ANNEX 1 . 87 While UNRWA’s systems to respond to emergencies are well developed, the specific institutional procedures in place to support programmatic changes are not fully integrated across UNRWA’s operations. In practice, however, there are examples where the Agency has responded effectively to changing funding conditions and taken steps to review and reform the provision of assistance across all fields (e.g. transition from food to e-cards across Lebanon, Jordan and West Bank). There is evidence of UNRWA’s recognition of the constraining and enabling factors supporting partnership working, including the need for partnerships to be based upon a medium to long-term 3, 16, 21, 30, 36, 37, 54 vision, to be clearly tied to the Strategic Plan Results Framework, and for join planning and project development with partners. UNRWA has regular review processes in place to make changes as needed through biannual results reviews where programme budget progress is reviewed between headquarters and field offices, quarterly reviews of progress against Departmental priorities; and (iv) compact letters agreed between the Commissioner-General and all UNRWA Directors. MI 6.1 Evidence confidence High confidence MI 6.2: Partnerships based on an explicit statement of comparative advantage e.g. technical knowledge, convening power/partnerships, policy dialogue/advocacy Score Overall MI Rating Highly satisfactory Overall MI score 3.33 Element 1: Corporate documentation contains clear and explicit statement on the comparative advantage that the organisation is intending to bring to a given partnership Element 2: Statement of comparative advantage is linked to clear evidence of organisational capacities and competencies as it relates to the partnership 4 3 Element 3: The organisation aligns its resources/competencies to its perceived comparative advantage N/A Element 4: Evidence that comparative advantage is deployed in partnerships to positive effect 3 MI 6.2 Analysis Source document UNRWA is clear about the unique position, and comparative advantage that UNRWA brings to partners through its proximity, expertise, and clear mandate for Palestine refugees which lies in its trust among the community, level of access, extensive workforce, direct service provision, and geographical coverage. The Lebanon Field Office (LFO) also homes in on the comparative advantage that UNRWA brings to its partners in the 2018 Partnership and Inter-agency Coordination Strategy. UNRWA’s rationale for partnership working is highlighted in terms of its recent budget shortfalls, increasingly scarce resources, ambitious development goals, and increased demand amongst beneficiaries for UNRWA services. There are some challenges for the organisation with regards to partnership working; it is careful to not be seen to ’pass’ its mandate on to other agencies and partnerships are entered into as appropriate and contextually relevant to the different Field Office contexts. 1, 2, 3, 11, 14, 28, 30, 36, 37, 38, 43, 57