DETAILED ASSESSMENT OF UNRWA PERFORMANCE. 25 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 n nt me ge na luat Eva Per for ma nc e 8.2 1.1 Long-term visio 8.3 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 io nc t Str ent ate m e g g of the Lebanon FieldnaOffice (LFO) contextualises environmental sustainability and climate changeicin m the context of a m UNRWA’s work in terms of water access and management, sanitation, energy, air quality, and land use.a This strategy 8.1 lu Eva ion further sets out action plans for UNRWA in these areas, although it is unclear to what extent the plans have so far been implemented. emen t city ana lysis 5.2 Context analysis 5.1 Alignment 5.3 Cap a er t en ing cutt anag isk m Cros s 5.4 R ip 5.5 Sus 5.6 lem Imp sh 5.7 io n Op em ed lity spe abi tain ent l at atio n Re managing relationships with staff associations and embedding neutrality practices. There remain recognised limitations in terms of the organisation’s ability to m an in line with new requirements and/ change the staff mix ag em the existing complement of or reconfigure roles within e staff. Workarounds are used ntot give staff opportunities to develop within a relatively static structure. 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 ti rdina co-o r e 5. n gies t nerfor y 5 Par S UNRWA’s6.biggest asset delivering on its mandate and s m Operational planning 6.4 ste e y s achieving strategic nobjectives is its workforce, which try and intervention tag cou van lity d e s a is comprised mostly of Palestine refugees and a small design support, i U g ve 6.3 1A rati . a 6 relevance and p number of international staff. UNRWA has maintained om .6 2 C agility a committed and able workforce while proactively ag 6.6 In 3.1 Resources 3. aligned to fu nction Operating model and 3.2 R resources support, mob esource ilisatio relevance n 3.3 D and agility 4. e dec cent ision ralis Cost and value mak ed 3.4 ing bas Perf consciousness, res ed orm our hu an financial ces man cetransparency an PERFORMANCEwleAREA: OPERATIONAL 6.9 Kno dge MANAGEMENT ts 6. t assessmen 6.8 Join Assets and capacities organised behind Works in strategic direction bilityeficiaries ta n u o c c n and 6intended to ensure relevance, agility and .7 A coherent to beresults, ing n shar o i t a accountability partnerships form on al m n fu atio 7.5 8. 1. Per for r organisational UNRWA has createddataspecific programming on disability Organisational inclusion and strengthened deits Evidence-based m n app anc e m planning and architecture onit work. approach to this UNRWA steps to support Palestine refugees with l e has taken significant a Gdisabilities. These have orin7.4 Effe ied 2.1 t programming and financial g included the roll-outsysofctiDisability Inclusion Guidelines for staff and partners to operationalise UNRWA’s men Disability v n e o 7.3 E r t applied framework vi ms the work of a task force viden outeof Policy, which grew and aims to promote sharing of information.1and b En knowledge and 7. ce-b 2 ased strengthen specific initiatives. Strong and However, no core funds are allocated to the mainstreaming of disability. A targdisability ets od 2. support 2within transparent non-governmental organisation (NGO) staff member seconded to UNRWA now provides .1c Gronancthe e Agency 7.2 RBM e v in strate o Cross-cutting g results focus, gies to disability mainstreaming. UNRWA has an Inclusive Education Policy, Strategy and Teacher Toolkit and holds itself issues explicity geared accountable for identifying and addressing the needs of children with disabilities. to function 7.1 RBM applied 2.1d Human rights on ati Highly satisfactory Satisfactory UNRWA has a well-thought out, developed and (3.01-4) (2.01-3) increasingly diverse approach to resource mobilisation that is consistent with its core mandate, strategic Highly unsatisfactory Unsatisfactory (0-1) (1.01-2) priorities and the business model of an agency with a temporary mandate. Operationally, UNRWA currently is very dependent on voluntary contributions and has no capital reserves and a tightly controlled, yet growing, cost base. UNRWA has achieved significant savings through implementing austerity and efficiency measures to address this situation. UNRWA’s decisions on resource allocation are clearly articulated, transparent and sensitive to the challenging financial reality of the Agency. Its organisational architecture facilitates decentralised decision-making, with the headquarters playing an overall guiding and enabling role and field offices helping to shape decisions and tailor operations to specific contexts. The Agency has strong audit and investigation functions, an Anti-Fraud and Anti-Corruption Policy, and a welldeveloped framework of roles and responsibilities for implementation. UNRWA reports fraud and corruption statistics annually and provides the certifications to the UN Board of Auditors in accordance with its reporting obligations.