DOCSLIB.ORG

Strategic Evaluation of Funding Wfp's Work

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Strategic Evaluation of Funding Wfp's Work \\` Strategic Evaluation of Funding Wfp’s Work Evaluation Report – Volume II Annexes Commissioned by the WFP Office of Evaluation 10 April 2020 Acknowledgements The evaluation team would like to express gratitude to the myriad stakeholders that contributed of their time and knowledge to inform this evaluation report. The Office of Evaluation provided dedicated support to the team throughout the evaluation, most notably from the Evaluation Manager, Michael Reynolds and Evaluation Analysts, Enrico Piano and Lia Carboni. A wide array of divisions and departments at headquarters provided important access to information and data throughout the evaluation. The many World Food Programme offices visited graciously hosted the evaluation team and provided documents, access to key stakeholders and other important support to inform the evaluation. The Internal Reference Group provided insightful feedback on drafts to improve this report. Disclaimer The opinions expressed are those of the evaluation team, and do not necessarily reflect those of the World Food Programme. Responsibility for the opinions expressed in this evaluation report rests solely with the authors. Publication of this document does not imply endorsement by WFP of the opinions expressed. The designation employed and the presentation of material in the maps do not imply the expression of any opinion whatsoever on the part of WFP concerning the legal or constitutional status of any country, territory or sea area, or concerning the delimitation of frontiers. April 2020 | OEV/2019/018 Key Personnel for the Evaluation Office of Evaluation Andrea Cook Director of Evaluation Michael Reynolds Evaluation Manager Enrico Piano Evaluation Analyst Lia Carboni Evaluation Analyst Avenir Analytics evaluation team Brian Majewski Team Leader Charlotte Lattimer Senior Evaluator Anton Bilaver Senior Evaluator Rob Tew Senior Evaluator Dima Hatuqa Evaluator Paule Herodote Evaluator Niklas Rieger Senior Analyst Hannah Watson Data Analyst Hetty van Doorn Expert Adviser April 2020 | OEV/2019/018 Contents Annex 1: Terms of Reference ...................................................................................................................................... 1 Annex 2: People Met and Interviewed ..................................................................................................................... 25 Annex 3: Bibliography ................................................................................................................................................ 41 Annex 4: WFP Reporting Platforms ........................................................................................................................... 48 Annex 5: Detailed Conceptual Framework .............................................................................................................. 49 Annex 6: Glossary of Terms ....................................................................................................................................... 55 Annex 7: Evaluation Matrix ........................................................................................................................................ 68 Annex 8: Methodology ............................................................................................................................................... 80 Annex 9: Comparative Study ..................................................................................................................................... 89 Annex 10: Final Field Work Schedule ........................................................................................................................ 97 Annex 11: Analysis of Headquarters’ Programme Support and Administrative Budget ................................... 98 Annex 12: Mapping of Findings, Conclusions and Recommendations .............................................................. 100 Annex 13: Evaluation Team Roles and Responsibilities ....................................................................................... 112 Acronyms ................................................................................................................................................................... 116 Photo Credit ............................................................................................................................................................... 117 April 2020 | OEV/2019/018 Annex 1: Terms of Reference EVALUATION QUALITY ASSURANCE SYSTEM Office of Evaluation Measuring Results, Sharing Lessons TERMS OF REFERENCE STRATEGIC EVALUATION OF FUNDING WFP’S WORK TABLE OF CONTENTS 1. Background .............................................................................................................................................. 2 1.1. Introduction .......................................................................................................................................... 2 1.2. SDG Funding Context and Strategy ................................................................................................... 2 1.3. WFP Funding Context .......................................................................................................................... 3 2. Reasons for the Evaluation ................................................................................................................... 6 2.1. Rationale ............................................................................................................................................... 6 2.2. Objectives .............................................................................................................................................. 7 2.3. Stakeholders and Users of the Evaluation ....................................................................................... 7 3. Subject of the Evaluation ....................................................................................................................... 8 3.1. Strategic and Policy Framework ......................................................................................................... 8 3.2. Overview of Relevant WFP Activities ................................................................................................. 9 3.3. Scope of the Evaluation ..................................................................................................................... 11 4. Evaluation Approach, Questions and Methodology ......................................................................... 11 4.1. Overview of Evaluation Approach ................................................................................................... 12 4.2. Evaluability Assessment .................................................................................................................... 12 4.3. Evaluation Questions ......................................................................................................................... 12 4.4. Methodology ....................................................................................................................................... 14 4.5. Quality Assurance .............................................................................................................................. 15 5. Organization of the Evaluation ............................................................................................................ 15 5.1. Phases and Deliverables ................................................................................................................... 15 5.2. OEV Roles and Responsibilities ........................................................................................................ 16 5.3. Evaluation Team Composition ......................................................................................................... 16 5.4. WFP Roles and Responsibilities ........................................................................................................ 17 5.5. Evaluation Governance ..................................................................................................................... 17 5.6. Communication .................................................................................................................................. 18 5.7. Budget ................................................................................................................................................. 18 Annexes ...................................................................................................................................................... 47 April 2020 | OEV/2019/018 1 1. Background 1.1. Introduction 1. Strategic Evaluations focus on strategic and systemic issues of corporate relevance, including new WFP strategic directions and the associated policy, operations and activities. They evaluate the quality of work being done in relation to the new strategic direction as well as its results and seek to explain why and how these results occurred. 2. The Terms of Reference (ToR) were prepared by the WFP Office of Evaluation (OEV) evaluation manager, Michael Reynolds, Senior Evaluation Advisor, based on a document review and discussions with stakeholders. The purpose of the ToR is to provide key information to stakeholders about the proposed evaluation, to guide the evaluation team and specify expectations that the evaluation team should fulfil. The ToR are also used as the basis for consulting companies to prepare proposals for undertaking
Load more

Recommended publications
  • Social Protection and the World Food Programme Rachel Sabates-Wheeler and Stephen Devereux Institute of Development Studies
    25 Occasional Paper N° Social Protection and the World Food Programme Rachel Sabates-Wheeler and Stephen Devereux Institute of Development Studies January 2018 Copyright © WFP 2018 All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted, in any form by any means, electronic, mechanical, photocopying or otherwise, without prior permission of WFP. This document is available online at https://www.wfp.org/content/occasional-paper-25-social-protection The authors are responsible for the choice and presentation of the facts contained in this publication and for the opinions expressed herein, which are not necessarily of, and do not commit, WFP. Photo credits: Cover: WFP/Kare Prinsloo; WFP/Kare Prinsloo; WFP/Tomson Phiri; WFP/Farman Ali; WFP/Chris Terry. Backcover: WFP/Sabine Starke; WFP/Georgina Goodwin; WFP/Hussam Al Saleh; WFP/Amadou Baraze; WFP/Alejandra Leon. 2 | Occasional Paper N° 25 Occasional Paper N° 25 Social Protection and the World Food Programme Rachel Sabates-Wheeler and Stephen Devereux Institute of Development Studies January 2018 Social Protection and the World Food Programme | 1 Foreword Acknowledgements Social protection is an increasingly popular This study was commissioned by the Safety Nets strategy for governments to reduce extreme and Social Protection Unit (OSZIS) in the Policy poverty, hunger and inequality. Virtually every and Programme Division of the World Food country in the world has at least one social Programme (WFP) and carried out by Prof Rachel safety net or social protection scheme in Sabates-Wheeler and Stephen Devereux of the place. Yet, four billion people in this world – in Institute of Development Studies (IDS) at the particular the poorest – are not covered by any University of Sussex.
    [Show full text]
  • The United Nations World Food Programme (WFP)
    Swedish assessment 2008 of multilateral organisations The United Nations World Food Programme (WFP) Facts about the organisation Mandate and direction of operations ted by the UN Secretary-General and the Director- The United Nations World Food Programme, WFP, is General of FAO. The present Executive Director the world’s largest humanitarian organisation. It has Josette Sheeran took office in April 2007. The been in existence since 1963 and is based in Rome. Executive Board consists of 36 members. Its mem- In 2007 WFP food aid reached 86 million people. bers are appointed under a system of lists for dif- WFP’s three largest ongoing operations are in Sudan, ferent country categories. Sweden shares a list with Ethiopia and Afghanistan. WFP’s primary objective the major donor countries and sits, by virtue of the is to use food aid to save lives and protect livelihoods size of Swedish contributions, on the Board in 9 years in emergencies. Food aid in various forms is still out of 12 (for instance for the period 2007–2009). its most important tool. Recently WFP has begun In 2007 more than 9000 people worked for WFP, experimenting with cash and voucher transfers and 90 per cent of them were in the field. WFP has instead of food rations. Some 10 per cent of WFP field offices and distribution operations in some 80 activities can be characterised as development activ- countries. ities, but its humanitarian operations can also include elements of development projects. Financial information In 2007 WFP’s total income was almost USD 3 billion. Governance, organisation and Swedish Sweden’s core contribution to WFP for 2008 is SEK participation 380 million.
    [Show full text]
  • Report Ofthe World Food Council on the Work 23-26 June 1992
    A/47/19 Report ofthe World Food Council onthe work ofits eighteenth session 23-26 June 1992 GeneralAssembly Official Records· Forty-seventh Session SupplementNo. 19 (A/47/19) (:g~ ~ ~ ~iff ~ UnitedNations . NewYork, 1992 Digitized by Dag Hammarskjöld Library - NOTE Symbols ofUnited Nations documents are composed ofcapital letters combined with figures. Mention ofsuch a symbol indicates a reference to a United Nations document. ABB CONI ITS I I ( i i II 1SSN 0251-9259 Digitized by Dag Hammarskjöld Library • [Original: English] [17 August 1992] CONTENTS Paragraphs Page Chapter ABBREVIATIONS ................................................................................................................... v PART ONE Matters brought to the attention of the General Assembly CONCLUSIONS AND RECOMMENDATIONS OF THE WORLD FOOD COUNCIL AT ITS EIGHTEENTH MINISTERIAL SESSION .•.• 0 0 ••••••• 0 ••••••••• 0 0 1 - 37 2 PART TWO Proceedings of the Council I. ORGANIZATIONAL MATTERS .•.•...•• 0 •••••••••••••• 0 •••••• 1 - 10 12 A. Membership of the Counci 1 .. 2 12 B. Attendance 3 - 7 12 c. Officers .. 8 13 D.. Agenda 11 .. 9 13 E.. Documentation .. 10 13 lIo ACCOUNT OF PROCEEDINGS 11 - 70 14 A. Opening statements 11 - 22 14 B. General debate .. 23 - 70 16 1. Progress report of the Executive Director 26 - 57 17 (a) The global state of hunger and malnutrition: 1992 report •..•........•• 29 - 35 17 (b) Implications of the changes in Eastern Europe and the Commonwealth of Independent States for food security in developing countries . 0 •••••••••••••••••• 36 - 39 19 (c) Towards a new Green Revolution ...••....• 40 - 45 19 (d) Migration and food security ..•....•..... 46 - 49 20 -iii- Digitized by Dag Hammarskjöld Library - CONTENTS (continued) Paragraphs Page I CG (e) Hunger-alleviation targets in domestic EC policies and supporting aid programmes 50 - 53 21 EE (f) The state of the multilateral FA.
    [Show full text]
  • History of Food Security, Reference Is Often Made to Situations, Institutions and Facts That Are Related to Both Food Security and Food Aid
    Food Security: Definition, Four dimensions, History. Basic readings as an introduction to Food Security for students from the IPAD Master, SupAgro, Montpellier attending a joint training programme in Rome from 19th to 24th March 2012 George-André Simon University of Roma Tre Faculty of Economics Master in Human Development and Food Security March 2012 [email protected] Table of contents 1. Introduction 2. Food Security 2.1 Definition 2.2 The four dimensions of food security 3. Food Insecurity 3.1 Definition 3.2 Vulnerability 4. Where are we coming from: Evolution of food security 4.1 1930-1945: Post World-War 1 and League of Nations 4.2 1945-1970: Post World-War 2, UN, FAO, Food Surpluses 4.3 1970-1990: Food crisis, Amartya Sen, Major Refugee situations and other emergencies, drought in Africa 4.4 1990-2005: Golden years of Food Security 5. Where are we going to: Future of food security 5.1 Contradictions and weaknesses 5.2 Applying the theory of capabilities to food security 5.3 Empowerment 5.4 Food Security Governance 6. Conclusion 2 1. Introduction The term “food security” is widely used in publications, articles, statements, the media, etc. Yet, the meaning one gives to it varies considerably: for many, the concepts surrounding hunger, famine and food security are blurred and these words are often used interchangeably. This paper put together at the occasion of a week of joint lessons between students of the “Institut d’Etudes Supérieures Agronomiques (SupAgro), from Montpellier France and those of the Master in Human Development and Food Security at the University of Roma 3 from 19th to 24th March 2012 is largely inspired from an article published in “AgroSociales Y Pesqueros”, Madrid, April 2009 1/.
    [Show full text]
  • World Food Programme: Overview
    World Food Programme: Overview The World Food Programme is the world’s largest humanitarian organization working towards zero hunger by 2030. WFP is the first on the scene in an emergency, providing food and other assistance to the victims of conflict, drought, floods, earthquakes, hurricanes, crop failures and pandemics. At the same time, we focus on sustainable development, promoting long-term change by working in partnership with national governments. September 2019 Saving lives WFP manages complex emergencies where communities Our engineers are critically important in emergency are hungry, homeless or without any source of income. We response. In addition to food assistance for thousands of coordinate responses to large-scale emergencies on behalf Rohingya refugees fleeing Myanmar into Bangladesh, our of the wider humanitarian community, as the lead agency of engineers created safe, level land at Kutupalong camp to the Logistics Cluster and the Emergency Telecommunications lessen the threat posed by monsoons. Cluster, and we co-lead the Food Security Cluster. A rapidly increasing number of climate shocks also demand Two-thirds of WFP’s work is in conflict-affected countries, swift and decisive responses. When Cyclone Idai struck where people are three times more likely to be Mozambique and floods washed away an estimated 400,000 undernourished than elsewhere. hectares of crops in early 2019, WFP deployed quickly to Our largest emergency response is currently in Yemen, with provide food and vouchers, while also planning recovery, ongoing conflict causing one of the world’s worst hunger reconstruction and resilience-building activities. We also crises, while in Syria we are assisting millions of people restored vital communications networks to accelerate the displaced by the ongoing civil war.
    [Show full text]
  • World Food Programme – an Overview
    World Food Programme – An Overview Researched and Compiled by Elga Zalite, Stanford University Library The World Food Programme (WFP) is the food assistance branch of the United Nations and it is the world's largest humanitarian organization addressing hunger, with over 14 500 staff, 90 per cent of whom work in developing countries. WFP provides food, on average, to 90 million people per year, 58 million of whom are children. From its headquarters in Rome and more than 80 country offices around the world, WFP works to help people who are unable to produce or obtain enough food for themselves and their families. It is a member of the United Nations Development Group.i History The WFP was first established in 1961 after the 1960 Food and Agricultural Organization (FAO) Conference. WFP formally started its work in 1963 with a mandate from the FAO and the United Nations General Assembly on a three-year experimental basis. In 1965, the programme was extended to a continuing basis. The programme started its life by voluntary pledges from participating countries in the form of commodities, cash or services such as shipping.ii Now WFP operations are funded by voluntary donations from world governments, corporations and private donors. The organization's administrative costs are only seven percent—one of the lowest and best among aid agencies. Goals and strategies WFP strives to eradicate hunger and malnutrition. with the ultimate goal in mind of eliminating the need for food aid itself. The core strategies behind WFP activities, according to its mission statement, are to provide food aid to: 1.
    [Show full text]
  • WFP's ROLE in PEACEBUILDING in TRANSITION SETTINGS Informal
    WFP’S ROLE IN PEACEBUILDING IN TRANSITION SETTINGS Informal Consultation 20 September 2013 World Food Programme Rome, Italy EXECUTIVE SUMMARY Conflict is a leading cause of hunger. People in conflict-affected states are approximately three times more likely to be undernourished than those living in countries at peace.1 To a lesser extent, hunger can contribute to violence by exacerbating tensions and grievances. WFP therefore has a strong interest and a potentially important role in supporting transitions towards peace. In recent years, the United Nations’ method for supporting countries emerging from conflict has shifted to a “whole-of-government” approach with a focus on national peacebuilding strategies and the New Deal for Engagement in Fragile States. It has also attempted to provide system-wide coherence to its support through the Delivering as One and United Nations integration initiatives. WFP itself has undergone significant internal reflection to understand its potential role in these settings. This policy sets the parameters for WFP’s engagement in peacebuilding activities as part of larger United Nations efforts to transition towards peace in countries emerging from conflict. It proposes eight key principles to guide WFP’s work in these difficult settings: i) understand the context; ii) maintain a hunger focus; iii) support national priorities where possible, but follow humanitarian principles where conflict continues; iv) support United Nations coherence; v) at a minimum avoid doing harm; vi) be responsive to a dynamic environment; vii) ensure inclusivity and equity; and viii) be realistic. Based on these principles, WFP will follow three main policy directions. First, it will enhance its ability to conduct conflict and risk analysis in transition settings.
    [Show full text]
  • Evaluation of WFP Policies on Humanitarian Principles and Access in Humanitarian Contexts
    Evaluation of WFP Policies on Humanitarian Principles and Access in Humanitarian Contexts Annexes Volume I Prepared by GPPI and Humanitarian Outcomes: Julia Steets, Claudia Meier, Adele Harmer, Abby Stoddard, Janika Spannagel Commissioned by the WFP Office of Evaluation Report number: OEV/2016/014 May 2018 ANNEXES Volume I - Table of Contents I. METHODS .........................................................................................................................................1 II. BIBLIOGRAPHY ................................................................................................................................ 10 III. STAKEHOLDERS CONSULTED ............................................................................................................ 21 IV. RECOMMENDATIONS AND SUGGESTED ACTIVITIES FOR THEIR IMPLEMENTATION ........................... 34 V. EVALUATION MATRIX AND LINKED FINDINGS .................................................................................. 40 VI. ACRONYMS ..................................................................................................................................... 45 VII. TERMS OF REFERENCE (WITHOUT ANNEXES) .................................................................................. 47 I. Methods 1. The evaluation team used a mixed method approach to gather a broad range of qualitative and quantitative evidence over the period of the evaluation, from March to December 2017. The evaluation utilized various data collection and analysis tools to enable a
    [Show full text]
  • Stepping up Effective School Health and Nutrition a Partnership for Healthy Learners and Brighter Futures
    Stepping up effective school health and nutrition A partnership for healthy learners and brighter futures UNSCN United Nations System Standing Committee on Nutrition Table of contents School health and nutrition: 4 A great investment A high priority 7 and unfinished business Advancing school health 9 and nutrition in partnership © UNESCO 2020 The designations employed and the presentation of material throughout this publication do not imply the expression of any opinion whatsoever on the part of UNESCO concerning the legal status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries. The ideas and opinions expressed in this publication are those of the authors; they are not necessarily those of UNESCO and do not commit the Organization. Cover: GagliardiPhotography/Shutterstock.com CLD 455.20 ED-2020/WS/13 © WFP/Nyani Quarmyne Stepping up effective school health and nutrition: A partnership for healthy learners and brighter futures School health and nutrition is about investing both in Our shared vision schoolchildren and adolescents’ health and well-being and in their learning, with benefits extending to their homes and “Healthy, well- communities. When children are sick and hungry, they do not learn well. When children do not receive a quality education, nourished and they are less likely to be healthy. Further, good health, good nutrition and good education are not only rights and ends in educated children themselves, they are an investment in a country’s future and in the capacity of its people to lead productive and satisfactory and young people lives. achieve their full This inter-relationship between education, nutrition and health calls for a more integrated, systems approach to school health potential, and their and nutrition, and coordinated action to bring effective, multi- component policies and programmes to scale.
    [Show full text]
  • World Food Programme Fighting Hunger Worldwide
    World Food Programme Fighting Hunger Worldwide January 2016 Who we are key facts • 80 million people directly served in 82 countries • 17 million children received school meals/take home rations • 10 million young children and mothers received specialized nutrition • 15,400 staff including 1,400 internationals and 14,000 national • 2.2 million tons of food US$ 2.9 billion (64% of programme) • Cash based transfers US$1.4 billion in 55 countries (29%) • Capacity development US$ 340 million (7%) Iceland Greenland Finland Norway Russian Federation Sweden Est onia Latvia WFP’s Global PresenceDenmark Copenhagen Lithuania Russian Fed. Netherlands United Belgium Berlin Belarus Kingdom Ireland Poland London Germany Brussels Czech Rep. Ukraine Canada Luxembourg Slovakia Paris Mo Rep.o Liechtenstein Kazakhstan Austria ldo Switz- f Geneva Hungary va erland Slovenia Mongolia France Croatia Romania It aly Bosnia and Herzegovina Monaco Uzbekistan Bulgaria Georgia The Former Kyrgyzstan Andorra Rome Yugoslav Rep. Spain of Macedonia New York Armenia Azerbaijan Albania Greece Dem. People’s Brindisi rtugal Madrid Turkmenistan Tajikistan Beijing Rep. of Korea United States Washington D.C. Turkey Po Seoul Rep. of Gibraltar (UK) a Syrian Korea Tokyo Atlantic Ocean i Arab of America s Malta Cyprus Jammu i Republic n * Lebanon Islamic Republic Afghanistan and Kashmir u China Isreal T State of Palestine of Iran rocco Iraq Japan Mo rdan Cairo Jo Kuwait Pakistan Nepal Bhutan Las Palmas Algeria Libya Dubai Mexico Egypt Bahrain Bahamas Qatar United Arab Saudi Arabia Emirates Western Western Pacific Ocean Sahara India Myanmar Viet Nam Cuba Dominican Republic Mauritania Oman Bangladesh Haiti British Virgin Islands Sudan*** Belize Jamaica Puerto Rico Mali Niger Lao People’s Cape Verde Guadeloupe Eritrea Dem.
    [Show full text]
  • World Food Programme Cross-Border Operations
    Rome, June 01 2019 Volume 3 Volume 2019 June 01 Rome, World Food Programme Cross-Border Operations World Food Programme Cross-Border Operations Personal Experiences of Alumni The World Food Programme Alumni Network Published by: The World Food Programme Alumni Network https://wpfalumni.wfp.org Joseph Kaifala, Editor World Food Programme Cross-Border Operations Personal Experiences of Alumni The World Food Programme Alumni Network Disclaimer The opinions expressed are those of the individual authors, and do not necessarily reflect those of the World Food Programme (WFP) or the WFP Alumni Network. Responsibility for the opinions expressed in this book rests solely with the authors. Publication of this book does not imply WFP or WFP Alumni Network endorsement of the opinions expressed. Copyright © 2019 WFP Alumni Network All rights reserved. Book and cover design, Joseph Kaifala Front cover image: Iraq food recipient, WFP/Abeer Atefa Dedication To those who devote their lives to humanitarian service with the World Food Programme; to the resilience, courage and determination of those in the places they serve; to the mothers and children who are recipients of their nutritious food; and to the 68.5 million forcibly displaced people worldwide. Foreword Once again, our committed World Food Programme (WFP) Alumni have taken the time to share their life stories in this latest Oral History publication, “World Food Programme Cross-Border Operations: Personal Experiences of Alumni.” Providing food assistance in a single country is a challenging and complex process. The complexity multiplies significantly when WFP is called upon to assist across borders. Often, those crossing borders do so at great personal risk.
    [Show full text]
  • Working in Partnership with Others
    Working in partnership with others NHCR collaborates with a wide range of partners UNHCR will continue to play an active role in the Uto fulfil its mandate for refugees and others of con- inter-agency efforts to improve the global humanitarian cern to the Office. Partners include UN coordination response capacity, notably through the Inter-Agency bodies, bilateral partnerships with United Nations and Standing Committee (IASC) with respect to the protec- other international organizations, NGOs, universities tion and assistance of internally displaced persons and research institutes, eminent persons, regional orga- (IDPs) and the implementation of the “cluster leader- nizations, parliamentarians, government departments, ship approach”. UNHCR’s participation is focused on the private sector, refugees and their host communities. conflict-generated internal displacement situations In line with Global Strategic Objective 1.4, UNHCR will where it leads the Protection, Camp Coordination and continue to reinforce its partnerships with its traditional Management, and Emergency Shelter clusters in countries partners and forge new ones. including, amongst others, the Democratic Republic of the Congo, Liberia, Uganda and Somalia. The concept of inter-agency cooperation and partner- ship has evolved over time, from one of cooperation with governments and NGOs as implementing partners, to a more comprehensive mode of collaboration, which rec- ognizes the vital contributions that other organizations, host and donor governments, and civil society make in the areas of international protection, assistance and durable solutions. This chapter highlights key examples of UNHCR’s con- tinuing commitment to building and reinforcing global partnerships. Examples of partnership and more details on UNHCR’s work with its partners can be found throughout the Global Appeal, in particular, in the coun- try chapters in Part II - UNHCR’s Operations.
    [Show full text]