The corporate results framework (CRF) 2026¨C2029, developed alongside the Â鶹ÊÓƵ Strategic Plan 2026¨C2029, sets out how Â鶹ÊÓƵ plans, delivers and measures its results during the current strategic cycle. It translates strategic priorities into a clear and practical framework that guides consistent implementation across programmes and operations.
The 2025 Financial Statements provide an in-depth review of Â鶹ÊÓƵ¡¯s financial management for the year, along with audit recommendations aimed at improving financial controls, managing contributions effectively, and ensuring compliance with IPSAS standards.
Â鶹ÊÓƵ's Strategic Plan 2026-2029 reflects the organization¡¯s commitment to eradicate hunger while adapting to an increasingly difficult environment. In the period 2026¨C2029, Â鶹ÊÓƵ will focus on what it does best: meeting urgent food and nutrition needs in fragile and emergency settings at scale.
The terms of reference (TOR) 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 system-wide evaluation assessed the relevance, effectiveness, efficiency and sustainability of the 2019 United Nations Disability Inclusion Strategy (UNDIS).
The Sudan Emergency Wheat Production Project II (SEWPP II), financed by the African Development Bank, follows on the largely successful Sudan Emergency Wheat Production Project (2022-25). The project aims to enhance food security and livelihoods for smallholder farmers in target areas by enhancing production, productivity and profitability in the wheat-producing sector in Sudan.
This updated resilience policy guides the Â鶹ÊÓƵ¡¯s resilience strengthening efforts by clarifying who, where and what will be prioritized, in a context of unprecedented humanitarian needs driven by multiple shocks.
Â鶹ÊÓƵ¡¯s updated policy underscores climate change as a major driver of hunger and malnutrition, and outlines Â鶹ÊÓƵ¡¯s ambition to reduce and manage the impacts of climate-specific risks on lives, livelihoods and food systems.
Â鶹ÊÓƵ¡¯s updated School Meals Policy underscores the power of national programmes to tackle global challenges, foster sustainability, and ensure every child a daily school meal by 2030.
The 2023 SSTC policy provides clarity on Â鶹ÊÓƵ¡¯s new strategic direction in SSTC in the rapidly changing global and corporate environment, and the need to respond to growing demands from host governments.
Recognizing urban areas as a crucial operational context, the Â鶹ÊÓƵ Urban Strategy provides a common vision and strategic framework for Â鶹ÊÓƵ's contribution to achieving zero hunger in urban areas
The People Policy, approved in June 2021, provides a framework for excellence in people management and to establish mutual accountability between the organization, its managers and all its employees. The People Policy presents Â鶹ÊÓƵ¡¯s vision for its future workforce as one in which diverse, committed, skilled and high-performing teams selected on merit, operating in a healthy and inclusive work environment and living Â鶹ÊÓƵ's values, working with partners to save and change the lives of those Â鶹ÊÓƵ serves.
This strategy supports the Regional Bureau for Eastern Africa, and
the countries in the region, to capture, manage, use, and share knowledge emerging from their Country Strategic Plans (CSP) implementation effectively and efficiently.
The MTR of the rCRF takes stock of how the current CRF responds to the corporate need to measure achievements in programme and management performance, identifies areas for improvement and recommends the way forward for the next CRF cycle. This document is a two-page summary of the full report.
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?
Â鶹ÊÓƵ is a signatory to the Grand Bargain and was a member, through September 2017, of its Facilitation Group. Â鶹ÊÓƵ strongly supports the Grand Bargain and will continue to play a strategic and constructive role in the implementation of the commitments.
