20 . MOPAN 2017-18 ASSESSMENTS . UNITED NATIONS RELIEF AND WORKS AGENCY FOR PALESTINE REFUGEES IN THE NEAR EAST Chapter 2. Detailed assessment of UNRWA performance The performance is assessed on four dimensions of organisational effectiveness – strategic, operational, relationship and performance management – and on the results achieved by the organisation. These findings are constructed against the organisation’s own strategic plan and performance indicators. In this way, organisational effectiveness relates to a blended assessment of intent, effort and response. Organisational intent is expressed through commitments, strategies, policies and plans. The organisational effort is that which the organisation puts behind a particular agenda for performance and improvement including guidance issued. The organisational response is its reaction to the effects of this effort in relation to changing organisational direction, practice and behaviour. Organisational effectiveness is juxtaposed alongside development effectiveness. The latter refers to the extent to which the organisation is making a difference in ways that reflect its strategic objectives and mandate. 1.2 O archit rganisational ecture 1.3 norm Suppo ativ rt e fra 1.4 mew fra Fina orks me nci wo al rks 1.1 Long-term visio Per for ma nc e 8.2 a an m Relief and Works Agency for Palestine The United Nations Str ate gic m a nt me ge na 8.7 Uptake of lessons p systems 8.6 Follow-u rmance r perfo tracked 8.5 Poo sed ce-ba ign viden des y 8.4 E t uali on q e g uati Eval vera n o c 8.3 io ion nct luat n fu Eva atio PERFORMANCE AREA: STRATEGIC MANAGEMENT Clear strategic direction geared nt to key functions, intended e m results and integration of gerelevant cross-cutting priorities. n 2.1. ORGANISATIONAL EFFECTIVENESS 8.1 Refugees in the Near East (UNRWA) has a clear and very challenging mandate in a politically charged context. 7.5 1. 8. P Nations (UN) General Assembly, Conferred by the United dat erform r Organisational this mandate recognises organisation’s a aandan endorses theEvidence-based nde e pp ce mo G architecture planning and lied a nitofor7.the role in providing human development 2.1 ring4 Effecwell-being, t and financial programming men syst tive refugees including in respect and protection n o 7.3 E of Palestine r i ems framework applied v n Env 7. law. The strain on of their rightsideunder .1b ce-b international 2 a Strong and to intensify, with targesed continues its strategic management ts ood 2. transparent 7.2 Rhaving 2.1c eGrnance UNRWA several consecutive BM in st now experienced v o Cross-cutting g results focus, rategies years of uncertainty as to whether there are sufficient issues explicity geared resources to get through thetocalendar function year. The funding 7.1 RBM applied 2.1d Human rights crisis in early 2018 was considered an existential crisis, leading to6.9aKnonumber of immediate consequences wledge 3.1 Resources Highly satisfactory 3. Satisfactory including increases in class sizes and adjustments to a ligned to fu ts en (3.01-4) (2.01-3) m 6. ss nction Operating 6.8 Joint asse emergency activities. Thanks to a strong sense of mission Works in y it s il model and b ie r ta n eneficia 3.2 Res unsatisfactory Highly Unsatisfactory 6.7 Accou leadership and strong and internally – and a coherent to b ou resources support, m(0-1) ring– externally a (1.01-2) h s obilisa rce n o i t a partnerships tion mature, robust organisational architecture, relevance form and resilient tion 6.6 In rdina ohas 3 o . and agility 3 c the impact oftnthis been minimised, and UNRWA has thus far been able to provide relief and largely deliver on its s er ie 5. 4. dec Decent Par nerg s y 5 . i S r s 6 a ion mandate. Operational planning Cost and value 6.4 tem m lised lu Eva 3 akin bas .4 Perf and intervention consciousness, age g t n a r o e y v e r d t d e i s m s a l o design support, financial i h U urc um avision The Medium Term Strategy and set of ve Ag(MTS) 2016-21 reflects a progressive and well-articulated strategic 6.3 rati es an nce6.1 integrate the humanitarian relevance and and rights-based transparency paaims m targeted results and to core of UNRWA’s work into a multi-faceted Co agility 6.2 ys en ed lity spe atio n Re g kin ma on cisi nt De me e 4.1 urs Disb ased 4.2 ts-b esul 4.3 R eting l budg ernationa t 4.4 In andards t audit s l tro 4.5 Connisms mecha 4.6 Anti-fraud procedures t ry s nt cou em ag an al m .1 Alignment ntext analy sis nalysis emen t ing anag apacity a a Risk m Cros s cutt abi tain Sus 5.6 5.5 ip an Imp sh m 5.7 io n lem ent l at development orientation. The financial underpinning to realise these objectives has not been forthcoming. UNRWA on