WFP Publication
18 February 2015

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WFP Publication
21 January 2015


 Typhoon Hagupit (local name Ruby) is now out of
the Philippine Area of Responsibility. It made four
landfalls in the country, the first one near Dolores,
Eastern Samar on 6 December, before exiting on 10
December. At least 19 were confirmed dead as a
result of the typhoon.

 The Government of the Philippines has not officially
requested for international assistance. It has
activated its Response Clusters System, and WFP is
providing support in terms of Food and Non-Food
Items (NFIs), Logistics, and Emergency

 WFP has finalized an Immediate Response
Emergency Operation (IR-EMOP) worth US$1
million. The three-month operation is aimed at
addressing the priority needs of some 360,000
people affected by the typhoon through general
food distribution of rice and high-energy biscuits
(HEBs) and cash transfers.

 Distribution of HEBs to an estimated 300,000
beneficiaries started today in 17 municipalities in
Eastern Samar. 

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.

Capacity Building, Climate Change, Emergencies, Refugees and IDPs, Food for Assets, Gender, Nutrition, School Meals
5 February 2014

The evaluation covers WFP’s protracted relief and recovery operation (PRRO) 200296 “Support for Returnees and other Conflict-Affected Households in Central Mindanao, and National Capacity Development in Disaster Preparedness and Response” (May 2012-April 2014). 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 following activities: school feeding, prevention and treatment of acute malnutrition, food and cash for assets, food and cash for training as well as capacity development in disaster preparedness and response. 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/March 2014.