Emergencies, Refugees and IDPs, Food for Assets, Gender, General Food Distribution, Nutrition, School Meals
6 March 2013

This country portfolio evaluation, managed by the WFP Office of Evaluation, covers the period 2010-2012 of WFP operations in Sudan and assesses:  i) the alignment and strategic positioning of WFP’s operations in the country; ii) the drivers of key strategic decisions; and iii) the performance and results of WFP operations.  During this period, WFP was the largest humanitarian actor in Sudan with more than 40% of the total consolidated appeal request.
The evaluation found the portfolio broadly aligned with core humanitarian principles and with the needs of food insecure populations and broadly integrated into the policies and priorities of Government.  WFP’s negotiation of access to affected populations was contested but ultimately provided the maximum possible coverage for assessments and food assistance.  While the transition from food aid to food assistance, through a focus on recovery interventions has begun, the pace and extent of this shift is limited by in-kind funding and the on-going scale of displaced populations in need of general food distribution in Darfur.  Four main recommendations focus on: i. improvements in partnership and coordination; ii. strategic shifts to longer-term planning; iii. improvements in monitoring, evaluation and assessments; and iv. further refinement of targeting.

Emergencies, Food for Assets, General Food Distribution, Nutrition, School Meals
20 May 2011

 The Annual Evaluation Report for 2010 focuses on operational issues arising from evaluations of country portfolios and operations, and impact evaluations of selected school feeding programmes.

The findings reaffirm WFP’s corporate areas of strength in responding to emergencies under the most difficult circumstances and in providing school feeding, as one of the Programme’s flagship programmes. However, impact evaluations of these programmes also showed the importance of implementing school feeding in cooperation with partners who invest in education sector improvements. Areas where largest improvements can be made relate to food-for-work, where funding often is curtailed and thus strategic objectives moved beyond reach, and nutrition where the ambiguous objectives and small size of programmes make it difficult to demonstrate results.