Publications
Emergencies, Refugees and IDPs, Food for Assets, Gender, General Food Distribution, HIV/AIDS, Nutrition, Purchase for Progress, School Meals
26 November 2013

This country portfolio evaluation covers the period 2009-2013 of one of WFP’s largest portfolios. It assessed: a) alignment and strategic positioning; b) quality and drivers of strategic decisions; and c) performance and results of WFP operations.

The evaluation found the portfolio broadly relevant, appropriate and aligned with the needs of women and men in DRC and with government policies and priorities. But, with needs outstripping the capacity to supply them, the country office had difficulty in finding an appropriate balance among the portfolio components and did not always adapt to the dynamic environment. WFP’s decision-making was affected by financial constraints which limited the country office’s engagement in interagency coordination, strategic institutional mechanisms and identifying creative solutions to challenges. WFP’s capacity to respond to needs on time and proportionately was also weakened by the absence of a strategy adapted to the volatile context, clear operational guidelines and flexibility, with negative effects on WFP’s positioning in some areas and on donor support.

The performance and results of the portfolio were measured mainly through output-level data and showed a heavy emphasis on relief assistance throughout the evaluation period. The evaluation identifies challenges and opportunities and makes recommendations regarding the short-term humanitarian focus and the medium-term transition towards development to increase effectiveness and sustainability of WFP programmes.

Capacity Building, Emergencies, Food Security Analysis
26 September 2013

This evaluation of food security cluster coordination mechanisms was jointly commissioned by the Offices of Evaluation of WFP and FAO – the cluster’s lead agencies.

The evaluation focuses on the utility and effects of food security coordination at the country level. The evaluation concludes that effective food security coordination creates clear benefits for humanitarian organizations and the coverage of interventions. It is broadly supported by international humanitarian actors, who perceive investments in coordination to be largely worthwhile.

However, certain constraints undermine their relevance to operations and put current achievements at risk. The evaluation recommends advocating with the Inter-Agency Standing Committee to reduce the demands of system-wide processes; clarifying roles and responsibilities in the coordination architecture; advocating for greater donor commitment to food security coordination; enhancing the lead agencies’ commitment to and capacity for food security coordination; strengthening the Global Support Team’s capacity to deploy experienced coordination staff; mentoring to promote operationally relevant coordination; and enhancing the involvement of national, local and non-traditional humanitarian actors.

Emergencies
8 October 2012

 This is the first evaluation conducted on WFP’s role and performance as a cluster lead. The evaluation assessed the effectiveness, efficiency, utilization, results and satisfaction of the Logistics Cluster’s products, services and activities at global and country levels. Overall the evaluation found that under WFP’s effective leadership the cluster strengthened partnerships and increased coordination in humanitarian logistics.   WFP inputs of skilled staff, funding, back office systems and leadership enabled the cluster to undertake the expected global and country activities. At country level, the cluster’s operations were found to be relevant, effective and provided value to participating organizations. While the ability of the cluster to learn and apply lessons was hindered by the lack of systematic approaches, the cluster demonstrated improvement over time. WFP’s financial, reporting and tracking systems did not enable the level of transparency partners required. 

 
The  recommendations seek to engage the Global Logistics Cluster, its partners and WFP management in designing a 3-year strategic plan;  strengthening financial and reporting systems;  enhancing the organizational structure and decision-making;  improving cluster human resource management; extending partnership outreach; and engaging in global policy and inter-cluster coordination.
Emergencies
21 November 2011

This is the first evaluation conducted on WFP’s role and performance as a cluster lead. The evaluation assessed the effectiveness, efficiency, utilization, results and satisfaction of the Logistics Cluster’s products, services and activities at global and country levels. Overall the evaluation found that under WFP’s effective leadership the cluster strengthened partnerships and increased coordination in humanitarian logistics.   WFP inputs of skilled staff, funding, back office systems and leadership enabled the cluster to undertake the expected global and country activities. At country level, the cluster’s operations were found to be relevant, effective and provided value to participating organizations. While the ability of the cluster to learn and apply lessons was hindered by the lack of systematic approaches, the cluster demonstrated improvement over time. WFP’s financial, reporting and tracking systems did not enable the level of transparency partners required. 

The  recommendations seek to engage the Global Logistics Cluster, its partners and WFP management in designing a 3-year strategic plan;  strengthening financial and reporting systems;  enhancing the organizational structure and decision-making;  improving cluster human resource management; extending partnership outreach; and engaging in global policy and inter-cluster coordination.

 

Emergencies, School Meals
25 January 2007

This evaluation focused on demonstrating how WFP’s school feeding can address the needs of people in emergency contexts, with a view to learning from current practice and improving future implementation. Three field studies, desk research and a survey questionnaire constituted the basis of the evaluation. Readers are encouraged to refer to the full technical report for greater detail.

Emergencies
11 June 1998

In the mission team’s view, the quantity and quality of the informal cooperation and formal coordination were generally high. A number of signed formal agreements were concluded in the form of: a) regional, country-level and local Memoranda of Understanding and operational plans; b) separate agreements on cooperation in specific sectors such as logistics and telecommunications; and c) countrylevel and local joint work plans.