evaluation of general food distribution in northern uganda: gulu ...

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esponse. This requires thinking ‘out of the box’ and borrowing tools and experience fromfor example traditional development programmes that have worked with the‘mainstreaming’ agenda for years (e.g. mainstreaming gender, HIV/AIDS, human rightsetc).♦♦Assuming that EVIS will automatically be taken care of by families and friends may not bethe case. Family structures and dynamics have changed and NGOs and agencies as wellas districts should be careful in automatically assuming that upon return to the villages‘everything will be normalised’.When women are actively engaged in food distribution it increases their empowermentand authority and it also affects traditional household dynamics.7.3.6 Recommendations♦ NRC should in future food aid projects include a mainstreaming as well as an exitstrategy – in good time - especially for targeted vulnerable groups, so as not to leavethem in a vacuum, once the assistance is phased out.♦♦NRC should in the current situation in Northern Uganda be very careful to follow theassumption that EVIs will automatically be taken care of by families and friends as thereturn process picks up and IDPs move back to their villages. NRC should stronglyadvocate for simple and targeted mainstreaming interventions for EVIs, for examplethrough a multi-pronged approach involving (1) strengthening family and communitysocial systems (2) strengthening relevant district social sectors to provide services and(3) targeting EVIs with tailor made livelihoods activities.It may be beyond NRC’s mandate/policy to engage fully in the reintegration andmainstreaming of EVIs into society. However, as a preparatory step, there is a need forresearch and documentation in the area of EVIs, through a household survey, which canmore specifically determine the targeted need of people. NRC (together with other NGOsand district authorities) should take the lead on such a survey, which can also incorporateseveral household issues, including gender related issues: i.e. assessing changes in thehousehold and community dynamics which food aid brings about on gender roles,changes in traditional practices, social protection and safety nets. This will prepare actorsfor a more realistic and strategic recovery response.Having assessed and analysed the performance/effectiveness viz. the three main GFDobjectives the report turns to the remaining evaluation criteria: Coordination; Connectedness;and Impact. Each subject will be evaluated and lessons learned and recommendations willbe listed.40
8 COORDINATION8.1 A Co-ordinated Response in the FieldThe nature of the intervention and especially the overriding need to deliver food to the rightpeople at the right time has necessitated the involvement of several of humanitarian actorsincluding GoU. The table below is not exhaustive and only attempts to capture some of themost critical partners, their roles and responsibilities in NRC’s operations with a view tohighlight the areas of co-operation and co-ordination.Table 5: Stakeholders and Their RolesVerification Assessmentof of foodbeneficiaries securityNRCWFPUNOCHADDMCFood security clusterMilitary /securityCamp Managm entFMCsBeneficiaries (IDPs)Delivery ofcommoditiesCommunityMobilisationDistributionofcommoditiesCoordination between the different actors takes place through different mechanisms:Monitoring/feedbackDistrict Disaster Management committee (DDMC) 128 : is the overall coordinating body forall emergency interventions in different sectors in the district and is chaired by the ChiefAdministrative Officer 129 . The DDMC includes representatives from all relevant governmentdepartments, humanitarian agencies and IDPs. The DDMC meets monthly and is expectedto advise, support and monitor implementation of the different interventions 130 .Food Security Cluster 131 : is co-chaired by FAO the lead UN agency and the districtproduction officer as the government counterpart. The cluster is composed of representativesof different agencies/ NGOs engaged in food security interventions.Food Aid sub-committee 132 : is a sub committee of the Food Security cluster and is chairedby WFP and composed of agencies and other actors engaged in food aid. Mainly focuses onissues related to food distribution (verification of beneficiaries, food assessment,transportation issues, security, etc).Food Management Committees (FMC) 133 : established in each and every distribution pointand includes representatives of the beneficiaries (IDPs) and camp leaders. FMCs mee tmonthly but may meet more frequently depending on the needs. FMCs are responsible forliaison with NRC, mobilization of beneficiaries, disseminating information, coordinating andmanaging the food distribution process.In addition to the above, NRC frequently attends meetings, workshops and shares reportswith the different actors depending on the issues at hand. Feed back from many of theactors 134 reveals that the understanding of roles and responsibilities and the subsequent co -ordination effort which has improved over the years has resulted in: the increased128Interviews with RDC/LCV/ Deputy CAO Kitgum.129This is mandated by the National IDP Policy.130Several stakeholders said that there had been problems in keeping the meetings regular and fully attended.131Interview with FAO, UNOCHA.132Interview with WFP, UNOCHA.133Interview with FMCs, Opit and Amuru IDP camps.134Interviews with WFP, DDMC, RDC, UNOCHA,FAO, FMCs, Vice LCV.41
Page 4 and 5: List of Contents1 EXECUTIVE SUMMARY
Page 6 and 7: 9.3 NRC’s Efforts Towards Connect
Page 8 and 9: tools; however it ensures food secu
Page 10 and 11: ♦♦♦♦With the ration reducti
Page 12: 1.4 CoordinationNRC’s approach to
Page 15 and 16: NRC coincided the field phase of th
Page 17 and 18: Juba talks have been perceived as t
Page 19 and 20: Table 2: 2004 Global Food Aid Deliv
Page 21 and 22: 4 PROTECTING THE RIGHT TO FOOD - TH
Page 23 and 24: 5 PROJECT RELEVANCE & APPROPRIATENE
Page 25 and 26: 5.3 Lesson Learned♦♦♦‘Being
Page 27 and 28: schedules and working long hours to
Page 29 and 30: The complaints about the failed ver
Page 31 and 32: 7 PROJECT EFFECTIVENESSHaving asses
Page 33 and 34: most and mothers observed the nutri
Page 35 and 36: 7.1.7 Lesson Learned♦ Food aid ha
Page 37 and 38: By 2005 the profile of the crisis i
Page 39 and 40: Recent studies 95 on global food se
Page 41 and 42: From the 2007 EFSA 104 it transpire
Page 43 and 44: 7.3 Project Objective 3:To safeguar
Page 45: 7.3.4 A Future Strategy for EVIs?Se
Page 49 and 50: some extent also GoU through distri
Page 51 and 52: 9 RELIEF AND RECOVERY - CONNECTEDNE
Page 53 and 54: expected of them. From their perspe
Page 55 and 56: 9.4 Lessons Learnt♦♦♦♦♦St
Page 57 and 58: dependency among the IDPs and unwil
Page 59 and 60: establish the food security situati
Page 61 and 62: ANNEX 1: Terms of Reference for the
Page 63 and 64: • Desk studies. As a general back
Page 65 and 66: F. Time frame and budget considerat
Page 67 and 68: Annex 2: Evaluation Programme - inc
Page 69 and 70: Annex 3: List of Documents Consulte
Page 71 and 72: Expert OpinionsMr. Joe OloyaMr. Gra
Page 73 and 74: Typical Menu:BREAKFAST:• Millet p
Page 75 and 76: NRC objectives andTOR objectivesTo

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