DETAILED ASSESSMENT OF UNRWA PERFORMANCE. 33 7.5 8. P UNRWA is strongly committed to results-based manage­ dat erform Evidence-based a a an ment, and there is a “results-orientated” culture at p mo planning and nito 7.4 E plied ce various levels of the organisation to enable evidencering ffec programming syst tive based decision-making and accountability. Roles 7.3 E ems applied viden 7. and responsibilities with regard to the results-based ce-b a Strong and targesed monitoring system are clear, and relevant focal points ts transparent 7.2 RBM have been trained on its use. Compliance of reporting in strate results focus, gies to the results-based monitoring system is monitored explicity geared at a department level and reported on regularly. to function 7.1 RBM applied Results targets are developed collaboratively across the organisation and are evidence-based with clear 6.9 Knowledge internal logic and flow between inputs, outputs and Highly satisfactory Satisfactory ents 6. Joint assessm 6.8(3.01-4) outcomes. Results are reviewed regularly, and data are Works in (2.01-3) s bility Accountato beneficiarie .7 6 coherent Highly unsatisfactory used to inform decision-making and planning within g Unsatisfactory sharin ation partnerships m (0-1) r (1.01-2) n o the service areas of education and health. The resultsf atio 6.6 In ordin o c s based monitoring system is relatively new and evolving; 5. tner rgie 5 Par Syne msthe Agency’sOperational it currently captures only programmatic results but will soon be6. integrated financial reporting planning 6.4 with e syst ge y r t and intervention a systems. Reporting requirements have increased over time, although human are still inadequate to meet oun resources ant se c adv gility design support, e v the demands of the system. i .6 3 U 1A rat atio n Re relevance and agility sh 5.6 Sus lem ent Imp io n 5.7 l at UNRWA’s evaluation function is structurally independent and located within the Department of Internal Oversight Services. UNRWA has a medium-term evaluation plan which covers the same time period as the MTS and has developed an annual evaluation work plan. However, UNRWA’s evaluation coverage through this formal structure has been affected by the organisation’s current funding situation, which hasmresulted in a number of evaluations and a an meta-synthesis of evaluation quality not being completed as planned. At theasame ge time, there is evidence of strong evaluative thinking within the core programming areas of education and health. m This enis not expressed in the form of commissioned evaluations, but rather in programme teams’ reflection sessions that tare taking place – at different levels – to consider further improving service quality and where and how this can lead to stronger outcomes. 1.2 O ar rganisati 1. Organisatio architectu and financ framewo 4. Cost and v consciousn financi transpare ip nda 4.4 a t audit s l tro 4.5 Connisms mecha 4.6 Anti-fraud procedures spe ed tain abi 5.5 l i Cros ty s cu 5.4 R t t i n isk m g anag emen t 5.3 Cap acity an alysis 5.2 Context analysis 5.1 Alignment 6. pa Com 6.2 1.1 Long-term visio lu Eva Per for ma nc e 8.2 8.7 Uptake of lessons p systems 8.6 Follow-u rmance r perfo racked t 8.5 Poo sed ce-ba gn i viden des y 8.4 E t uali on q uati age r e Eval v o c 8.3 ion ion nct luat n fu Eva atio ent m e ag n a m 8.1 PERFORMANCE AREA: PERFORMANCE MANAGEMENT Systems geared to managing and accounting for development and humanitarian results and to using performance information, including evaluation and lessonlearning. n UNRWA is a contributor to international processes. At the headquarters level, the Agency raises awareness of key alleged violations of international law relating to the rights of Palestine refugees and provides regular inputs on grave violations of child rights to the United Nations Security Council through the Monitoring and Reporting Mechanism. For all field offices, UNRWA participates in relevant UN and national technical working groups and participates in some fields of operations through UN cluster mechanisms. Partnership structures and mechanisms are unique to each field office, given the different contexts in which the Agency works. Programmes also engage and share knowledge globally and regionally. The Education in Emergencies programme enhanced its global and regional profile, and elements have been adopted by other agencies, including the UN. UNRWA Education also contributed to global discourse on the SDGs, on specific programme areas such as human rights, teacher development, etc. Partnership structures are encouraged Agency-wide whenever possible. In education, such structures are encouraged with regard to the United Nations Educational, Scientific and Cultural Organisation (UNESCO), UNICEF, the Norwegian Refugee Council, Save the Children and Right to Play, as they help to ensure coherent and relevant partnership impact and outcomes.