Publications
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.

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.
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.
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.

 

Droughts, Emergencies
25 September 2011

As we sit here today more than 13 million people across the Horn of Africa are in urgent need of assistance. This crisis is about more than the famine and nutritional emergency, it is a crisis that is multi-faceted and calls for a multi-sectoral response in which the health, nutrition and food security, water, sanitation, protection and education sectors all play a role. Throughout the region, agencies are working to ensure a coordinated response through its implementation with partners and in their respective leadership role in selected clusters/sectors.

Emergencies, Food for Assets, General Food Distribution, Nutrition, School Meals
20 May 2011

 The Annual Evaluation Report for 2010 focuses on operational issues arising from evaluations of country portfolios and operations, and impact evaluations of selected school feeding programmes.

The findings reaffirm WFP’s corporate areas of strength in responding to emergencies under the most difficult circumstances and in providing school feeding, as one of the Programme’s flagship programmes. However, impact evaluations of these programmes also showed the importance of implementing school feeding in cooperation with partners who invest in education sector improvements. Areas where largest improvements can be made relate to food-for-work, where funding often is curtailed and thus strategic objectives moved beyond reach, and nutrition where the ambiguous objectives and small size of programmes make it difficult to demonstrate results.

Emergencies, Refugees and IDPs, Gender, General Food Distribution, Nutrition
16 May 2011

 The first in a series of four, this evaluation found positive short-term impacts - lives were saved; hunger was mediated; malnutrition rates  improved; and immediate security and protection were realized - but the longer-term objectives of food security, improved livelihood opportunities and asset building were not. 

Significant changes to policy and programme are needed to meet the challenges of protracted situations and to avoid chronic food insecurity.

 

Emergencies
26 April 2011

The Relief Programme’s primary objective is to provide general food distributions, including fortified supplementary food, to the most vulnerable people in areas of high risk of acute malnutrition.

Emergencies, Focus on Women, General Food Distribution
17 December 2010

WFP Ethiopia's Targeted Supplementary Feeding (TSF) programme aims to rehabilitate moderately malnourished children under five and pregnant and nursing women.
 

Emergencies, General Food Distribution
17 December 2010

A summary of the Refugee Assistance programme in Ethiopia.