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.
29 November 2012
In sub-Saharan Africa, the region most affected by the HIV epidemic, WFP’s food and nutrition support is an essential part of HIV treatment and care.
17 August 2008
Overall, WFP’s Gender Policy 2003-2007 surpassed those of many comparable organizations. Going forward, the evaluation team submitted five sets of recommendations:
1. take immediate steps to communicate WFP’s commitments to women and gender equality;
2. build gender mainstreaming capacities by extending and deepening training and expert guidance;
3. re-orient the roles and headquarters, country offices and regional bureaus;
4. make more funding available at the country level; and
5. complement the gender balance use of targets with building capacities and commitments among hiring managers and identify systems issues.