Publications
Emergencies, Focus on Women, Food Prices, Gender, General Food Distribution, Nutrition, School Meals
26 June 2013

Three years after the earthquake, important progress has been achieved on the recovery front, but a drought, tropical storm Isaac and hurricane Sandy have devastated harvests and Haiti is struggling with the first major food security crisis since the earthquake — this time in rural areas. This report summarizes the results of the joint worked carried out by the government, donors, partners and WFP since 2010 to date.

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.
Emergencies, Nutrition
25 January 2012

 This evaluation of WFP’s partnerships is one of four strategic evaluations undertaken in the 2010–2011 biennium that relate to the shift from food aid to food assistance as called for in WFP’s 2008–2013 Strategic Plan.

The evaluation analysed how WFP’s partnerships and its role within them are affected by this strategic shift. Recognizing that the shift is an ongoing process and that the evaluation took place at the mid-point of the strategic planning cycle, the evaluation aimed to support organizational learning.   Partnership is a key element in WFP's Strategic Plan and is essential for effective international humanitarian and development assistance.  
 
The evaluation found that WFP is seen as a valued and respected partner and that working in partnership contributes to increased impact.  However the evaluation found areas of weakness that need to be addressed in order for WFP to be an even more effective partner, for example to develop a comprehensive partnership strategy, clarify its roles in relations to the shift to a food-assistance model and refine its internal systems and capacities.
Emergencies, Nutrition
25 January 2012

 This evaluation of WFP’s partnerships is one of four strategic evaluations undertaken in the 2010–2011 biennium that relate to the shift from food aid to food assistance as called for in WFP’s 2008–2013 Strategic Plan.

The evaluation analysed how WFP’s partnerships and its role within them are affected by this strategic shift. Recognizing that the shift is an ongoing process and that the evaluation took place at the mid-point of the strategic planning cycle, the evaluation aimed to support organizational learning.   Partnership is a key element in WFP's Strategic Plan and is essential for effective international humanitarian and development assistance.  
The evaluation found that WFP is seen as a valued and respected partner and that working in partnership contributes to increased impact.  However the evaluation found areas of weakness that need to be addressed in order for WFP to be an even more effective partner, for example to develop a comprehensive partnership strategy, clarify its roles in relations to the shift to a food-assistance model and refine its internal systems and capacities.
 
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.

 

Emergencies, General Food Distribution, HIV/AIDS, Nutrition, School Meals
24 October 2011

The Haiti Country Portfolio Evaluation (CPE) encompasses the 14 World Food Programme (WFP) operations that were active between May 2005 and December 2010.

Given the extraordinarily challenging operating environment in Haiti over the period of evaluation, the Haiti CO has had some remarkable successes.  In addition to recurring natural disasters, WFP Haiti has been faced with other destabilizing factors such as civil and political unrest which characterized the period 2005-2008, the food-fuel-financial crisis of 2007 - 2008, and the coinciding launch of the WFP new strategic plan.  In the midst of this instability, coupled with the complexity of operating within an integrated mission, WFP Haiti has made great strides in partnering with the government and in meeting the changing needs of the Haitian people, both during the response phase as well as during development and recovery.

Given the nature of the Haiti country portfolio, WFP’s role in relation to SO1 has been of primary importance and is the area where WFP is strongest.  The challenge that WFP faces in the more targeted activities is in balancing corporate and government priorities, especially in a volatile post-emergency context.

 

Emergencies, Nutrition
20 June 2011

This evaluation of WFP’s partnerships is one of four strategic evaluations undertaken in the 2010–2011 biennium that relate to the shift from food aid to food assistance as called for in WFP’s 2008–2013 Strategic Plan.

The evaluation analysed how WFP’s partnerships and its role within them are affected by this strategic shift. Recognizing that the shift is an ongoing process and that the evaluation took place at the mid-point of the strategic planning cycle, the evaluation aimed to support organizational learning.   Partnership is a key element in WFP's Strategic Plan and is essential for effective international humanitarian and development assistance.  

The evaluation found that WFP is seen as a valued and respected partner and that working in partnership contributes to increased impact.  However the evaluation found areas of weakness that need to be addressed in order for WFP to be an even more effective partner, for example to develop a comprehensive partnership strategy, clarify its roles in relations to the shift to a food-assistance model and refine its internal systems and capacities.

Emergencies, General Food Distribution, HIV/AIDS, Nutrition, School Meals
20 May 2011

 The Haiti Country Portfolio Evaluation (CPE) encompasses the 14 World Food Programme (WFP) operations that were active between May 2005 and December 2010.

Given the extraordinarily challenging operating environment in Haiti over the period of evaluation, the Haiti CO has had some remarkable successes.  In addition to recurring natural disasters, WFP Haiti has been faced with other destabilizing factors such as civil and political unrest which characterized the period 2005-2008, the food-fuel-financial crisis of 2007 - 2008, and the coinciding launch of the WFP new strategic plan.  In the midst of this instability, coupled with the complexity of operating within an integrated mission, WFP Haiti has made great strides in partnering with the government and in meeting the changing needs of the Haitian people, both during the response phase as well as during development and recovery.

Given the nature of the Haiti country portfolio, WFP’s role in relation to SO1 has been of primary importance and is the area where WFP is strongest.  The challenge that WFP faces in the more targeted activities is in balancing corporate and government priorities, especially in a volatile post-emergency context.

Emergencies
13 October 2010

Updated facts and figures on the situation in Haiti in the wake of the earthquake of January 2010