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?
In this strategy (2020 ¨C 2030) Â鶹ÊÓƵ lays out its vision of working with governments and partners to jointly ensure that all primary schoolchildren have access to good quality meals in school, accompanied by a broader integrated package of health and nutrition services.
This decentralized evaluation was commissioned by the Â鶹ÊÓƵ Nepal Country Office and covers the USDA McGovern Dole Food for Education Program in Nepal 2014-2017. It was carried out in 2019.
The evaluation covers the joint Peace Building Fund (PBF)-funded joint project ¡°Peers for Peace Building, Social Cohesion in Mopti and S¨¦gou Regions¡±, launched in 2017 and implemented by Â鶹ÊÓƵ, FAO and UNHCR. The exercise was commissioned by Â鶹ÊÓƵ to an external firm in early 2019 and managed outside of the Â鶹ÊÓƵ Quality Assurance System for Decentralized Evaluations (DEQAS) framework.
This story map is an analytical tool that shows areas, categories, and numbers of vulnerable population to food insecurity and different natural shocks in in Jordan.
The Integrated Context Analysis (ICA) is an analytical process that contributes to the identification of broad national programmatic strategies, including resilience building, disaster risk reduction, and social protection for the most vulnerable and food insecure populations.
Trend analyses provide an understanding of what has happened in the past and what may (or may not) be changing to act as a proxy for what may occur in the future, and where short, medium, and longer-term programming efforts may be required. It is based on two core factors: trends of food insecurity and main natural shocks (droughts and floods).
¡®Why is food assistance needed in a country like Congo, where nature is so generous?¡¯ The attached study, implemented thanks to a grant from BMZ, provides some answers.
The Household Economy Analysis process allowed us to map out 9 distinct ¡®livelihood zones¡¯ in Congo. It also produced household profiles for the Pool, the part of the country that has experienced conflict on and off for the past 20 years. It shows that for the poorest households, monetary poverty and low access to land constitute serious obstacles to food security, even in an apparently green and well-watered part of the country. Recurrent conflict in the Pool only exacerbates these challenges by undermining the casual labor markets poorest households rely on for income.
Â鶹ÊÓƵ will use this baseline to strengthen our monitoring of food security in the Pool and to boost our targeting there. We will also do similar profiles in other parts of the country, including the flood-affected North.
The Government, with the support of Â鶹ÊÓƵ, has launched a strategic review of food and nutrition security. It aims to identify the challenges to be met at the national level and to help define the priority axes with a view to achieving the zero hunger goal (SDG2) by 2030.
Achieving zero hunger requires integrated approaches that respond to the multiple, interconnected causes of hunger and malnutrition. To respond to the Zero Hunger Challenge, the Government of Lesotho commissioned the Zero Hunger Strategic Review (ZHSR). The purpose of the ZHSR was to support national efforts to accelerate actions towards eliminating food insecurity and malnutrition.
The National Zero Hunger Strategic Review aims to facilitate implementation and progress towards SDG 2 and SDG 17 to enable Madagascar to work towards eliminating food insecurity and malnutrition and improve the quality of stakeholder engagement with the Government, align it with national development objectives and facilitate strategic consultations. The Strategic Review (i) identifies gaps in interventions, resources and institutional capacity at the national level, and (ii) proposes priority areas for action where all stakeholders could achievement of SDG2.
The Government of Zambia commissioned the Zero Hunger Strategic Review (ZHSR) to lay out in a comprehensive manner the status, trends, responses and gaps in the five pillars of the Zero Hunger Challenge. The review recommends actions needed to achieve SDG 2 by 2030. It provides a situational analysis of food and nutrition security in Zambia to contextualise the challenges and opportunities of achieving Zero Hunger by 2030.
This Review is inclusive, based on a consultative process and provides a comprehensive analysis of the problems faced by Tajikistan in ensuring food security and nutrition, and in achieving SDG 2 by 2030.
The review identifies a basic level for a common understanding of the problems and gaps in food security and nutrition, thereby facilitating the coordination of priority actions needed to eradicate hunger by 2030. The conclusions and recommendations of the Strategic Review will help to form the future directions and national priorities identified in the development programmes and strategies of Tajikistan, and will contribute to the evaluation of the United Nations Development Assistance Framework (UNDAF).
Considering the multifactorial and multidisciplinary aspect of the fight against hunger and malnutrition, the Ivorian Government has launched in 2016 a new National Nutrition Policy and a National Multisectoral Plan for Nutrition, in addition to the existing sectorial strategies.
In this context, under the leadership of His Excellency Daniel Kablan DUNCAN, Vice-President of the Republic, the Government launched the Zero Hunger Strategic Review process, aiming to strengthen efforts and accelerate progress towards the elimination of hunger and malnutrition by 2030.
The objectives of the Strategic Review are to: 1) take stock of the state of food and nutritional security in the country with the key problems that emerge from it; 2) take stock of the deficits in the policies and programmes implemented to respond to these problems; and 3) propose strategic lines of action not only to address these weaknesses, but also to put the DRC on the path to achieving the targets chosen by the fixed horizon.
