94 . MOPAN 2017-18 ASSESSMENTS . UNITED NATIONS RELIEF AND WORKS AGENCY FOR PALESTINE REFUGEES IN THE NEAR EAST PERFORMANCE MANAGEMENT Systems geared to managing and accounting for development and humanitarian results and the use of performance information, including evaluation and lesson-learning KPI 7: Strong and transparent results focus, explicitly geared to function KPI score Highly satisfactory 3.24 UNRWA has a strong corporate commitment to results-based management and there is strong evidence of a ‘results-orientated’ culture at various levels of the organisation to ensure evidence-based decision-making and accountability. The results framework between the MTS and corporate strategies are well aligned and programmatic results are captured in the results-based monitoring system. There are clear roles and responsibilities with regards to the results-based monitoring system and relevant focal points have been trained on its use. Compliance of reporting to the RBM system is monitored by department and reported on regularly. Results targets in the CMM were developed at the beginning of the 2016-2021 MTS for all indicators in collaboration with all Field offices to ensure ownership and common understanding. These appear evidence-based and there is a clear internal logic and flow between inputs, outputs and outcomes. Whilst exact resources allocated to the results-based monitoring system are not known, there are human resource gaps in terms of the agency’s ability to monitor everything required by the results-based monitoring system. Results achieved are reviewed through a ‘reflective’ with all Fields with respect to the set target and baseline and targets are adjusted with documented justification after discussion between Fields and HQ. Data quality is verified at field level and quality assured as part of regular results reporting processes. UNRWA uses its performance data to inform its planning and programming and there is strong accountability for the achievement of results at multiple levels of the organisation with regular reviews to document progress and action points. MI 7.1: Leadership ensures application of an organisation-wide RBM approach Score Overall MI Rating Satisfactory Overall MI score 3 Element 1: Corporate commitment to a result culture is made clear in strategic planning documents 4 Element 2: Clear requirements/incentives in place for the use of an RBM approach in planning and programming 3 Element 3: Guidance for setting results targets and develop indicators is clear and accessible to all staff 3 Element 4: Tools and methods for measuring and managing results are available 3 Element 5: Adequate resources are allocated to the RBM system 2 Element 6: All relevant staff are trained in RBM approaches and methods 3 MI 7.1 Analysis Source document UNRWA has a strong corporate commitment to results-based management as outlined in the MTS and there is strong evidence of a ‘results-orientated’ culture at various levels of the organisation to ensure evidence-based decision-making and accountability. UNRWA’s results-based monitoring system is designed to enable data collection and analysis against strategic outcomes set in the MTS. Directors in each of the Field Offices are responsible for the management of monitoring data. The current results-based monitoring system went live in 2017 and focal points from HQ and field offices were trained on the RBM system and relevant tools, but management do not appear to have been trained. Compliance of reporting to the resultsbased monitoring system is monitored by department and reported on regularly. There is clear methodological guidance available to staff to support the assessment of performance against targets. 1, 3, 4, 8, 11, 23, 31, 33, 36, 70, 73, 85, 100, 102, 105