58 . MOPAN 2017-18 ASSESSMENTS . UNITED NATIONS RELIEF AND WORKS AGENCY FOR PALESTINE REFUGEES IN THE NEAR EAST MI 1.2 Analysis Source document UNRWA, as a UN agency offers services and assistance which are to some extent akin to public services provided by governments (health, education) and its architecture is congruent with its function, mandate and strategic plan. For example, in terms of governance, UNRWA’s official governing body is the United Nations General Assembly and UNRWA is headed by the Commissioner-General who 1, 8, 43, 31, 67 is supported by the Deputy Commissioner-General and by the Advisory Commission (AdCom). The AdCom is composed of 27 Members and 3 Observers (Palestine, the European Union, and the League of Arab States). UNRWA’s operating model reflects the geography and nature of the Palestine refugee population that it ‘temporarily’ serves and reflects the diversity of operating conditions across and within the different fields of operation. UNRWA’s operating model is largely decentralised, although oversight from HQ has increased from a risk management perspective, largely in response to the agency’s current funding crisis. Recent programmatic reforms have increased shared understanding across the organisation regarding what it is trying to achieve. Responsibilities for delivering results are clearly outlined in compacts between Directors and the Commissioner General. At an operational level, the MTS and SPs are implemented through annual operational plans that align 50, 58, 68, 73, 100, 109, 110, 111 with the UNRWA budget cycle. Emergency response plans are aligned to the Annual Operational Plans where necessary Annual operation plans and results are reviewed regularly at both a field and HQ level, with action points outlined regarding any necessary changes or areas of concern. There is evidence that the operating model is designed to allow for cooperation across the organisation and with external partners and for the organisation to be responsive to changes in context. According to the different contexts UNRWA works in, the agency has different relationships with the host government and engages as necessary with the wider UN architecture. For example, in Jordan, it works closely with government and other UN agencies but is not part of the UNDAFf. In Lebanon, it is part of the UNCT and the UNDAF but works less directly with the government given the arrangements around responsibility for Palestine refugees. UNRWA is actively working to transform a number of its existing partnerships into long-term strategic engagements to enhance the ability of the Agency to fulfil its mandate. MI 1.2 Evidence confidence High confidence MI 1.3: The strategic plan supports the implementation of wider normative frameworks and associated results, including Agenda 2030 and others where applicable (e.g. the quadrennial comprehensive policy review (QCPR), Grand Bargain, replenishment commitments, or other resource and results reviews) Score Overall MI rating Satisfactory Overall MI score 3 Element 1: The strategic plan is aligned to wider normative frameworks and associated results, including Agenda 2030, and others, such as the QCPR and the Grand Bargain (where applicable) Element 2: The strategic plan includes clear results for normative frameworks, including Agenda 2030, and others, such as the QCPR and the Grand Bargain (where applicable) Element 3: A system to track normative results is in place for Agenda 2030, and any other relevant frameworks, such as the QCPR and the Grand Bargain (where applicable) 3 3 3