Publications
Ebola emergency
9 July 2015

The outbreak of the Ebola virus in West Africa has become one of the largest global public health crises in recent history.  WFP has worked on the frontline since the beginning of the outbreak, providing food and vital logistics support to the humanitarian community. Under government leadership, WFP’s recovery initiatives centre on human development, livelihoods and preparedness.

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
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.