Publications

The evaluation was conducted in the context of WFP efforts to strategically position itself across the humanitarian development and peace nexus in the framework of the Agenda 2030 and the UN reform. It assessed progress towards the 2013 School Feeding Policy objectives, and how well WFP is positioned and equipped to deliver on its school feeding agenda, with particular emphasis on the organizational readiness to implement the 2020-2030 school feeding strategy.

The terms of reference aim to inform stakeholders about the evaluation, clarify expectations and requirements and guide the evaluation team in its work during the various phases of the evaluation.

The terms of reference aim to inform stakeholders about the evaluation, clarify expectations and requirements and guide the evaluation team in its work during the various phases of the evaluation.

This Strategic Evaluation was commissioned by the WFP Office of Evaluation. It assessed the quality and results of WFP’s efforts between 2014 and 2019 to secure adequate and appropriate funding to contribute towards zero hunger; and determine the reasons why WFP has or has not been able to fund its work in order to draw lessons. All types of WFP funding and resourcing were included in the scope of the evaluation for all areas of WFP’s work, including through internal allocation.

This strategic evaluation covers the full range of emergencies WFP responds to from preparedness, immediate response and longer-term response through to exit. The evaluation is organized around the contribution that WFP capacity makes to the quality of its emergency responses. It considers WFP capacities at three interdependent levels - the enabling environment, the organization and the individual.

The strategic evaluation provides a formative and forward-looking assessment of WFP’s support for enhanced resilience. Its purpose is predominantly to promote learning to inform resilience programming across WFP.

This strategic evaluation assesses WFP’s progress so far in the formulation and initial implementation of Country Strategic Plans (CSPs), in the framework of the Integrated Road Map (IRM).

This report synthetized the findings, conclusions and recommendations from four strategic evaluations related to WFP's Emergency Preparedness and Response (EPR): the global Logistics Cluster (2012), the global Food Security Cluster (2014), WFP's use of pooled funds for humanitarian preparedness and response (2015) and WFP's Preparedness and Response Enhancement Programme (PREP) (2015).

This evaluation of the United Nations Renewed Efforts Against Child Hunger Undernutrition (REACH) is managed by a joint Evaluation Management Group composed of Evaluation Offices of WFP, FAO, WHO and UNICEF and DFATD Canada. Covering 2011 to 2015, the evaluation focused on the role of the REACH secretariat and its work in Bangladesh, Ghana, Mali, Mozambique, Nepal, Rwanda, Uganda and the United Republic of Tanzania. Serving the dual purpose of accountability and learning, it assessed REACH's relevance and appropriateness, performance, the factors explaining results, and sustainability.

This evaluation is part of a series of OEV strategic evaluations on WFP’s emergency preparedness and response. It assessed the contribution of the Preparedness and Response Enhancement Programme 2011-2014 (PREP) to improving WFP’s capability to respond effectively and efficiently to large-scale, corporate level emergencies. The evaluation assessed PREP’s relevance, appropriateness, effectiveness, sustained contribution, supporting and constraining factors.

This evaluation of food security cluster coordination mechanisms was jointly commissioned by the Offices of Evaluation of WFP and FAO – the cluster’s lead agencies.