Â鶹ÊÓƵ

This decentralized evaluation was commissioned by Â鶹ÊÓƵ Regional Bureau for Eastern Africa in Nairobi (RBN) and covers the period from January 2016 to December 2020. It was carried out in 2021.

This corporate emergency evaluation assessed Â鶹ÊÓƵ¡¯s response to the COVID-19 pandemic from February 2020 ¨C June 2021. The evaluation was conducted under the conditions of the COVID-19 pandemic, including Â鶹ÊÓƵ in emergency mode; travel and movement restrictions; and the need to avoid unduly burdening country offices. Accordingly, it adopted a ¡°retrospective developmental¡± design, which focuses on providing evidence to support adaptation in dynamic environments.

This second edition of the Â鶹ÊÓƵ Eastern Africa Regional eBook highlights and celebrates Â鶹ÊÓƵ work in Eastern Africa and demonstrates Â鶹ÊÓƵ capacities in various areas including: emergency preparedness and response, food system, nutrition, school-based programming, social protection, supply chain, and food security analysis.

This report is a product of the first phase of the Social Protection Learning Facility partnership and focuses on lessons learned from Â鶹ÊÓƵ¡¯s work in 2020 that are important for the social protection sector in the East Africa region going forward.

The United Nations Humanitarian Air Service is a critical lifeline transporting humanitarian workers and lifesaving cargo to some of the most challenging and hard-to-reach locations on the planet.

This brief considers some of the potential impacts and implications of the coronavirus pandemic on vulnerability and social protection responses to displacement in East Africa.

The Somali Fill the Nutrient Gap analysis was conducted in 2018-19 to build a deeper understanding of the structural barriers to accessing healthy diets. It identified opportunities and strategies across the food system to improve nutrition in a sustainable manner, connecting humanitarian interventions with development efforts.

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

Approved in 2014, the Â鶹ÊÓƵ People Strategy (2014¨C2017) is now in its sixth year of implementation. This evaluation covers the period from 2014-2019 and is intended to promote accountability and learning on the Â鶹ÊÓƵ¡¯s approach to managing people. It addresses three questions: How good is the strategy? What were the results of the strategy? Why has the strategy produced the results observed?

Findings and recommendations to inform new policies and country strategic plans.

This joint evaluation has been commissioned by the Somalia Inter-Agency Cash Working Group. The evaluation objective was to review the joint performance and impact of the humanitarian Cash Based Assistance (CBA) in the 2017 drought response in Somalia. It also examined different ways of continuing the use of CBA on a large scale and related sustainability questions in order to inform the on-going 2018 response.

The country portfolio evaluation covered all Â鶹ÊÓƵ activities in Somalia from 2012 to 2017.
It assessed Â鶹ÊÓƵ¡¯s strategic positioning, the quality of and factors influencing Â鶹ÊÓƵ¡¯s decision making, and the performance and results of portfolio activities. The evaluation provided evidence to inform the design of the new Â鶹ÊÓƵ Somalia interim country strategic plan.

This evaluation assessed the policy¡¯s quality, results achieved and the factors influencing this achievement from 2012 to 2017.

This Synthesis of Operations Evaluations for the East and Central Africa Region brings together the findings of seven operations evaluations, conducted from mid-2013 to mid-2017.

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