70 . MOPAN 2017-18 ASSESSMENTS . UNITED NATIONS RELIEF AND WORKS AGENCY FOR PALESTINE REFUGEES IN THE NEAR EAST MI 3.3 Analysis Source document UNRWA has clear roles and responsibilities between HQ and Field Offices in terms of decision-making. The Medium Term Strategy 2016-21 and its five Strategic Plans (one per field of operation) are complemented by a raft of internal strategies, policies and plans for different programmes and offices to ensure that all organisational units are operating in support of Agency objectives. There are clear Directorial compacts between the Commissioner General and all UNRWA department Directors outlining delegated authority and responsibility. This Compact stipulates; (b) the human and financial resources that will be made available to the Director, (e) the results expected of the Director. There is a clear recognition across the agency of the different contexts and enabling environments in which UNRWA works and the need to operate differently accordingly. Field offices engage in planning and reporting processes regularly with HQ and targets are set collaboratively rather than imposed upon Field Offices. Field Offices have autonomy around much decision-making although, in light of the recent financial crisis, there has been a retraction of delegated authority regarding 1,4, 8, 9, 10, 12, 25, organisational expenditure and increased oversight from HQ on cashflow and expenditure. 31, 35, 36,52, 57, 109, The agency has invested in strengthening leadership across Field Offices with the Agency-wide ‘Leadership 110, 111, 134, 139, Across Borders’ staff development programme targeted at mid-career staff (Area Staff Grades 10 to 14). 141,149 The programme includes the development of a style of leadership that supports the Agency’s human development mandate; to enable participants to better understand how to strengthen and support an enabling environment; to provide participants with the skills needed to become more effective leaders of people; to provide guidance and tools to enable participants to manage their staff and related issues. This Agency-wide programme concluded in November 2017. There is currently limited evaluation evidence on UNRWA operations regarding how programming decisions are made. At a programme level, UNRWA reforms for education have supported the delegation of decision-making around implementation and M&E planning, with Field Education and Health departments responsible for the implementation and quality assurance of their School Health Programme. Protection audits, conducted by each field office, are to be followed-up within the context of the protection working groups within each field office and be monitored through an online tracking tool at HQ. MI 3.3 Evidence confidence High confidence MI 3.4: HR systems and policies performance based and geared to the achievement of results Score Overall MI Rating Satisfactory Overall MI score 2.8 Element 1: A system is in place which requires the performance assessment of all staff, including senior staff Element 2: There is evidence that the performance assessment system is systematically implemented by the organisation across all staff and to the required frequency 4 3 Element 3: The performance assessment system is clearly linked to organisational improvement, particularly the achievement of corporate objectives, and to demonstrate ability to work with other 2 agencies Element 4: The performance assessment of staff is applied in decision making relating to promotion, incentives, rewards, sanctions, etc. Element 5: A clear process is in place to manage disagreement and complaints relating to staff performance assessments 2 3