19 December 2013
This country portfolio evaluation covered WFP’s portfolio in Uganda from 2009 to 2013 under the 2009–2014 country strategy and assessed: i) alignment and strategic positioning; ii) quality of and factors driving strategic decision-making; iii) performance and results; and iv) appropriateness and added value of the country strategy.
The evaluation found that WFP set an appropriate strategic direction and that activities closely aligned with Uganda’s priorities and policies, as well as needs of vulnerable communities. The portfolio’s shift from emergency towards development was appropriate and the country strategy built on WFP’s strengths in linking relief and development and operating at scale. Work benefiting small-scale traders showed potential. Implementation was however not as coherent as the strategy, with: weak tracking of results and reporting mainly at input/output levels; poor attention to the quality of assets created; inadequate addressing of gender and protection; missed opportunities for strategic partnerships; and consistent shortfalls in deliveries against plans.
The evaluation makes recommendations regarding WFP’s positioning; sustainability; the development of the next country strategy; the quality and performance of resilience, agriculture and market support activities and general food distributions; and staff capacity development on gender and protection issues.
26 April 2011
One of four strategic evaluations related to WFP's shift from food aid to food assistance, this evaluation assesses how Country Offices have adapted to changing needs and the factors affecting those changes. Country Offices are at the front line of translating organizational goals into action.
The evaluation found many strategic changes are being made, affecting all aspects of WFP. Experienced and dedicated staff are actively working to make the changes a success. At the same time, the change process is still at a formative stage and the foundational elements need strengthening.
12 June 1998
In the mission team’s view, the quantity and quality of the informal cooperation and formal coordination were generally high. A number of signed formal agreements were concluded in the form of: a) regional, country-level and local Memoranda of Understanding and operational plans; b) separate agreements on cooperation in specific sectors such as logistics and telecommunications; and c) countrylevel and local joint work plans.
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