Publications
Capacity Development, Emergencies, Refugees and IDPs, Food for Assets, Gender, General Food Distribution, Nutrition, School Meals
19 October 2014

This report synthesizes findings of evaluations conducted between July 2013 and July 2014, covering 12 operations with a combined planned value of USD 3 billion (totalling over USD 1.7 billion funded), which targeted 14.3 million beneficiaries a year, were of varying types, durations and sizes and implemented in diverse settings.

The evaluations found all operations cohered well with national and sector policy frameworks. WFP is directly influencing policy and strategy formulation, and increasingly engaging in joint programming. WFP delivered broadly relevant food assistance, with most operations appropriate to overall needs; however, insufficient differentiation in the analysis and planning of some operations compromised planning for specific beneficiary needs. Results were inadequately documented, particularly at the outcome level, mainly because of weak monitoring systems. Evaluations revealed that the full extent of WFP’s achievements – and under-achievements – is not currently reflected in reporting systems. General food distribution, school feeding and nutrition activities delivered well against coverage targets, with weaker performance in food assistance for assets.  Evidence found that WFP served beneficiaries with less food than planned, however. Gender sensitivity was limited.

At the outcome level, WFP made most progress under Strategic Objective (SO) 1 - saving lives. Only limited data were available on SO2 (preventing acute hunger and investing in disaster preparedness and mitigation) and SO5 (capacity-development). Assessment of efficiency and sustainability was shallow; few operations were characterized as generally efficient or potentially sustainable.

External factors affecting results include WFP’s complex operating terrain and funding. Internal factors are symptomatic of an organization in transition, progressing in introducing changes, but with business processes needing to adapt. The lessons presented in this synthesis report aim to support WFP as it becomes increasingly fit for purpose.

Capacity Development, Emergencies, Food for Assets, General Food Distribution, Nutrition
5 February 2014

The mid-term evaluation covers the operation Ethiopia PRRO 200290 "Responding to Humanitarian Crises and Enhancing Resilience to Food Insecurity" (2012-2013). It was intended for both accountability and learning and focuses on assessing: i) the appropriateness and coherence of the operation; ii) its results; and iii) the factors explaining the results.

The evaluation assessed the following activities: general food distribution; nutritional support to children under five, pregnant and lactating women; support to households and communities to improve food security, resilience and disaster recovery; cash transfers; food for work and capacity development. The evaluation, which makes a number of recommendations for the future, was managed and conducted by a consultancy firm, with fieldwork taking place in January 2014.

Capacity Development, Emergencies, Refugees and IDPs, Food for Assets, Gender, General Food Distribution, HIV/AIDS, Nutrition, School Meals
5 June 2012

 The Annual Evaluation Report for 2011 focuses on lessons arising from implementation to date of WFP’s Strategic Plan 2008-2013. It covers 16 evaluations on: strategic themes in the transition from ‘food aid to food assistance’, such as partnerships and how Country Offices adapt to change; school feeding and WFP support to agricultural small holders and markets; and WFP’s strategic positioning and performance in Haiti, Kenya, Rwanda and Yemen; and others.

The findings reaffirm the relevance of the Strategic Plan to addressing the complex dimensions of hunger in a changing world. Important adaptations and innovations have been made with some promising results. However, half way through the Strategic Plan cycle, leadership and investment in the change process does not yet match requirements and future effectiveness will depend on it.
Capacity Development
24 February 2008

The objective of this evaluation was to determine achievements and shortfalls in WFP’s
capacity development work and to learn from these experiences. WFP views capacity development in its strategic plan (2006-2009) as the means to: “strengthen the capacity of countries and regions to establish and manage food-assistance and hunger-reduction programmes.” The most common areas for WFP capacity development are project management, analysis and assessment, food management, logistics, and supporting decentralisation efforts.

The evaluation focuses on the quality of the Building National and Regional Capacities Policy (2004), its implementation and results of operations, and WFP’s capabilities and tools available to implement the Policy.

Seven key recommendations emerged from the evaluation, among them the need to clarify the objectives of the policy and then update it to bring WFP’s policy in line with latest thinking on capacity development.