Digital transformation is a WFP priority – and as the transformation proceeds, it will enable the organization to better understand and serve its beneficiaries and, at the same time, improve its ability to help governments develop and manage their own food security initiatives. Providing this integrated, real-time information will support the humanitarian community’s evidence-based planning, decision-making and operational effectiveness.
WFP has seen and embraced the potential of digital transformation. In dealing with the COVID-19 pandemic, for instance, WFP’s quick reaction – creating and switching to digital workspaces – enabled the organization to maintain business continuity. Having this digital prowess has also enabled WFP to maintain continuous support of its 100 million direct global beneficiaries while also adding support for others who require assistance due to the pandemic.
WFP’s digital priorities focus on fulfilling the immediate hunger needs of beneficiaries while also laying the foundation for them to become food secure. The strategic application of digital technology helps build more meaningful one-to-one relationships with beneficiaries. It also strengthens WFP’s relationships with its implementing partners and governments by providing access to data that increases understanding of, for example, purchase habits, resource prioritization or policy development. This understanding serves to increase WFP’s ability to meet the needs of the people furthest behind.
WFP’s current approach to digital transformation ensures all systems, tools and applications talk to each other – providing a seamless source of reliable data that eliminates legacy issues and increases collaboration across the organization.
To implement this approach, WFP launched DOTS, a new data engine that collates operational data into a central platform for staff’s use. The platform’s end-to-end visibility informs decisions on the delivery of critical assistance – from anticipating supply chain disruptions to identifying alternative solutions.
Further, WFP automated eight of its most frequently used paper forms as part of its Critical Corporate Initiative. Over half a million paper-based transactions a year will be digitized and automated by the end of 2020. This not only reduces the volume of paperwork, but also simplifies processes, saves resources, improves efficiency and makes WFP more environmentally friendly.
Another way WFP is enabling efficiency and effectiveness is through the Emergency Service Marketplace. The platform acts as a central resource for humanitarian actors to request transit services from WFP. Since its launch in March 2020, over 30 organizations are using the platform to coordinate COVID-19 response efforts in 89 countries.
WFP staff
using DOTS on a weekly basis to make more informed decisions, anticipate obstacles and identify mitigation strategies.
paper-based transactions a year will be digitized and automated by the end of 2020.
MT
of supplies shipped and tracked in near real-time by WFP through the Emergency Service Marketplace.
One of WFP’s strengths is its network of all staff members who work closely with beneficiaries in over 80 countries. In order to support their work, digital transformation efforts must scale in a way that best serves regional bureaux, country offices, sub-offices, and area and field offices. The Burundi and Bangladesh country offices were the first to engage in full technology assessments against their Country Strategic Plans.
In Burundi, the country office is piloting School Connect, the digital platform for school meals programmes. This initiative is helping over 18,000 students in 20 schools by tracking attendance, costs, food deliveries and meal distributions to ensure more children are fed each month. The country office will continue to scale the platform post-COVID-19.
Likewise, in Bangladesh, the country office is using WFP’s blockchain product 'Building Blocks' to enable a common distribution platform across agencies within the Cox’s Bazar refugee camps. Since its launch on March 2020, the product has served 200,000 refugees. With the onset of COVID-19, UNICEF adopted Building Blocks for soap distribution, and the biometric identification tool was quickly switched to QR codes to avoid personal contact. The project will continue expanding, reaching all retail outlets in the refugee camps.
students
in 20 schools in Burundi assisted through the School Connect pilot to track attendance, costs, food deliveries and meal distributions.
refugees
served with WFP’s blockchain product, Building Blocks, since its inception in March 2020.
Digital transformation is equipping WFP to take ambitious steps towards bringing Zero Hunger to fruition. Doing so means WFP must combine the experience of staff working in more than 80 countries together with its extensive network of partners and a robust digital ecosystem. It is essential that WFP collates lessons that are learned locally and scaled globally.
As the UN’s data strategy matures, WFP envisages connecting the institution’s insights and solutions with the wider humanitarian community to scale progress across districts, countries and regions. WFP will look introspectively and will explore how it can further improve the efficiency and effectiveness of its own operations – strengthening accountability and trust for donors and beneficiaries.
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