17 December 2012
Covering the period 2008 – 2012 the Timor-Leste country portfolio evaluation assessed three main operations that encompassed: emergency relief, food-for-work/assets, school feeding, maternal and child health and nutrition, and capacity development. The evaluation found that the portfolio has been relevant and WFP’s strategy of supporting and working through government systems for delivery of basic services has been highly appropriate for the fragile state context of Timor-Leste.
The WFP country office has been commendably opportunistic, innovative, diligent and adaptable, pragmatically adjusting on-going operations with the aim of maximising their contribution. Seven recommendations address the immediate transition strategy for Timor-Leste, handover/exit strategies in general for WFP, further strategy development for maternal and child health and nutrition, local production of fortified blended food, school feeding,capacity development and gender mainstreaming.
16 November 2012
The World Food Programme works with governments across Asia to design and manage large-scale, innovative programmes, focused on those who need them most. These programmes are often called ‘safety nets’ – projects designed to protect the most vulnerable at critical times, and so allow them to make the most of each new opportunity to improve their lives.
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.