ANNEX 1 . 85 Element 3: Evidence that procedural delays have not hindered speed of implementation across interventions reviewed Element 4: Evidence that any common institutional bottlenecks in speed of implementation identified and actions taken leading to an improvement MI 5.7 Analysis N/E 3 Source document In emergency contexts, UNRWA has in place measures to ensure the flexible and fast registration process of refugees and to act with urgency and to be accountable to the vulnerable population affected by the consequences of emergencies in the regions where it has its presence. Its emergency framework outlines the operational structures, protocols and tools used in emergencies, and explains roles and responsibilities. Under its emergency appeals for the West Bank including East Jerusalem, Gaza strip and Syria, performance data is collected on a quarterly basis, providing the basis for action in the event of target underachievement; (ii) biannual results reviews where emergency appeal progress is reviewed between headquarters and field offices; (iii) quarterly reviews of progress against field office priorities; and (iv) risk registers that are updated on a regular basis (at least biannually). However, it is not clear how speed of implementation is tracked for its usual programme budget work. In terms of its health programme, UNRWA has worked to address common bottlenecks affecting programme speed and implementation; including the development of the e-Health system, which 16, 56 allow for instantaneous transmission of data between health centres, and through strengthening its procurement processes. UNRWA has moved from food to cash assistance in a number of its Field Offices but there is a recognition that such measures need to be applied in a contextually relevant manner. There is recognition that in Gaza for example; (i) it is perhaps unsuited to conditions which can easily fall back from a protracted crisis situation to a full blown ‘emergency’ situation (e.g. 2009, 2012, 2014), (ii) inflationary pressures in Gaza means that lack of control on food prices will lead to poor being even more exposed if using cash for food, (iii) limited food availability in Gaza and any delay with UNRWA leads to food prices rising, (iv) food distribution in its current form is an important employer. RSS in Gaza recognises that the universal trend is that cash gives ‘more dignity’ but believes that in the Gaza context that dignity will come by creating jobs (the broader RSS strategy). MI 5.7 Evidence confidence Medium confidence KPI 6: Works in coherent partnerships directed at leveraging and/or ensuring relevance and catalytic use of resources KPI score Satisfactory 2.95 UNRWA is clear about the comparative advantage it 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. Although specifically and solely mandated to address the needs of the Palestine population, UNRWA maintains a corporate commitment to work in close coordination and partnership with other UN agencies. 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.