Publications
Capacity Building, 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 (totaling 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.

Food for Assets, Nutrition, School Meals
19 June 2014

Interested in learning more about our programmes in Cambodia? Check out the following Fact Sheets to help you understand our work in the country:

Food for Assets, Nutrition, School Meals
11 February 2014

The mid-term evaluation covers the Cambodia Country Programme 200202 (2011-2016). It was intended for both accountability and learning purposes 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: school feeding; nutrition interventions; food/cash for assets 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 February 2014.

Food for Assets, School Meals
16 November 2012

The World Food Programme works with governments across Asia to design and manage large-scale, innovative programmes, focused on those who need them most. These programmes are often called ‘safety nets’ – projects designed to protect the most vulnerable at critical times, and so allow them to make the most of each new opportunity to improve their lives.

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.