern Central African Republic; WFP was increasing the scope of the ongoing PRRO to include the most vulnerable 300,000 of the 1.1 million people affected. The results of an ongoing rapid food security assessment, led by WFP with the participation of NGO partners, would be used in determining the scale of WFP's future assistance. The PRRO still required US$4 million. The Regional Director briefed the Board on partnership with CILSS: a steering committee was monitoring the functioning of markets in the Sahel; WFP had outposted an adviser to strengthen CILSS capacity for emergency needs assessments. The Rome-based agencies were collaborating with CILSS and the West Africa Economic and Monetary Union (UEMOA) on the design and launch of SARDI. The WFP/UNICEF led Alliance for Education had grown, promoting basic education through school feeding, building schools, training teachers, nutrition education and deworming. The Regional Director presented the development project The Gambia 10548.0: Support to Basic Education in Rural Vulnerable Regions (August 2007– July 2011) for Executive Board approval. The project was in line with the Poverty Reduction Strategy Paper (PRSP) and the United Nations Development Assistance Framework (UNDAF). The Regional Director thanked the Board for its generosity in providing funds for work throughout the region. 8 Members of the Board expressed support for the work of ODD and praised the Gambia project for its participatory approach that involved the Government and NGOs, its gender sensitivity and its support for capacity-building. The Board enquired about the role of school garden projects and requested clarification as to support for madrassas and integration of interventions with national strategies. Concern was expressed about the IDP and refugee movements in Cameroon, the Central African Republic and Chad and about coordination between the organizations involved. Clarification on staffing issues in Chad was sought. In response, the Secretariat noted that there had been no reduction of staff in Chad. Collaboration between ODK, ODD and the Sudan was dealing with crossborder refugee movements. WFP development activities were aligned with national strategies, often under government leadership; weak governance capacity was a constraint that was being addressed. Cameroon's hospitality for refugees was gratefully acknowledged. The Regional Director announced that discussions had been held and contingency plans were being made for refugees from northern Central African Republic entering southern Chad and Cameroon. The Gambia country director explained that the madrassas were Islamic schools that had been accepted into the education sector to serve the needs of some members of the community; they were required to meet government curriculum criteria. He gave assurances that WFP was keen to collaborate with partners in their bilateral programmes in The Gambia.
    The Board approved The Gambia Development Project 10548.0 “Support to Basic Education in Rural Vulnerable Regions” (WFP/EB.1/2007/9-A), subject to availability of resources.
  • WFP/EB.1/2011/7/3
    22. Summarizing the situation, the Deputy Regional Director for Asia (ODB) drew attention to the effects of high food prices and natural disasters in a context of funding shortfalls and limited capacities. In line with the Strategic Plan, WFP was deploying cash and voucher schemes and, where feasible, electronic food vouchers; cash grants for micro-enterprises were showing good results. In order to effectively manage risks associated with cash and voucher programmes, the region had stepped up the quality and breadth of its needs analysis, monitoring and oversight. ODB was shifting steadily to food assistance support for government safety-net systems and development of risk-management and disaster-response capacities. WFP was reviewing its operations in Afghanistan with a focus on strategy, operational modalities and risk management. In the Democratic People’s Republic of Korea (DPRK), WFP would lead an inter-agency assessment following a request from the Government for emergency food assistance; the Board would be updated once the results were available.23. The Board welcomed the ODB report and commended the alignment of WFP interventions with government programmes. Members noted that in certain cases higher food prices could be advantageous for small farmers in the region. The Board stressed that the DPRK needs assessments be realistic and based on sound evidence, which would require adequate access; it urged WFP to ensure that its assessments and resource allocations in DPRK were fully transparent so that donor confidence was maintained. The representative of DPRK assured the Board that WFP would have the full collaboration of the Government.24. The Deputy Regional Director reassured the Board that its interventions were planned in collaboration with national and local authorities. He noted that when food prices increased, urban populations were the most affected; while some farmers might profit temporarily, the very poor were not able to derive benefits. Concerning the DPRK assessment, the focus would be on changes since the previous assessment in November 2010. The Secretariat clarified that Afghanistan would be one of the countries examined in the upcoming quarterly operational review.25. With regard to the impact evaluation of school feeding in Cambodia, the Director of the Office of Evaluation noted that school feeding had been effective in enhancing educational outcomes such as increased enrolment and attendance, and that the take-home rations had been an effective modality; the learning and nutrition outcomes had been sound. Food assistance had had significant effects in poor households, but the success of the school feeding programmes had been limited by the need for children in poor families to work, and low quality of education in schools and of school infrastructure. The programme was well organized, but had difficulties achieving all programme objectives at once. Therefore, the evaluation recommended that programme objectives should be further clarified and synergies with other projects identified with a view to providing a comprehensive assistance package. The Director of the Performance and Accountability Management Division noted that the evaluation’s eight recommendations were 26. The Deputy Regional Director noted that post-conflict Cambodia had the resources to escape the poverty trap: WFP saw its role as an enabler in supporting national food security, recovery and development programmes, particularly those targeting education, nutrition and livelihood development. With regard to the country programme (CP), WFP’s plans included purchasing 70 percent of food requirements locally and building emergency response capacities. Cash-based modalities would be used as appropriate and operations would be designed in collaboration with stakeholders to be cost-effective and sustainable in the long term with a view to hand-over.27. Board members commended the quality of the evaluation, the positive results and the taking up of the evaluation recommendations in the new CP. They suggested that WFP go further to develop systems for assessing value for money to assure donors that their contributions were used effectively and to inform governments on what it took to achieve objectives. Sound baseline evidence would have to be obtained from the outset of operations to achieve this. There was also a need to clarify the criteria for community-based nutrition, livelihood support and health care interventions and to ensure that gender and environmental issues were recognized. Some members asked for details of WFP’s capacity development work with government institutions and its plans for hand-over, suggesting that a budgeted operational workplan and timeline be developed for achieving sustainability and national ownership. Others asked for clarification of WFP’s partnership arrangements, noting that FAO and the United Nations Children’s Fund (UNICEF) had programmes that could be synergized with WFP’s interventions. The importance of establishing priorities to take account of possible resource shortfalls was again emphasized.28. The country director in Cambodia confirmed that collaboration with FAO and UNICEF was ongoing in several areas, and informed the membership that WFP supported community nutrition by training health volunteers for mother-and-child health (MCH) programmes; the major criterion for inclusion in MCH programmes was stunting (chronic malnutrition). Partnerships were developed with non-governmental organizations (NGOs) for piloting voucher MCH programmes. Although not explicit in the CP document, Enhanced Commitments to Women objectives were addressed in the CP, and gender and environmental indicators would be used in targeting and reporting. WFP saw eventual national ownership of the CP programmes as a core feature, but realistic expectations and decisions regarding the eventual hand-over would have to be made on the basis of the status of government finances and management capacity: these matters would be reflected in the amended CP document. Work was ongoing with the World Bank and other partners to develop monitoring modalities on new pilots; opportunities for working with the Ministry of Agriculture would be examined, particularly within the context of Cambodia’s decentralization programme.29. With regard to the Timor-Leste CP, the Deputy Regional Director observed that the operation was in line with national plans and that responsibility for school feeding had been taken over by the Government. WFP was seeking to develop national capacities as a primary objective and to improve infrastructures; it would include school kitchens and the provision of fuel-efficient stoves in its programme.30. Board members approved the balance of CP activities, and urged caution with regard to handing over school feeding programmes in view of limited ministry capacities. The next draft of the CP document should include reference to synergies with other actors, more accurate data on food insecurity and component costs, further development of monitoring modalities and clarification of the logframe in terms of outcome and output indicators. Board members suggested that a strategy be prepared for the envisaged 2013 hand-over, along with provisional plans for an extended presence after that date. Questions were raised as to the extent of WFP’s consultations with other agencies at the planning stage and the extent to which gender issues were included in capacity development activities.31. The Deputy Regional Director observed that work on the hand-over had been in progress for some time, and staff had been embedded in ministries to facilitate this work. The essential requirement was to ensure that the Government was in a position to take over food assistance mechanisms: capacity development work was ongoing with this in view, and a workplan and timeline were being developed along with indicators for measuring progress. The country director assured the Board that synergies with the protracted relief and recovery operation (PRRO) would be sought and that the logframe would be adjusted as recommended by Board members.
    The Board took note of draft country programme Cambodia 200202 (2011–2016) (WFP/EB.1/2011/7/3), for which the food requirement is 137,586 mt at a total cost to WFP of US$131.9 million, and authorized the Secretariat to formulate a country programme, taking into account the observations of the Board.
  • WFP/EB.A/2010/9-A/3/Corr.1
  • WFP/EB.2/99/5-A
  • WFP/EB.A/2009/8
    The Board endorsed draft country programme Uganda 10807.0 (2009–2014), (WFP/EB.A/2009/8) for which the food requirement was 82,169 mt at a total cost to WFP of US$158.4 million, and authorized the Secretariat to formulate a country programme, taking into account the observations of the Board.