World Food Programme Fighting Hunger Worldwide

WFP assists African governments and communities to implement comprehensive, country-led, programmes to tackle hunger the world’s greatest solvable problem. In 2012, out of a total US$4.2 billion expenditure, two thirds (US$2.7 billion) was allocated to Africa. WFP is the world’s biggest buyer of food for humanitarian operations and it is the largest single purchaser of food assistance in Africa, but we do not work alone. This edition of WFP in Africa highlights our partnerships throughout the continent, illustrating the importance of working together to reach shared goals and objectives.

WFP assists African governments and communities to implement comprehensive, country-led, programmes to tackle hunger the world’s greatest solvable problem. In 2012, out of a total US$4.2 billion expenditure, two thirds (US$2.7 billion) was allocated to Africa. WFP is the world’s biggest buyer of food for humanitarian operations and it is the largest single purchaser of food assistance in Africa, but we do not work alone. This edition of WFP in Africa highlights our partnerships throughout the continent, illustrating the importance of working together to reach shared goals and objectives.

 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. 

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. 

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.

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.