Full Report - WFP Remote Access Secure Services

Full Report of the Evaluation of the Kosovo EMOP 6040
include both experienced and in experienced staff so that the number of experienced staff
would gradually increase.
• The pros and cons of staffing approach taken for Kosovo re-entry should be carefully
studied and developed into a rapid staff deployment system for WFP.
• Establish HR contractual policies which caters more equitably for the people with different
type of skill sets required in running emergency operations
• Establish TDY policy fair to all staff and ensure system that does not penalise staff for going
on TDY.
• Support back filling of those posts (possibly locally recruited internationals) to replace staff
on TDY to facilitate release of staff.
• Staff entitlement should be clarified as soon as possible.
• Develop alternatives to SSA contracts which could be administered by WFP locally (like
UNHCR and UNICEF).”
As already said, the human resources policy aspect in emergency situations seem to be a key
point. The conditions and environment of emergency situations normally differ significantly and it
is often difficult to apply pre-programmed mechanisms. Emergency situations require full
management competence on the spot to react fast. It is obvious that emergency operations
require experienced and skilled staff to run the operations, particularly at the beginning and there
is normally no time for on-the-job training as may be possible in other types of projects. More so,
in a crisis which has the full attention of the media and involves the military as a partner for
humanitarian operations. Senior staff are required to co-ordinate the operations with military
authorities. As it is formulated in the conclusions of the Regional Office working paper:
“Human resource is the key element to a successful operation. Placing experienced
dedicated and creative staff in the right functions allows the operations to move by itself.
This includes staff in headquarters playing the crucial support functions. People you need
from the day one of the operations are not necessarily the standard WFP “ Unified Service”
profile person. Examples are:
• Military Liaison Officer to negotiate operational requirements with NATO;
• HR Officer to issue out 200 local staff contracts in two weeks.
• Procurement Officer to handle large purchase of non-food items for start-up equipment;
• TC/IT Officers to ensure connectivity between sub-offices;
• Building Contract and Maintenance Officer to secure office and warehouse space with
running water and power;
• Finance Officer to manage payroll and large financial transactions without any banking
facilities;
• Air-operations Officer to manage airports an heli-pads;
• Security Officer to look after staff safety;
• Light Vehicle Manager, Radio Operator, Convoy Leader, Press Officer, International
Secretary, etc.
WFP’s business is changing. Human resources requirements are different from the time WFP
primarily dealt with development. To enhance WFP’s preparedness and rapid response
capacity for emergencies, our policies and tools for managing resources must adapt to new
realities. Likewise, WFP staff must also understand the changing environment, and be
prepared to participate in these operations when called on.”
The evaluation concurs with many of above assessments and proposals; however, during our
interviews a staff member raised a crucial question:
“Why are questions about contingency planning and related staffing policy only now discussed.
Since many years WFP has been handling emergency operations all around the world, and
WFPs budget has shifted from the original 80 % for development to almost 80% for emergency
programmes. What have been the constraints that these issues are raised only now?”
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