World Food Programme Fighting Hunger Worldwide

Government Partnerships Division (PGG)

Induction Briefing for new EB members (data as at 12.01.2014)

Presented by: William Hart Deputy Director, PGG

How we are organized Partnership & Governance Services Department

Assistant Executive Director Partnership & Governance Services

Government Partnerships

Division

Private Sector

Partnerships Division

Interagency Partnerships Division (NY)

Addis Ababa Office

Brussels Office

Tokyo Office

Washington Office

Berlin, Beijing, Paris, Madrid

and Seoul Offices

Geneva LO

Rome-based Agencies, CFS Unit

How we are organized Structure Government Partnerships Division (PGG)

Claudia von Roehl Director

William Hart Deputy Director

David Matern Senior Policy Advisor

TEAM A: Country Office

Support

TEAM B: Government Partnerships

TEAM C: Data Analysis & Technical

Support

Offices in Beijing, Paris,

Berlin, Madrid, Seoul

Alix Loriston Senior Partner

Relations Officer

Jaime Vallaure Senior Partner

Relations Officer

Patrick Mullen Sr Information &

Knowledge Management Officer

WFP is overall 64% funded

2.7 2.7 2.7 5.0 4.0 3.8 3.7 3.9 4.3 0.4

1.5 1.3 0.7

0.7

2.7 2.9 2.4

2.9

2.4

6.4

64%

68%

79%

87%

60% 57%

61% 57%

64%

5%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

0.0

1.0

2.0

3.0

4.0

5.0

6.0

7.0

8.0

9.0

2005 2006 2007 2008 2009 2010 2011 2012 2013 12/01/2014

USD

Bill

ion

s

Contributions Needs and Resourcing Gap % Contributions of Needs

WFP’s Gross Requirements in 2014: USD 6.2 billion

Emergency Operations

35%

Protracted Relief Operations

48%

Country Programmes

13% Special

Operations 4%

Top 10 Projects in 2014 • Almost 72% of the total requirements are constituted by the top 10 projects • Syria alone constituted 29% of the total needs

Needs 2014 Needs 2013 Directed Funds 2014 Directed Funds 2013 Shortfall 2014 % Needs 2014 % Needs 2013 Data in US$ million)

Syria 1,966 1,103 4 802 1,962 100% 27%

Ethiopia 540 653 39 276 501 93% 58%

Sudan 412 428 121 271 290 71% 37%

South Sudan 366 455 131 188 235 64% 59%

Somalia 333 324 3 143 330 99% 56%

Niger 333 221 5 95 328 99% 57%

Mali 274 171 1 133 273 100% 22%

Kenya 244 317 7 198 238 97% 38%

Dem. Rep. Congo 220 296 0 74 220 100% 75%

Chad 183 194 3 117 181 99% 40%

Total: 4,871 4,163 313 2,297 4,558 94% 45%

Top 10 Resource Partners in 2013 • Over 81% of WFP’s funding came from the top 10 resource partners

79

95

102

143

230

238

337

367

455

1,485

0 400 800 1,200 1,600

Switzerland

Australia

Sweden

UN Central Emergency Response Fund

Germany

Japan

European Commission

Canada

United Kingdom

USA

USD Millions

Total Confirmed Contributions in 2013

2013 Confirmed Contributions by Pillars • 87% of WFP’s funding is provided by resource partners from Pillars 4 and 5

3,400

3,500

3,600

3,700

3,800

3,900

4,000

4,100

4,200

4,300

4,400

Pillars 4 & 5: OECD and DAC, 3,761

Pillar 3: Multi-Partner Funds, 216

Pillar 1: Host Governments, 109

Pillar 2a: BRICKS, 83

Pillar 6: Private Partners, 73

Pillar 2c: Middle East, 90

Pillar 2b: Other streams, 8

USD

Mill

ion

s

2013 Contributions by the Host Countries • 8.4% of the funds are contributed by the host countries where WFP is present

100% 96% 94%

72% 69%

54%

38% 36% 33% 28%

24%

15% 9% 8% 7% 7% 7% 4% 2% 2% 1% 1% 0% 0% 0% 0% 0%

0% 4% 6%

28% 31%

46%

62% 64% 67% 72%

76%

85% 91% 92% 93% 93% 93% 96% 98% 98% 99% 99% 100% 100% 100% 100% 100%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

% Funds by Host Governments % Funds from other Resource partnersRecipients

Way forward - Innovation

• Increase funding predictability: Strategic Partnership Agreement – presents the resource partner and WFP to focus on mutual priorities and ensures continued implementation of programmes.

• Smooth out the resource pipeline: Advance financing – allows WFP to spend in advance so projects run smoothly and minimize disruptions to projects caused by a non-linear resource supply.

• Front load the food pipeline – Forward Purchase Facility – enables WFP to reduce the long lead times of international procurement.

• Broaden resource partner base: unlock potential of up-and-coming economies, Twinning has enabled WFP to receive locally grown commodities from host governments and leverage cash from traditional resource partners. Partnership with host governments and emerging economies is increasing through tools like debt swap for development.