Â鶹ÊÓƵ

It was conducted between September 2020 and May 2021 to assess Â鶹ÊÓƵ¡¯s strategic positioning and role and the extent to which Â鶹ÊÓƵ has made the strategic shift expected by the CSP; Â鶹ÊÓƵ¡¯s contributions to strategic outcomes; efficiency and factors that explain Â鶹ÊÓƵ performance.

The evaluation concluded that:

• The planned shift to a more developmental role for Â鶹ÊÓƵ had to be readjusted after a series of climatic and economic shocks and the onset of COVID-19. The Country Office adapted rapidly
  
  and responded effectively to the deteriorating food security situation and the emergence of COVID-19.
• The CSP constituted an important step forward from previous collections of fragmented programme documents creating conceptual links between humanitarian and development work. However, the approach did not automatically create stronger operational linkages because the assignment of activities to crisis response, resilience building and root causes categories created a set of siloes.
  
  Although the total funding increased so did earmarking and flexibility to use funding was not improved.
• Success in delivering against the ambitious goals of the CSP increasingly required Â鶹ÊÓƵ to collaborate and to draw on external expertise, particularly in the CSP areas of resilience and response to root causes.
• Adequate monitoring and evaluation systems were not yet in place, jeopardizing the organization¡¯s reputation and compromising its ability to learn from performance.
• The CSP did not enable Â鶹ÊÓƵ to become more effective in achieving its gender equality and women¡¯s empowerment goals.
• The long-term goal of supporting national ownership remains important and valid. However, there are important questions regarding how to achieve change at a realistic pace