ANNEX 1 . 57 MI 1.1 Analysis Source document UNRWA’s mandate contemporary mandate is to provide relief, human development and protection services to Palestine refugees and persons displaced by the 1967 hostilities in its fields of operation. In the absence of a solution to the Palestine refugee problem, the General Assembly has repeatedly renewed UNRWA’s mandate, most recently extending it until 30 June 2020. The current MTS is UNRWA’s second and demonstrates a maturation of the organisation’s strategic approach. The organisation’s operational focus remains largely the same across strategic periods, but the MTS and its strategic priorities are ‘negotiated’ with host countries and donors to frame the content, and the accompanying results framework is the product of a negotiation with donors, where donors to some extent ‘pick’ results areas they wish the agency to focus on. UNRWA’s MTS outlines an ambitious medium-term vision with a series of strategic outcomes based on UNRWA’s comparative advantage: 1) Outcome 1: Rights under international law are protected and promoted; 2) Outcome 2: Health is protected, and disease burden is reduced; 1, 6, 7, 16, 24, 31, 36, 3) Outcome 3: Children complete quality, equitable and inclusive basic education; 37, 41, 44, 43, 67 4) Outcome 4: Capabilities strengthened for increased livelihood opportunities; 5) Outcome 5: Basic human needs of nutrition, shelter and environmental health are met. UNRWA’s comparative advantage is clearly recognised and relates to its ability to deliver emergency response and due to its size and infrastructure in the fields it operates in, as well as its technical expertise. The MTS is operationalised through Strategic Plans 2016-21 (SPs) and Annual Operation Plans for each of the fields it operates in which are aligned with the MTS strategic outcomes. These are monitored through an accompanying Common Monitoring Matrix (CMM). The SPs are deliberately separate from the organisation’s strategy allowing for amendments in case the operating environment within one field of operations changes significantly. Whilst the MTS itself is not reviewed regularly, the SPs through which the MTS is operationalised is reviewed regularly and amended as necessary through agency-wide annual and half-yearly reviews on both expenditure and results. MI 1.1 Evidence confidence High confidence MI 1.2: Organisational architecture congruent with a clear long-term vision and associated operating model Score Overall MI rating Highly satisfactory Overall MI score 3.2 Element 1: The organisational architecture is congruent with the strategic plan 3 Element 2: The operating model supports implementation of the strategic plan 3 Element 3: The operating model is reviewed regularly to ensure continued relevance 4 Element 4: The operating model allows for strong cooperation across the organisation and with other agencies Element 5: The operating model clearly delineates responsibilities for results 3 3