BUDGET REVISION OF SO FOR APPROVAL BY THE EXECUTIVE DIRECTOR

Transcription

1 BUDGET REVISION OF SO FOR APPROVAL BY THE EXECUTIVE DIRECTOR 6) To: Division Room Approval and Date Ms. Ertharin Cousin Executive Director OiC OED 6G30 5) Released for Approval: Division Room Signature and Date Mr. Jim Harvey Chief of Staff OED 6G36 4) Through: Division Room Signature and Date Ms. Barbara Noseworthy Assistant Executive Director a.i. PG 6G72 3) Through: Division Room Signature and Date Mr. Manoj Juneja Assistant Executive Director RM 6G00 2) Through: Division Room Signature and Date Mr. Ramiro Lopes da Silva Assistant Executive Director OS 6G62 1) From: Regional Bureau Signature and Date Denise Brown Regional Director RBD OMD Regional Special Operation Logistics Common Services for the Humanitarian Community s Response to the Ebola Virus Disease Outbreak in West Africa BR 3 PROJECT Previous Budget Revision New Budget Total WFP cost (US$) US$272.1million - US$67.1 million US$ million TYPE OF REVISION Additional DSC Additional CD&A Extension in time Other NATURE OF REVISION: Budget Revision (BR) 3 to Regional Special Operation (SO ) maintains the existing timeframe for the project to continue up to 31 December 2015 and decreases the budget requirements by US$67.1 million. The revised budget is mindful of requesting a sustainable level of resources to maintain an adequate response capacity to support an evolving Ebola response. It also enables a gradual transition for the provision of common logistics services. In addition, BR3 caters for the preparation of early response activities in Guinea-Bissau. The BR continues to ensure strategic alignment with leading health partners, such as WHO, and national governments. Unearmarked, flexible funding to SO remains key in order to fulfill operational requirements.

2 Cost (United States dollars) Capacity Development & Augmentation -60,389,626 Direct Support Costs -2,334,673 ISC -4,390,701 Total cost to WFP -67,115,000 BACKGROUND: 1. As of 12 July 2015, there have been a total of 27,642 confirmed, probable and suspected Ebola Virus Disease (EVD) cases reported in Guinea, Liberia and Sierra Leone. 2. The persisting EVD transmission has required the sustained mobilization of the Ebola response. WFP has remained steadfast in supporting the Ebola responders and the governments of Liberia, Guinea and Sierra Leone in the efforts to reach and maintain zero EVD-cases. Under Regional Special Operation (SO ), WFP provides common logistics services, continuously adapting to the evolution of the EVD outbreak. The activities include: Cargo transportation, handling and storage services as provider of last resort, when required; Augmentation of logistics and operational capacity for the Ebola response when required, also drawing upon WFP-managed services such as the UN Humanitarian Response Depot (UNHRD) network; Passenger and cargo air transport capacity through the WFP-managed United Nations Humanitarian Air Service (UNHAS) to facilitate humanitarian access; Interagency coordination in-country through the fora of the WFP-led Logistics and Emergency Telecommunications Clusters and facilitation of related common services, including trainings on behalf of the humanitarian community; Information, communications and technology services, such as establishing internet/radio connectivity and related provision of technical expertise in support of the Ebola Response, including to retrieve/decommission the corresponding ICT equipment once an area is declared Ebola-free; Support preparedness efforts at the request of WHO, health partners and national governments; Provide specific financial, administrative, information and communications technology, procurement and accommodation support required to enable WHO technical teams to be operational in-country, under the WHO-WFP Framework Agreement for Joint Collaboration for the Ebola Response in West Africa; Support as requested the phasing out of the UN Mission for Ebola Emergency Response (UNMEER). The planned actions have been implemented and finalized according to schedule.

3 JUSTIFICATION FOR THE REVISION: 3. BR2 was prepared based on the epidemiological outlook at the end of 2014/January 2015, in a context of still widespread and intense EVD transmission. Later on, WHO began to report a consistent decrease in the number of cases. The average weekly confirmed case incidence declined from 110 cases per week in March to a weekly case incidence between 20 and 27 cases for the past seven consecutive weeks in Guinea and Sierra Leone. 27 confirmed cases were reported in the week to 12 July in these two countries: 13 in Guinea and 14 in Sierra Leone. 4. The geographical area of active transmission has also reduced. Whereas 24 districts reported at least one confirmed case in February, 7 districts and prefectures of Guinea and Sierra Leone have reported a confirmed EVD case during the month of June and as of 12 July. 5. Though EVD case numbers have gone down and geographical coverage has narrowed, challenges of tracing and monitoring contacts in Guinea and Sierra Leone continue to hamper efforts to end transmission, with a proportion of cases not detected until after death, increasing the risk of further transmission. Furthermore in Liberia, which was declared Ebola-free on 9 May 2015, a confirmed Ebola case was reported on 29 June 2015, followed by other five confirmed cases as of 12 July, proving the importance of staying vigilant. Additionally, recent confirmed EVD cases in the Boké prefecture of Guinea, bordering Guinea-Bissau, has also raised concern of a potential spill-over of the virus across the frontier between the two countries. 6. Against this backdrop, WFP has reviewed the operational needs to support the Ebola response and is adjusting the provision of common logistics services to reflect the evolution of the outbreak. BR3 also prepares the ground for an orderly and effective transition of assets and capacities put in place in support of the Ebola response. BR3 is requesting a sustainable level of resources consistent with an adequate response capacity to support this phase of the Ebola response, while working for a gradual phasing out of the provision of services. Project Implementation Adjusting the provision of common services to the evolution of the Ebola outbreak 7. Air Transportation of Passengers and Cargo: for areas difficult to access by surface transport, the availability of air services through UNHAS will continue to be essential to ensure timely delivery of critical assistance by the health responders and humanitarian community. Under BR2, the UNHAS WAC fleet consisted of four fixed-wings aircraft and six helicopters (three of which specially equipped for in-country medical evacuation of EVD-symptomatic health and humanitarian personnel). The fleet and flight routes have been revised and further optimized based on the geographical evolution of the outbreak, recent analysis of service usage, passenger surveys and consultations at user group meetings, also taking into consideration the gradual resumption of commercial flights. Under BR3, two fixed-wings aircraft and three helicopters will be maintained according to the timeframe of the project. In addition, one fixed-wing aircraft and two helicopters are also maintained throughout the rainy season and then phasedout by end September. The flight schedule will continue to be regularly reviewed and adjusted to the operational needs in the affected countries. Finally, BR3 also takes into account that the

4 provision of strategic airlifts from outside the region to the affected countries will no longer be required in the current stage of the Ebola response. 8. Cargo transport, handling and storage: as planned under BR2, the warehousing structures serving as the logistics backbone in support of the Ebola response have been strengthened in preparation for the rainy season and items for the Ebola response have been pre-positioned across the affected countries. BR3 is based on the revision of the overall requirements for the provision of transport, handling and storage services following the aforementioned evolution of the outbreak. It takes into consideration current and the forecasted needs of the humanitarian community in support of the Ebola response and considers a gradual phasing out of the provision of services. BR3 also includes the possibility for the set-up in Guinea-Bissau of a nimble logistics hub supported by a light common logistics services platform, as required. The coordination and information sharing role of WFP-led Logistics Cluster will continue according to the timeframe of the project and in line with received deactivation directives 1. Transition steps will continue to be clearly communicated to health and humanitarian partners, also facilitating support to partners to ensure an orderly and effective transition. 9. Emergency Telecommunications: Similarly as for the provision of aviation, transport, handling and storage services, the evolution of the outbreak also shapes the provision of emergency telecommunication services in support of the Ebola response. BR3 takes into account the progressive closure or stand-by of Ebola Treatment Centers/Community Care Centers in areas declared Ebola-free, which translates in a reduction in running costs for provided communication and IT services, and for technical assistance. WFP-led Emergency Telecommunications Cluster will also continue according to the timeframe of the project and in line with received deactivation directives 2. WHO-WFP Joint Collaboration 10. WFP continues to support the implementation of WHO-WFP Joint Collaboration to promote the increased agility and capability of the health response. The provision of services under the Joint Collaboration has been further optimized in line with the evolution of the outbreak in Guinea, Liberia and Sierra Leone. In addition, the recent level of active transmission in the bordering area of Guinea is considered a risk for transmission of EVD into Guinea-Bissau. In June, WFP has been invited to participate in a High Level Inter-Agency Cross Disciplinary mission together with WHO logistics team. The mission assessed the logistics needs of an early response action. As a result of the assessment, WFP has been requested to collaborate with WHO also in Guinea-Bissau under the WHO-WFP Joint Collaboration Framework. Structure and staffing 11. The number of international staff deployment will continue to be progressively reduced and activities and responsibilities will be increasingly transferred to national staff, following on-the job trainings to enable and ensure a sustainable transition. The staffing structure in Guinea, Liberia and Sierra Leone Country Offices will continue to be reviewed on a regular basis to 1 Letter from the UN Resident Coordinator for Liberia to the Emergency Relief Coordinator regarding proposed humanitarian coordination mechanisms in Liberia for the remainder of Ibid.

5 ensure greater integration across projects and to capitalize on synergies for the optimal use of resources and capacity. 12. Following the phasing out of UNMEER s presence in Accra, Ghana, WFP regional logistics coordination platform has been relocated from Accra to Dakar, Senegal, leveraging synergies with the Regional Bureau (RB) s structures. Transition strategy Under Regional Special Operation , WFP set up a robust operational logistics network comprised of Main Logistics Hubs and Forward Logistics Bases throughout the affected countries, enabling critical supplies to be staged, stored, and transported in an effective and timely way. Following the evolution of the virus and the lower, albeit still persisting, number of EVD cases, the logistics network is also adapting and evolving into a leaner set-up. To ensure an orderly and sustainable transition and enable a gradual scaling down and phasing out 3 of WFP s provision of common logistics services, in line with the progression of the outbreak, the availability of commercial options and capacity building requirements will also be taken into account. 15. WFP Country Offices in Guinea, Liberia and Sierra Leone are at different stages in the conceptualization and consultation process on transition, adapting to the context and characteristics of the Ebola response in each country. The development of the transition strategy is in the most advanced phase in Liberia. Project Management 16. The Corporate Response Director will continue to provide overall project oversight and funds management to the regional logistics coordination platform. The Regional Finance Officer will continue to be responsible for the allotment of funds in coordination with sub-regional and country level focal points. 17. The staff responsible for the provision of Common Services for the Ebola response in Guinea, Liberia and Sierra Leone will be reporting to the Country Director of the respective country to streamline responsibilities under one management structure. 18. The Country Director will continue to report (solid reporting line) to the Regional Director of the West Africa Bureau, who also serves as the Corporate Response Director. The Country Director will seek the advice and direction (dotted reporting line) of the Regional Emergency Coordinator for the Ebola Response on matters related to WFP West Africa Ebola Response. The RB and Emergency Preparedness Unit in Rome will continue to jointly manage the ongoing emergency preparedness and response activities. 3 Examples of phasing out steps, which may vary depending on country context: (1) No cost for the user for transportation, handling and storage of already stored items or critical incoming items directly related to the EVD response; (2) End no cost to the user for transportation services while maintaining no cost to the user for storage and handling alone, for critical items directly related to EVD response; (3) End no cost to the user for transport, storage and handling.

6 Monitoring and Evaluation This section is unchanged from the previous Budget Revision (BR2) and it is therefore not detailed in this document. RECOMMENDATION In light of the above, this budget revision, for a budget decrease of US$67.1 million, is recommended for approval by the Executive Director; with budget attached. 4 As the objective of the Ebola Response is to bring EVD cases to zero, WFP s main purpose is to maintain a level of operational readiness to be able to respond to all requests, in order to support partners in achieving this goal.