56 . MOPAN 2017-18 ASSESSMENTS . UNITED NATIONS RELIEF AND WORKS AGENCY FOR PALESTINE REFUGEES IN THE NEAR EAST STRATEGIC MANAGEMENT Clear strategic direction geared to key functions, intended results and integration of relevant cross-cutting priorities KPI 1: Organisational architecture and financial framework enable mandate implementation and achievement of expected results KPI score Highly satisfactory 3.29 UNRWA’s contemporary mandate to provide relief, human development and protection services to Palestine refugees is currently in place until June 2020. UNRWA’s Medium Term Strategy 2016-21 (MTS) clearly articulates the organisation’s mediumterm vision; the current MTS is UNRWA’s second and demonstrates a maturation of the organisation’s strategic approach. The MTS includes a series of strategic outcomes, developed to reflect UNRWA’s comparative advantage. The MTS is operationalised through Strategic Plans 2016-21 (SPs), as well as Annual Operation Plans for each of the fields it operates in. These are aligned with the strategic outcomes. The operating model supports the implementation of the plan and Annual Operation plans are reviewed regularly to ensure their ongoing relevance. UNRWA’s organisational architecture is congruent with its mandate and strategic plan and allows for cooperation across the organisation and with external partners. UNRWA has a largely decentralised operating model, though oversight from HQ has recently increased from a risk management perspective, largely in response to the agency’s current funding crisis. UNRWA’s focus on the rights and welfare of Palestine refugees provides some clear points of alignment with wider normative frameworks. In terms of Humanitarian Principles, UNRWA operates in full compliance with applicable international law and to the humanitarian principles of humanity, neutrality, impartiality and independence. There is explicit reference within UNRWA’s strategic plan (2016-21) to the SDGs and Agenda 2030 and the agency has mapped its contributions to the SDGs. UNRWA regularly reports also on the Grand Bargain and the UN-SWAP. UNRWA has a single integrated budget framework; its Programme Budget - funded predominantly through voluntary, unearmarked, contributions from UN Member States and other donors, Project funds - resourced by 100 per cent voluntary earmarked contributions and the non-core sources of funding of Emergency Appeals, which raise earmarked and unearmarked funds in full through voluntary contributions. UNRWA is experiencing a protracted and severe financial crisis and has been operating without capital reserves since 2012. UNRWA has planned and implemented extensive measures in light of the crisis to prioritise the organisation’s expenditure and its financial framework is examined and reviewed regularly by the organisation’s governing body. MI 1.1: Strategic plan and intended results based on a clear long-term vision and analysis of comparative advantage Score Overall MI Rating Highly satisfactory Overall MI score 3.75 Element 1: A publicly available Strategic Plan (or equivalent) contains a long-term vision 4 Element 2: The vision is based on a clear analysis and articulation of comparative advantage 4 Element 3: A strategic plan operationalizes the vision, including defining intended results 4 Element 4: The Strategic Plan is reviewed regularly to ensure continued relevance 3