Publications
Capacity Development, 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 (totalling 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.

Cash and Vouchers, Refugees and IDPs, General Food Distribution, Nutrition, School Meals
5 February 2014

The evaluation covers the operation Regional EMOP 200438 Assistance to Refugees and Internally Displaced Persons Affected by Insecurity in Mali, Mauritania, Burkina Faso, Niger (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 nutritional support to refugees and internally displaced persons delivered throughout: general food distribution; cash and food for assets; nutritional support to children under five, pregnant and lactating women; supplementary feeding to infants aged 6-59 months; and school feeding.

The evaluation, which makes a number of recommendations for the future, was managed and conducted by a consultancy firm, with fieldwork taking place in 2014.​

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.
Food for Assets, HIV/AIDS, Nutrition, School Meals
17 February 2012

The Niger portfolio evaluation covers seven WFP operations and analytical work between 2007 and 2011.   The portfolio contains three distinct implementing phases, and the evaluation findings show that WFP teams in Niger successfully negotiated each of the three phases with appropriate responses strategies.

During the first phase the CO was clearly restrained in its programming choices and favoured activities that did not generate hostility from the Government of Niger in place until the coup d’état in 2010. The CO responded rapidly and effectively to the 2010 food crises during the second phase.  In 2011 WFP Niger could start implementing several changes as this third phase was the first unconstrained year without a major food crisis  and with a constructive relationship with the Government of Niger. 
 

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, 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, Nutrition
14 December 2010

WFP responded well to the 2010 crisis in Niger, making the right strategic choices about its response, managing appropriately the deployment and engagement of headwarters, regional bureau and country office staff, and working at a high level of technical implementation. Management, logistics and procurement made significant achievements.

However, targeting remained weak, associated with significant gaps in monitoring and capturing data. As a result, the outcomes of the EMOP are difficult to measure.  

Gender, Nutrition
11 September 1998

The project aims at improving the coverage of prenatal and infant care consultations by increasing the number of regular visits by at-risk expectant and nursing mothers. At this stage, it cannot be considered a success. Health centres have effectively registered a significant increase in visits, but on a very irregular basis.