1. No category

Fighting Hunger Worldwide
Internally Displaced
Persons in Tacloban,
Philippines calling for
assistance after the
damage caused by
Typhoon Haiyan
Operational Resourcing Update
May 2015
Overview of WFP’s main needs and funding shortfalls
WFP/Rein Skullerud
Operational Resourcing Update
May 2015
Operational Resourcing Update
May 2015
Contents
Introduction ...........................................................................................................3
Section 1: Level 3 Emergencies Funding Outlook ..................................................4
Section 2 : Level 2 Emergencies Funding Outlook ............................................... 11
Section 3: Other Operations with Critical Funding Needs ..................................... 17
Middle East, North Africa, Eastern Europe and Central Asia .......................................... 18
West Africa ............................................................................................................ 20
Southern Africa ....................................................................................................... 22
East and Central Africa……………………………………………………………………………………………………………24
Latin America and Caribbean .................................................................................... 25
Section 4: Assisting the Humanitarian Community in Emergencies ...................... 26
UN Humanitarian Response Depot ............................................................................. 28
UN Humanitarian Air Service .................................................................................... 29
Logistics Cluster...................................................................................................... 31
Emergency Telecommunications Cluster..................................................................... 35
Food Security Cluster .............................................................................................. 37
Section 5: Somalia………………………………………………………………………………………40
Section 6: Funding Overview................................................................................44
WFP Operations ...................................................................................................... 46
Donors in 2015 ....................................................................................................... 48
Acronyms ............................................................................................................. 52
Operational Resourcing Update
May 2015
Introduction
The deepening of the crisis in Yemen is demanding a surge in humanitarian efforts, at a time
when every agency is over-stretched. The common thread running through all the current crises,
many of them man-made, is the escalation of hunger. Vulnerable communities in need are not
responsible for their situation.
The number of internally displaced people has recently increased due to natural disasters:
earthquakes in Nepal, droughts and floods in Southern Africa and in Latin America.
While there are few signs of hope in C.A.R., Syria, South Sudan and Iraq, tremendous
achievements have been gained in the three West Africa countries affected by Ebola. Liberia is
now Ebola-free, though our support is still needed.
Thanks to your voluntary contributions alongside funds from the private sector and the
collaboration of humanitarian partners, WFP was able to augment its emergency response
capacity and resources in the Middle East, as well as in East and West Africa. However, the
current situation reminds us that no one should be forgotten or left behind.
As of 15 May, WFP’s resourcing level was 13 percent lower than during the same period in 2014.
Nevertheless, our commitment is higher. WFP is doing its best with less.
With our partners’ support, WFP assistance feeds not only the bodies of those in need but also
their minds - with the hope that they are not forgotten. Everything must be done so that no one
dies because of hunger.
Our partnership and common trust call for continued voluntary contributions. WFP’s funding
requirement for the next six months is 1.9 billion US dollars. For the operations listed in the
Operational Resourcing Update, WFP is seeking 1.6 billion US dollars.
Cover photos:
WFP/Marco Frattini,
Silke Buhr, Rein Skullerud,
Francisco Fion.
Operational Resourcing Update
May 2015
3
Section 1:
Level 3 Emergencies Funding Outlook
6 Month Funding Overview
Operational Resourcing Update
May 2015
As of 19 April 2015
4
WFP/Abeer Etefa
Underfunded Level 3 Emergencies
Operational Resourcing Update
May 2015
5
Underfunded Level 3 Emergencies
TOTAL PROJECT
April 2015 - Sep 2015
1.5 million
$199
$105.9
PROJECT
TOTAL PROJECT
April 2015 - Sep 2015
January 2015 -
$97.8 million (49%)
$45.6 million (43%)
WFP/David Orr
TOTAL
million
WFP/Charles Hatch Barnwell
C.A.R. Regional EMOP 200799
million
Despite high levels of insecurity, WFP continues to reach thousands of
highly vulnerable displaced food insecure individuals within CAR, and
fleeing violence and human rights violations into Cameroon, Chad,
Congo and DRC. In addition to the highly unstable situation, WFP faces
increasing logistical and supply chain challenges resulting in delays to
source and transport food through the Douala corridor. This situation is
likely to worsen with the imminent rainy season stretching further lead
times for commodities to reach distribution points in countries, leaving
WFP with no choices but to reduce rations. With the continued volatile
tensions in C.A.R., significant new inflows of highly distressed
populations are expected throughout 2015 for which resources are
urgently required.
Operational Resourcing Update
May 2015
6
Underfunded Level 3 Emergencies
Ebola Regional EMOP 200761
Iraq EMOP 200677
TOTAL
BENEFICIARIES
TOTAL PROJECT
REQUIREMENTS
April 2015 - Sep 2015
REQUIREMENTS
TOTAL
BENEFICIARIES
TOTAL PROJECT
REQUIREMENTS
April 2015 - Sep 2015
REQUIREMENTS
3
$189.1
$59.6
1.8
$419.5
$135.3
million
million
million
million
million
million
PROJECT
DURATION
TOTAL PROJECT
SHORTFALL (%)
April 2015 - Sep 2015
SHORTFALL (%)
PROJECT
DURATION
TOTAL PROJECT SHORTFALL
(%)
April 2015 - Sep 2015
SHORTFALL (%)
August 2014 May 2015
$40.2 million (21%)
$8.9 million (15%)
April 2014December 2015
$173 million (41%)
$62.6 million (46%)
In Guinea and Sierra Leone, new Ebola cases continue to be reported. WFP
provides for patients’ micronutrient needs during treatment and for survivors
upon discharge, while ensuring rapid delivery to traced individuals during the
surveillance period, in order to reduce unnecessary movement during periods of
intense transmission. While maintaining its activities to care for patients and
contain the virus, WFP will reinforce efforts to reach zero cases through ensuring
access to food and the protection of some 800,000 families who are severely
food insecure as well as most vulnerable groups, particularly during the June to
September lean season, when food needs are at their highest. WFP food and
cash assistance provides vital support during the hunger season and ensures
social protection for most vulnerable groups including survivors and orphans.
Operational Resourcing Update
May 2015
Violence since January 2014 has caused successive waves of mass
displacement throughout the country; it is now estimated that 2.7 million
people have been displaced in Iraq. The whole country is affected by the
crisis. The generous contribution from Saudi Arabia has now been fully
utilized, while WFP’s internal financing mechanisms have been exhausted.
Funding constraints have forced WFP to change its operational strategy
drastically. Households living outside camps will now receive only half of
the family ration, while the voucher value has been reduced from US$26 to
US$16. Full rations remain in place for those living in the camps as they
have reduced access to employment opportunities. For the next three
months (May-July) WFP requires US$122 million.
7
Underfunded Level 3 Emergencies
South Sudan EMOP 200659
South Sudan PRRO 200572
TOTAL
BENEFICIARIES
TOTAL PROJECT
REQUIREMENTS
April 2015 - Sep 2015
REQUIREMENTS
TOTAL
BENEFICIARIES
TOTAL PROJECT
REQUIREMENTS
April 2015 - Sep 2015
REQUIREMENTS
1.7
$508.9
$171.4
1.5 million
$504.4
$328.7
PROJECT
DURATION
TOTAL PROJECT
SHORTFALL (%)
January 2014 September 2015
$53.6 million (10%) $218.3 million (66%)
million
million
million
PROJECT
DURATION
TOTAL PROJECT
SHORTFALL (%)
April 2015 - Sep2015
SHORTFALL (%)
January 2014 December 2015
$184.3 million (37%) $90.1 million (53%)
million
April 2015 - Sep 2015
SHORTFALL (%)
Large-scale displacements, an increasingly unstable economy, and natural
disasters, such as floods, continue to affect agricultural activities and the
functioning of markets, which in turn leads to high levels of food insecurity
and malnutrition. Under this operation, WFP plans to support 1.5 million
conflict-affected people through general food distributions, blanket and
targeted supplementary feeding programmes and voucher transfers where
possible. Beneficiaries are located in remote areas in the three Greater
Upper Nile states as well as Protection of Civilian sites and main
displacement camps in major towns. As the rainy season is now setting in,
land transport is difficult, and the operation increasingly relies on costly air
operations to reach areas where food could not be pre-positioned.
With the lean season starting in May, the situation is worsening across
South Sudan. A recent quarterly assessment indicates approximately 2.4
million people in PRRO-targeted areas are food insecure. The deteriorating
macro-economy, including sharp price increases, is severely affecting food
security. The PRRO aims to assist 1.7 million food insecure people in areas
not directly affected by the ongoing conflict, including refugees, IDPs and
food insecure residents. While providing life-saving assistance to the most
vulnerable, it also encourages recovery and resilience where possible. Critical
funding shortfalls may force WFP to scale down some activities including
assistance to refugee and those displaced from Abyei, as well as nutrition
programmes despite GAM rates of around 20 percent in some areas
Operational Resourcing Update
May 2015
million
8
Underfunded Level 3 Emergencies
Syria Regional EMOP 200433
TOTAL
BENEFICIARIES
TOTAL PROJECT
REQUIREMENTS
April 2015 - Sep 2015
REQUIREMENTS
2.1
$2.5
$359.4
million
billion
million
PROJECT
DURATION
TOTAL PROJECT
SHORTFALL (%)
April 2015 - Sep 2015
SHORTFALL (%)
July 2012
December 2015
$1 billion (42%)
$277.4 million (77%)
WFP/Dina El-Kassaby
As the crisis enters its fifth year, Syrians continue to flee; almost 4
million people have now fled Syria to Jordan, Lebanon, Iraq, Turkey
and Egypt. WFP has been providing continuous food assistance to
millions of refugees, primarily through vouchers. The protracted
crisis and other multiple concurrent emergencies have deepened
the funding shortage. Since January 2015, to maximize available
resources, the monthly voucher values in all countries have been
reduced by an average 30 percent. Potential pipeline breaks still
threaten WFP assistance, risking a further reduction in the voucher
value. Reduced assistance is having a devastating impact on the
refugees’ lives, with many employing negative coping strategies to
meet their needs.
Photo WFP/Hani Al
Operational Resourcing Update
May 2015
9
Underfunded Level 3 Emergencies
Syria EMOP 200339
TOTAL BENEFICIARIES
TOTAL PROJECT REQUIREMENTS
April 2015 - Sep 2015 REQUIREMENTS
4.5 million
$2.21
$322.6
PROJECT DURATION
TOTAL PROJECT SHORTFALL (%)
April 2015 - Sep 2015 SHORTFALL (%)
October 2011 - December 2015
$1.1 billion (51%)
$221.4 million (69%)
billion
million
As the security and humanitarian situation in Syria deteriorates, 7.6 million Syrians are displaced within the country. Some 9.8 million people are
currently in need of various levels of food, agriculture and livelihood-related assistance. Of these, 6.8 million people are understood to be in urgent
need of food assistance.
Since 2011, WFP has been providing emergency food assistance to the affected population and is currently targeting 4.25 million people on a monthly
basis. Since January 2015, due to limited funding, WFP has had to adjust its general food ration with an average reduction in the monthly food basket
of 20 percent. Additional funds are urgently needed before the month of June in order to avert a critical pipeline break in July.
Operational Resourcing Update
May 2015
10
Section 2:
Level 2 Emergencies Funding Outlook
6 Month Funding Overview
Operational Resourcing Update
May 2015
As of 19 April 2015
11
Underfunded Level 2 Emergencies
Djibouti PRRO 200293
Congo DR PRRO 200540
TOTAL
BENEFICIARIES
TOTAL PROJECT
REQUIREMENTS
April 2015 - Sep 2015
REQUIREMENTS
TOTAL
BENEFICIARIES
TOTAL PROJECT
REQUIREMENTS
April 2015 - Sep 2015
REQUIREMENTS
3.6
$396
$54.5
150 thousand
$70.4
$9.1
million
million
million
million
million
PROJECT
DURATION
TOTAL PROJECT SHORTFALL
(%)
April 2015 - Sep 2015
SHORTFALL (%)
PROJECT
DURATION
TOTAL PROJECT SHORTFALL
(%)
April 2015 - Sep 2015
SHORTFALL (%)
July 2013 December 2015
$136million (34%)
$12.1 million (22%)
October 2011 April 2015
$20.3 million (29%)
$3.9 million (43%)
The last CFSVA found that almost 60 percent of food insecure households
live in rural areas in Djibouti. The region with the highest rate of food
insecurity is Obock (98 percent of households), followed by Dikhil (83
percent). These areas also have the highest rates of malnutrition
according to the SMART of 2014.
In DRC, 6.5 million people are food insecure, the majority of whom live in
the conflict affected eastern provinces where 2.8 million people are
displaced. An estimated 1.8 former IDPs are returning to their homes and
face significant challenges as areas of return have often been looted or
destroyed. Across the country, 43 percent of children under 5 are
chronically malnourished and suffer from growth retardation.
Military operations in the East, led by DRC armed forces with Monusco
against more than 40 armed groups continue to trigger displacements.
Rising ethnic conflict is also causing displacement.
The conflict in CAR and electoral violence in Burundi have resulted in an
influx of approximately 100,000 refugees, further compounding
humanitarian needs.
Following the latest developments in Yemen, Djibouti now hosts a new
refugee camp in Obock, which will be an additional burden on an already
stressed local population with needs likely to rise with the upcoming hot
season. If no contribution is forthcoming in the next few months, WFP
will face an immediate pipeline break in September. This will affect the
refugee caseload as well as the most food insecure areas at the end of
the lean season.
Kenya PRRO 200294
TOTAL PROJECT
REQUIREMENTS
April 2015 - Sep 2015
REQUIREMENTS
1.1 million
$454.1
$57.5
PROJECT
DURATION
TOTAL PROJECT SHORTFALL
(%)
April 2015 - Sep 2015
SHORTFALL (%)
May 2012 - April
2015
$149.7 million (33%)
$18 million (32%)
million
million
The 2014 short rains (October-December) assessment found that 1.6
million people are acutely food insecure and will require immediate food
assistance for March-August 2015. The cumulative effects of the poor
2014 long rains (March-May) coupled with: (i) below-average short rains;
and (ii) increasing food prices and conflicts have resulted in more people
becoming acutely food insecure.
WFP and the government are working together to address the
requirements, but the combined resources for food assistance are
inadequate. WFP provides food and cash based assistance to 1.2 million
people in the arid and semi-arid counties. Given the uncertainty for the
current long rains season, it is important that the food requirements for
people already identified in the most recent assessment are fully
addressed.
WFP/Jaqueline Dent
Operational Resourcing Update
May 2015
TOTAL
BENEFICIARIES
12
Underfunded Level 2 Emergencies
Ethiopia PRRO 200290
Libya EMOP 200776
TOTAL
BENEFICIARIES
TOTAL PROJECT
REQUIREMENTS
April 2015 - Sep 2015
REQUIREMENTS
TOTAL
BENEFICIARIES
TOTAL PROJECT
REQUIREMENTS
April 2015 - Sep 2015
REQUIREMENTS
4.3
$1.5
$136.2
175 thousand
$20.7
$12.2
PROJECT
DURATION
TOTAL PROJECT
SHORTFALL (%)
November 2014–
Sept 2015
$13.9 million (67%) $8.6 million (70%)
million
billion
million
PROJECT
DURATION
TOTAL PROJECT
SHORTFALL (%)
April 2015 - Sep 2015
SHORTFALL (%)
January 2012 –
June 2015
$679.3 million (45%) $107 million (79%)
million
million
April 2015 - Sep 2015
SHORTFALL (%)
This operation aims to prevent food crises and enhance the resilience
of approximately 4.3 million food insecure people. WFP provides
general food rations (GFD) for 2.1 million people identified through
seasonal assessments, while the Targeted Supplementary Feeding
Programme (TSFP) supports about 1 million moderately malnourished
children under five and pregnant and nursing women.
The Productive Safety Net Programme (PSNP) supports about 1.2
million chronically food insecure people through food for assets
activities. Pipeline breaks for GFD and PSNP start in May and June,
while breaks for TSFP commence in the third quarter of 2015. Unless
new resources are made available, WFP will be forced to cut rations or
suspend distributions with detrimental effects on the nutritional
situation of the population.
The ongoing fighting within Libya has exacerbated the humanitarian
situation displacing over 400,000 people. Due to security constraints,
WFP has no staff in Libya and continues to provide assistance to the
most affected people remotely from Tunisia.
In partnership with local NGOs, and working in a very difficult
environment, to date WFP has reached about 90,000 internally
displaced persons (IDPs). The emergency operation in Libya is facing a
critical shortfall. Without additional funding, WFP will be unable to
continue providing vital food assistance beyond mid-June. Urgent funds
are needed to ensure basic assistance to civilians and IDPs affected by
the conflict, avoiding a deterioration of their food security and
nutritional status and the adoption of negative coping mechanisms.
Mali PRRO 200719
Mali Regional EMOP 200438
TOTAL
BENEFICIARIES
TOTAL PROJECT
REQUIREMENTS
April 2015 - Sep 2015
REQUIREMENTS
TOTAL
BENEFICIARIES
TOTAL PROJECT
REQUIREMENTS
April 2015 - Sep2015
REQUIREMENTS
2.6
$310.4
$64.9
43 thousand
$200.2
$13.3
PROJECT
DURATION
TOTAL PROJECT
SHORTFALL (%)
April 2015 - Sep 2015
SHORTFALL (%)
June 2012 –
December 2015
$62 million (31%)
3.8 million (29%)
million
PROJECT
DURATION
January 2015December 2017
million
TOTAL PROJECT
SHORTFALL (%)
$268million (82.4%)
million
April 2015 - Sep 2015
SHORTFALL (%)
$47.2 million (73%)
Some 410,000 people are currently in need of immediate food
assistance. WFP is feeding 130,000 of these, with 350,000 planned for
the coming lean season. PRRO 200719 is suffering from a critical
shortfall with serious pipeline breaks in cereals and nutrition
products, forcing WFP to reduce its live-saving nutrition activities.
If new contributions are not made soon, WFP will not be able to scale
up activities to meet lean season needs, and general food distribution
rations will be reduced further.
Current calculations of beneficiaries in need of emergency food
assistance are based on the most recent survey; there is no room for
flexibility if these figures increase.
Operational Resourcing Update
May 2015
million
million
WFP currently provides life-saving support to 135,000 Malian refugees
who fled the conflict affecting the Northern part of the country to
Burkina Faso, Mauritania and Niger. The situation in Mauritania remains
difficult as late funding, combined with supply chain constraints, has
resulted in critical pipeline breaks in recent months. This has forced
WFP to suspend distributions in March.
From April onwards, WFP will also have to adjust its caseload in line
with the UNHCR revised figures from 34,000 to 53,000 persons. This
operation heavily relies on WFP internal advance mechanisms to ensure
that food reaches the most vulnerable in a timely manner, especially
during the imminent lean season. Resources are therefore immediately
required to maintain food and nutritious interventions, cash and
voucher activities as well as emergency school feeding for Malian
refugees across the three countries
13
Underfunded Level 2 Emergencies
Nepal EMOP 200668
TOTAL BENEFICIARIES
TOTAL PROJECT REQUIREMENTS
April 2015 - Sep 2015 REQUIREMENTS
2 million
$116.6
$116.6
PROJECT DURATION
TOTAL PROJECT SHORTFALL (%)
May 2015 - July 2015 SHORTFALL (%)
April 2015– July 2015
$101.2million (13.1%)
$99million (32%)
million
million
WFP urgently requires funds for its emergency response after the earthquake on 25 April. An estimated 1.9 million people in mountainous areas
beyond the Kathmandu valley need emergency food assistance. With huge access challenges including rugged terrain and poor weather, WFP is
racing against the clock to cover these needs before the monsoon starts in early June. While WFP has been using internal resources to deliver
immediate relief, contributions are urgently required to repay this loan and continue emergency food relief.
For the second phase of the response, from June onwards, WFP requires funding to sustain food assistance to 1.15 million people in need, initiate
blanket supplementary feeding for PLW and children under 2 and start conditional cash transfers where markets show signs of recovery. During the
early recovery phase from July onwards, additional resources will be needed to implement food and cash assistance for assets to rebuild sustainable
livelihoods and food security before the autumn harvest in September.
Operational Resourcing Update
May 2015
14
Underfunded Level 2 Emergencies
Yemen PRRO 200636
TOTAL BENEFICIARIES
TOTAL PROJECT REQUIREMENTS
April 2015 - Sep 2015 REQUIREMENTS
6 million
$510.8
$123.7
PROJECT DURATION
TOTAL PROJECT SHORTFALL (%)
April 2015 - Sep 2015 SHORTFALL (%)
July 2014 - June 2016
$283.9 million (55.6%)
$64.2million (52%)
million
million
Following the escalation of conflict, Yemen is facing unprecedented humanitarian challenges. Prior to the current crisis, Yemen was already the
poorest country in the Arab region and the 8th most food-insecure in the world, with 61 percent of its population requiring humanitarian assistance
in 2015. The number of food insecure people has increased by at least 13 percent from 10.6 million to 12 million.
In response to the critical humanitarian situation, WFP has directed its programmes in Yemen towards life-saving interventions in support of
vulnerable, conflict-affected civilians. During May-July period, WFP aims to reach 2.5 million people monthly, requiring USD 42.5 million every
month. WFP maintains nutrition support to malnourished children and pregnant and nursing mothers. The operation is not funded after the month
of July.
Operational Resourcing Update
May 2015
15
Underfunded Level 2 Emergencies
Somalia PRRO 200443
Ukraine EMOP 200765
TOTAL
BENEFICIARIES
TOTAL PROJECT
REQUIREMENTS
April 2015 - Sep 2015
REQUIREMENTS
TOTAL
BENEFICIARIES
TOTAL PROJECT
REQUIREMENTS
April 2015 - Sep 2015
REQUIREMENTS
1.9
$791.4
$125.7
575 thousand
$21.5
$17.5
PROJECT
DURATION
TOTAL PROJECT
SHORTFALL (%)
April 2015 - Sep 2015
SHORTFALL (%)
November 2014–
December2015
$4.3 million (20.5%)
$13.2 million (75%)
million
million
million
PROJECT
DURATION
TOTAL PROJECT
SHORTFALL (%)
April 2015 - Sep2015
SHORTFALL (%)
January 2013 December 2015
$385.2million (48%) $72.1 million (57%)
WFP/Giulio d’Adamo
Operational Resourcing Update
May 2015
million
This EMOP aims to assist IDPs, returnees and vulnerable residents affected
by the conflict in Eastern Ukraine. The EMOP currently has an immediate
shortfall of USD 6.1 million through June 2015, which will significantly
increase to USD 26 million following the on-going budget revision
extending the project until December 2015.
During the second half of 2015, WFP is planning to expand its food
assistance to those in non-government controlled areas where the food
security crisis is deeply felt, and introduce a nutrition component in order
to respond to the needs of affected people. Meanwhile, without
immediate funding, WFP will be unable to complete the planned Cash and
Voucher assistance activities in support of 100,000 vulnerable and affected
civilians. Lack of funding is a major concern, given the implications of a
protracted conflict and the effects of long-term displacements.
WFP/Victoria Cavanagh
High food prices resulting from conflict and challenging agricultural
production and livestock conditions have increased the vulnerability
of Somalis. Nearly 1 million people require life-saving food and
nutrition assistance. As Somalia has entered the lean season,
maintaining assistance is indispensable to prevent these people
from sliding into emergency. Two million people are struggling to
meet their food needs. Investing in resilience is crucial to prevent
them from spiralling into crisis.
WFP is implementing nutrition, livelihood, relief and safety nets
programmes using in-kind food and value transfers. Since January,
WFP has had to prioritize assistance. Without new funding, WFP
will be forced to continue reducing assistance with up to 900,000
people affected from July. This will have a severe impact and
jeopardize investments made over the last years.
million
16
Section 3:
Other Operations with Critical Funding Needs
6 Month Funding Overview
Operational Resourcing Update
May 2015
As of 19 April 2015
17
Middle East, North Africa, Eastern Europe
and Central Asia
Jordan PRRO 200537
Iran PRRO 200310
TOTAL
BENEFICIARIES
TOTAL PROJECT
REQUIREMENTS
April 2015 - Sep 2015
REQUIREMENTS
TOTAL
BENEFICIARIES
TOTAL PROJECT
REQUIREMENTS
April 2015 - Sep 2015
REQUIREMENTS
30
$7
$1.4
160 thousand
$40.9
$10.2
thousand
million
million
million
million
PROJECT
DURATION
TOTAL PROJECT
SHORTFALL (%)
April 2015 - Sep 2015
SHORTFALL (%)
PROJECT
DURATION
TOTAL PROJECT
SHORTFALL (%)
April 2015 - Sep 2015
SHORTFALL (%)
July 2013 December 2016
$0.9 million (12.8%)
$1.2 million (89%)
August 2013 December 2015
$35 million (85.5%)
$9.5 million (93%)
The PRRO aims to assist 160,000 vulnerable Jordanians living in rural
and urban areas who have been affected by the protracted economic
crisis, degraded and scarce natural resource base. It also aims to reach
those whose situation has been aggravated by the protracted Syrian
conflict. Aligned with the National Resilience plan and Jordan’s
response platforms, it particularly aims to improve access to food,
protect livelihoods and restore productive capacity through asset
creation. With limited funding, WFP has had to focus on implementing
sustainable activities such as investing in human capital through the
provision of vocational training (FFT) and creating short-term labour
opportunities in rural areas (FFA). Additional funding is urgently
needed for the continuity of ongoing activities.
WFP/Maria Santa Maria
The PRRO provides targeted food assistance to 30,000 among the most
vulnerable and food insecure Afghani and Iraqi refugees living in camps.
WFP is the only regular and reliable provider of food to these camps and
almost half of the population relies solely on WFP for their food needs.
Most camps are without sufficient stocks of rice, lentils and sugar for
next month’s distribution and wheat flour stocks are low and will be
depleted in most camps by the end of May.
The food security of thousands of vulnerable women, children, elderly
and chronically ill people will be severely compromised by the lack of
funds. Unless immediate funding is secured, food distribution will come
to a halt by the end of summer.
Operational Resourcing Update
May 2015
18
Donor Relations Officer: Barbara Conte
([email protected])
WFP/Dina El-Kassaby
Middle East, North Africa, Eastern Europe
and Central Asia
Operational Resourcing Update
May 2015
19
Donor Relations Officer: Barbara Conte
([email protected])
West Africa
Cameroon PRRO 200552
Burkina Faso PRRO 200509
TOTAL
BENEFICIARIES
TOTAL PROJECT
REQUIREMENTS
April 2015 - Sep 2015
REQUIREMENTS
TOTAL
BENEFICIARIES
TOTAL PROJECT
REQUIREMENTS
April 2015 - Sep 2015
REQUIREMENTS
1.7
$65.7
$5.5
277 thousand
$23.8
$7.1
million
million
million
million
million
PROJECT
DURATION
TOTAL PROJECT
SHORTFALL (%)
April 2015 - Sep 2015
SHORTFALL (%)
PROJECT
DURATION
TOTAL PROJECT
SHORTFALL (%)
April 2015 - Sep 2015
SHORTFALL (%)
April 2013 - June
2015
$31.8 million (48%)
$6.6 million (100%)
October 2013 September 2015
$13.6 million (57.2%)
$8.1 million (100%)
Resources are urgently required to meet 833,000 beneficiaries’ food
needs, providing cash-for assets, training, nutrition treatment for
children under 5 and pregnant and nursing women, as well as
caretakers’ rations when children are being treated for severe acute
malnutrition.
Nutrition shortfalls began in January, exacerbating levels of malnutrition
and sickness. Pipeline breaks result from the lead time for international
purchase.
New contributions are urgently needed to avoid further compromising
the nutritional status of PLW and children aged 6-59 months. The late
confirmation of donors’ contributions meant FFA could not start as
planned, with negative consequences on the numbers of households
building assets. This scale-down will diminish the earlier momentum
and will leave vulnerable communities vulnerable to shocks such as
floods and droughts.
WFP urgently requires resources to meet the nutrition, livelihoods and
resilience needs of 227,815 refugees from Central African Republic and
the vulnerable populations hosting them in the East and Adamawa
regions, as well as Cameroon’s North and Far North poorest regions.
The PRRO aims to improve the nutritional status and livelihood
prospects of longstanding beneficiaries in Cameroon as a whole.
Specifically focusing on building resilience and providing relief support
helps the recovery of people who have been affected by insecurity and
climate shocks.
Due to the lack of funding, WFP has not been unable to provide
nutritional support to malnourished women and children under the
PRRO. Without immediate resources, WFP may be compelled to
suspend further assistance for post relief efforts.
Gambia PRRO 200557
Mauritania PRRO 200640
TOTAL
BENEFICIARIES
TOTAL PROJECT
REQUIREMENTS
April 2015 - Sep 2015
REQUIREMENTS
TOTAL
BENEFICIARIES
TOTAL PROJECT
REQUIREMENTS
April 2015 - Sep 2015
REQUIREMENTS
100 thousand
$10.5
$1.2
638
$87.8
$20.3
PROJECT
DURATION
TOTAL PROJECT
SHORTFALL (%)
April 2015 - Sep 2015
SHORTFALL (%)
PROJECT
DURATION
June 2013 - June
2015
$5 million (48%)
$0.8 million (66%)
July 2015 2016
million
million
The food needs of nearly 50 percent of the population of Gambia are
severely impacted by the lean season, with 495,000 people recognised
as food insecure. Immediate assistance is required in support of the
worst hit Central River Region, where 20 percent of households are
under moderate to severe food insecurity, 16 percent wasting and 34
percent stunting and illiteracy rates.
Current resources will provide relief for households at the most critical
time i.e June to October when food stocks are often exhausted.
Monthly cash transfers will allow rice, pulses and oil purchases
sufficient to prepare one meal per day for 30 days. The provision of
cash at this crucial time will promote choice, improve dietary diversity,
and allow greater flexibility and market stimulation
Operational Resourcing Update
May 2015
thousand
Dec
million
million
TOTAL PROJECT
SHORTFALL (%)
April 2015 - Sep 2015
SHORTFALL (%)
$69.7million (79%)
$18.1 million (89%)
WFP urgently needs resources to cover current needs. Significant
shortfalls are immediate in almost all commodities. If additional
resources are not urgently mobilized, 256,176 food insecure people
including 95,990 children under five and 96,013 pregnant and nursing
women may find themselves without assistance, at the peak of the
lean season.
The lean season, which started in February, is extremely difficult for
the poorest rural families. It is estimated that by June, 21,000 people
will fall in extreme food insecurity with an almost total depletion of
their livelihoods and 443,000 people will face severe food insecurity.
These people require external assistance to meet their food needs.
20
Donor Relations Officer: Marie-Lyne Joseph
([email protected])
WFP/Rein Skullerud
West Africa
Nigeria Regional EMOP 200777
Niger PRRO 200583
TOTAL
BENEFICIARIES
TOTAL PROJECT
REQUIREMENTS
April 2015 - Sep 2015
REQUIREMENTS
TOTAL
BENEFICIARIES
TOTAL PROJECT
REQUIREMENTS
April 2015 - Sep 2015
REQUIREMENTS
395 thousand
$74.9
$33.5
7.1 million
$1
$187
PROJECT
DURATION
TOTAL PROJECT
SHORTFALL (%)
April 2015 - Sep2015
SHORTFALL (%)
PROJECT
DURATION
TOTAL PROJECT
SHORTFALL (%)
April 2015 - Sep 2015
SHORTFALL (%)
Jan 2015 - Dec
$41.5 million (55%)
$22.8 million (68%)
January 2014 December 2016
$813 million (81%)
$180million (96%)
billion
million
Resources are urgently required to ensure life-saving support to 400,000
people in Cameroon, Chad and Niger made vulnerable due to the
insecurity in northern Nigeria and its cross-border effects.
Beneficiaries include refugees, internally displaced, malnourished
children and mothers, and the destitute host populations whose
livelihoods and food access are now completely disrupted.
In the first quarter of 2015, limited and late funding left WFP unable to
cover 50 percent of planned beneficiaries; where support was provided,
rations were reduced. Timing is critical: with the onset of the hunger
season and new population movements, the needs are growing.
Meanwhile, impending rains combined with insecurity and poor
infrastructure will soon make delivery more costly and time-consuming.
Securing internationally-produced nutrition commodities is vital.
Operational Resourcing Update
May 2015
billion
million
WFP’s PRRO brings together all interventions into a single
programme to enhance vulnerable communities’ resilience. During
2014, funding shortfalls resulted in WFP supporting only 70
communes out of the 119 planned, with an average of 30 percent of
planned beneficiaries across the food and cash transfer supported
activities, and 50 percent of those planned for school meals.
During 2015, critical financial constraints forced WFP to cover only 36
communes, reducing activities and beneficiaries further. WFP
urgently needs resources, given the lead time, to save lives and
provide livelihood protection activities until the end of the lean
season, to capitalize on the gains already made and the current
momentum for resilience building, which is strongly supported by
government, donors and humanitarian and development partners.
21
Donor Relations Officer: Marie-Lyne Joseph
([email protected])
Southern Africa
Congo PRRO 200147
Madagascar PRRO 200735
TOTAL
BENEFICIARIES
TOTAL PROJECT
REQUIREMENTS
April 2015 - Sep 2015
REQUIREMENTS
TOTAL
BENEFICIARIES
TOTAL PROJECT
REQUIREMENTS
April 2015 - Sep 2015
REQUIREMENTS
17thousand
$53.5
$1.1
426
$29.6
$3.9
PROJECT
DURATION
TOTAL PROJECT
SHORTFALL (%)
April 2015 - Sep 2015
SHORTFALL (%)
PROJECT
DURATION
TOTAL PROJECT
SHORTFALL (%)
April 2015 - Sep 2015
SHORTFALL (%)
January 2011 June 2015
$29.4 million (55%)
$1.1 million (98%)
Jan 2015June 2017
$22.6 million (76%)
$2.5 million (63%)
million
million
thousand
million
million
Madagascar continues to be impacted by the effects of over five
years of protracted political crisis along with recurrent natural
disasters. In 2014-2015, Madagascar’s southern regions
experienced a drought, and during the lean season the number of
food insecure people has increased. In March 2015, 41 percent
and 34 percent of households were severely food insecure in the
Androy and Atsimo Andrefana regions respectively (compared to
16 percent and 9 percent in 2013). With bleak crop prospects
ahead, the food and nutrition situation is expected to further
deteriorate in coming months.
WFP is also facing a shortfall of USD 1.7 million to preposition food
for the dry season in Likoula department (from January to June
2016). WFP can only transport food from Brazzaville to the
Likouala department via the Oubangui River, however during the
dry season, the water is too low and the river is un-navigable.
WFP appeals for support to increase its rapid response capacity
during the 2015-2016 lean season. Failure to secure funds may
jeopardize WFP's ability to provide critical assistance to
Madagascar's most vulnerable people in the southern regions.
WFP/Simon Recker
Photo WFP/Mackenzie Rollins
Through the PRRO, WFP is continuing to provide assistance to
some 17,000 refugees from DRC who have fled to the Likouala
department in the Republic of Congo. WFP has provided refugees
with life-saving food rations, and has recently been requested to
support the refugees’ repatriation process by providing a “return
package” food basket. Refugees will begin their journey home in
July 2015 and UNHCR is expecting to help repatriate 500 refugees
through December 2015. WFP is in urgent need of USD 1.9 million
to provide refugees with this
food assistance for their
repatriation.
Operational Resourcing Update
May 2015
22
Donor Relations Officer: Marie-Lyne Joseph
([email protected])
Southern Africa
Mozambique PRRO 200355
Malawi PRRO 200692
TOTAL
BENEFICIARIES
TOTAL PROJECT
REQUIREMENTS
April 2015 - Sep 2015
REQUIREMENTS
TOTAL
BENEFICIARIES
438 thousand
$153.8
$17.4
206 thousand $40.1
PROJECT
DURATION
TOTAL PROJECT
SHORTFALL (%)
Dec 2014 March 2017
$122 million (79%) $15.4 million (88%)
million
million
April 2015 - Sep 2015
SHORTFALL (%)
TOTAL PROJECT
REQUIREMENTS
million
April 2015 - Sep 2015
REQUIREMENTS
$6.8
million
PROJECT
DURATION
TOTAL PROJECT
SHORTFALL (%)
April 2015 - Sep 2015
SHORTFALL (%)
Mar2012 – Sep
$18.9 million (47%)
$5.9 million (87%)
Mozambique ranks third among African countries most affected
by weather-related hazards, and every year there is a caseload of
acutely food insecure households affected by natural disasters. In
early 2015, Mozambique’s northern and central provinces were hit
by severe flooding, damaging infrastructure and displacing many.
WFP is facing a USD 7.6 million shortfall in school meals and
nutrition for 2015. As the largest provider of school meals in
Malawi, WFP supplies daily nutritious meals to 842,000 children to
reduce short-term hunger and improve attention span in class.
WFP also treats malnourished women and children under the
Government’s Community Management of Acute Malnutrition
programme in all 28 districts of Malawi. Malawi’s food security
situation is particularly fragile following intense flooding in some
districts combined with scattered dry spells; current projections
anticipate a 28 percent reduction in crop production compared to
last year. This is coupled with a 40 percent cut in the government
budget since 2013 due to the Cashgate scandal and subsequent
suspension of donor funding. Timely contributions and effective
response is important now in order to mitigate large-scale food
insecurity later this year.
WFP urgently needs additional funding to continue providing vital
food assistance to flood-affected people and more than 8,000
refugees. Currently, WFP is providing relief support to 60,000
people in six flood-affected districts. WFP has also been requested
by the government to assist 150,000 people in rebuilding their
lives and livelihoods throughout the recovery phase planned from
May to August 2015.
The PRRO currently faces a total shortfall of about USD 5 million.
Of this, USD 2.2 million are urgently needed to assist about
150,000 people through four months of recovery and Food-for
Assets activities.
Zimbabwe PRRO 200453
TOTAL
BENEFICIARIES
TOTAL PROJECT
REQUIREMENTS
April 2015 - Sep 2015
REQUIREMENTS
206
$241.6
$14.4
thousand
million
million
PROJECT
DURATION
TOTAL PROJECT
SHORTFALL (%)
April 2015 - Sep 2015
SHORTFALL (%)
May 2013 April 2015
$135.5 million (56%) $13.7 million (95%)
Photo WFP/Gregory Barrow
Zimbabwe’s vulnerable households will be pushed further into
food insecurity following significant dry spells during the harvest
season (November 2014-April 2015). Without immediate food
assistance, those in the south and parts of the north will face food
gaps as early as April/May. While assessments on the exact
numbers of food insecure people will be conducted in the coming
weeks, analysts predict that the recent harvest will be one of the
worst in recent years. The government estimates crop failure in
some 25 percent of cultivated land.
Operational Resourcing Update
May 2015
WFP/Simon Recker
WFP is drafting a budget revision to cover the exponential increase
in needs for the lean season and provide assistance starting in
September 2015, two months earlier than planned. Additional
resources are urgently required to meet the food and nutrition
needs of the most vulnerable.
23
Donor Relations Officer: Marie-Lyne Joseph
([email protected])
Eastern and Central Africa
Burundi PRRO 200655
Rwanda PRRO 200744
TOTAL
BENEFICIARIES
TOTAL PROJECT
REQUIREMENTS
April 2015 - Sep 2015
REQUIREMENTS
TOTAL
BENEFICIARIES
TOTAL PROJECT
REQUIREMENTS
April 2015 - Sep 2015
REQUIREMENTS
848
$69.8
$15
100
$35.1
$8.4
thousand
million
million
thousand
million
million
PROJECT
DURATION
TOTAL PROJECT
SHORTFALL (%)
April 2015 - Sep 2015
SHORTFALL (%)
PROJECT
DURATION
TOTAL PROJECT
SHORTFALL (%)
April 2015 - Sep 2015
SHORTFALL (%)
July 2014 – June
2016
$47.9 million (69%)
$4.9million (32%)
January 2015 –
December 2016
$28.6 million (81%)
$4.4 million (52%)
More than 25,000 Burundian refugees have recently arrived in Rwanda
following violent protests and mounting insecurity associated with
upcoming Burundian Presidential elections. The Government of Rwanda
estimates that 100,000 refugees are likely to arrive by the end of June.
Assisting new arrivals with high energy biscuits and hot meals, WFP
started food distributions in early May in the newly established Mahama
camp. With the refugee influx exceeding the initial estimate, resources
are quickly being exhausted and new funds are urgently needed. The
situation is compounded by an alarmingly high global acute malnutrition
rate of 25 percent among new arrivals, well above the 15 percent
emergency threshold. WFP will start blanket supplementary feeding as
soon as possible to avert further deterioration of refugees’ nutritional
status. WFP requires at least $6 million to meet the immediate needs of
new Burundian refugees in Rwanda over the next six months.
WFP/Jaqueline Dent
Burundi is facing a period of significant insecurity and political
uncertainty in the lead up to Presidential elections in June. In recent
weeks, over 30,000 Burundians have fled to neighbouring countries and
the UN has prepared a contingency plan to respond to anticipated
internal displacements forecast to be between 50,000 and 400,000
people.
Through this PRRO, WFP is already responding to the needs of Congolese
refugees while providing supplementary feeding for acutely
malnourished women and children, assisting returnee school children,
supporting people affected by climatic shocks, and helping vulnerable
communities recover from protracted crisis through the implementation
of assets creation/rehabilitation activities. New support is needed
urgently to ensure sufficient resources are available to respond to an
additional emergency caseload. WFP requires $3.5 million immediately
under the contingency plan for preparedness measures.
Operational Resourcing Update
May 2015
24
Donor Relations Officer: Andrey Shirkov
([email protected])
Latin America and Caribbean
Colombia PRRO 200708
TOTAL
BENEFICIARIES
TOTAL PROJECT
REQUIREMENTS
April 2015 - Sep 2015
REQUIREMENTS
660
$61.3
$7.5
thousand
million
million
PROJECT
DURATION
TOTAL PROJECT SHORTFALL
(%)
April 2015 - Sep 2015
SHORTFALL (%)
April 2015 March 2018
$47.3 million (77.2%)
$6.1 million (81%)
Regional PRRO 200490
Haiti PRRO 200618
TOTAL
BENEFICIARIES
TOTAL PROJECT
REQUIREMENTS
April 2015 - Sep 2015
REQUIREMENTS
2
$118.6
$0.2
million
WFP/Elio Rujano
Through PRRO 200708, which is the largest humanitarian operation in the
country, WFP aims to reach people affected by the internal conflict,
emphasizing confidence-building approaches that strengthen the
resilience of affected communities in areas with a weak government
presence. Resource constraints are limiting WFP´s ability to support
vulnerable people in all affected territories.
WFP is currently not present in the department of Putumayo, which
affects the ability to work with partners on resilience-building and relief
activities in one of the most violent and remote areas of the country. Lack
of resources will also mean that out of the 20,000 children that were
projected to receive assistance in boarding schools to prevent forced
recruitment by armed actors, WFP will only be able to reach 13,000. In
the drought-prone La Guajira, WFP is working with the Wayuu ethnic
group to enhance their resilience to climatic shocks but activities may
need to be discontinued due to lack of funding.
million
million
PROJECT
DURATION
TOTAL PROJECT
SHORTFALL (%)
April 2015 - Sep 2015
SHORTFALL (%)
April 2014 – Mar
2017
$71million (60%)
$0.2 million (100%)
Lack of funding seriously hampers WFP from reaching vulnerable families
and communities in Haiti. Cash transfers through asset creation activities
(FFA), planned for May onwards, will not reach communities whose food
security could worsen during the lean season that began in April.
Improved watershed management and reforestation are foreseen under
FFA, which would enable families to meet immediate food needs as well
as endure the impacts of climate change and environmental degradation
in the medium-term. This is notable in advance of the upcoming
hurricane season which runs from June to November. In addition,
households with members living with HIV and TB will not be able to
receive take-home rations, which could further compromise the situation
of HIV-ART and DOTS client beneficiaries, whose diets require more
nutrients so that they can adhere to prescribed treatments and keep
their health from worsening.
Operational Resourcing Update
May 2015
TOTAL
BENEFICIARIES
TOTAL PROJECT
REQUIREMENTS
April 2015 - Sep 2015
REQUIREMENTS
1 million
$92.1
$16.5
PROJECT
DURATION
TOTAL PROJECT SHORTFALL
(%)
April 2015 - Sep 2015
SHORTFALL (%)
January 2014 December 2016
$47.3 million (51%)
$13.7million (83%)
million
million
This PRRO has allowed a response to the needs of those affected by two
major slow on-set emergencies affecting the entire Central American
region: the coffee rust outbreak and the prolonged drought during the first
half of 2014.
WFP has been assisting beneficiaries through FFA/FFT
activities with Cash and Voucher transfers. Additionally, WFP is preparing
for the up-coming hurricane season (June through November) and El Niño
phenomenon that might impact the first harvest cycle of 2015 (planting
season begins in May and crops are harvested between Aug-Sept). An
estimated 1,800 mt of prepositioned food in the four countries is required;
however, current PRRO stock is around 800 MT. Funds are needed to
continue the assistance to those food insecure due to the prolonged
drought in Central America, particularly focusing on the scale up of the cash
and voucher transfer modality. If 1,000 MT of food is not prepositioned
and contributions are not received, the PRRO will be unable to respond in a
timely and effective manner during the hurricane season. Without
assistance, the affected people are likely to fall into critical food insecurity
and vulnerability.
25
Donor Relations Officer: Barbara Conte
([email protected])
WFP/Alejandro Chicheri
Operational Resourcing Update
May 2015
26
Section 4:
Assisting the Humanitarian
Community in Emergencies
WFP’s role as a provider of common logistics services to the humanitarian community continues to grow. Multiple
simultaneous emergencies have increased the demand for humanitarian logistics capacity. With its expertise and global
logistics network, WFP is well-placed to offer a range of services to its partners, such as UN agencies, NGOs and
Government institutions.
Upon their request, WFP prepositions and rapidly deploys life-saving relief items through the United Nations
Humanitarian Response Depots (UNHRD), transports aid workers to hotspots via the United Nations
Humanitarian Air Service (UNHAS) and provides logistics services, coordination and information management as
lead agency of the Logistics Cluster.
WFP not only moves and stores food, but also transports a variety of vital relief items such as medical supplies, portable
storage units, generators and vehicles. One example of an operation with critical funding need is still the ‘Ebola Virus
Disease Outbreak’ response in West Africa. WFP launched Special Operation 200773 last year, creating a Common
Services platform in Guinea, Liberia and Sierra Leone to support the humanitarian community’s efforts to halt the
epidemic, establishing essential logistics infrastructures, supply chain mechanisms and the UNHAS service across West
Africa. To remain operationally equipped to meet the partners’ needs in the three countries, and in view of UNMEER’s
phase-out by the end of September 2015, WFP requires flexible resources equal to USD 87.3 million throughout 31
December 2015 to close the funding gap. These funds are critical to ensure WFP's ability to maintain the air transport
services, and to finalize crucial strengthening works at all logistics facilities before the rainy season.
WFP always demonstrates commitment to working with partners, in order to assure coordination, accountability and
efficiency across the humanitarian system. For an effective emergency response, the continuation of these type of
common services is crucial, but requires reliable and predictable funding. Overall funding needs by priority operations
are outlined in the following section.
Operational Resourcing Update
May 2015
27
UN Humanitarian Response Depot (UNHRD)
Working Together, Responding as One
Photo: Pieter Van den Boogert
Structure and Objective
2015 Funding Needs
The United Nations Humanitarian Response Depot
(UNHRD) is a network of depots around the world (in
Ghana, Italy, UAE, Malaysia, Panama, Spain) that
procures, manages and transports emergency supplies for
the humanitarian community. It focuses on emergency
preparedness and response and provides comprehensive
supply chain solutions so its partners can respond faster,
better and more cost-effectively to people in need.
UNHRD does not operate on a project-by-project basis.
Funding rests on a combination of voluntary multi-year
commitments from host governments and donors, ad hoc
contributions to specific projects, and revenue generated
from the provision of services to partners. In 2015,
UNHRD seek an initial investment of USD 3 million to
longer-term strategic initiatives that aim to improve
efficiency and effectiveness of emergency preparedness
and response. Activities include:
UNHRD currently has 67 partners that are UN agencies,
governmental and non-governmental organizations.
Rapid Response Deployment: training and equipping
staff to be deployed at the onset of an emergency to setup operations
Operational Overview
UNHRD continues to support partners as they respond to
ongoing crises around the globe. The Network is currently
managing a stockpile valued at close to USD 6o million
and since January 2015, has dispatched over 1900 MT
worth USD 20 million from the six depots. In March,
after Cyclone Pam struck Vanuatu, UNHRD coordinated
response efforts together with the UAE and Australian
Governments and delivered over USD 500,000 worth of
relief items to those in need. Most recently, UNHRD
managed to send over USD 3 million worth of relief items
to Nepal on behalf of 14 Partners. Members of the
UNHRD Rapid Response Team have been regularly
deployed to provide technical assistance. Some of the
Partners supported include ASEAN, Cascos Blancos, IOM,
Irish Aid, Italian Cooperation, JICA, KOICA, Mercy Corps,
Save the Children, UNDP, UNICEF, WFP and WHO.
NFI Supply and Strategic Stockpiling: strengthening
procurement and providing a wider range of supply chain
services - also as a certified HPC
Network Reach: extending UNHRD’s reach to build a
wider, more comprehensive preparedness and response
network
Hub Optimization: optimizing space in hubs, improving
stock management, installing state of the art equipment
Systems and Processes: upgrading systems to support
increased operational performance, and enhancing
In Nepal, UNHRD is currently providing support in
managing the airport staging area, deploying technical
experts to help set-up storage and logistics hubs in
forward locations and ensuring the availability of
prepositioned equipment in UNHRDs to meet the needs of
the humanitarian community.
Operational Resourcing Update
May 2015
28
UN Humanitarian Air Service (UNHAS)
WFP/Alexis Masciarelli
Priority Operations
Structure and Objective
The United Nations Humanitarian Air Service (UNHAS)
provides effective, efficient and reliable air services to the
humanitarian community upon request of the
Humanitarian Coordinator/Humanitarian Country Team.
UNHAS is serving some of the world’s most remote and
insecure locations to facilitate the implementation and
monitoring of humanitarian interventions in numerous lifesaving thematic areas. Currently, UNHAS is operating in
Afghanistan, Central African Republic, Chad, the
Democratic Republic of the Congo, Ethiopia, Mali,
Mauritania, Niger, Somalia/Kenya, South Sudan, Sudan
and Yemen. Furthermore, UNHAS is providing air services
to facilitate the response to sudden onset emergencies
such as the Ebola Virus Disease outbreak in West Africa,
and the earthquake in Nepal. On average, UNHAS
transports over 20,000 passengers and 320 mt of light
cargo per month. Operations and fleet remain flexible to
meet changing demands.
2015 Funding needs
Financial sustainability through generous contributions is
vital in order to guarantee uninterrupted humanitarian
access to vulnerable and fragile communities. Thanks to
UNHAS, humanitarian staff and goods reach affected
populations in a safe and timely manner.
The overall requirements to implement the regular UNHAS
Special Operations in 2015 exceed US$ 230 million. In
addition to donor contributions, cost-recovery schemes are
being pursued with an expected income of 20% of the
total budget requirements.
UNHAS is reaching out to the donor community to obtain
financial support to sustain operations through 2015. As of
May 2015, the Special Operations in Central African
Republic, Mali, Mauritania and South Sudan are facing
critical funding shortfalls.
Operational Resourcing Update
May 2015
29
UNHAS Central African Republic (SO 200804)
2015 Requirement
US$15.5 million
Shortfall as of May 2015*
US$8.9 million
In the Central African Republic (C.A.R.) more than 2.7
million people need urgent humanitarian assistance,
including shelter, food, water, health care and education.
The ability of the humanitarian community to respond
effectively to the challenging humanitarian situation
depends on undisrupted access to beneficiaries. With
limited infrastructure and a volatile security situation, road
transport is impracticable, time consuming and dangerous.
UNHAS plays a crucial role in the overall humanitarian
effort by providing access to fragile populations. The
service also remains a vital means for medical evacuations
and security relocations of humanitarian staff. In 2015,
UNHAS C.A.R. serves the humanitarian community with
three fixed wing aircraft and transports 1,400 passengers
(excl. transits) and 35 mt of cargo on a monthly basis. An
additional US$ 8.9 million is needed to implement
this operation through 2015.
* The expected cost recovery income has not been taken into account
The Mentor Initiative/Laurent Dumas
UNHAS Mali (SO 200802)
2015 Requirement
US$5.9 million
Shortfall as of May 2015*
US$2.9 million
Continuous conflict in northern Mali has resulted in a
degradation of the humanitarian situation and large-scale
displacement. As a result of the vast distances, poor road
conditions and insecurity, air travel plays a critical role in
allowing humanitarian access to beneficiary populations.
There are currently no commercial air operators in Mali to
transport aid workers to remote project sites. Therefore,
the UNHAS operation serves the internal travel needs of
the humanitarian community and directly facilitates
implementation and monitoring of relief activities.
Currently, UNHAS Mali is serving the humanitarian
community with one aircraft based in Bamako and a
second aircraft with short takeoff and landing capabilities
based in Mopti to access secondary airstrips such as
Goundam, Douentza and Niafunke. On a monthly basis,
UNHAS Mali transports 650 passengers (excl. transits)
and 2 mt of cargo. An additional US$ 2.9 million is
needed to implement this operation through 2015.
UNHAS Mauritania (SO 200803)
2015 Requirement
US$5.5 million
Shortfall as of May 2015*
US$4.2 million
In Mauritania, humanitarian actors respond to the critical
needs of some 428,000 people affected by food
insecurity. Furthermore, Mauritania is the largest
recipient of refugees fleeing conflict in Mali. As of May
2015, some 50,000 refugees reside in the M’bera camp
and rely largely on aid to meet their most basic needs.
The ability of the humanitarian community to continue
responding effectively to the challenging humanitarian
situation will depend on undisrupted access to
beneficiaries. In 2015, UNHAS provides air services to six
regular destinations with one fixed-wing aircraft for
approximately 40 user organizations.
Operational Resourcing Update
May 2015
On a monthly basis, UNHAS Mauritania transports 175
passengers (excl. transits) and 1 mt of cargo. An
additional US$4.2 million is needed to implement
this operation through 2015.
UNHAS South Sudan (SO 200786)
2015 Requirement
US$59.3 million
Shortfall as of May 2015*
US$35.8 million
The outbreak of fighting between forces loyal to the
Government and the opposition elements in December
2013 provoked an unprecedented internal conflict in the
young nation of South Sudan, leading to widespread
humanitarian crisis across the country. In addition to
security constraints, the complex operating environment
and poor road infrastructure severely impede aid delivery
to the affected population, making air transport the only
option to reach beneficiary sites. On a monthly basis,
UNHAS South Sudan transports 6,500 passengers (excl.
transits) and 120 mt of cargo. In 2015, the operation is
implemented by using a fleet of 12 fixed-wing aircraft
and three helicopters based strategically in Juba,
Rumbek and Bor to ensure regular and reliable services
to 48 destinations for more than 250 user organizations.
An additional US$ 35.8 million is needed to
implement this operation through 2015.
* The expected cost recovery income has not been taken into account .
30
WFP/Michael Simpson
Logistics Cluster
Structure and Objective
Priority Operations
The main aim of the Logistics Cluster is to ensure the
humanitarian community has the ability to save lives
through timely and reliable logistical support and
information. This occurs through the provision and
facilitation of humanitarian logistics and civil/military
coordination of assets; information management; and as
a last resort, logistics services such as land transport, air
and sea lift capacity, storage and fuel provision.
South Sudan (SO200778)
2015 LC Requirement
Shortfall as of May 2015
South Sudan’s weak road network, ongoing insecurity and
active violence, continue to render the provision of
humanitarian assistance to isolated communities and
populations in need extremely difficult, as several areas
are only accessible by air. An estimated 1.95 million
people are internally displaced and 6.4 million people are
in need of humanitarian assistance.
The Global Logistics Cluster (GLC) ensures predictable
leadership, partnership with other humanitarian actors
and, where necessary, provides staffing support for field
operations, guidance and expertise to personnel in the
field, and Information Management. In 2014, 16 GLC staff
were deployed to support 9 Logistics Cluster operations.
The GLC also fosters partnerships at the global level to
ensure that high levels of preparedness are maintained
and that appropriate strategies are adopted to cope with
risks worldwide.
Given the complex logistics of this operation, scarce
resources, poor infrastructure, long rainy seasons, lack of
systematic information and large number of humanitarian
organisations that operate relatively independently,
coupled with the scale of the overall humanitarian
operations, a coordinated response is required to ensure
effective and efficient delivery of humanitarian assistance
to affected persons.
In the initial 4 months of 2015, operations include Yemen,
Nepal, Ukraine, Central African Republic (CAR),
Democratic Republic of Congo (DRC), the Ebola Response,
Iraq, Somalia, South Sudan, Syria, Vanuatu, Malawi, and
Mozambique.
WFP, as lead agency of the Logistics Cluster, is committed
to meeting these challenges and supporting the needs of
the entire humanitarian community, working to support
the people whose lives and livelihoods have been impacted
by the current crisis. This Special Operation (SO) will
facilitate the delivery of assistance by augmenting the
capacity of the humanitarian community through logistics
information management, coordination support, and WFP
common services (transport and warehousing) in order to
respond to the crisis. Primary activities in 2015 will include
inland road transport, river transport, airlift services,
interagency storage, infrastructure spot repairs,
coordination and information management.
Operational Overview
In 2014, the Logistics Cluster supported over 160
International and Non-Governmental Organisations, UN
and Government agencies, dispatching more than 27,628
mt of relief supplies to 148 locations in Central African
Republic, Iraq, Occupied Palestinian Territories, Pakistan,
Philippines, South Sudan and Syria. Storage locations
were provided in over 100 locations in 12 countries. The
majority of Logistics services facilitated by the Logistics
Cluster have been implemented through WFP, as the
Cluster’s lead agency.
Operational Resourcing Update
May 2015
US$34.9 million
US$22.3 million
31
WFP/Sahar Al Hindi
Syria (SO 200788)
Ukraine (SO 200821)
2015 LC Requirement
US$1.9 million
2015 LC Requirement
US$11.1 million
Shortfall as of May 2015
US$900,000
Shortfall as of May 2015
US$8.5 million
Due to ongoing instability and conflict in Ukraine since
April 2014, areas primarily in the eastern part of the
country have experienced a significantly deteriorating
humanitarian situation. Heavy shelling and armed
conflict has led to significant population displacement;
ap-proximately 5 million people are estimated to be in
need, including 1 million internally displaced people
(IDPs). The population in the most affected districts,
Donetsk and Luhansk, are in some cases experiencing
limited or no access to humanitarian aid, including basic
life-saving services, and security threats. In response,
the Logistics Cluster was activated on 24 February 2015.
The lack of security continues to challenge the
humanitarian community’s operations in reaching the
affected population. The operating environment in the
districts of Donetsk and Luhansk is volatile, with
significant implications on the protection of civilians, aid
workers and on the assessment of needs and the
delivery of assistance. There has been limited or no
access to some affected populations, as damaged
infrastructure, ongoing conflict and a volatile security
situation restricts humanitarian staff movement and
transport of cargo.
In response to logistics challenges, the Logistics Cluster
is facilitating the coordination of humanitarian convoys,
to reach the affected population in eastern Ukraine. This
effort is undertaken in close cooperation with UNDSS
and OCHA. Through WFP, the Logistics Cluster is also
facilitating the provision of storage to the humanitarian
community, including relief item handling and
consolidation. In order to maximise and share logistics
capacities, identify gaps, and prevent duplications, the
Logistics Cluster is also providing logistics coordination,
and information management to enable humanitarian
operations.
Operational Resourcing Update
May 2015
32
As a result of the continuing conflict, humanitarian needs
in Syria are ongoing across all sectors, an estimated 7.6
million internally displaced persons (IDPs) and a total of
12.2 million people are in urgent need of humanitarian
assistance. As the conflict is entering its fifth year,
humanitarian challenges are expected to increase. The
Logistics Cluster was activated in January 2013 to work
with the humanitarian community in order to identify
and address critical gaps and bottlenecks to improve the
humanitarian supply chain.
Main Syria Logistics Cluster activities include information
management, coordination, and WFP common service
provision, including transport, inter-agency humanitarian
convoys, cross border convoys, strategic fuel storage,
fuel for winterization activities, airlifts and warehouse
storage in key locations. In 2014, further activities
including logistics coordination and transshipment to
Syria from Turkey and Jordan, were added with the
implementation of Security Council Resolution 2165; all
UN cross-border transport under UNSCR2165, receives
logistics support from the Syria Logistics Cluster.
Transport services in Syria will be moving towards a cost
-recovery basis, while critical services such as
interagency convoys, warehouse storage, and a limited
number of airlifts remain free-to-user.
WFP/Angeli Mendoza
The Special Operation (SO) will ensure that the Logistics
Cluster can continue to provide much needed support to
the humanitarian community, and respond to needs in
Syria through a holistic ‘Whole of Syria’ approach, by
which regional needs and support for partners positioned
in Lebanon, Jordan and Turkey are also considered.
areas in the Gorkha and Sindhupalchock District. These
hubs are supporting the overall logistics coordination, and
are facilitating the operational response by consolidating
and sharing logistics information.
Common storage services, including the operationalisation
of the Humanitarian Staging Area (HSA) at Kathmandu
International Airport and at additional regional logistics
centres, are helping to ease congestion at the main entry
points and allowing for the flow of life-saving
humanitarian relief items into the country.
Nepal (SO 200848)
2015 LC Requirement
US$25.5 million
Shortfall as of May 2015
US$24.5 million
On 25 April 2015, an earthquake of 7.8 magnitude struck
central Nepal killing over 7,700 people and causing severe
damage to infrastructure. The humanitarian community
responded by launching a full-scale relief operation to
address the critical needs of some 3 million internally
displaced persons (IDPs).
However, access to the most affected populations by the
humanitarian community has been severely limited, due
to the scale of the devastation, damaged infrastructure
and road networks of some of the hardest hit areas, and
also due to the remoteness, high elevation and
mountainous terrain. Due to these access constraints,
many of the affected regions can only be reached by air
transport or via off-road trucks. Furthermore, Kathmandu
International Airport is currently the sole international air
entry point into the country, and has thus become
extremely congested as large amounts of humanitarian
aid continue to flow in.
The Logistics Cluster was activated on 27 April, at the
onset of the emergency, in order to support the
government-led response, through coordination with
International and National NGOs, UN agencies, and the
Private Sector to optimise logistics efforts and enable the
delivery of humanitarian assistance.
A Logistics Cluster Coordination Cell has been established
in Kathmandu and two other main regional operational
Operational Resourcing Update
May 2015
33
Road transportation services have also been implemented
through WFP, including the use of a fleet of 25 trucks for
cargo deliveries from Kathmandu to affected areas. Air
assets, made available through the support of UNHAS, are
making humanitarian relief deliveries by air to remote and
inaccessible areas, and the Logistics Cluster is
coordinating with national and international Military and
Civil Defence (Civ-Mil) authorities, to maximise the
humanitarian use of air assets in relief activities.
Five ways logistics are Going Green
WFP relies on its logistics capacity to reach an average of 80 million people each year. While speed and planning is
essential, WFP is also committed to environmentally sustainable operations wherever possible. Below are five key ways
that WFP Logistics is going green:
1) Contracting eco-friendly vessels. WFP is working with major shipping companies, which are obliged by industry
regulations to use the latest eco-technologies in order to improve energy efficiency and environmental performance. All
new vessels now include special designs that lower fuel consumption, and the use of low content sulphur fuel is reducing
pollution. In addition, ecological containers featuring bamboo flooring or low consumption refrigerator containers are
also being used.
2) Establishing a ‘green’ truck fleet. WFP is able to monitor the performance of its global fleet of over 800 trucks
through the Fleet Management System, which monitors spare parts, fuel usage and vehicle utilisation rates of every
WFP-owned truck. Through a donation of 218 new KAMAZ trucks, generously provided by the Russian Federation, WFP
will continue to optimise the running of its global fleet, allowing WFP to call forward trucking capacity within the first
weeks of an emergency, and later scale back the deployed capacity when it is no longer needed. The new trucks will
also contribute to stronger performance, better fuel economy, and lower maintenance costs – cutting fuel usage by 30%
and reducing greenhouse gas emissions.
3) Ensuring the right aircraft for each operation. In 2013, WFP launched an analysis tool, which measures the
appropriate usage of aircraft types and air operators deployed. It processes and visualizes a large amount of
operational data to allow aviation experts to easily quantify and optimize WFP’s global air operations. This includes
measuring various performance indicators for individual routes, aircraft and air operations as a whole. The result? With
each optimization achieved, WFP will save resources, fuel, and ultimately achieve a lower carbon footprint.
4) Installing solar-powered systems in offices. The WFP-managed United Nations Humanitarian Response Depot
in Accra, Ghana recently installed a 24kW photovoltaic system on the roof of the office building to provide the daytime
electrical needs of the office. Solar panels were installed to provide hot water in bathrooms. This has led to a reduction
in monthly costs, and has also allowed the implementation of a built in system to stabilise the power output, which will
drastically reduce the cost for repairs on equipment.
5) Using innovative delivery solutions. For the first time, WFP successfully airdropped CSB++, a specialized
nutritious food used to treat acute malnutrition, in South Sudan. The airdrop was a success thanks to creatively
designed packaging that allowed the food to withstand the impact when dropped by plane from 1,000 feet above
ground. By using airdrops of CSB++, WFP saved USD 18 million in transport and fuel costs. WFP continues to look for
more efficient and sustainable ways to deliver food wherever possible.
Leighla Bowers, Communications Officer
Operational Resourcing Update
May 2015
34
Emergency Telecommunication Cluster
WFP/Mariko Hall
Emergency Telecommunications Overview 2015
The Emergency Telecommunications Cluster (ETC) is a
network of organizations that work together to provide
shared communications services in humanitarian
emergencies. Within 48 hours of a disaster, the ETC
provides vital security communications services and voice
and internet connectivity to assist humanitarian workers in
their life-saving operations. Within four weeks, ETC services
are expanded for continued emergency relief. Timely,
predictable, and effective information and communications
technology (ICT) services: Enhance response and
coordination among humanitarian organizations, improve
operational security environment for staff and assets,
facilitate decision-making through timely access to critical
information.
Iraq SO 200746
Requirements
Shortfall
US$1.5 million
US$750 thousand
WFP, as lead agency for the ETC, will provide essential
telecommunications requirements and the necessary ETC
information management and coordination support and
services to the humanitarian community to respond to the
crisis. Specifically, this revision caters to the following:

Augmentation of current interagency emergency
telecommunications systems and establishment of
communication Centres (COMCEN) in operational
hubs in 2015;

Fully equipped operational Communications Centers
(COMCENs) provided with both data/Internet service
and common security communications services to the
humanitarian community in various locations;

The ETC’s role in the Erbil COMCEN, in coordination
with UNAMI, will setup data connectivity for the UN
agencies and NGO’s in Erbil International Hotel. Also
Operational Resourcing Update
May 2015
in close collaboration with UNAMI, ETC is upgrading
the radio network to digital services for the use of all
humanitarian organizations operating across Iraq;

ETC continues to provide ongoing radio training and
programming and has four radio operators in Erbil.
Syria SO 200788
Requirements
Shortfall
US$1.3 million
US$900 thousand
WFP, as lead agency for the ETC, will provide essential
telecommunications requirements and the necessary ETC
information management and coordination support and
services to WFP and the humanitarian community to
respond to the crisis. Specifically, this revision caters for
the following:

Maintenance and expansion of common
telecommunication services in operational areas
including augmentation of the current inter-agency
emergency telecommunications system and
establishment of communication centres (COMCEN)
in operational hubs;

Deploy inter-agency radio operators at operational
locations throughout Syria

Conduct further radio training and IT emergency
management training to humanitarian organizations
operating in Syria; and

Conduct assessment missions and initiate projects
to overcome gaps in IT service delivery.
35
Central African Republic SO 200605
Nepal SO 200848
Requirement
Shortfall
Requirements
Shortfall
US$1.9 million
US$755 thousand
WFP, as lead agency for the ETC, will provide essential
telecommunications requirements and the necessary ETC
information management and coordination support and
services to the humanitarian community to respond to the
crisis. Specifically, 2015 activities will be the following:

The ETC is providing emergency telecommunications
services by establishing a robust inter-agency emergency
telecommunications system and communications centres
(COMCEN) in the common operational areas. These ICT
and ET facilities will allow humanitarian workers to better
coordinate assessments, rescue and relief operations in all
the affected areas. Specifically, the project will provide:
WFP will maintain a ET Cluster cell in Bangui to
ensure coordination with all partners including
MINUSCA, UNDSS, OCHA, UNICEF, UNHCR and
others;

Provision of security telecommunications to improve
safety and security of humanitarian organizations
staff and assets and will be expanded to other areas
of the country;

Provision of data connectivity and internet services
to guarantee information transmission required for
operations and decision making;

Provision of hybrid energy power supply system
where it is practically possible and cost effective:
Diesel/solar/battery hybrid system will be provided
to supply power instead of existing diesel generators
only.
US$2.3 million
US$2.1 million
• Overall coordination of emergency telecommunications
services will be ensured through the deployment of a
dedicated Coordinator who will be responsible for (a) the
overall coordination of IT activities with partner
organizations, (b) coordination and liaison with the Nepali
authorities to support their interaction with the
humanitarian community on all IT related matters and (c)
the provision of information management services to
support all IT-related activities.
• A comprehensive ICT assessment of all sites and
deployment of necessary equipment to establish services
including obtaining common licenses (as required) and
development and implementation of Standard Operating
Procedures in conjunction with and in support of the
Nepali authorities for the current emergency and for future
disaster preparedness.
South Sudan SO 200399
Requirements
Shortfall
• Standardized ICT platforms and procedures to avoid
duplication and ensure cost-effective services (MOSS
compliant communications).
US$4.5 million
US$3.4 million
ETC objectives and related activities in South Sudan have
been ongoing for the past 2 years. The ETC response is
presently providing and delivering lifesaving technology
based services to enable Humanitarian Partners to provide
assistance to people in need. ETC’s main objectives in
2015 are to;

Deliver common emergency ICT services to enable
humanitarian partners to provide life-saving
assistance to populations in need

Provide a structured and effective response to the
ICT needs of the humanitarian community through
the implementation of standardized tools and
methodologies

Leveraging on existing ICT infrastructure to provide
self-reliant and sustainable connectivity services at
competitive cost to partners in post conflict
scenario, as a phase-out strategy for ETC
The cluster will work on reinforcing its presence in the
most crisis affected areas with focus on the three states
with the most acute needs (Jonglei, Unity and Upper Nile).
In addition the cluster will work in 2015 to expand its
services to cover new areas identified such as the six
operating centres.
Operational Resourcing Update
May 2015
36
Food Security Cluster
The Food Security Cluster (FSC) aims to enhance
cooperation and partnerships towards the provision of
adequate, timely, and coordinated responses to
affected populations. The global Food Security Cluster
(gFSC) is jointly led by WFP and FAO and represents a
partnership of approximately 40 agencies including:
UN organizations, NGOs, donors and the International
Federation of Red Cross and Red Crescent Societies.
The FSC was formally endorsed by the Inter Agency
Standing Committee (IASC) on the 15 December
2010. Currently the global FSC (gFSC) is supporting
operations in 30 countries in areas such as:
operational and surge support, capacity development,
and quality programming. The gFSC provides technical
guidance to partners, and represents partners in the
Inter Agency Standing Committee (IASC) forum.
Operational Overview
Globally, there are 16 formal IASC Food Security
Clusters and 19 Food Security Sectors/alternative
coordination mechanisms.
Central African Republic
Project SO 200646
12 Dec 2013 to 31 June 2015
Requirements
US$1,563,830
million
Shortfall
US$1,563,830
million
The Food Security Cluster in C.A.R. continues its
activities to coordinate food assistance and
agricultural sector activities at the national and subnational levels amongst some 90 partners. The FSC
provides support to partners and other key
stakeholders by managing information flow and data
analysis which contributes to identifying gaps and
avoiding duplications in food security response. In
addition, the FSC guides the sectoral response both
from strategic and an operational perspectives
through food security assessments and analysis.
In 2015, gFSC has continued to provide support to
Level-3 emergencies in the Central African
Republic, Iraq, South Sudan and Syria, and
responded to the emergencies in Ukraine and
Nepal while providing continuous support for several
protracted crises including Yemen, Somalia, Mali,
the Democratic Republic of Congo and
Afghanistan..
FSC Funding Needs
The 2015 budget for the global FSC is estimated at
US$ 4 million, and the current shortfall for 2015
stands at US$ 1.02 million. Funding is required in
order to continue essential support to on-going and
new crises in the areas of human resources [surge
support] and capacity development.
At country-level, primary funding mechanisms for
major emergencies are WFP’s Special Operations
(SOP) or FSC are budgeted within the framework of
WFP’s broader assistance programme at country level.
Food Security Cluster activities are also supported by
FAO’s Special Fund for Emergency and Rehabilitation
Activities (SFERA).
Operational Resourcing Update
May 2015
37
Food Security Cluster
South Sudan (SO 200775)
Democratic Republic of Congo
Project SO 200661
Project SO 200775
01 Mar 2014 to 01 Mar 2015
1 January 2015 to 31 December 2015
Requirements
US$1.5 million
Requirements
US$1,368,549
million
Shortfall
US$1.3 million
Shortfall
US$1,368,549
million
Working directly with around 65 partners, the Food Security The FSL cluster aims to coordinate the planning and
Cluster is the platform where food security needs are
implementation of proportionate, appropriate, timely and
jointly assessed, analysed and disseminated to all relevant
effective food security responses which will address the
stakeholders for targeting appropriate response.
immediate needs of the affected population while looking at
The FSC is organised at national level and sub-national
the integration of livelihood stabilization and strengthening
level, with some 11 clusters at provincial level, the largest
responses. Founded in 2004, the Food Security and
being in Goma. Funding is needed to strengthen cluster
livelihoods Cluster (FSL) is comprised of 96 partners and is
capacity at national and sub-national level and to provide
co-led by FAO and WFP.
much needed additional information management capacity
to collect, analyse and disseminate information.
Somalia
Project SO 200440 (Food Security)
2015 Requirements
US$1,352,186
million
2015 Shortfall
US$824,083 million
The Somalia Food Security Cluster (FSC) was established in
2012 by merging the former Food Assistance and
Agricultural Clusters. With 32 partners contributing to the
Strategic Response Plan and some 460 organizations in
total, the FSC is the primary source of information on the
on-going humanitarian response addressing food security.
It provides multi-year guidance on how partner responses
need to address acute seasonal needs. The Cluster also
addresses livelihood vulnerability through activities that
build resilience.
Operational Resourcing Update
May 2015
38
Food Security Cluster
Syria
services to the government, partners, and donors.
Two sub-national Food Security Clusters in the Gorkha
Whole of Syria Food Security Coordination
and Sindhupalchok Humanitarian hub have been
1 January 2015 to 31 December 2015
established. District level focal points are being identified
2015 Requirements
US$2,327,882
million
and will be established will the support of partners
2015 Shortfall
US$2,327,882
million
engaging with the FSC in Nepal.
( to date SP, ACF). To date 106 organizations are
The sustained and escalating violence in Syria is resulting in
a large number of casualties, massive destruction of homes
and infrastructure, and disruption of essential services.
To address the critical needs of the affected populations in
Syria, a small working group of Food Security actors was
established in Damascus by WFP and FAO in January 2013
as the Food Security Cluster was not formally activated. In
June 2013, a Food Security and Livelihoods Working Group
was established in South Turkey with support from the
global Food Security Cluster and over 32 partners. Since
May 2014, WFP, FAO and NGO partners have worked to
further enhance Food Security Cluster/Sector coordination
for Syria, by linking the various actors who are working in
Syria but are spread out in South Turkey, Damascus,
Jordan, Iraq and Lebanon; with a regional coordination hub
in Amman which will cover all Syria-related coordination
issues including a comprehensive needs, response and gaps
analysis.
Nepal
EMOP 200668
1 January 2015 to 31 December 2015
Requirements
US305,812
Shortfall
US$285,894
A 7.8 magnitude earthquake struck Nepal on 25 April
creating large scale damage, followed by a series of
aftershocks. The Food Security Cluster, led by the Ministry
of Agriculture Development and co-led by WFP and FAO,
supports the needs of the different stakeholders for
coordination and information management at national and
sub-national level to ensure a timely and efficient response.
Based on preliminary data and an assessment of damage,
6.5 million people have been affected, with an estimated
3.5 million people in need of food assistance. For the
coming three months, FSC partners have prioritized support
to some 1.4 million people with the most urgent needs. The
FSC is also providing essential information management
Operational Resourcing Update
May 2015
39
Section 5:
WFP/Carlos Munro
Milestones in Somalia WFP’s move to
Mogadishu – with new technology
Operational Resourcing Update
May 2015
40
In February 2015, for the first time in 20 years, WFP
reopened its Country Office in Mogadishu.
Due to ongoing instability and insecurity in the Somali
capital, WFP Management was previously working out of its
office in Nairobi. The Mogadishu office was reopened in June
2013, but soon closed following an attack on the
neighbouring UN compound. Today, both the office and
compound meet the highest security standards and provide
a workspace for almost 50 WFP staff. The compound
includes a modern guest house for staff based in Mogadishu
and visiting colleagues.
The reopening of the office marks a milestone for WFP
operations in Somalia and is crucial to strengthening the
relationship between WFP, the government and key
partners. For the last two decades, Somalia had been in
crisis - experiencing insecurity and violence. However, with
the establishment of the Federal Government in 2012,
Somalia has made some progress on the political front. A
year later, the government and the international community
endorsed the “New Deal for Somalia” with the aim of
rebuilding the country and strengthening its institutions.
As a UN co-lead for PSG 5 ‘Revenue and Services’, WFP
plays a key role in supporting the government in providing
basic services to its people.
Since the government collapsed in the 1990s, Somalia’s
state-delivered services have been almost non-existent and
many of its people have been suffering hunger and
malnutrition. In 2011, Somalia experienced a severe famine
with 4 million people plunged into extreme food insecurity.
To this day, 3 million Somalis remain highly vulnerable to
shocks and regularly face hardship resulting in food
insecurity and malnutrition. Being in the capital enables
WFP to work closely with the authorities, helping them build
the capacities to manage the future transition through food
and nutrition assistance.
Capitalizing on the small political gains, WFP has been able
gradually to expand its presence in the southern and central
parts of the country which have recently come under the
control of government Forces and AMISOM.
WFP/Carlos Munoz
Today, WFP assists about 1 million Somalis every month
through nutrition programmes for malnourished children
and their mothers. It provides livelihood activities aimed at
creating community assets such as water catchments and
The New Deal is linked to the ‘Somali Compact’, an action
feeder roads and safety nets including school meals to build
plan focusing on five Peace and Statebuilding Goals. WFP is
the resilience of the Somali people as well as relief
active in making the New Deal a reality as well as building a
responses as required.
future for the Somali people. Through its asset creation and
vocational training programmes, WFP is contributing
towards the PSG 4 ‘Economic foundations’ whose aim is to
improve the livelihoods of vulnerable Somalis.
WFP/Elfi Klabunde
Operational Resourcing Update
May 2015
41
However, transitions are not limited to WFP’s increased
presence. In February, Somalia became the second country
worldwide to benefit from biometric registrations coupled
with SCOPE, WFP’s corporate solution for the electronic
management of beneficiaries and transfers. “Signing” with
their personal fingerprint for every transfer they receive –
be it in-kind food, cash or vouchers- gives beneficiaries,
government partners and donors additional assurance.
This is crucial in Somalia where there are multiple risks.
To date, almost 50,000 people have been registered and
numbers are growing steadily.
WFP has also been working closely with FAO and UNICEF –
in jointly building Somali resilience – and this partnership
is being strengthened.
WFP/Elfi Klabunde
Using the full potential of state-of-the-art technology is of
particular importance in Somalia as insecurity remains the
main challenge in delivering assistance. A grim reminder
was the latest attack on UNICEF in which four staff were
killed and another four injured. The lack of access also
continues to hamper assistance in the southern and central
parts of the country due to insecurity and road blocks.
Somalia is not the only country in the region struggling
WFP provides the registering and management of electronic with insecurity: after a recent attack in neighbouring
Kenya, that country is looking to speed up the repatriation
transfers; it’s a new way to respond to changing realities
of the estimated 400,000 Somali refugees currently living
on the ground and to continuously refine its programmes.
in Dadaab camp. In addition, the recent violence in Yemen
This approach is also supported by the mVAM technology,
has pushed more than 5,000 Somalis and Yemenis to
which allows WFP both to monitor transfers and collect
return to or seek refuge in Somalia. As these numbers
information on the food security and nutrition status of its
could rapidly increase, WFP, together with partners, is
beneficiaries. Through live phone calls, text messages and
closely monitoring the situation and developing
automated phone calls (IVR), this first-hand information
preparedness plans for a potential influx of Somali refugees
enables WFP to respond quickly to early warnings. This is
from abroad. Regardless of how matters evolve, WFP is
particularly important in a context like Somalia, where
droughts, floods and other shocks regularly affect the food ready to respond and will continue to use modern
technology to increase effectiveness and efficiency in its
security and nutritional status of the population. Finally,
operations and provide additional support to beneficiaries,
this technology adds an additional layer of monitoring,
government partners and donors.
especially in areas where access is a challenge.
Elfi Klabunde, Management Support Officer, WFP Somalia
Operational Resourcing Update
May 2015
42
WFP/Laila Ali
Operational Resourcing Update
May 2015
43
Section 6: Funding Overview
Operational Resourcing Update
May 2015
44
WFP/Marco Frattini
Operational Resourcing Update
May 2015
45
WFP Operations
6 Month Funding Overview*
Requirement
(US$ million)
Recipient
No.
Net Requirements
(US$ million)
%
1
Afghanistan PRRO 200447
86.6
36.5
42%
2
Algeria PRRO 200301
10.8
5.2
48%
3
Bangladesh PRRO 200673
2.8
2.4
16%
4
5
Burkina Faso PRRO 200509
Burundi PRRO 200655
5.5
15
6.6
4.9
100%
32%
6
Cameroon PRRO 200552
7.1
8.1
100%
7
Chad PRRO 200713
88.2
21.1
24%
8
Colombia PRRO 200708
7.5
6.1
81%
9
Congo PRRO 200147
1.1
1.1
98%
10
Congo D.r.(kinshasa) PRRO 200540
54.5
12.1
22%
11
Cote D'ivoire PRRO 200464
8.8
2.3
26%
12
Djibouti PRRO 200293
9.1
3.9
43%
13
Dpr Korea PRRO 200532
19.3
9.5
49%
14
Ecuador PRRO 200701
3.0
0.8
27%
15
Ethiopia PRRO 200290
136.2
107
79%
16
Ethiopia PRRO 200365
9.6
2.9
30%
17
Ethiopia PRRO 200700
53.7
2.3
4%
18
Gambia PRRO 200557
1.2
0.8
66%
19
Ghana PRRO 200675
0.6
0.2
41%
20
Guinea PRRO 200687
1.5
1.2
80%
21
Guinea-bissau PRRO 200526
3.7
22
Haiti PRRO 200618
0.2
0.2
100%
23
Iran PRRO 200310
1.4
1.2
89%
24
Iraq EMOP 200677
135.3
62.6
46%
25
Iraq PRRO 200035
0
0
0%
26
Jordan PRRO 200537
10.2
9.5
93%
27
Kenya PRRO 200294
57.5
18.5
32%
28
Kenya PRRO 200737
0
0
29
Latin America Reg PRRO 200490
16.5
9.9
60%
30
Liberia PRRO 200550
5.4
2.3
43%
31
Libya EMOP 200776
12.2
8.6
70%
32
Madagascar PRRO 200735
3.9
2.5
63%
Operational Resourcing Update
May 2015
46
0%
0
Requirement
(US$ million)
Recipient
No.
Net Requirements
(US$ million)
%
33
Malawi PRRO 200692
17.4
14.9
86%
34
Malawi PRRO 200460
0.6
0.1
10%
35
Mali PRRO 200719
64.9
42.1
65%
36
Mali Reg EMOP 200438
13.3
3.0
22%
37
Mauritania PRRO 200640
20.3
18.1
89%
38
Mozambique PRRO 200355
6.8
4.4
65%
39
Myanmar PRRO 200299
28.8
14.8
51%
40
Nepal EMOP 200668
116.6
83.2
71%
41
Nepal PRRO 200787
0
0
42
Niger PRRO 200583
186.9
134.2
72%
43
Pakistan PRRO 200250
56.6
29.2
52%
44
Palestine PRRO 200709
6.1
1.2
19%
45
Philippines PRRO 200743
0
0
46
Rwanda PRRO 200744
8.4
3.6
43%
47
Somalia PRRO 200443
125.7
72.1
57%
48
South Sudan PRRO 200572
171.4
90.1
53%
49
South Sudan EMOP 200659
328.7
218.3
66%
50
Sri Lanka PRRO 200452
7.6
3.9
51%
51
Sudan EMOP 200751
0
0
Syria EMOP 200339
322.6
218.9
68%
55
Syria Reg EMOP 200433
359.4
271.4
76%
56
Tajikistan PRRO 200122
2.6
1.2
46%
57
Tanzania PRRO 200603
8.9
1.6
18%
58
Uganda PRRO 200429
46.4
15.2
33%
61
Ukraine EMOP 200765
17.5
13.2
75%
62
West Africa Reg (Ebola) EMOP 200761
59.6
8.9
15%
22.1
66%
105.9
45.6
43%
63Requirements
West
(Nigeria)
EMOP 200777
*Note:
andAfrica
shortfallsReg
of WFP
Emergency Operations
(EMOPs) and Protracted Relief and Recovery 33.5
Operations
(PRROs) for the next six months (January 2015 to June 2015).
0
0
0
64
West Africa Reg (C.A.R.) EMOP 200799
65
Yemen PRRO 200305
2.2
1.4
64%
66
Yemen PRRO 200636
123.7
60.8
49%
67
Zimbabwe PRRO 200453
14.4
13.7
95%
3,296.8
1,913.9
58%
TOTAL
*Note: Requirements and shortfalls of WFP Emergency Operations (EMOPs) and Protracted Relief Operations (PRROs) for
the next six months ((July 2015 to December 2015).
Operational Resourcing Update
May 2015
47
Donor Contributions in 2015
Rank
Donor
US$
1
USA
672,026,012
2
United Kingdom
209,024,821
3
Canada
180,984,818
4
Japan
151,559,473
5
European Commission
67,882,299
6
Netherlands
60,573,214
7
Switzerland
57,607,680
8
UN CERF
49,215,567
9
Germany
48,334,798
10
Norway
42,821,875
11
Denmark
38,461,344
12
Private Donors
29,961,726
13
Pakistan
26,418,780
14
Honduras
24,117,785
15
Finland
19,119,932
16
Russian Federation
18,722,936
17
Republic of Korea
18,200,000
18
UN Other Funds and Agencies (excl.. CERF)
17,635,359
19
Italy
14,523,149
20
UN Common Humanitarian Fund
12,912,286
21
Australia
12,173,522
22
Ireland
10,565,110
23
Luxembourg
9,535,800
24
Belgium
7,583,965
25
Sierra Leone, The Republic of
6,000,000
26
New Zealand
4,683,841
27
Bangladesh
4,127,568
28
UN Expanded Window for Delivery as One
3,855,278
29
Guinea, The Republic of
3,855,,278
Operational Resourcing Update
May 2015
48
Rank
Donor
US$
30
Malawi
2,658,557
31
Liberia
2,430,000
32
Brazil
2,350,620
33
Swaziland
2,096,470
34
Burundi
1,938,949
35
Guatemala
2,430,000
36
Republic of Congo
1,615,806
37
UN Emergency Response Fund
1,248,505
38
Cambodia
1,227,000
39
Republic of Zambia
1,183,854
40
United Arab Emirates
1,010,388
41
Sweden
861,225
42
Kenya
502,666
43
Egypt
384,576
44
Bolivia
323,025
45
Chad
223,118
46
Iceland
175,000
47
Lichtenstein
149,757
48
Bulgaria
113,122
49
France
106,045
50
Armenia
100,681
51
Chile
100,000
52
Andorra
47,554
53
Monaco
47,554
54
India
47,111
55
Jordan
46,610
56
Slovenia
31,813
57
Peru
23,063
58
Nicaragua
20,000
1,845,052,531
2015 Grand Total
Note: Includes contributions from government donors, private sector donors and other funding sources
(such as financial institutions and pooled funding). Excludes bilateral contributions and extraordinary gifts
-in-kind from private sources. All figures as of 17 May 2015.
Operational Resourcing Update
May 2015
49
Private Sector Donations in 2015
Figures in US$ as of 10 May
Donor
Amount
Total
WFPDUSA
18,083
18,083
ALWALEED BIN TALAL FOUNDATIONS
300,000
300,000
DAEWOO
69,260
69,260
DAWOOD FOUNDATION
49,441
49,441
DREYFUS FOUNDATION
576,381
576,381
EDIZIONI CONDE NAST
812,652
812,652
EMAAR
7,902
GOOGLE INC.
687,500
687,500
JAWFP
659,685
659,685
MASTERCARD
115,000
115,000
NGO ALLIANCE
53,371
53,371
NGO GDG
18,006
18,006
NGO UNA SW
11,750
11,750
POST NL
22,124
22,124
PRIVATE DONOR
8,816
8,816
PRIVATE DONOR CHINA
76
PRIVATE DONOR DUBAI
11,937
11,937
PRIVATE DONOR IRAN
21,071
21,071
PRIVATE DONOR JORDAN
12,016
12,016
PRIVATE DONOR MYANMAR
419
PRIVATE DONOR ONLINE
675,320
675,320
TABLE FOR TWO
250,000
250,000
TENCENT
73,054
73,054
UNIL
21,161
21,161
YUM
343,156
343,156
ZeSHAN HK
50,097
50,097
7,902
76
419
Grand Total
Operational Resourcing Update
May 2015
50
4,868,278
WFP/Mohammed Al Bahbahani
Operational Resourcing Update
May 2015
51
Acronyms
ASEAN
Association of Southeast Asian Nations
CO
Country Office
C&V
Cash and Vouchers
EMOP
Emergency Operation
ETC
Emergency Telecommunications Cluster
EVD
Ebola Virus Disease
FAO
Food and Agricultural Organization of the United Nations
FATA
Federally Administrated Tribal Areas
FFA
Food assistance For Asset
GAM
Global Acute Malnutrition rate
GFD
General Food Distribution
gFSC
global Food Security Cluster
GLC
Global Logistics Cluster
ICRC
International Committee of the Red Cross
ICT
Information and Communications Technology
IDP
Internally Displaced Person
IOM
International Organization for Migration
IPC
The Integrated Food Security Phase Classification
JICA
Japan International Cooperation Agency
MONUSCO
UN Organisation Stabilisation Mission in the Democratic Republic of the Congo
NGO
Non-Governmental Organization
OCHA
Office for the Coordination of Humanitarian Affairs
ORU
Operational Resourcing Update
PGG
Government Partnerships Division
PGP
Private Sector Partnerships Division
Operational Resourcing Update
May 2015
52
PRRO
protracted relief and recovery operation
PSNP
Productive Safety-Net Programme
SO
special operations
UN
United Nations
UNHAS
United Nations Humanitarian Air Service
UNHCR
Office of the United Nations High Commissioner for Refugees
UNHRD
United Nations Humanitarian Response Depot
UNICEF
United Nations Children’s Fund
UNMEER
United Nations Mission for Ebola Emergency Response
UN MOSS
UN Minimum Operating Security Standards
WFP
World Food Programme
WHO
World Health Organization
WSB
wheat-soy Blend
Operational Resourcing Update
May 2015
53
WFP Operations face critical shortfalls
of US$1.9 billion for the next six months
Operational Resourcing Update
May 2015
Photo WFP/-Mohammed_Al_Bahbahani
Operational Resourcing Update
May 2015
55
THANK YOU
Every cent counts because WFP depends entirely on voluntary contributions.
FUNDED BY YOU
Government Partnerships Division (PGG)
World Food Programme
Via Cesare Giulio Viola, 68/70, Rome, 00148, Italy
Operational Resourcing Update www.wfp.org/government-donors
May 2015